Agenda Virtual Meeting

POUDRE FIRE AUTHORITY BOARD of DIRECTORS MEETING AGENDA VIRTUAL MEETING

January 26, 2021 Prompt, Skillful, Caring 8:30 AM *Requires Board Action

Due to Covid-19, the January PFA Board meeting will be a virtual meeting. Instructions to join the meeting follow. Individuals who wish to make comments regarding items scheduled on the agenda or wish to address the PFA Board during public comment on items not specifically scheduled on the agenda must use the Q&A option within the meeting, or send comments to [email protected]. Your comments/questions will be read by a moderator and answered by the Board.

Please click the link below to join the Board meeting: https://tinyurl.com/y5rnht9m Or iPhone one-tap: +13462487799,,82041733700#,,,,*102# Or Telephone: +1 346 248 7799 or +1 669 900 6833 Webinar ID: 820 4173 3700 Passcode: 102 PLEDGE OF ALLEGIANCE

PUBLIC COMMENT

CONSENT AGENDA

1. December 15, 2020 Poudre Fire Authority Board Minutes *

DISCUSSION ITEMS

2. Welcome Board Member Emily Gorgol 3. Poudre Fire Authority Board Agenda Planning Calendar

STAFF REPORT

4. 2020 Accreditation Report/Recommendations Update

DISCUSSION ITEMS

5. Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Chief * 6. Fire Chief Selection Process Update and Process Planning 7. Memorandum of Agreement: Training Center Cooperative Project with City Utilities *

BRIEFING PAPERS/OTHER BUSINESS

8. Briefing Papers / Other Business

CORRESPONDENCE

9. Correspondence 1

CONSENT AGENDA ITEM SUMMARY

Item #: 1 Meeting Date: 01/26/2021 PFA Staff: Kirsten Howard Prompt, Skillful, Caring

SUBJECT:

December 15, 2020 Poudre Fire Authority Board Minutes

EXECUTIVE SUMMARY

The purpose of this item is to approve the minutes from the December 15, 2020 regular meeting of the Poudre Fire Authority Board of Directors.

STAFF RECOMMENDATION

That the Board approve the minutes as presented.

FINANCIAL / ECONOMIC IMPACTS

None.

ATTACHMENTS a. 12-15-2020 PFA Board Minutes

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BOARD OF DIRECTORS MEETING December 15, 2020

The Poudre Fire Authority (PFA) Board of Directors met on December 15, 2020, at 8:30 a.m. via Zoom. Directors Mike DiTullio, Dave Pusey, Kristin Stephens, Ken Summers and Darin Atteberry were present. Also present was Fire Chief Tom DeMint, Administrative Services Director Ann Turnquist, Budget and Finance Supervisor Kirsten Howard, Operations Division Chief Rick Vander Velde, Support Division Chief Ryan McLean, Support Battalion Chief Spencer Rice, Community Risk Reduction and Fire Prevention Division Chief Jerry Howell, Planning and Analysis Battalion Chief Ron Simms, Battalion Chief Brandon Garcia, Battalion Chief Sean Jones, Emergency Medical Services Battalion Chief Kevin Waters, Employee Labor and Relations Manager Janet Miller, Fleet Supervisor Brad Smith, and Recording Secretary Shawn Williams.

PLEDGE OF ALLEGIANCE Mike DiTullio called the meeting to order at 8:35 a.m.

PUBLIC COMMENT There was no public comment.

1. Recognition and Appreciation of Board Member Kristin Stephens’ Service Tom DeMint recognized Kristin Stephens and expressed his gratitude for Kristin’s five years of service on the Poudre Fire Authority Board of Directors. Tom acknowledged the delivery to Kristin of a plaque and cake to celebrate. Tom also congratulated Kristin on her appointment to the Larimer Board of County Commissioners. Kristin Stephens expressed her admiration of the PFA and thanked all for the plaque and cake. Kristin also expressed her gratitude to PFA for their service both professionally and personally. The PFA Board members acknowledged Kristin and all she added to the Board, her leadership, decency and the voice of equality. All looked forward to working together again in the future.

2. Poudre Fire Authority Board Agenda Planning Calendar Attachment: 12-15-2020 PFA Board Minutes (9911 : December 15, 2020 Poudre Fire Authority Minutes) The Board reviewed the Agenda Planning Calendar.

CONSENT AGENDA 3. November 17, 2020 Poudre Fire Authority Board Meeting Minutes

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4. Resolution Amending Rate of Contribution to FPPA Defined Benefit Plan for Reentry Firefighters 5. Resolution Transferring and Appropriating Funds within the Burn Building Capital Project 6. Appropriation of Insurance Recovery Revenue 7. Resolution Authorizing the Fire Chief to Execute a Contract over $85,134 for Training Center Kitchen Remodel 8. Resolution Authorizing the Fire Chief to Execute a Contract over $85,134 for Vehicle Lease Program

Tom DeMint stated the Training Center Kitchen Remodel will begin soon and funding was approved earlier in the year, but the cost of the remodel is above the chief’s spending limit.

Tom DeMint advised the Contract for the Vehicle Lease Program is for this year, but it is a multi-year contract. Brad Smith provided an analysis of the contract and the savings that will be incurred.

Darin Atteberry stated the November 27, 2021 Minutes contain his comments on the firefighter physicals and other expenses going to the Request for Proposal (RFP) process. Darin noted there was no statement regarding Tom DeMint’s response, and he would like that to be added to the Minutes. Tom DeMint stated he felt it was good these costs were coming into the budget and including them in the RFP process was a great opportunity. Tom stated it is a good way to vet the cost and services and to be sure PFA is getting the greatest bang for their buck.

Kristin Stephens made a motion to approve the Consent Agenda as amended. Dave Pusey seconded the motion. The motion passed by unanimous vote of the Board.

DISCUSSION ITEMS 9. 2020 Commission on Fire Accreditation International Hearing 10. Stakeholder Input: Fire Chief Executive Search 11. 2021 Budget

The time frame set for the Board to virtually attend the 2020 Commission on Fire Accreditation International Hearing was delayed so the Board agreed to discuss the 2021 Budget on the agenda out of order.

