2008 Annual Report Draft 1

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DEPUTY CHIEF OF THE DEPARTMENT BIOGRAPHY 3

DIVISION 1—OPERATIONS 6

DIVISION 2—FIRE PREVENTION 10

DIVISION 3—TECHNICAL SERVICES 16

DIVISION 4—ADMINISTRATIONS 21

DIVISION 5—SAFETY AND TRAINING 25

DIVISION 6—DENVER INTERNATIONAL AIRPORT 29

TOTAL INCIDENTS AND RESPONSES 31

ENGINE COMPANIES DATA 32

TRUCK COMPANIES DATA 34

RESCUE AND HAMER COMPANY DATA 35

DISTRICT CHIEFS DATA 36

DISTRICT ACTIVITY 37

INJURY / CASUALTY SUMMARY 38

STRUCTURE FIRE LOSS REPORT 39

RESCUE CALLS 41 A MESSAGE FROM THE CHIEF OF THE DEPARTMENT Firefighters and Staff of the Denver Fire Department:

I am proud and humbled to have been selected as the Fire Chief of the Denver Fire Department, an organization whose members continue to enhance a proud tradition of selfless service, continued commitment, and unparalleled professionalism while serving the citizens of Denver.

I truly believe the Chief’s role is to provide the lead- Nick Nuanes ership and support which will move the organization Chief of Department forward through challenges and changes that bring The flood of business helped defray deeper cuts progress to any organization. The Denver Fire De- to the budget, which helped all City agencies in partment’s role in protecting people and property of their quest to provide service. They City’s De- this City is carried on daily by all members of this partment of Safety received overwhelming reorganization. It is each of you doing your job every views for the way in which they planned and day, being consummate professionals in your interac- worked the event. Word has it that a future tion with the citizens, striving to gain expertise in Winter Olympics may be in the offing. your craft, and carrying that pride and personal integ- rity into your daily lives which makes the Denver Through the adoption of sound business prac- Fire Department one of the finest in the country. tices, which include developing a matrix of staffing in the Operations and Airport Divi- In my position of Fire Chief, it has always been my sions, we will se a reduction in costs, along with goal to support programs and policies which allow an opportunity for more overtime. Policies on each of you to reach your fullest potential. The Offi- NLOD and LOD injuries have saved the City cer Development Program continues to provide the well over a half million dollars. Our continued support and education necessary to produce effective focus on managing FTE resources will allow and competent leadership. It is a program that I con- the Department to maintain its high level of ser- tinue to support and will work to move forward. vice.

The Shift Commander concept has received mixed I look forward to the upcoming challenges and, reviews; however, we believe it is helping us at the same time, know as I face those chal- strengthen our communication and standardize prac- lenges I will not be successful on my own. tices at the District level. The Division Chief of Op- Each of you, working with me, working with erations now has increased opportunity to create vi- each other, and ultimately, working to provide sion for the Department because of this change. the citizens of Denver with the service they de- serve, will ensure our success, maintain our tra- The two most important issues to Firefighters work- dition of excellence, and prepare this Depart- ing in Operations revolve around the overtime and ment to meet the future of this City and its citi- transfer policies, both of which seem to be policies in zens head-on. Your participation and collabora- constant revision. Our hope is to have new policies tion are important to me at every level. I will rewritten by mid 2009. continue to include a broad cross-section of participation and inclusiveness in all initiatives, The Democratic National Convention has come and committees, and programs. gone. It was the largest single event the City has hosted in its short 150-year life span.

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The Deputy Chief is second in command at the Denver Fire Depart- ment. A few of the Deputy Chief’s general duties include:

• Responsibility for the day-to-day operation of the department. • Development and management of a budget of approximately $100 million. • Fiscal oversight of all six divisions with the agency. • Providing policy and procedure development and review. • Acting as Chief of the Department during the Fire Chief’s absence. • Supervision of the Psychological Services and Finance sections of the Department.

Rex King Projects in 2008 included: Deputy Chief

• Oversight of the scheduling of Department members during the Democratic National Convention, and numerous other ancillary duties associated with the event. • Establishing a committee to overhaul outdated Departmental policies and procedures. • Setting up a system to enter members’ information into a database for easier access/more accurate record keeping throughout the Department. • Participated in Collective Bargaining negotiations for the 2009 Local 858 Contract, along with Re- gional Transportation Facility meetings and Wildland Firefighting strategy sessions. • Mentoring officer candidates for upcoming promotional exams. • Securing an intern to assist with Department statistical analysis.

PSYCHOLOGICAL SERVICES Dr. Karen Jackson provides psychological services to Department employees, spouses, and their children. Dr. Jackson was hired in August 2007. There were 86 firefighters and family members who received psychological services in 2008, with an average quarterly utilization rate of 158 sessions. The 2008 rate represents an increase by fifteen percent over 2006, the year prior Dr. Jackson’s being hired by the Department. Long-range factors attributing to this increased utilization may include; greater awareness and acceptance of psychological services by a changing population of firefighters, and the insufficiency of mental health services provided by health care plans.

Dr. Jackson also coordinates the Department’s Peer Support program. Peer Support has proven to be an effective resource for members to access, especially for issues that are work-related in nature. Five new members joined the Peer Support team in the past year. Beginning in 2008, the Peer Support team developed vision and mission statements as follows:

Vision: We are committed to strive to provide quality support, assistance, and linkage to resources for our fellow firefighters and their families.

Mission: We will educate ourselves and invest time into the group. We will present a trustworthy, well re- spected resource by maintaining high standards of confidentiality and reviewing our effectiveness. We will invest time and effort into providing awareness of the peer support program to ensure that those in need know there is someone to help who has walked in their shoes.

3 Critical Incident Stress Management (CISM) is another program that has been established to assist firefighters in dealing with significant incidents of traumatic stress. A critical incident debriefing was conducted by Dr. Jackson at Station 22 following a child drowning.

Training provided by Psychological Services in 2008 included: New Peer Support member training; How to Parent when Couples are Divorcing; CISM training; Alcohol/substance Abuse seminar; Suicide Prevention, Managing Workplace Stress for Career Service employees, and a “Probie Tour” for the graduating academy.

FINANCIAL MANAGEMENT Barbara Butler, Finance Director, provides oversight and direction of the financial management, budgeting, and accounting responsibilities for the Denver Fire Department as mandated by the Mayor’s Office. Funds managed include: General, Grant/Special Revenue, and Capital Equip- ment Funds. Responsibilities include managing all finance and accounting activities in accordance with City Fiscal and Budget practices. The Finance Director oversees the annual budgeting process and managed 2008 budget expenditures in excess of $100 million and the processing of over $2 million in approved capital equipment for the Department.

Additional staff responsibilities include general ledger monthly reports, accounts payable (review and process payments for goods/services, travel, P-Card, official functions, petty cash), accounts receivable, payroll salary schedules, internal auditing, grant management, and tracking Old Hire Pension payments. During 2008, the accounts payable work unit processed 5,207 pay- ment vouchers for Department-wide supply expenditures.

Financial management also includes City internal billings and reimbursable billing projects for special events such as the Urban Area Security grants. Other reimbursable programs and total invoices/journals prepared include: the Wildland Firefighting Assistance Program ($415,850) and Snow Removal Operations Program for Denver International Airport ($506,579). Finance coordinated the purchasing of Democratic National Convention equipment/supplies and processed $3 million in journals to ensure the Fire Department received full compensation of expenditures under the Department of Justice Grant. Other financial grant activities managed included the FEMA Assistance to Firefighters Grant and “Simply Safe!” a fire safe contract program for students in the Denver Public Schools.

In 2008, a staff accountant was hired to assist with the above increase in billing projects. Dur- ing the performance period the audit process included managing proper contributions for new hire post employment plan participants for the years 2006-2008.

The Finance Director also manages the DFD warehouse distribution and financial operations for requisitioned items or specialized orders distributed daily to 33 fire stations and support facilities. Inventory items include specialized firefighting tools, office supplies, protective equipment, and household supplies. The Warehouse also provides backup supplies and support for major incidents.

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OPERATIONS DIVISION OVERVIEW

The members of the operations Division are responsible for the delivery of fire protection and emergency services to those citizens who live, work in, and visit the City and county of Denver. Service is provided to over 500,000 people dispersed over a geographic area of approximately 155 square miles. Further, the Division is also charged with providing similar fulltime services to the cities of Glendale and Skyline, as provided for through intergovernmental agreements. Further still, the Operations Division is responsible for assisting surrounding municipalities with emergency service provision when requested in the form of mutual aid.