2021 Budget – Ann Turnquist provided a PowerPoint Presentation on the 2021 Budget to the Board.

Dave Pusey suggested including Larimer County in the letter of transmittal that

identifies what communities PFA serves. Dave also suggested percentages be Attachment: 12-15-2020 PFA Board Minutes (9911 : December 15, 2020 Poudre Fire Authority Minutes) included on the pie charts. Ann Turnquist stated she would incorporate both.

Jerry Howell addressed the Board regarding the 2021 Fire Prevention Bureau Fees.

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All Board members expressed they felt very informed on the 2021 Budget and appreciated no surprises. The Board expressed their gratitude and stated staff did a fantastic job. Kristin Stephens also recognized Fleet Manager Brad Smith and noted his savings in Fleet was impressive. Tom DeMint thanked the members of the Senior Leadership Team for their work on the budget and Rick Vander Velde for his leadership on the long-term plan for a third support company.

Kristin Stephens made a motion to approve Resolution 20-25 Adopting the 2021 Budget. Ken Summers seconded the motion. The motion passed by unanimous vote of the Board.

Kristin Stephens made a motion to approve Resolution 20-26 Setting the 2021 Fire Prevention Bureau Fees. Ken Summers seconded the motion. The motion passed by unanimous vote of the Board.

2020 Commission on Fire Accreditation International Hearing – the Board paused the virtual regular Board meeting at 9:20 to enter the 2020 Commission on Fire Accreditation International Hearing being presented on YouTube. The hearing was also shown on the PFA Board Meeting virtual site for public viewing. The regular board meeting resumed at 9:50 a.m.

The Board congratulated the PFA and Tom DeMint on Accreditation. Tom DeMint stated he is very proud of the PFA organization. Darin Atteberry expressed congratulations to the PFA and to Tom and the Accreditation Team. Darin stated being on the Center for Public Safety Excellence (CPSE) Board has helped his reputation and he is grateful to be associated with the PFA. Kristin Stephens thanked Ron Simms, Hayley Spurrier and Laura Robinson and stated their work was very impressive. Dave Pusey congratulated the whole team as well, as did the other Board members.

Kristin Stephens asked Tom DeMint if PFA tries to accomplish all recommendations from the accreditation process. Tom DeMint stated the recommendations are very much in line with what PFA is working on strategically. Dave Pusey asked if the changes being made in the safety arena will be compatible with the training recommendations. Tom DeMint advised they would be.

Stakeholder Input: Fire Chief Executive Search – Tim Sashko and John Storm from GovHR, the Executive Search Firm for the Fire Chief Executive Recruitment process joined the PFA Board Meeting virtually to receive input from the PFA Board.

Ann Turnquist advised the Fire Chief position has been posted and is set to close on December 31, 2020. Ann advised that in addition to the discussion today, the process will include reaching out to a variety of stakeholders for their input. Ann advised

stakeholders are also welcome to have discussions with the search firm individually if Attachment: 12-15-2020 PFA Board Minutes (9911 : December 15, 2020 Poudre Fire Authority Minutes) they do not wish to do so in a public forum.

Tim Sashko reviewed the recruitment process to date with the Board. Tim stated he expected an ebb and flow of interest with holiday season and that he is very optimistic about interest so far.

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After discussion of the questions listed on the Stakeholder Survey, it was agreed that Tim Sashko and John Storm would contact Board members directly for further input. BRIEFING PAPERS/OTHER BUSINESS 12. Briefing Papers/Other Business

CORRESPONDENCE 13. Correspondence

Tom DeMint thanked Kristin again, recognizing this was her last Board meeting. Tom DeMint also recognized Chief Ryan McLean for his truly innovative and valued leadership. Tom stated Ryan will be leaving PFA after 20 years of service to accept the UCHealth Director of Pre-Hospital Care Services Director position with UCHealth. Ryan McLean stated he loves the fire service and the PFA organization and he feels blessed to have been a part of it. Ryan stated he was able to take this opportunity with UCHealth because of the support and development he received being a part of PFA.

The meeting adjourned at 11:04 a.m. Attachment: 12-15-2020 PFA Board Minutes (9911 : December 15, 2020 Poudre Fire Authority Minutes)

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DISCUSSION AGENDA ITEM SUMMARY Item #: 2 Meeting Date: 01/26/2021 PFA Staff: Tom DeMint Prompt, Skillful, Caring

SUBJECT: Welcome Board Member Emily Gorgol

EXECUTIVE SUMMARY

Chief DeMint would like to introduce and welcome Council member Emily Gorgol to the Poudre Fire Authority (PFA) Board of Directors.

Elected in 2019, Council member Gorgol represents District 6 (northwest Fort Collins). She serves as the chair of both the Council Housing Ad Hoc and Community Impact Committee and serves on the Housing Catalyst Board. Since taking office, Emily has focused on supporting working families through housing, preservation of mobile home parks, economic mobility, and environmental sustainability. Emily is the Partnership and Grants Director at the Family Center/La Familia, was born and raised in Fort Collins, and spends most of her time running, kayaking, and getting outdoors with her husband and two dogs.

STAFF RECOMMENDATION

That PFA Board members introduce themselves and welcome Council Member Gorgol to the PFA Board.

FINANCIAL / ECONOMIC IMPACTS

None.

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DISCUSSION AGENDA ITEM SUMMARY

Item #: 3 Meeting Date: 01/26/2021 PFA Staff: Tom DeMint, Kirsten Prompt, Skillful, Caring Howard

SUBJECT:

Poudre Fire Authority Board Agenda Planning Calendar

EXECUTIVE SUMMARY

The Poudre Fire Authority Board Agenda Planning Calendar is attached for Board review and comment.

STAFF RECOMMENDATION

Item for information and discussion.

FINANCIAL / ECONOMIC IMPACTS

None.

ATTACHMENTS a. PFA Board Agenda Planning Calendar

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Work Session Unscheduled: Equity & Inclusion, Behavioral Health and Alternative Cancelled Meeting Deployment Models (interagency group), PFA Committees, Mulberry Special Meeting Annexation, Peer Support Update, Community Survey, Cultural Survey, Tour Executive Session new Burn Building, Mulberry Annexation Change to Agenda City Council Meeting Revised: 1/19/2021

Month Type Detail February 4, • Executive Session – Chief Hiring Special 2021 • Prior Year Encumbrance Appropriation February 23, Regular • Collective Bargaining Direction from Board 2021 • Chief Hiring Update Regular • Legislative Update March 23, 2021 • Chief Hiring Update • Legislative Update April 27, 2021 Regular • 2020 Annual Report Preview • Chief Hiring Update City Council • Dinner and 2020 Annual Report Presentation and Introduction of May 11, 2021 /PVFPD joint new Fire Chief Work Session • Collective Bargaining Agreement Approval May 25, 2021 Regular • • 2020 Comprehensive Annual Financial Report June 22, 2021 Regular • • Chief’s Mid-year Performance Review July 27, 2021 Regular • • Election of 5th Board Member, Board Officers, and Secretary August 24, 2021 Regular • September 28, • 2022 Preliminary Budget Regular 2021 • October 26, • Resolution Setting 2022 Meeting Dates Regular 2021 • November 16, • 2022 Budget Work Session Work Session 2021 • December 14, • 2022 Budget Adoption Regular 2021 • January 25, • Regular 2022 • February 22, • Prior Year Encumbrance Appropriation Regular 2022 Attachment: PFA Board Agenda Planning Calendar (9910 : Poudre Fire Authority Calendar)

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STAFF REPORT AGENDA ITEM SUMMARY

Item #: 4 Meeting Date: 01/26/2021 PFA Staff: Tom DeMint, Sean Jones Prompt, Skillful, Caring

SUBJECT:

2020 Accreditation Report/Recommendations Update

EXECUTIVE SUMMARY

Poudre Fire Authority’s (PFA) accreditation hearing in front of the Commission on Fire Accreditation International (CFAI) resulted in a successful accreditation status for the organization on December 15, 2020. While this process is ongoing over the course of a five year accreditation cycle, the formal process started in early 2020 with an application, followed by document upload, assignment of a peer review/evaluator team, document review by the team, and an onsite verification process by that team in October.

The final peer review team report for the Commission and PFA has been provided for review. Within the report exists a list of recommendations that were developed from the peer team’s evaluation of criterion, core competencies, and performance indicators. The Office of Planning and Analysis is responsible for ensuring these recommendations, which represent opportunities for improvement for the PFA, are assigned to the appropriate Divisions and program areas for implementation over the course of the accreditation cycle.

DISCUSSION/BACKGROUND

PFA applied for candidate status in early 2020 seeking its second accreditation. CFAI assigned a peer evaluator team on February 20, 2020 to verify and validate PFA’s core documents, the 2018-2023 Strategic Plan, 2020 Community Risk Assessment and Standards of Cover, and the 2020 Self-Assessment Manual. PFA had all the required documents loaded onto the CFAI share point site for evaluation by the end of March, which was the original due date. As the COVID-19 world pandemic unfolded, the due date for documents was extended to September 30th.

The Commission hearings, originally scheduled in August, were canceled on April 6, 2020 and the process for 2020 was in question. The PFA planning team continued to coordinate with the assigned peer team and 12 Zoom interviews/meetings were scheduled between May and September to keep the process moving forward with the end goal being a shortened on-site visit. The site visit was finally arranged with COVID- 19 precautions being established to align with best practices and PFA protocols.

The site visit was completed between October 4 to 7, with the peer team notifying PFA

Packet Pg. 10 4 that they would recommend PFA for accredited status to the Commission. In their closing statements made to Senior Leadership and program managers they reinforced that it is apparent that self-assessment is “woven” into the fabric of the PFA. The final recommendations report is attached for PFA Board, PFA personnel, and community review. This report will also be posted to PFA’s website with other accreditation documents.

Within the report are 18 recommendations spanning several different categories and multiple core competencies. As was done after the 2015 peer team visit (attachment C), the Office of Planning and Analysis is developing a recommendations workplan and will communicate the plan to impacted divisions and program leaders within the organization. Those responsible for developing and implementing the recommendations will have full support from Planning and Analysis personnel to ensure the PFA successfully incorporates these recommendations into the process of continuous improvement.

Within the short timeframe since these recommendations were first presented to the PFA, the organization has already acted on several including:

- Identifying improvements to overall response times including both short-term and long-term elements to improve call processing. - Identifying and providing formal accident and injury investigation training for the health / safety officer. - Identifying and providing Incident Safety Officer (ISO) training for all potential officers who could act as an ISO based on nationally recognized standards. - Increasing the frequency of physical evaluations to a yearly basis for all line personnel.

The final workplan based on the current accreditation report will be made available to all personnel via the organization’s intranet by the middle of February.

STAFF RECOMMENDATION

Item for information

FINANCIAL / ECONOMIC IMPACTS

None – implementation of recommendations may have costs associated and will be reflected in Board information as they occur.

ASSOCIATED STRATEGIC GOALS

Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and aligned with the Center for Public Safety Excellence Fire and Emergency Service Self-Assessment Manual.

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Goal 2 – Provide the highest level of care, and enhance public safety, through development of an efficient, integrated, and collaborative EMS system. Goal 3 – Deliver effective level of special operations services to address the community risk. Goal 4 – Increase community awareness of the services provided by Poudre Fire Authority. Goal 5 – Develop and maintain a diverse, inclusive, well-trained, mission-ready workforce to protect life and property. Goal 6 – Foster an environment of fiscal responsibilities at all levels. Goal 7 – Plan for long-term issues and demands that will shape the future of the Authority and its governance structure.

ATTACHMENTS a. 2020 CFAI Accreditation Report b. 2020 PFA Accreditation Recommendations Workplan Template c. 2015 PFA Accreditation Recommendations Workplan

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Accreditation Report

Poudre Fire Authority 102 Remington St. Fort Collins, CO 80524

This report was prepared on December 8, 2020 by the Commission on Fire Accreditation International

This report represents the findings of the peer assessment team that visited the Poudre Fire Authority on October 4-7, 2020.