Suppression forces within the Operations Division respond to a myriad of calls for service including incidents involving fire, medical calls, automobile accidents, re- leases of hazardous substances, technical rescue inci- Randy Stewart dents, and community service requests to name several Division Chief broad categories. Of course, there are numerous additional sub-call types within each of those general de- 1 Water Rescue Unit, 1 Collapse Rescue scriptions. The City is divided into six response dis- Unit, 1 Air-Light Unit, 1 Command and tricts, excluding Denver International Airport which is Control Vehicle, and a number of other re- designated as a separate and distinct Division. Person- serve apparatus, chief’s vehicles, and util- nel within those districts are allocated using a three- ity apparatus. These resources, and the platoon (shift) system. Each district and shift operates members that staff them, can be used inde- under the direction of an Assistant Chief who is charged pendently or in conjunction with one an- with managing/administrating the day-to-day operations other to effect fire extinguishment, search of up to eight fire companies within their respective dis- and rescue, forcible entry, basic life sup- trict. Each fire company is managed by a company offi- port, technical rescue, and many other tasks cer. in the context of emergency incident mitigation as well as community service en- The Denver Fire Department (DFD) utilizes the Incident deavors. Command System (ICS) for command and control at all incidents. The ICS is a standardized, on-scene, all- COMMUNITY INVOLVEMENT hazard incident management concept based upon a flexible, scalable response organization that provides a com- mon framework within which people can work together, The members of the Operations Division from the same and/or different agencies, in mitigating remain actively involved in the community incidents effectively . The ICS provides immediate inci- by participating in community based func- dent management capability upon arrival of the first re- tions such as attending homeowner’s asso- sponders. ciation meetings to address homeowners about numerous safety topics, attending The Operations Division includes 27 Engines, 14 town hall meetings to provide support for Trucks, 1 Heavy/Technical Rescue Unit, 1 Hazmat Unit, safety related issues, and supporting educational endeavors by participating in various

6 reading programs. Similarly, members of providing the highest quality emergency medi- the Operations Division participate in tu- cal service possible. toring programs, conduct fire-safety talks in schools, and provide fire department SPECIAL OPERATIONS demonstrations to all types of groups and organizations within the community. It is The Operations Division provides full technical the desire of the Operations Division, as rescue capability in the form of water rescue well as the Denver Fire Department as a (open water, swift water, and under the ice); whole, to show continued support to the Hazardous Materials Mitigation; Collapse, communities that we serve. Confined Space, and Trench Rescue; Complex Extrication and High Rise Rescue. EMERGENCY MEDICAL SERVICE Special Operations Teams are comprised of members from multiple companies including In association with Emergency Medical Engine 1, Engine 6, Engine 9, Tower 1, Truck Service (EMS) provision, the Operations 9, Rescue 1 and Hazardous Materials Emer- Division is responsible for the coordina- gency Response (HAMER) 1. Members from tion of Emergency Medical Technician these companies work and train in conjunction (EMT) certification for all members of the with one another to efficiently form teams in Department and associated continuing edu- each technical rescue discipline in support of cation requirements. For example, in the Department’s daily operational mission. 2008, DFD personnel received 2,076 hours of EMS continuing education through It is important to note that Special Operations Denver Health and Hospitals EMS educa- Teams are in no way meant to replace engine tors. These educational contract hours are and ladder truck companies; but instead, they not only a requirement to maintain EMT are designed to complement them. The Denver certifications; but as important, they are Fire Department utilizes a variety of special- critical for DFD members to remain cur- ized equipment and apparatus to augment gen- rent regarding the latest advances in emer- eral operational capability. gency medical science and field treatment of patients. As an example, educational COLORADO TASK FORCE 1, topics include OB and pediatric assess- URBAN SEARCH AND RESCUE ment and treatment, trauma patient assess- TEAM ment and treatment, airway assessment and management, medical/behavioral assess- Over 30 members of the Denver Fire Depart- ment and management, and other pertinent ment are involved with the Colorado Task emergency medical topics. Force 1, Urban Search and Rescue Team (CO- TF1). CO-TF1 is one of 28 Urban Search and Additionally, in the context of the two- Rescue Task Forces nationwide operating un- tiered emergency medical response system der the Department of Homeland Security and that the Cit of Denver employs, the EMS the National Urban Search and Rescue Re- Coordinator Officer within the Operations sponse System. CO-TF1 is a self sufficient Division acts as a liaison with Denver team, designed and trained to be readily de- Health and Hospitals. This relationship ployable to local, state, and national disasters. ensures effective communication between Primary funding for CO-TF1 and the Search the agencies with the ultimate goal of and Rescue Response System is generally provided by the Federal Emergency Management

7 Agency (FEMA), through the Department Commander concept was designed to in- of Homeland Security. crease efficiencies within the department by decreasing the span of control of the DENVER WILDLAND Division Chief, enhancing communica- FIREFIGHTING TEAM tions between the Administration and Over 40 Denver Firefighters are members of suppression forces and improve consis- the Denver Wildland Firefighting Team. tency between response Districts. The Denver Fire Department has been des- The position continues to evolve, being ignated as a state cooperator by the National largely driven by the efforts of Shift Multi-Agency Coordination Group Commanders Greg Champlin, Joe Hart, (NMAC) working through the National In- and Steve Garrod. These officers ac- teragency Coordination Center (NICC) to cepted a difficult challenge in terms of deploy Denver wildland assets to fight stepping into a position not fully defined. wildfires nationally. Denver’s Wildland They continue to do an excellent job in Firefighting Team members are deployed moving the position forward. regularly to wildfires across the country. • Special operations continues to be a focus These endeavors by the Denver Fire Depart- within the Operations Division. With that, ment have only served to create goodwill 2008 saw the completion of a Special Op- and build cooperative relationships with erations Training Manual encompassing federal, state, and local governments and Technician, Operations, and Awareness emergency service providers, but have also level training information. A number of expanded the operational capability of the individuals within the Operations Division Operations Division as a whole. The ulti- devoted a significant amount of time in mate effect of that has been to enhance the this project’s completion. Their efforts services that we provide. will serve to provide a learning tool for training members of the Operations Divi- sion on the art and science of various spe- 2008 ACCOMPLISHMENTS cial operations disciplines.

• The Operations Division faced a number • All incumbent members of the Hazardous of challenges in 2008, but perhaps none Materials Team are now certified Hazard- more prominent than the Democratic ous Materials Technicians. This accom- National Convention. During the seven plishment was driven by the members of day event, some 373 Operations Divi- the Safety and Training Division with as- sion members staffed numerous posi- sistance of members from Operations and tions in the Pepsi Center, Invesco Field Denver International Airport (DIA). Fur- at Mile High, and other locations within ther, the Safety and Training Division has and outside the established security pe- worked diligently to build a records man- rimeters. The Operations Division also agement system that will track the current played an integral role in the planning and future status of Operation’s Division phases of the event. Technicians as well as other training records. • An additional challenge included the implementation of three new positions within the management structure in the form of Shift Commanders. The Shift

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FIRE PREVENTION DIVISION OVERVIEW

During 2008, the members of the Fire Prevention and Investi- gation Division were challenged to keep pace with continued growth, change and rise in activity. Yet our customers, those who live in, work in, and visit the City, including all Depart- ment members, have been served and our goals achieved, even as we have had to transform our organizational structure and procedures to meet these challenges. One significant challenge is the continuing absence of the Assistant Chief position, which was cut in 2007 and had previously been instrumental in many of the administrative and planning functions of the Division.