Peer Assessment Team Gary West, Team Leader Paul Alexander, Peer Assessor Kevin Henson, Peer Assessor Jamie Strassner, Peer Assessor

Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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TABLE OF CONTENTS

PREFACE ...... 3

EXECUTIVE SUMMARY ...... 4

OBSERVATIONS ...... 8

Category 1 — Governance and Administration...... 8

Category 2 — Assessment and Planning ...... 8

Category 3 — Goals and Objectives ...... 10

Category 4 — Financial Resources...... 11

Category 5 — Programs...... 12

Criterion 5A – Community Risk Reduction Program...... 12

Criterion 5B – Public Education Program ...... 13

Criterion 5C – Fire Investigation, Origin and Cause Program ...... 13

Criterion 5D – Domestic Preparedness, Planning and Response ...... 14

Criterion 5E – Fire Suppression ...... 14

Criterion 5F – Emergency Medical Services (EMS) ...... 15

Criterion 5G – Technical Rescue ...... 16

Criterion 5H – Hazardous Materials (Hazmat) ...... 17

Criterion 5K – Wildland Fire Services ...... 18

Category 6 — Physical Resources ...... 19

Category 7 — Human Resources ...... 21

Category 8 — Training and Competency ...... 24 Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) Category 9 — Essential Resources ...... 25

Criterion 9A – Water Supply ...... 25

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Criterion 9B – Communication Systems ...... 25

Criterion 9C – Administrative Support Services and Office Systems ...... 26

Category 10 — External Systems Relationships ...... 26

Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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PREFACE

To the citizens and the governing body of the agency: This report represents a thorough review of the organization to verify and validate how this agency is executing its stated mission in accordance with universally accepted practices for a contemporary fire and emergency services organization. Quality improvement can only be initiated and realized by those agencies that challenge themselves through a comprehensive self-assessment. This report documents that this agency is seeking organizational improvements and discovering elements of excellence. Please note that the recommendations by the peer assessment team are opportunities for improvement provided from professionals in the fire and emergency service industry.

To the agency: This report communicates the outputs and outcomes of your dedication and commitment to quality improvement. Your self-assessment, community risk assessment: standards of cover, and strategic plan amount to years of work to understand your community, establish accountable goals, institute transparency, and factually comprehend what you did not know about your organization. The verification and validation of your agency by a team of peers represents a major accomplishment. The recommendations in this report are opportunities to become better and stronger in your community. Finally, take this report and communicate to your community the areas you identified during your self-assessment that were outstanding and those that represent improvement opportunities.

Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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EXECUTIVE SUMMARY

The Poudre Fire Authority (PFA) was established in 1981, consolidating the City of Ft. Collins Fire Department and the Poudre Fire Valley Protection District. The authority is a combination career and volunteer organization with 193 uniformed personnel at 11 career and 2 volunteer fire stations. The authority also operates a two-firefighter roving alternative medical (RAM) unit during peak call activity periods. Engine companies are staffed with three firefighters, ladder companies are staffed with four firefighters, and all uniformed personnel are certified as emergency medical technicians (EMTs). Daily minimum staffing is 46 uniformed personnel. The number of personnel dedicated to community risk reduction/public fire education is 16 full-time and 10 part-time. There are five full- time employees assigned to the training division.

Poudre Fire Authority covers 230 square miles including Fort Collins, the town of Timnath, the communities of Bellvue and LaPorte as well as the unincorporated areas of Larimer and Weld Counties. The total value of property protected is $41 billion. The service area is approximately 65 miles north of Denver and located at the eastern base of the Rocky Mountains. Elevations within the service area range from 4,800 feet in the southeastern corner of the authority’s jurisdiction to approximately 7,500 feet in the foothills to the west. The Poudre River bisects the authority from northwest to the southeast. Colorado State University is within the authority’s jurisdiction and there are service agreements with the university in place. The population of the authority is just under 213,000 and experienced a nearly 20 percent increase in growth between 2010 and 2019. The primary population density is within the City of Ft. Collins.

The Commission on Fire Accreditation International (CFAI) has completed a comprehensive review and appraisal of the Poudre Fire Authority based upon the ninth edition of the Fire & Emergency Service Self-Assessment Manual (FESSAM). The commission’s goals are to promote organizational self-improvement and to award accreditation status in recognition of good performance. The peer assessment team’s objectives were to validate the authority’s self-assessment study, identify and make recommendations for improvement, issue a report of findings, and conclude if the authority is eligible for an award of accreditation.

The peer assessment team followed CFAI processes and the Poudre Fire Authority demonstrated that its self-study accreditation manual, community risk assessment/standards of cover (CRA/SOC), and strategic plan met all core competencies and criteria. The peer assessment team recommends accredited Authority status for the Poudre Fire Authority from the Commission on Fire Accreditation International.

The peer assessment team observed a strong commitment by the authority to the CFAI accreditation process and as a second time accredited agency has incorporated the process in many ways into the organization. Evidence of this includes references in many formal documents to applicable performance indicators and the commitment to an accreditation manger succession plan. Several members of the agency including the fire chief regularly act as peer assessors for CFAI. These approaches ensure continuity, more direct access to quality improvement with similar organizations, and the engagement of a broader spectrum of the authority. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

The peer assessment team had meetings with the Ft. Collins City Manager, the chairperson of the Poudre Valley Fire Authority Board, and the president and vice president of the firefighters’ association. Individually and collectively they expressed strong interest in the process and support the authority’s continued efforts of continuous improvement through the accreditation process. There is

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clearly a commitment to continue to follow and support the implementation of identified opportunities for improvement.

The peer assessment team identified opportunities for improvement that are provided below. They include 8 strategic and 10 specific recommendations. These recommendations flowed from discussions, interviews, and a review of authority-supplied documentation to support its self- assessment conclusions.

The following represents a synopsis of the recommendations that were made by the peer assessment team during the on-site visit. Additional details for each of these recommendations can be found in the Observations Section of this report. For each of the recommendations, the performance indicator from the model is provided, including notating if it is a core competency (CC).

Recommendations

Recommendations were developed from the evaluation of criterion, core competencies, and performance indicators.