Another great challenge we faced was to fulfill daily obliga- tions to customers and Department members while simultane- Joseph Gonzales ously investing sufficient resources to permit the Division to Division Chief meet long-term goals. This difficult balancing act is further complicated by the reality of the City’s rapid growth and The Denver Fire Department’s Fire Pre- change, and the explosive growth of Division activity and re- vention and Investigation Division is sponsibility, including several revenue-generating programs. involved with all activities that decrease All Division employees went above and beyond the call of the incidence of uncontrolled fire and duty to do the right thing for the Department and the City. the safety of those who occupy the City’s buildings. Fire prevention meth- During 2008 the City hosted the Democratic National Con- ods used by the Denver Fire Department vention and Division members were intimately involved in focus on inspections, which includes the planning and execution phases. Their participation di- engineering and code enforcement; pub- rectly resulted in: lic fire safety education; and fire investigation. • Zero safety-related incidents during the events at the Pepsi Center and Invesco Field, due to excellent site preparation Inspection and enforcement are the legal and crowd management. means of discovering and correcting de- • Zero cases of overcrowding despite near-capacity occu- ficiencies that pose a threat to life and pancy loads (30,000 at the Pepsi and 84,000 at Invesco). property from fire. Enforcement is im- • Smoothly flowing crowd traffic and safe operations dur- plemented when other methods fail. ing all official DNC events so that the events were suc- Good engineering by the Division’s fire cessful for the producers, enjoyable and safe for all par- protection engineering group ensures ticipants, and showed Denver off in its best light to a that built-in safeguards (such as fire and watching world. This was the ultimate result of months of smoke alarms, smoke-control systems, behind-the-scenes work and knowledgeable application of radio amplification systems and sprin- safety principles. Fire continued to be the most costly kler systems) are designed and installed public safety problem in the United States during 2008 as properly. These systems help prevent it has been for the past several decades. The losses in hu- fires from starting, limit the spread of man lives and injuries due to fire are exceeded only by fire should it occur and improve condi- those due to traffic accidents. Fire caused property losses tions for firefighters who may be called are far in excess of those caused by all classes of crime, upon to operate under extreme condi- and rival those produced by hurricanes and earthquakes. tions.

10 Education carried out during inspections, investiga- Referrals Responded to During 2008 tions and emergency procedures drills informs and (initial response only; does not reflect follow-up visits) instructs the general public about the dangers of fire Referring Party Number of Referrals and about fire-safe behavior. Operations Division 413 Fire investigation aids fire prevention efforts by City Council 81 indicating problem areas that may require correc- Residents/Citizens 216 tive educational efforts, inspection emphasis or leg- islation. State Agencies 20 Federal Agencies 11 The Fire Prevention and Investigation Division has a dedicated staff charged with enforcing federal, City Agencies 116 state and local laws; ensuring that the required safety systems are installed in all buildings and that Fire Investigation installation complies with applicable standards; car- Fire investigation includes cause determination rying out public education, and accurately and effi- and subsequent investigation. The term “fire in- ciently identifying the causes of all fires, whether vestigation” describes a broad range of activities they are accidental or incendiary. that deal with post-fire data gathering and analysis to document fire ignition scenarios, fire devel- The staff consists of firefighters, fire protection en- opment, material identification, human behavior gineers and Career Service Authority employees. and fire safety lessons learned. Investigation with The senior management consists of Division Chief respect to the origin of the fire may begin at any Joseph L. Gonzales, Captain Russ Bray (Fire Inves- time after a fire has begun or after it has ended. tigations), Captain Anthony Martin (Institutions, Investigations are usually concerned with ignition High-rise), Captain Glen Travis (Systems Accep- scenarios and area of origin determination, with tance Testing, Occupancy Assembly Occupancies), particular emphasis on the investigation of incen- Captain Donald Randolph (Hazardous Materials, diary and suspicious or fatal fires. Fire incidents Flammable/Combustible Liquids and Warehouses), are also investigated for loss analysis and preven- and Chief Fire Protection Engineer David M. Clark. tion purposes. Investigations conducted for loss Office Manager Mimi Saylor and a small unit of analysis purposes focus on the reasons for fire Career Service Authority employees support not spread, performance of fire protection features, only the uniformed personnel of the Fire Prevention and those factors contributing to life loss or prop- and Investigation Division but also those members erty damage in addition to fire cause and origin of the Operations and Airport Divisions who are details. engaged in fire safety inspection efforts. The Fire Investigation unit, headed by Captain As a unit, the Division accomplished a great deal Russ Bray and Lieutenant Glenn Lopez, con- during 2008. Not only did they conduct the techni- sists of investigators who have completed the cal inspections of the City’s more complex occu- Denver Police Academy and are certified by the pancies, but they also responded to hundreds of re- National Association of Arson Investigators and ferrals from citizens; federal, state and local agen- the National Fire Protection Association. cies and DFD Operations Division personnel (see Fire setting by juveniles can extend far beyond table below). Division personnel document and vandalism, since it can occur with children too maintain files on all Fire Prevention and Investiga- young to form intent or understand the conse- tion Division activities as well as the inspection re- quences of losing control of a fire or flame. In cords for the Operations Division. the mid 1990’s, recognizing that a full seven percent of those arrested annually for arson in the

11 United States were under the age of 10, the De- Also, Fire Investigation personnel use experience partment’s investigators had to learn to recog- and scientific methods to solve the puzzle of fire nize the critical patterns and features and fea- and explosion, while maintaining a comprehensive tures differentiating “fire play” from deliberate database of fires and explosions that can make a fire-setting so that the problem could be ad- real and substantial contribution to reducing losses dressed. With a recidivism rate of one percent in many ways, including through the regulatory and during the first ten years since the program was code-making process. initiated in Denver, the unit’s Juvenile Fire Set- ters Intervention Program has made great progress in addressing the problem of juvenile fire setting.

During 2008, Fire Investigation unit activity totals were as follows:

Fire Investigation Unit—2008 Activity Activity Number Investigations 497 Cases Filed 89 Court Appearances 37 Juveniles Counseled 401 Fire Prevention

The Fire Prevention unit is divided into four major sections and a total of nine working groups, each of which represents an expertise targeted to ensure code compliance and provide safety and education related to a specific area: Section Working Group(s) Special Inspections • Licenses, Certificates of Occupancy (COs) Led by Captain Glen Travis and Temporary Certificates of Occupancy (TCO) • Life Safety Systems Acceptance Testing • Special Detail/Public Assembly Institutions/High Rise/Emergency • High-rise Occupancies Procedures • Institutions (hospitals, health care, child Led by Captain Anthony Martin care and elderly care occupancies) • Emergency Procedures Training Hazardous Materials/Flammables • Flammables Led by Captain Don Randolph, with assis- • Hazardous Materials and Warehouse Occu- tance from Lieutenant Darwin Neiman (City pancies of Denver hazardous materials Coordinator and representative on state and federal HAZMAT committees) and Division Fire Protection Engineer J.D. Lanz, P.E., who has extensive HazMat experience Fire Protection Engineering • Engineering (plan review, highly technical Led by Chief Fire Protection Engineer inspections, on-site engineering analysis at David M. Clark emergency incidents)

12 Fire Safety Inspections

The Fire Prevention unit manages the Denver Fire Many properties require at least one follow-up Department’s Fire Safety Inspection program, which inspection to ensure compliance, and some re- provides annual safety inspections to Denver’s ap- quire several re-inspections and court appear- proximately 24,018 commercial properties. The Fire ances. Prevention unit handles the scheduling and all associated record keeping, invoicing and collections for Although Operations Division personnel con- this program citywide. This would not be possible duct the majority of these inspections, Fire Pre- without the expertise of Department Technical Spe- vention personnel inspect Denver’s larger and cialist Mike Stutz, who also serves as the Depart- more complex occupancies such as high-rise ment’s IT Manager. He has written and continues to buildings, factories, hospitals, schools and thea- maintain various database modules to support the tres, warehouses, and manufacturing facilities inspection and permit programs. using hazardous materials or processes, because inspections of those properties require special- An annual inspection is conducted to ensure that (1) ized training. Division personnel ensure that all all life-safety factors at a given property are in com- safety systems (e.g., smoke detection, fire de- pliance with Denver’s Fire Code, including such tection, fire alarm, smoke control, emergency components as exits, structural condition of the communication systems) in these occupancies building, fire apparatus access, fire safety systems, are installed in accordance with applicable stan- and many more; (2) any hazardous processes or op- dards and that these systems are inspected and erations have appropriate, up-to-date permits in tested on a regular basis. They ensure that oc- place; and (3) the local firehouse crew is aware of cupancies that use, store or produce hazardous any fire hazards in case of an emergency at the prop- materials and substances have disclosed accu- erty. rate reports of quantities and that the operations are in compliance with applicable standards.

During 2008, Annual Fire Safety Inspection totals were as follows: Fire Safety Inspections—2008 Activity Division Number of Inspections Completed Operations 19,983 Fire Prevention and Investigation 5,470

Licensing The Fire Prevention unit tests and licenses professionals who install and inspect fire sprinklers, special extinguishing systems, fire alarms and fire extinguishers, and registers apprentices in those disciplines. As of December 31, 2008, a total of 834 licenses and 610 apprentice registrations had been issued.

Permits The unit also issues permits for a wide range of hazardous materials and processes, including propane (LPG), hot works, chemical storage, flammable and combustible liquids, etc., as well as for special events. Issuance of a permit requires a separate, dedicated inspection. Total number of permits issued during 2008 was 5,211.

13 Special Detail Program Finally, the Fire Prevention unit runs the Special Detail Program which coordinates the hiring of off-duty firefighters by event managers to ensure public safety during public events involving 300 or more people. During 2008, the Division coordinated Special Detail services for 3,099 events.

Fee-based Program Management Fees are charged to offset administrative costs for Fire Safety Inspections, Fire Safety Permits, Fire Safety Licensing, Contractor-Paid Overtime and Firefighter Special Detail Program. Of- fice Manager Mimi Saylor and the Division’s small, dedicated clerical unit in Fire Prevention handled invoicing and accounts receivable for almost $3.5 million dollars in 2008.

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TECHNICAL SERVICES OVERVIEW

The Technical Services Division, under the direction of Division Chief Bob Tade continues to strive for excellence in 2008. During this period, Technical Services has been able to add to its fleet a new apparatus, several se- dans and several Expeditions. The division have installed cell phones in all of its rigs for a better variety of communications in conjunction with the updated radio equipment that proved instrumental during the 2008 Democratic Na- tional Convention.

DFD DISPATCH

Denver Fire Dispatch is part of the “Denver 911” Emer- gency Call Center. The center includes Career Service Authority 911 Call Takers, Police and EMS Dispatchers. Denver Fire Dispatchers processed over 96,000 requests for assistance in 2008. Robert Tade Division Chief In the Summer of 2008, Denver was honored to host the Democratic National Convention. The 10 day event ac- times. Researches and verifies run data, and other counted for a total of 864 DNC specific responses by the documentation upon the request of outside person- DFD. Additional personnel were used to staff the ROC nel. (Remote Operations Center) on a 24-hour basis during the entire convention. Fire Dispatchers are responsible for interacting with the public during emergency and non- Fire Dispatchers are sworn uniformed personnel with emergency situations. They monitor and assist street experience. The staff consists of 1 Assistant Chief, with multiple events on several radio channels. 1 Captain, 4 Lieutenants, and 14 Firefighters. The Chief Dispatchers communicate with several city agen- and Captain operate on a 40-hour work week, Lieutenants cies, private companies and outside city agencies and Firefighters are scheduled on 12 hour shifts consisting when mutual aid is needed. of 4 shifts A,B,C, and D. Shifts operate with two day shifts A & C, and 2 night shifts B & D and rotate four Computer Aided Dispatch (CAD) is the com- shifts on with four shifts off. puter operating system that Denver 911 uses to help handle and manage emergency incidents. The Assistant Chief at the Communications Center has One Fire Department Lieutenant/System Analyst several responsibilities. He oversees day to day opera- along with employees from other agencies main- tions, verifies the records, cross checks performance tain the city’s CAD system. analysis data, maintains open and on-going communication between Denver Fire Communications, Denver Fire’s FLEET MANAGEMENT upper management, Denver 911 Administration, city lead- ers, and the general public. The Denver Fire Department Fleet Management is comprised of one Master Mechanic and one Assis- The Captain of the Communications Center supervises tant Master Mechanic, fourteen Mechanics, one the internal workings within the Denver Fire Dispatch cu- Stock Keeper, and one Administrative Assistant. bical. Handles all of the personnel issues as far as sched- Our operation proudly performs all aspects of re- uling and maintaining a professional staff at all pair and maintenance, both preventative and emerg

16 ency, to nearly every piece of equipment and vehicle completed, delivered, and ready to go for the August used within all Divisions of the Denver Fire Depart- event. ment. We also provide assistance to various other agencies within the City and County of Denver. We For this event, there was also a large amount of event operate on normal Monday through Friday business specific rescue equipment and tools that were ordered. hours but are on-call every minute of every day to All of this loose equipment, nearly 1,000 items, was make sure our firefighters and the citizens of Denver shipped to DFD Fleet Management, inventoried and bar are always properly protected. coded, and kept in a secure storage by our personnel. We then issued it and signed it out for the event and On any given day, you will find a Denver Fire De- then checked it back in and stored it after the event. partment mechanic performing tasks such as; vehicle While this major event consumed a great deal of our preventative maintenance on one of our 75 pieces of time, it also provided us with some major benefits. The fire apparatus, accident repairs, major vehicle com- greatest benefit was the ability to retain approximately ponent overhauls such as heavy diesel engines. two million dollars worth of apparatus and equipment transmissions and suspensions. Other normal tasks following the event. This was equipment that was very include fire pump and aerial ladder testing and certi- much needed by the Fire Department. Additionally, by fication, managing daily apparatus breakdowns, skipping the summer city auction and holding our old maintaining and repairing our light vehicle fleet of vehicles through the DNC, we were presented with a over 135 vehicles, repairing rescue tools and self new opportunity to dispose of those vehicles after- contained breathing apparatus, operating our mobile wards. service van, and heavy metal working and fabrica- tion; just some of our daily highlights! In coordination with the City’s Purchasing division, we have started using a web based online auction to dis- Each year seems to bring new and different chal- pose of retired fire apparatus. This process should lenges to Fleet Management and 2008 was certainly prove to be more efficient and in the years to come, we no exception. With the City of Denver hosting the will gain more national exposure for our surplus vehi- Democratic National Convention, it seemed most of cles and bring in higher revenues. that year was dedicated to making the event work flawlessly. There were numerous logistical needs 2008 Accomplishments that required our assistance. In a nutshell, the DNC required a separate ‘stand alone” fire department to • Modification of breathing apparatus inspection pro- be operated within a controlled perimeter around the gram from a two year cycle to a one year cycle. Pepsi Center. From the vehicle aspect alone, it dic- tated the we not send any apparatus to the surplus auction, hold on to all reserve apparatus, and keep them available and in service throughout the DNC event. Also, during the DNC planning stages it was determined that additional apparatus would be needed to safely protect the city and the event. The DFD Fleet Management burned the candle at both ends to ensure that this apparatus was specified, designed, and built in time for the August convention where under normal circumstances, a similar apparatus takes approximately 9 to 11 months to be manu- factured. The order for these vehicles was not completed until April and yet through inconceivable efforts of DFD Fleet Management and the vehicle manufacturer, we were able to have these vehicles

17 FACILITY MAINTENANCE

The facility Maintenance section of the Denver Fire Department is responsible for the on-going service and maintenance for over 766,192 sq.ft. of property and 268,589 sq.ft. of building space in 33 separate locations. With 84,953 call responded to in 2008, the constant need for maintenance and repairs to our facilities is paramount, and the Facility Maintenance section is always ready to meet the challenge. Our members are assured that Facility Maintenance will continue to provide them a facility of high standards so in turn they will give quality emergency service to the citizens and guests of the City and County of Denver. Goals accomplished for 2008 include:

• Begin the exterior remodel and improvement scope of work on five fire stations included in a bond initiative approved by the voters Denver. .

Concrete work at Stations 23 and 25 New windows at Station 23, 24 and 25 New roofs on Stations 23, 25, and 11

• Start design phase of interiors scope of work that will begin in the Summer of 2009. • Negotiations on land acquisition for Stations 18 (Lowry Vista) and 35 (Northfield). • New cell phone tower site at Station 28.

18 Communication Center and Line Shop

The Line Shop staff consists of the Superintendent and Assistant Superintendent of Fire Alarm, fifteen Fire Technical System Specialists, (formerly known as Linemen) and one Building Maintenance Tech- nician. Each System Specialist possesses a variety of skills, experience and education. Their unique abilities allow the Line Shop to provide a comprehensive array of technical support for the Denver Fire Department.

The Line Shop is responsible for providing all electronic and electrical maintenance services for the Denver Fire Department and specialized support for selected city agencies including the electrical systems at the cities 911 Combined Communications Center and maintenance of the 72 siren emergency warning system. Included in it’s role is research, development, and implementation of future technologies designed to allow the fire communications systems to perform flawlessly and seamlessly.

The Line shop performs a broad range of technical functions including the installation, maintenance and repair of all mobile and portable radios used by the department; fire apparatus intercom and communication systems, and the new Automatic Vehicle Location equipment and Mobile Computer Ter- minals. They also maintain Denver’s radio firebox alarm reporting system, Denver’s communication tower equipment with their certified tower safety and rescue crew, all vehicular exhaust evacuation systems installed in each fire station and fire station electrical systems remodel. The group designs, installs, repairs and maintains Denver’s Emergency Warning System and all electrical equipment within Fire Department facilities.