1. It is recommended the agency revisit the critical task process for high risk emergency medical service (EMS) calls and incorporate the resulting effective response force (ERF) into the dispatch protocols. (CC 2C.4)

2. It is recommended the authority continue to identify both short-term and long-term elements to improve call processing and turnout time. (CC 2C.5)

3. It is recommended the authority in its next annual update of the current 2018-2023 strategic plan include possible additions that would include goals and objectives to take full advantage of the plan’s effective period. (CC 3B.1)

4. It is recommended the authority’s goals and objectives and their current status be formally communicated to members, preferably in an in-person or visual interactive format that has the capability for questions and comments by members. (CC 3C.2)

5. It is recommended the fire risks identified in the community risk assessment/standards of cover (CRA/SOC) be considered in the authority’s code inspection program. (5A.6)

6. It is recommended the authority develop specific, targeted, and achievable benchmarks for fire incidents and casualties. (5A.7)

7. It is recommended the authority develop a formal standard operational procedure/directive to better define the fire inspection personnel continuing education program. (5A.8)

8. It is recommended that the authority’s public outreach committee be reactivated, and a guide mission statement developed for this program. (CC 5B.1) Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) 9. It is recommended the authority monitor the emergency medical dispatching (EMD) call processing procedures to ensure the system balances the need for patient information and expeditious call processing. (CC 5F.1)

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10. It is recommended the authority add the required wildland certifications and qualification training to the applicable policy. (CC 5K.4).

11. It is recommended that the authority consider rotating front-line, higher use apparatus with front-line, low use apparatus to increase the life cycle of all apparatus. (6C.2)

12. It is recommended that the health safety officer (HSO) receive training based on HSO job task competencies that is in line with nationally recognized consensus standards. (CC 7F.1)

13. It is recommended the authority review the existing near-miss program for elements that would make the program more effective and increase the use of it by members. (7F.6)

14. It is recommended the HSO or other designee(s) receive formal accident and injury investigation training that is based on recognized best practices. (7F.7)

15. It is recommended the authority provide incident safety officer (ISO) training that is based on ISO competencies of a nationally recognized consensus standard for all potential officers that could act as an ISO. (7F.8)

16. It is recommended the authority consider increasing the frequency of physical evaluations to yearly for all line personnel. (7G.1)

17. It is recommended that in the absence of required Occupational Safety and Health Administration (OSHA) regulations, the authority consider reviewing and adopting applicable national consensus standards and/or regulations. (8A.3)

18. It is recommended the authority incorporate the volunteer training program into the training division. (8B.1)

The authority demonstrated its keen desire to immediately implement plans to address opportunities for improvement. Two examples of initiatives that have already been accomplished since the site visit are the increase in frequency of annual medical exams for all line personnel from every three years to annually and establishing new turnout time goals for fire and emergency medical service (EMS) calls.

The authority responded to a total of 21,939 emergencies in 2019 including: 277 fire calls (1.3%) percent); 14,463 emergency medical service (EMS) calls (65.9%); and 7,199 miscellaneous calls, such as good intent, false alarms, service calls, etc. (32.8% percent).

The Poudre Fire Authority currently has three different Insurance Services Office (ISO) ratings for its service area. Areas within Ft. Collins, Timnath, and any address within the authority that is outside city limits but less than 1,000 feet from a fire hydrant and within five road miles of a 24-hour staffed fire station have an ISO Class 2 rating. Areas within the authority that are outside city/town limits that are greater than 1,000 feet from a fire hydrant but within five road miles of a 24-hour staffed fire Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) station have an ISO Class 3 rating. Any area in the authority that is outside the city/town limits and further than 5 road miles from a 24-hour staffed fire station has a Class 10 rating. An ISO regrading process is due this year but has not yet been performed.

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During the visit, the peer assessment team identified two innovative practices that the team felt other agencies can strive to emulate. The first involved a comprehensive analysis and restructuring of Poudre’s EMS system that resulted in a dramatic increase in code arrest saves. The pillars of improvement to the EMS program included protocols, quality assurance and improvement, training, response times, and equipment. An example of an innovative component of the restructuring effort is the authority has established baseline and benchmark measurements at the 90th percentile level to track the effectiveness of cardio-pulmonary resuscitation (CPR) compression factor, depth of compressions, and appropriate rate of compressions. As a result of the restructured EMS program, CPR saves have increased three-fold since 2017. Other elements of patient care have dramatically improved as well.

A second innovative practice identified at Poudre Fire Authority was their research on structure fire behavior and resulting changes in their approach to fighting structure fires. Their research included participation in: a National Institute of Standards and Technology (NIST) study in Spartanburg, South Carolina; an Underwriters Laboratories (UL) Fire Safety Research Institute (FSRI) attic fire study in Milwaukee, Wisconsin; attendance at an international fire behavior class in Sweden; and performing several burns to test theories resulting from the authority’s attendance at the mentioned functions. The outcomes of these experiences and changes to their strategy and tactics have resulted in substantial improvement in increasing firefighter safety and a significant decrease in property loss resulting from salvage and overhaul operations. As further evidence of the success of this program, earlier this year Fire Department of New York (FDNY) reached out to the authority to learn more about the research and the resulting changes in strategies and tactics. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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OBSERVATIONS Category 1 — Governance and Administration

The governing body and/or authority manager is legally established to provide general policies to guide the authority, approved programs and services, and appropriated financial resources. The Poudre Fire Authority was established in 1981 through an intergovernmental agreement (IGA) that originally consolidated the Fort Collins Fire Department and the Poudre Valley Fire Protection District. The authority is legally established under the 2014 Revised and Restated IGA between these entities and is compliant with all applicable governance and administrative legal requirements. The authority monitors and tracks changes in applicable local, state, and federal requirements through several different means. These include involvement in the Colorado State Fire Chiefs Association, International Association of Fire Chiefs, Special Districts Association of Colorado, state legislative conference calls, and regular communication with the local city and town governments that are within authority’s service area.

Poudre Fire Authority Board of Directors regularly reviews and approves authority services and programs, including the strategic plan and community risk assessment/standards of cover (CRA/SOC), annual budget, and authority rules and regulations. An annual report is also presented to the parental governing agencies, the Ft. Collins City Council and Poudre Valley Fire Protection District. The authority’s board of directors sets the qualifications for the fire chief. The current fire chief is scheduled to retire early in 2021 and the qualifications were recently updated by the board of directors. The requirements for the fire chief position will include an evaluation of the candidate qualifications and credentials. The fire chief position is currently posted, with applications due at the end of December.