During 2007, the Line Shop installed a segmented vocal alarm system in the newly built fire station 26. The updated system allows alarm and lighting segmentation which can provide alarms directed to the responding apparatus individual quarters rather than the complete house. This required a complete redesign of the existing fire station electrical and audio systems and the new design was incorporated in the construction of the new fire station.

System design was completed for the new backup Communications Center. Upon final implementation in 2010, the backup center will have the same capabilities as the existing Combined Communica- tions Center.

Current projects include the complete replacement of the existing 420 municipal fire alarm box system that is currently installed in schools, hospitals, day care centers, and municipal buildings with new technology completely updating the aging current system. The new system will allow the department to monitor the operational state of the remote alarm systems vastly improving the reliability of the system.

19 Photograph is property of the Denver Firefighters Museum V{tÜÄxá `v`|ÄÄtÇ W|ä|á|ÉÇ V{|xy `tÜ|Çwt ^|Çvt|w [âÅtÇ exáÉâÜvxá W|ÜxvàÉÜ VÉÄÄxç Y|á{xÜ \TU VtÑàt|Ç `tÇâxÄ TÄÅtzâÜx [eU _|xâàxÇtÇà DIVISION 4 ADMINISTRATION

ADMINISTRATION’S OVERVIEW

The Fire Department Administration Division, under the direction of Division Chief Charles McMillan is focused on offering exemplary customer service. Hu- man Resources is responsible for researching, managing, and administering benefit programs, personnel actions (Civil and Career Service, risk management, employee records and internal investigations.

ADMINISTRATION TEAM COMMITMENT STATEMENT

The administration Team of the Fire Department is committed to serving the members of the Department, their families, visitors and citizens of the City and County of Denver in the areas of Human Resources, Charles McMillan Division Chief Payroll, Staffing, Time & Leave Accounting, Em- ployee Benefits, Employee Relations and Internal In- BENEFITS AND PAYROLL vestigations. We strive to make the best possible use of new technologies to streamline reporting practices The Human Resources Benefits Team is responsi- and reduce the use of paper forms and documents. ble for administering Benefit programs for approximately one thousand (1,000) Civil Service We provide service to all employees of the Fire De- and Career Service Authority employees. Services partment in the areas of Peer Support & Employee As- include, but are not limited to the following: En- sistance, ADA, EEO, and FMLA management. We rollment of medical, dental, vision, life insurance, contribute to the efforts of the Department and the leave accounting and Family Medical Leave coun- Civil Service Commission to identify, select and hire a seling, payroll deductions, W-4 updates, legal/ workforce which meets the operational needs of the payroll issues and pay adjustments. Department and that will benefit from enriched diver- sity. The team also responds to Denver citizen re- Additional services include: quests for information regarding Department demo- • Coordinating family status changes graphics and day-to-day emergency and non emer- • Retirement counseling and calculation of De- gency activities. ferred Retirement Option Plan (DROP) THE GOAL OF THE ADMINISTRATION TEAM amounts. • 457 Deferred Compensation • Flexible Spending Account We strive to ensure that all services provided to em- • Support to the Old Hire Pension Fund Board ployees of the Department and to the citizens will be • Financial planning benefits professional, effective and delivered in a timely manner. Our goal is the seek to incorporate “best practices” whenever possible to enhance our ability to provide high quality customer service, which supports the Department’s commitment to excellence.

21 PERSONNEL RISK MANAGEMENT Civil Service and Career Service staffing, roster Review and follow-up of injuries subject to management through Telestaff. Leave manage- Worker’s Compensation rules. Line-of-duty injury ment (Military, Funeral and Court). Processing of management. Modified duty assignments and new hires, reclassifications, promotions, longevity, monitoring coordination with Denver Health em- resignations. Position and rank management, fa- ployee medical personnel. Support of Department cilitation of member transfers and vacation selec- Wellness Program by tracking and reimbursement tion of member physicals.

RECORDS MANAGEMENT INTERNAL INVESTIGATIONS

Maintenance of all administrative and medical re- Investigation of internal matters involving disci- cords. Contract and administrative grievance file pline, grievances. Work closely with Office of the maintenance. Legal, Fair Labor Standards, Ameri- City Attorney and the Manager of Safety. Consult cans With Disabilities Act (ADA), Division Direc- with EEO Coordinator when dealing with matters, tives and Guidelines, Field Operating Guidelines which relate to EEO. control and updates. Off-duty employment records. DIVISION IV—ADMINISTRATION/HUMAN RESOURCES ACCOMPLISHMENTS 2008

• Instituted new investigation processes which enhanced investigation procedures

• Made enhancements to the TeleStaff tracking records and attended training on TeleStaff version 2.5

• Oversight of Telestaff utilization and functions by implementation of TeleStaff Coordinator

• Reorganization and redesign of HR Division position responsibilities to reflect current Department needs and hired a new Benefits Manager.

• Completed cross training for Human Resources team members to better serve customers.

• Provided leadership and coordination for the Department-wide Career Service Authority, (CSA) Bo- nus Plan.

• Implemented “HR Alert” notification to ensure members are advised, in a timely manner, of changes to benefits and/or payroll.

• Improved processes and timely submittal of information by posting forms on the Department website.

• Created a Department Newsletter, the “CSA Communicator” to keep employees abreast of changes, highlights accomplishments and provides recognition for employees.

• Successfully implemented LAG Payroll for Civil Service Employees

• Redefined and implemented new processes for Performance Evaluation Program Reports, (PEPR)

22 • Collaborated with the Management Team from the Office of the Controller to transfer all payroll functions for Civil Service and Career Service Authority employees.

• Processed paperwork and coordinated Benefits orientation for 2 new Recruit Academies

• Counseled, assisted and completed paperwork for 28 active retirements

• 377 Active and retirees attended 2008 open Enrollment

• 264 Active and retirees received Flu shots

• Coordinated the New Employee Orientation and processed paperwork for new Career Ser- vice Authority Employees

• Process 42 post-retirement applications

• The submittal of 1065 applications through recruitment efforts

DNC ACCOMPLISHMENTS

• Coordination with the US Secret Service in credentialing over 500 department members.

• Coordination and distribution of apparatus placards.

• Collaborated with the Department Psychologist, Peer Support, Hearts of Fire and PIO to set up the DNC Critical Incident Plan.

• Completion and submittal of DNC “After Action Report.”

23 Photograph is property of the Denver Firefighters Museum

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DIVISION OVERVIEW

MISSION Our mission is to prepare and equip the members of our department with the knowledge, skills, and abilities to perform safely and effectively.

VISION The Safety & training Division is a mission-driven organizational unit of the Denver Fire Department and is posi- tioned to support the accomplishment of the strategic goals of the City and County of Denver. As an entity of the Den- ver Fire Department, the Safety & Training Division is dedicated to reducing life and economic losses due to fire • Regularly review and update all aspects of and related emergencies. We will achieve training excel- our curriculum and delivery system. lence through superior educational opportunities in all aspects of emergency services. • Serve as the educational hub of all other fire and emergency service training in We will utilize a standardized records management system Colorado (Regional Training Facility). to ensure we deliver all the necessary training and education for our members in their respective roles throughout the job. • Provide training in our Firehouse based records management and how it relates to The Safety and Training Division has begun the process of obtaining and maintaining both job skill achieving international accreditation through the Interna- and certification requirements. tional Fire Service Accreditation Congress (IFSAC). In pursuit of the accreditation of our programs, we will utilize • Implement the CPAT. direct delivery, internet media, correspondence courses, outside experts, and the National Fire Academy. • Continue the development of our wellness program. We intend to provide our programs to outside agencies to generate revenue to so that we may have the necessary re- 2008 ACCOMPLISHMENTS sources to train our member to the highest quality and standards. • Trained 45 recruits.

STRATEGIC OBJECTIVES • Remodeled the main lobby of the Rocky Mountain Fire Academy. • Developing, selecting, and conducting educationally- valid and technically up-to-date courses addressing the • Supported the Department of Defense in professional development needs of all our members. the production of cultural education training systems now being utilized in Iraq • Developing and maintaining a cadre of certified and and Afghanistan. competent instructors to teach our curriculums. • Trained and certified 60 firefighters to • Providing a means of professional certification and ac- conduct and mentor candidates for the creditation of our training through the International Fire Candidate Physical Agility Test (CPAT) Service Accreditation Congress (IFSAC).

25 • Developed a Driver Training Program based on the • Continued work on the revision of the de- IFSAC accredited Driver Operator Program utilized partment-wide training records manage- by the Colorado Division of Fire Safety that signifi- ment system. cantly reduced accidents in 2008. • Developed a system for capturing • Finished phase I of the wellness program and all certification and training through started phase II and III. the firehouse software.