The organizational structure aligns with or supports the authority’s mission, purposes, goals, strategies, and objectives. The authority has an organizational structure that is in alignment with its mission, goals, objectives, size, and service delivery programs. The organization structure has four divisions including operations, support, fire prevention and community risk reduction, and administrative services. There is currently a need to expand the administrative/management staff to dedicate efforts toward researching changing service demographics, ensuring appropriate service responses, and exploring new opportunities to better serve the community. Due to COVID-19 priorities, this expansion of staff is on temporary hold.

Poudre Fire Authority has adequate financial, equipment, and staffing resources to meet its mission. Resource allocation is directed by the authority’s strategic plan, CRA/SOC, and annual budget. Personnel functions, rules, and responsibilities are formalized and the current organizational chart includes the authority’s relationship to the authority’s board of directors. Job descriptions are maintained and updated by the authority’s human resources and the organizational chart is approved by the board of directors as part of the annual budget process. Category 2 — Assessment and Planning Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

The authority collects and analyzes data specific to the distinct characteristics of its legally defined service area(s) and applies the findings to organizational services and services development. The Poudre Fire Authority has a current intergovernmental agreement (IGA) that establishes the boundaries of the authority which consist of the combined City of Ft. Collins limits, which are in the

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central part of the authority’s 230 square mile service area, and the Poudre Valley Fire Protection District (PVFPD), which forms a ring around the city.

The authority operates 13 fire stations that are broken into 13 separate response districts. Each of these response districts serves as a geographic planning zone for service provision analysis purposes. The authority has a planning zone methodology that includes critical infrastructure, census information, socio-economic characteristics, land uses, topography, and climate to identify and document safety and remediation programs. The response area includes both urban and rural population densities. Since the authority’s last accreditation period, the urban population density has increased from 48 to 77 square miles, an increase of 60 percent. The authority has current fire loss and safety data that is used to identify outcome-based data for planning purposes.

The authority identifies and assesses the nature and magnitude of all hazards and risks within its jurisdiction. Risk categorization and deployment impact considers such factors as cultural, economic, historical, environmental values, and operational characteristics. When addressing risk within their response area, Poudre Fire Authority analyzes the area characteristics that include cultural, economic, environmental values, and operational considerations. The chosen method for evaluating the risk is a modified two-axis, probability and consequence method which is adopted in the community risk assessment/standards of cover (CRA-SOC) by the authority’s board of directors. The authority was able to demonstrate through records management systems (RMS), the service demands, and future probability of emergent and non-emergent call types.

The authority has determined and documented the different category service demands as well as event consequence losses of the previous five years by planning zone. The authority also has determined the probable future service demands based on historical data as well as information obtained from the various governmental entities that the authority serves.

The authority identifies and documents the nature and magnitude of the service and deployment demands within its jurisdiction. Based on risk categorization and service impact considerations, the authority’s deployment practices are consistent with jurisdictional expectations and with industry research. Efficiency and effectiveness are documented through quality response measurements that consider overall response, consistency, reliability, resiliency, and outcomes throughout all service areas. The authority develops procedures, practices, and programs to appropriately guide its resource deployment.

Poudre Fire Authority studies response in the jurisdiction and planning zones to assess its ability to provide consistent response time service in each risk category. The authority has performed critical task analyses for each risk category and class to determine first due and effective response force response (ERF) criteria. The peer assessment team identified a need to revisit emergency medical service (EMS) ERF dispatch protocols. Currently there is a company added by a company officer or battalion chief to high risk calls to complete the ERF. It is recommended the agency revisit the critical task process for high risk EMS calls and incorporate the resulting ERF into the dispatch protocols. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) The authority has identified and established total response time components for delivery of services including fire, EMS, hazmat, technical rescue, and wildland fire. The peer assessment team identified opportunities for improvement of call processing and turnout times. It is recommended the authority

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continue to identify both short-term and long-term elements to improve call processing and turnout time.

The authority has a formal evaluative approach to emergency responses by creating performance- based fact sheets that allow for efficient after-action reporting, resulting in training and performance enhancements.

The authority has assessed and provided evidence that its current deployment methods for emergency services appropriately address the risk in its service area. Its response strategy has evolved to ensure that its deployment practices have maintained and/or made continuous improvements in the effectiveness, efficiency, and safety of its operations, notwithstanding any outside influences beyond its control. The authority has identified the impacts of these outside influences to the authority having jurisdiction.

The Poudre Fire Authority has developed a community risk assessment/standard of cover document that identifies baseline and benchmark total response time performance within each planning zone. The authority-adopted methodology to assess performance is outcome based. The authority was credible in establishing outcomes for interceding flashover and cardiac arrest save data. The authority uses a standard of cover compliance team to ensure objectives for response time and outcome are consistently analyzed and reported on. Performance gaps are reported to the board of directors at a minimum of annually.

The authority was credible regarding maintaining continuous improvement through its compliance review team. The peer assessment team observed the credible methodology as planning and analysis personnel worked with program managers to identify outcomes and establish compliance throughout the authority. Category 3 — Goals and Objectives

The authority has established general goals and specific objectives that direct the authority’s priorities in a manner consistent with its mission and appropriate for the community it serves. The Poudre Fire Authority has in place a published strategic plan. The plan was facilitated by the Center for Public Safety Excellence Technical Advisor Program (TAP). The strategic plan covers the period of 2018- 2023 and was adopted by the authority’s board of directors on February 18, 2018. The plan is available electronically to all employees and the public on the authority’s website.

The authority's general goals and specific objectives direct its priorities in a manner consistent with its mission and appropriate for the community it serves. The authority has established goals and objectives within the strategic plan and the community risk assessment/standards of cover; both documents are published on their website. Objectives are time-bound and include elements of quantity and quality. Some goals and objective time frames have been extended due to COVID-19. Many of the goals and objectives have a timeline to be completed within two years of the five-year period of the strategic plan. It is recommended the authority in its next annual update of the current

2018-2023 strategic plan include possible additions that would include goals and objectives to take Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) full advantage of the plan’s effective period.

A SWOT (strengths, weaknesses, opportunities, threats) analysis conducted during the most recent strategic plan process in 2018 provided for a current status analysis. The authority includes internal and external stakeholder input in the development, implementation, and evaluation of the authority’s

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goals and objectives. The external stakeholder group included 69 participants and the internal stakeholder group included 27 participants from every division and working group within the organization.

The authority uses a management process to implement its goals and objectives. Poudre Fire Authority utilizes two forms of organizational management processes to identify and track the authority’s goals and objectives. The Strategic Plan Dashboard report is provided to the board of directors twice a year that includes a visual display of how many critical tasks within each objective have been completed as well as the status of the timeline for completion for the referenced goal. The second organizational management method is a self-assessment/budget process that includes the program appraisal completed by each program manager. The program managers use the appraisals to identify needed changes to accomplish their goals and objectives as well as the associated financial resources.

The authority has a responsible party assigned to each of the organization’s goals and objectives. The authority posts goals and objectives on the organization’s website for viewing by members and the public. No formal presentation of the latest strategic plan and its goals and objectives was completed for members. It is recommended the authority’s goals and objectives and their current status be formally communicated to members, preferably in an in-person or visual interactive format that has the capability for questions and comments by members.

The authority utilizes many automatic and mutual agreements as well as intergovernmental agreements and contracts to aid in the accomplishment of the organization’s goals and objectives. In addition, the authority’s strategic plan has a specific objective that is specific to seeking outside resources regarding goals and objectives.

Processes are in place to measure and evaluate progress towards completion of specific objectives and overall system performance. The goals and objectives are re-examined and modified periodically. In addition to the Strategic Plan Dashboard and the program appraisal/budget process, the authority’s senior leadership team meets weekly and once to twice a year to discuss strategic issues and the status of goals and objectives. The authority’s community risk assessment/standards of cover (CRA/SOC) goals and objectives are regularly reviewed by the CRA-SOC operations team. Category 4 — Financial Resources

Authority planning involving broad staff participation activates financial planning and resource allocation. The authority’s plan for financing reflects sound strategic planning and a commitment to its stated goals and objectives. The authority deems financial support for programs and services adequate to maintain the number and quality of personnel and other operational costs.

The authority exhibits effective and efficient fiscal planning and management. The authority conducts their financial planning and resource allocation through cooperation between the Poudre Fire Authority, the City of Fort Collins, and the Poudre Valley Fire Protection District. There is an intergovernmental agreement in place that directs the fire chief to prepare and submit an annual Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) operating budget for the next fiscal year in accordance with the budget schedules of Fort Collins and Poudre Valley Fire Protection District (PVFPD). The authority’s processes for fiscal planning and resource allocation include broad staff participation. This is done in accordance with formal policies in place. The authority has adequate

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long-range financial planning processes that address the needs of the community. The authority uses the strategic plan as an integral part of the budgeting process.

Financial management of the authority exhibits sound budgeting and control, proper recording, reporting, and auditing. The peer assessment team confirmed that the Poudre Fire Authority in conjunction with the City of Fort Collins is in receipt of the most currently available Certificate of Achievement for Excellence in Financial Reporting (certificate) from the Government Finance Officers Association of the United States and Canada (GFOA) for its Comprehensive Annual Financial Report (CAFR). The authority has submitted its most recent GFOA certificate and CAFR as prima facie compliance with this criterion.

Financial resources are appropriately allocated to support the established organizational mission, the stated long-term plan, goals and objectives, and maintain the quality of programs and services. The authority has numerous related policies in place to ensure that the organizational mission, long-term financial plan, strategic plan, and quality of programs and services are accomplished. These include budget, expenditure, financial reporting, operating management, and revenue policies. The authority has received the Distinguished Budget Presentation Award by the Government Finance Officers Association for 20 consecutive years.

The authority has established an effective revenue allocation formula that has provided a sustainable revenue source. The authority’s fiscal practices are based on revenue sources that are sustainable as the needs of the community change and evolve. The authority’s strategic plan and long-range financial planning processes include future growth and development that are included in the budgetary process. This process in turn enables the authority to keep a concentrated effort on maintaining and expanding the quality of delivery and service to the community. Category 5 — Programs

Criterion 5A – Community Risk Reduction Program

The authority operates an adequate, effective, and efficient program to manage community risks as identified in the community risk assessment and standards of cover. The approach is comprehensive and includes both prevention and mitigation strategies such as life safety, hazard risk reduction, plan review, code compliance, and the detection, reporting and control of fires.

Poudre Fire Authority has formally adopted and enforces the 2018 International Fire Code (IFC) with related appendices and amendments. This code applies to three of the four jurisdictions that the authority protects including the City of Ft. Collins, the town of Timnath, and Larimar County. The single exception is Weld County that currently remains under the 2012 IFC. The adopted IFC code including appendices and amendments are referenced throughout the authority fire prevention community and risk reduction program.

The authority has a comprehensive plan review process. The process covers all multi-family, commercial, and single-family developments. Construction documents are reviewed for compliance Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) before a construction or installation permit is issued. This is followed by a series of inspections throughout construction ending with a final sign off for a certificate of occupancy.

The authority has adequate, qualified staff to achieve the fire prevention and community risk reduction division’s (FPCRR) goals and objectives. The division’s staff has various qualifications

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including International Code Council, Colorado State, and the National Institute of Certification in Engineering Technologies.

Quarterly the FPCRR division assists with the development of an “intercession prior to flashover” report that includes contributing factors to stopping a fire prior to flashover including suppression systems, fire extinguisher inspection program, and any other factors that are identified in the authority’s records management system (RMS) reports. The FPFCRR division prepares an annual appraisal that includes reporting on eight areas and emphasizes measures of output.

The frequency of occupancy inspections is primarily based on IFC classification. There is not currently correlation between the fire risks identified in the authority’s community risk assessment/standards of cover (CRA-SOC) and the frequency of occupancy inspections. It is recommended the fire risks identified in the CRA-SOC be considered in the authority’s code inspection program.

The authority currently does not have annual loss reduction benchmarks for fire incidents and casualties. It is recommended the authority develop specific, targeted, and achievable benchmarks for fire incidents and casualties.

The authority provides continuing education (CE) for fire inspection personnel. However, there is no formal process or procedure in place that defines and describes the required number of hours and type of CE fire inspection personnel should receive. It is recommended the authority develop a formal standard operational procedure/directive to better define the fire inspection personnel continuing education program.