• Increased adult wellness checkups • The safety & Training Division published a (physicals) from 34% in 2007 to 49.1% in new, state of the art website. Our new 2008. website centralizes training information and provides a single point of reference for • Increased overall health of the Denver Fire all Safety and Training related issues. Department (Thrive index) by 5%. • Established a user friendly site that • Established a baseline for implementing a can be accessed by non DFD mem- sustainable wellness program. bers to obtain information relevant to the Denver Fire Department. • Conducted Technician certification training for the entire Haz Mat and Dangerous Goods Response 2009 GOALS Teams. FACILITY UPGRADES TO ROCKY

MOUNTAIN FIRE ACADEMY (RFMA) • Certified all members of the Technical Decon Team at Station 9 to the Haz Mat Operations and Techni- The construction of a new 900 square foot live cian level. burn facility is well underway and will be utilized by the recruit and incumbent firefighters • Conducted Denver’s first IFSAC accredited multi- in mid-2009. Additionally, the lobby, form jurisdictional Haz Mat Technician courses that in- and classrooms are being remodeled. Utilize cluded participants from jurisdictions throughout the portable burn building to train the current Colorado’s North Central Region and the Urban recruit academy with live burns. Area Security Initiative. REVISIONS TO RMFA RECRUIT TRAN- • Conducted an extensive training program in prepa- ING POLICIES ration for the highly successful Democratic Na- Currently we are developing a contract for re- tional Convention that included: cruits covering drill ground participation requirements. Additionally, the department driv- • Response to and removal of protestor de- ing policies are being revised and reorganized vices. to provide a simpler and more accessible reference for department members. • Hosted the Homeland Security “Incident Response to Terrorist Bombings” course for PERFORMANCE EVALUATION/ operations personnel. REKINDLE

• Conducted a job-wide in-service collapse A new performance evaluation is being devel- rescue training. oped for members returning to suppression from extended sub-division assignments and injuries.

26 YEARBOOK SPECIAL OPERATIONS TRAINING AND CERTIFICATION PROGRAM The planning phase is complete and department members will be photographed in March and April The special operations training and certification 2009 with an anticipated release in August 2009. program is well underway. Members of our department are serving as the lead program de- SAFETY OFFICER PROGRAM velopers for the Colorado Division of Fire Safety and will be implementing the Confined The ongoing RMFA safety officer program is be- Space Rescue program in mid-2009. nine addi- ing refined to ensure that the highest level of sup- tional technical disciplines will follow by the port and service are provided to those who sched- end of 2010. Upon completion of the project, ule weekend training sessions. the Rocky Mountain Fire Academy will be the only agency in the world to offer 20 technical HAZ MAT rescue certifications (level I and level II) ac- The Safety & Training division, in cooperation credited by IFSAC, utilizing the Haz Mat model with the Urban Area Security Initiative (UASI), already being utilized by the rocky Mountain has embarked on an ambitious training program Fire Academy, this program will enable our de- that will serve not only our Department but juris- partment to conduct internal certification train- dictions throughout Colorado’s North Central Re- ing and provide certification training to jurisdic- gion and the UASI. The first Technician level tions throughout the State of Colorado. class will be held in late March and will be con- OUTSIDE AGENCY TRAINING ducted by our state certified HazMat instructors and will ensure that our personnel will be able to The DFD Training Division is currently devel- maintain the highest level of certification and oping classes that can be given to multi- training. jurisdictional agencies, as well as sending some DFD members to the national Fire Academy. RECORDS MANAGEMENT RESEARCH & DEVELOPMENT The ongoing overhaul of the Department’s training records management system contained in Fire- There are several new projects in the works that house software is well underway. Our goal is by include a fiscally responsible revision of depart- the end of 2009 all members will have their train- ment uniforms. Given our difficult financial ing logged into Firehouse in a manner consistent environment we have the challenging task of with NFPA standards. providing the highest quality safety gear while ensuring we have the funds to provide that CPAT (Certified Physical Agility Test) equipment to all personnel in a manner consistent with the high-level of service our citizens The Safety & Training division has formally im- have come to expect. Some of the uniform revi- plemented the CPAT for all recruits hired after sions include standardizing the black helmet for January 2009, to date, 60 department personnel all suppression members, which results in a sig- have been trained as mentors and CPAT facilita- nificant cost-savings by eliminating the future tors. The first CPAT for new hires began February purchase of the substantially more expensive 2009. red helmets. REGIONAL TRAINING FACILITY The possibility of hosting the CPAT test for other Research is currently underway to explore the front range fire departments as a revenue generat- possibility and expenses associated with either ing prospect is under consideration. expanding our current facility or moving to a new location.

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DIVISION OVERVIEW

The Denver Fire Department Aircraft Rescue Fire- fighting (ARFF) Division is responsible for providing emergency services and all associated administrative functions at Denver International Air- port and the surrounding five mile area. The Divi- sion has a staff of 99 firefighters to protect what is the 4th busiest airport in the United States and the 11th busiest airport in the world.

A Division Chief of the Fire Department works as a liaison between Airport Operations and the De- partment of Safety. There are three 24-hour Assis- tant Chiefs who manage day-to-day Fire Depart- ment operations and all associated administrative responsibilities. There are 24 firefighters on duty every day staffing two traditional, structural fire- Patrick Hynes fighting companies and seven ARFF vehicles. Division Chief Due to the airport’s isolated location, these fire companies are not utilized to respond to any other pieces of snow removal equipment around the City incidents. runways and taxiways resembles a ballet production a stage. In 2008, the Airport Division continued to support a Dangerous Goods Response Team (DGRT) to On December 20, 2008 flight 1404 departed supplement the hazardous materials (HAMER) from Runway 34R on departure, broke in two response of the Operations Division. Thirty fire- and caught fire. Responding firefighters as- fighters at DIA are trained to the Hazardous Mate- sumed command of fire operations when they rials Technician level. In anticipation of the De- arrived on scene of the 737 with smoke and mocratic National Convention coming to Denver heavy fire showing on the right side of the air- and the related traffic and profile at the Airport, craft. Smoke was showing from the aircraft’s the entire Department of Aviation planned and doors and from a crack amid ship on the fuse- trained for any contingency. lage. The aircraft was on its belly and the left engine had separated from the aircraft. Passen- Denver Firefighters have become an integral part gers had begun evacuating the aircraft and of the Snow Emergency Plan at DIA. Under the were standing away from the aircraft on the guidance of Assistant Chief Bill Davis, over 200 left side. All the preparation and training that firefighters from throughout the city have been continually occurs for the Fire Department trained in the complexities of working the snow crews at the airport came into play at this removal teams on the airfield. With our back- event. There were no fatalities and no burn ground of responding 24 hours a day under all injuries. The fight crew did a fantastic job of conditions, firefighters are a natural fit to be called helping get the passengers off the plane. in extreme situations. Working in close coordination with all the heavy equipment operators, Air- The DIA ARFF Training Academy is managed field Maintenance and the on-duty Airport Oper- by an administrative Assistant Chief, a staff of tions Managers, the movement of hundreds of three full time employees and a contingent of

29 adjunct instructors. In addition to providing training and certification to DIA firefighters, the Academy is marketed to local, regional and national airports to provide joint training and certification. The Academy facility has a state-of-the –art aircraft crash simulator, multiple classrooms, drill ground, ARFF apparatus, breathing equipment, and a full cache of tools and equipment. The DIA ARFF Academy is on of a limited number of training centers certified to issue Airport Firefighter accreditation from the Inter- national Fire Service Accreditation Congress.

The Division responds to over 2000 incidents a year with the majority of those being medical and rescue related. There is typically two fire related incidents per month and an average of one aircraft emergency standby per day.

The Fire Department works closely with the Air- port Operations Division to coordinate prepared- ness and response for both airside and landside emergencies. Coordination with the Airport Maintenance and Engineering Division and the Business and Technologies Division is also es- sential to the successful partnership we have with the Department of Aviation.

30 Total Incidents and Responses for 2008

2nd Alarm Fires 0

3rd or Greater Alarms 1

Total Alarms 84953

Structures Fires 668

Other Fires Within Structures 17

Vehicle Fires 317

Other Fires 41

Total Fires 1043

Over Pressure Ruptures 39

Medical Calls 45688

Auto Accidents 8525

Other Rescues 4201

Hazardous Conditions 2483

Service Calls 3659

Good Intent Calls 6513

Malicious False Alarms 719

System Malfunctions 2874

Other False Alarms 6225

Community Service 657

Other Calls 2600

31 ENGINE COMPANIES TYPE OF CALL E01 E02 E03 E05 E06 E07 E08 E09 E101 E102 Structure Fires 73 0 91 77 59 42 99 42 0 0 Other Fires in Structures 1 0 1 0 0 0 1 0 0 0 Vehicle Fires 17 0 16 12 8 17 15 23 0 0 Other Fires 3 0 1 4 2 0 5 0 0 0 ALL FIRES 94 0 109 93 69 59 120 65 0 0 Over Pressure Ruptures 5 0 2 2 4 2 3 2 0 0 Medical Calls 2333 5 1823 1432 1035 1416 3050 955 2 0 Auto Accidents 371 4 233 293 245 398 384 361 0 0 Other Rescue Calls 444 0 21 29 167 85 562 33 0 0 TOTAL EMS/RESCUE 3153 9 2079 1756 1451 1901 3999 1351 2 0 Hazardous Conditions 106 1 103 85 112 67 126 99 0 0 Service Calls 141 0 108 123 73 90 87 34 0 0 Good Intent Calls 458 9 322 254 260 201 376 193 0 0 Other False Alarms 458 1 390 301 454 155 396 178 0 0 Other Calls 727 4 372 323 474 166 385 195 3 3 TOTAL CALLS 5137 24 3483 2935 2893 2639 5489 2115 5 3

TYPE OF CALL E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 Structure Fires 84 62 45 59 93 72 17 0 74 78 Other Fires in Structures 3 0 1 1 2 3 0 0 0 3 Vehicle Fires 13 10 9 3 14 14 7 0 13 24 Other Fires 5 5 2 0 3 3 0 0 4 5 ALL FIRES 105 77 57 63 112 92 24 0 91 110 Over Pressure Ruptures 0 1 1 2 2 1 0 0 0 0 Medical Calls 1735 1612 1251 1430 1605 1254 795 0 2151 2159 Auto Accidents 528 221 291 260 323 390 127 1 360 523 Other Rescue Calls 106 335 23 163 58 12 40 0 168 32 TOTAL EMS/RESCUE 2369 2169 1566 1855 1988 1657 962 1 2679 2714 Hazardous Conditions 103 99 56 76 103 104 45 0 76 108 Service Calls 122 75 52 81 56 48 63 0 78 105 Good Intent Calls 395 235 150 197 178 232 113 0 300 539 Other False Alarms 271 179 176 219 222 175 78 0 277 156 Other Calls 336 286 151 194 236 276 81 0 250 304 TOTAL CALLS 3701 3120 2208 2685 2895 2584 1366 1 3751 4036 32 ENGINE COMPANIES TYPE OF CALL E21 E22 E23 E24 E25 E26 E27 E28 E29 E30 Structure Fires 68 44 117 72 73 64 30 40 28 18 Other Fires in Structures 1 1 6 2 3 0 1 1 0 0 Vehicle Fires 13 11 26 11 20 15 13 4 5 2 Other Fires 2 1 8 3 3 2 0 0 3 0 ALL FIRES 84 57 157 88 99 81 44 45 36 20 Over Pressure Ruptures 2 1 2 0 1 5 2 1 0 0 Medical Calls 591 1245 2257 1476 1852 1324 954 662 536 343 Auto Accidents 221 344 339 343 282 376 275 67 105 69 Other Rescue Calls 237 30 291 20 20 36 185 65 35 13 TOTAL EMS/RESCUE 1051 1620 2889 1839 2155 1741 1416 795 676 425 Hazardous Conditions 78 70 121 93 77 67 68 22 32 18 Service Calls 57 54 78 96 102 57 63 36 77 64 Good Intent Calls 127 177 258 238 231 196 144 73 67 53 Other False Alarms 228 141 172 187 207 223 261 116 98 36 Other Calls 170 139 226 188 186 202 206 110 74 40 TOTAL CALLS 1795 2258 3901 2729 3057 2567 2202 1197 1060 656

TYPE OF CALL E31 E32 M31 M32 Q10 Q103 Structure Fires 0 3 0 0 73 0 Other Fires in Structures 0 0 0 0 2 0 Vehicle Fires 0 11 0 0 20 0 Other Fires 0 0 0 0 1 0 ALL FIRES 0 14 0 0 96 0 Over Pressure Ruptures 0 3 0 0 6 0 Medical Calls 18 693 0 2 1410 0 Auto Accidents 0 12 0 0 247 0 Other Rescue Calls 3 60 0 0 16 0 TOTAL EMS/RESCUE 21 768 0 2 1679 0 Hazardous Conditions 1 252 10 0 82 0 Service Calls 0 65 0 1 68 0 Good Intent Calls 4 153 0 0 244 1 Other False Alarms 1 148 0 0 201 0 Other Calls 0 80 0 0 166 3 TOTAL CALLS 27 1480 1 3 2536 4 33 TRUCK COMPANIES TYPE OF CALL T02 T08 T101 T102 T12 T15 T16 T19 TR23 T26 Structure Fires 31 133 0 0 74 105 105 102 143 75 Other Fires in Structures 0 3 0 0 0 2 3 0 5 0 Vehicle Fires 5 5 0 0 4 6 5 2 10 3 Other Fires 2 6 0 0 5 2 3 3 3 2 ALL FIRES 38 147 0 0 83 115 116 107 161 80 Over Pressure Ruptures 0 3 0 0 0 3 2 1 0 2 Medical Calls 416 819 0 0 251 331 214 541 581 256 Auto Accidents 111 102 0 0 71 87 94 97 133 101 Other Rescue Calls 29 88 0 0 107 39 1 49 21 19 TOTAL EMS/RESCUE 556 1012 0 0 429 460 311 688 735 378 Hazardous Conditions 43 159 0 0 164 148 153 150 168 84 Service Calls 79 226 0 0 236 162 142 259 180 153 Good Intent Calls 87 252 0 0 336 131 146 248 163 140 Other False Alarms 111 510 0 0 330 327 298 535 202 293 Other Calls 105 475 2 0 388 313 403 459 246 207 TOTAL CALLS 1019 2781 2 0 1966 1656 1569 2446 1855 1335

TYPE OF CALL T28 T31 TR1 TR22 TR27 TR04 TR09 Structure Fires 42 3 102 74 32 101 47 Other Fires in Structures 2 0 3 1 0 1 0 Vehicle Fires 3 13 10 2 2 7 3 Other Fires 1 0 6 2 1 3 0 ALL FIRES 48 16 121 79 35 112 50 Over Pressure Ruptures 1 4 5 0 2 3 2 Medical Calls 94 661 440 285 168 2099 144 Auto Accidents 21 37 103 100 103 151 108 Other Rescue Calls 8 264 114 23 21 227 17 TOTAL EMS/RESCUE 124 966 662 408 294 2480 271 Hazardous Conditions 47 285 140 127 60 96 91 Service Calls 101 77 194 165 102 186 85 Good Intent Calls 50 137 289 151 61 463 65 Other False Alarms 177 154 609 327 212 624 269 Other Calls 166 90 804 269 122 693 178 TOTAL CALLS 713 1725 2819 1526 886 4654 1009 34 RESCUE AND HAM-ER COMPANIES TYPE OF CALL AL CLPSE HM1 HM3 RES UW1 Structure Fires 48 0 232 0 412 0 Other Fires in Structures 1 0 0 0 6 0 Vehicle Fires 0 0 4 0 14 0 Other Fires 1 0 4 0 9 0 ALL FIRES 50 0 240 0 441 0 Over Pressure Ruptures 0 1 6 0 7 0 Medical Calls 13 0 154 2 300 2 Auto Accidents 1 7 40 8 141 3 Other Rescue Calls 0 0 68 0 31 1 TOTAL EMS/RESCUE 14 8 268 10 479 6 Hazardous Conditions 11 16 747 26 145 0 Service Calls 60 1 76 1 107 3 Good Intent Calls 6 0 266 1 321 4 Other False Alarms 0 0 74 0 45 0 Other Calls 2 8 86 1 337 24 TOTAL CALLS 143 33 1757 39 1875 37

35 DISTRICT CHIEFS TYPE OF CALL D02 D03 D04 D05 D06 D07 RED CHIEF Structure Fires 260 207 270 46 120 193 3 Other Fires in Structures 2 5 5 0 1 7 0 Vehicle Fires 20 7 12 2 4 11 8 Other Fires 9 9 7 1 7 5 0 ALL FIRES 291 228 294 49 132 216 11 Over Pressure Ruptures 7 2 6 2 3 2 3 Medical Calls 63 36 49 22 16 50 21 Auto Accidents 115 116 142 68 86 125 9 Other Rescue Calls 17 6 7 6 9 7 5 TOTAL EMS/RESCUE 202 160 204 98 114 184 38 Hazardous Conditions 295 265 344 85 203 203 203 Service Calls 185 132 150 60 153 100 61 Good Intent Calls 444 316 349 76 395 171 96 Other False Alarms 1340 770 1101 339 501 379 145 Other Calls 1529 697 851 209 557 393 82 TOTAL CALLS 4826 2568 3293 916 2055 1646 636

36 DISTRICT ACTIVITY TYPE OF CALL DIST 2 DIST 3 DIST 4 DIST 5 DIST 6 DIST 7 DIA Structure Fires 59 110 148 55 69 134 2 Other Fires in Structures 0 4 4 1 0 7 0 Vehicle Fires 34 48 54 28 49 66 11 Other Fires 3 6 9 4 6 10 0 ALL FIRES 96 168 215 88 124 217 13 Over Pressure Ruptures 2 4 10 6 4 4 4 Medical Calls 8544 5697 10171 4255 4819 7448 1198 Auto Accidents 1326 1487 1520 953 1062 1222 38 Other Rescue Calls 925 314 956 368 584 420 293 TOTAL EMS/RESCUE 10797 7502 12657 5582 6470 9094 1533 Hazardous Conditions 292 363 487 203 335 298 300 Service Calls 565 473 847 440 456 510 75 Good Intent Calls 1491 782 1279 584 785 1055 193 Other False Alarms 1350 846 1460 754 714 620 149 Other Calls 1629 893 1404 613 812 784 78 TOTAL CALLS 16220 11027 18349 8264 9696 12578 2340

37 INJURY / CASUALTY SUMMARY 2008

TOTAL CASUALTIES 360 FIREFIGHTER INJURIES 137 FIREFIGHTER DEATHS 0 CIVILIAN INJURIES 182 CIVILIAN INJURIES (FIRE RELATED) 87 CIVILIAN CASUALTIES 41

Building or structure weakened or collapsed 1 EMS call, excluding vehicle accident with injury 21 Extrication or victim (s) from vehicle 4 Medical assist, assist EMS crew 3 Motor vehicle accident with injuries 2 Motor vehicle / pedestrian accident (MV Ped) 2 Rescue, EMS incident, other 4 Swift water rescue 1 Water & ice-related rescue, other 2 CIVILIAN DEATHS (FIRE RELATED) 1

38 STRUCTURE FIRE LOSS REPORT PROPERTY USE $0.00 to $0.99 $1.00 $1,000.00 $5,000.00 $10,000.00 $15,000.00 $20,000.00 $50,000.00 $100,000.00 TOTALS to to to to to to to to $999.99 $4,999.99 $9,999.99 $14,999.99 $19,999.99 $49,999.99 99,999.99 $100,000,000.0 0 FIRES LOSS

1. ASSEMBLY $0.00 $1,001.00 $13,550.00 $36,500.00 $0.00 $0.00 $125,000.00 $0.00 $150,000.00 10 4 7 6 0 0 4 0 1 32 $326,051.00

2. EDUCATIONAL $0.00 $435.00 $3,500.00 $0.00 $0.00 $15,000.00 $0.00 $0.00 $0.00 13 5 3 0 0 1 0 0 0 22 $18,935.00

3. HEALTH CARE, DETENTION & $0.00 $220.00 $0.00 $0.00 $0.00 $0.00 $52,000.00 $0.00 $0.00 CORRECTION 16 2 0 0 0 0 2 0 0 20 $52,220.00

4. RESIDENTIAL $0.00 $25,118.00 $181,800.00 $214,100.00 $302,000.00 $205,000.00 $1,111,500.00 $948,000.00 $7,625,000.00 173 100 81 35 26 13 39 15 24 506 $10,613,018.00

5. MERCANTILE, BUSINESS $0.00 $1,220.00 $11,500.00 $6,000.00 $31,000.00 $0.00 $75,000.00 $70,000.00 $5,575,000.00 15 4 6 1 3 0 2 1 4 36 $5,769,720.00

6. INDUSTRIAL, UTILITY, DEFENSE, $0.00 $0.00 $0.00 $0.00 $10,000.00 $0.00 $0.00 $0.00 $0.00 AGRICULTURE, MINING 2 0 0 0 1 0 0 0 0 3 $10,000.00

7. MANUFACTURING, PROCESSING $0.00 $0.00 $2,000.00 $0.00 $0.00 $0.00 $35,000.00 $0.00 $180,000.00 2 0 1 0 0 0 1 0 1 5 $217,000.00

8. STORAGE $0.00 $920.00 $21,000.00 $44,100.00 $43,000.00 $15,000.00 $79,000.00 $0.00 $235,000.00 1 2 7 7 4 1 3 0 2 27 $438,020.00

OUTSIDE OR SPECIAL PROPERTY $0.00 $1,425.00 $9,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 5 4 4 0 0 0 0 0 0 13 $10,425.00

10. PROPERTY USE, OTHER $0.00 $0.00 $1,000.00 $0.00 $0.00 $0.00 $21,000.00 $0.00 $0.00 1 0 1 0 0 0 1 0 0 3 $22,000.00

Grand Totals 667 $17,477,389.00 39 STRUCTURE FIRE LOSSES BY DISTRICT District Fires Losses 02 102 $1,184,630.00 03 132 $4,158,085.00 04 161 $6,175,832.00 05 47 $774,325.00 06 80 $832,852.00 07 136 $3,678,165.00 DIA 3 $11,500.00 Total 661 $16,815,389.00

RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY Property Use Fires Residential, Other (400) 4 1 or 2 family dwelling (419) 248 Multifamily dwelling (429) 227 Boarding/rooming house, residential hotels (439) 2 Hotel/motel, commercial (449) 12 Residential board and care (459) 5 Dormitory-type residence, other (460) 2 Sorority house, fraternity house (462) 1 Barracks, dormitory (464) 0

DETECTOR STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALTIES

One & Two Family Apartment Hotels/Motels Detector Status Casualties Detector Status Casualties Detector Status Casualties Operated 6 Operated 11 Operated 12 Fail to Operate 5 Fail to Operate 3 No Detector 1 Undetermined 13 Undetermined 18 No Detector 4 No Detector 1

SPRINKLER STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALITIES One & Two Family Apartment Hotels/Motels Sprinkler Status Casualties Sprinkler Status Casualties Sprinkler Status Casualties Undetermined 2 Undetermined 6 Operated-Effective 1 No Sprinklers 26 No Sprinklers 27 No Sprinklers 12

40 RESCUE CALLS

RESCUE CALL BY TYPE OF SITUATION Situation Number Auto Accidents 8252 Medical Calls 45689 Other Rescue Calls 4201 Lock In 69 Search 5

MEDICALS BY ACTION TAKEN Action Taken Number Assistance 1512 EMS & Transport 41937 Fill-In, Standby 113 Fire Control or Extinguishment 3 Fires, Rescues & Hazardous Conditions 6 Hazardous Condition 3 Information, Investigation & Enforcement 2108 Other 177 Search & Rescue 3 Systems & Services 2 45864

AUTO ACCIDENTS BY ACTION TAKEN Action Taken Number Assistance 167 EMS & Transport 6129 Fill-In, Standby 21 Fires, Rescues & Hazardous Conditions 6 Hazardous Condition 48 Information, Investigation & Enforcement 1944 Other 81 Search & Rescue 36 Systems & Services 2 8434

41 42 Fires By Month

400

350

300

250 All Fires & 200 Structure All Fires 150 Structure

100

0 Jan Mar May Jul Sep Nov Month 43 44 DENVER FIRESTATIONS

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

31 DIA Station 1 8525 New Castle St. 32 DIA Station 2 8525 New Castle St. 33 DIA Station 3 8525 New Castle St. 34 DIA Station 4 8525 New Castle St.

45 Photograph is property of the Denver Firefighters Museum

ACKNOWLEDGMENT

The Technical Services Division would like to thank all of the Denver Fire Department Chiefs, staff and The Denver Firefighters Museum for their continued assistance in making this report possible. Without your help it would have been impossible to complete this report.

Respectfully,

Martez Johnson Patrick Hynes

Editors