Criterion 5B – Public Education Program

A public education program is in place and directed toward reducing specific risks in a manner consistent with the Authority’s mission and as identified within the community risk assessment and standards of cover. Poudre Fire Authority’s public education program is developed from analyses of call data as well as national data and research.

The authority has adequately trained staff in place to deliver the public education program. The staff includes dedicated 40-hour staff as well as select on-duty firefighters. Program direction and education evaluation is provided by the authority’s public outreach committee, led by the community risk reduction manager. This committee has not been active in the two years due to substantial personnel changes within the fire prevention/community risk reduction program. It is recommended that the authority’s public outreach committee be reactivated, and a guide mission statement developed for this program.

Criterion 5C – Fire Investigation, Origin and Cause Program

The authority operates an adequate, effective, and efficient program directed toward origin and cause investigation and subsequent classification of fires, explosions, and other emergency situations that endanger life or property. All fire events occurring within Poudre Fire Authority’s jurisdiction require Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) an investigation to determine the origin and cause. The program is authorized by the adoption of the 2018 International Fire Code by the required governing bodies within the authority’s jurisdiction. There is adequate staff in place to investigate fires. Most fires are investigated by the first-in

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company officer or a community safety specialist (BU1). Large fires and those that offer more complexity to the investigation are investigated by an on-call investigator.

The authority uses the scientific method as outlined by NFPA 921: Guide for Fire and Explosion Investigations, which is directed by fire prevention bureau policy. An annual appraisal is completed to assess the program’s goals and objectives, determine areas in need of improvement, and in turn provide information for budget development.

Criterion 5D – Domestic Preparedness, Planning and Response

The Poudre Fire Authority operates an all-hazards preparedness program that includes a coordinated multi-agency response plan designed to protect the community from terrorist threats or attacks, major disasters, and other large-scale emergencies occurring at or in the immediate area. Poudre Fire Authority and the City of Fort Collins have adopted the National Incident Management System (NIMS). NIMS and the Incident Command System (ICS) are used at all emergency scenes.

The authority works in coordination with the City of Fort Collins Department of Preparedness and Security (FCDPS), The authority has an emergency management specialist who is permanently assigned to FCDPS. The authority operates under a published emergency operations plan (EOP) developed by FCDPS. The FCDPS also coordinates response exercises and readiness training for the authority.

The authority has a continuity of operations plan (COOP) that is contained within the Fort Collins COOP plan. The most recent version of the COOP is dated 2017 and is reviewed every other year to determine whether an update is needed. The current COOP is being revised and the authority is an active participant in its revision and update.

Criterion 5E – Fire Suppression

The authority operates an adequate, effective, efficient, and safe fire suppression program directed toward controlling and/or extinguishing fires to protect people from injury or death and reduce property loss. Poudre Fire Authority provides fire suppression services from 11 career and 2 volunteer fire stations. The service area is split utilizing a two-battalion system, with one assigned as north and the other as south. The authority staffs 11 fire engines with a minimum of 3 personnel, 2 ladder trucks with a minimum of 4 personnel, and 2 battalion chief vehicles, The authority also cross staffs a collapse rescue, a rescue, two type 3 engines, four brush trucks, three water tenders, and a hazardous materials apparatus. The daily minimum staffing for the authority is 46 personnel to support the 13 response zones, assigned by station.

The authority utilizes the Incident Command System (ICS) as specified by the National Incident Management System (NIMS) and the Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents. The authority utilizes NIMS ICS on all incidents and establishes incident command on all single and multiple unit responses regardless the complexity of the incident.

The authority utilizes the Blue Card System for all emergency incidents. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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Performance Gap Analysis

The following table represent the authority’s actual performance (baseline) versus the goal (benchmark). The gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal).

2015-2019 Moderate Risk Fire Suppression Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 8:13 7:30 0:43 n=329 1st Due Rural 14:14 12:20 1:54 n=42 ERF Urban 14:32 10:20 4:12 n=200 ERF Rural 15:19 16:20 1:01 n=14

It was verified and validated by the peer assessment team that the Poudre Fire Authority had a statistically insignificant number of high-risk fire suppression incidents for 2015-2019, to provide a sufficient data set to study. Therefore, no performance gap analysis for the high-risk ERF is provided in this report.

Criterion 5F – Emergency Medical Services (EMS)

The authority operates an EMS program with a designated level of out-of-hospital emergency medical care that meets the needs of the community. As the authority having jurisdiction (AHJ), Poudre Fire Authority (PFA) is legally responsible for providing emergency medical services (EMS) within the authority’s response jurisdiction, as well as within the Northern Larimer County Emergency Response Area (NLCERA). This is accomplished through a combination of intergovernmental agreements with multiple agencies and a contract with the University of Colorado Health-EMS for advanced life support (ALS) and ambulance transport services.

Response to low risk incidents utilizes a roving alert medical (RAM) unit staffed with two firefighter/emergency medical technicians (EMTs) and is in operation during periods of peak demand. Moderate and high-risk incidents utilize an engine staffed with a minimum of three personnel to assist the transporting authority.

The authority recently re-implemented emergency medical dispatching (EMD) into their dispatching process, EMD had been removed from the system in 2014. The addition of EMD into the dispatch process has led to a marked increase in call processing times. This has been related to a change in how the dispatch conducts the EMD process in relation to when the dispatch initiates the response. It is recommended the authority monitor the EMD call processing procedures to ensure the system balances the need for patient information and expeditious call processing. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

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Performance Gap Analysis

2015-2019 Moderate Risk EMS Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 7:59 7:30 0:29 n=34,824 1st Due Rural 13:36 12:20 1:16 n=1804

2018-2019 High Risk EMS Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 9:22 7:30 1:52 n= 150 1st Due Rural 16:42 12:20 4:12 n= 16

In 2018 the authority began using a new records management system (RMS) that recorded high risk response times in a different manner than the previous RMS. As such, there is only two years of response time data under the new system.

A high-risk response receives a minimum of five personnel consisting of a three-person PFA engine company and a third party two-person advanced life support ambulance.

Criterion 5G – Technical Rescue

The authority operates an adequate, effective, efficient, and safe program directed toward rescuing trapped or endangered persons from any life-endangering cause (e.g., structural collapse, vehicle accidents, swift water or submersion, confined space, cave-in, trench collapse, fire). Poudre Fire Authority has an established technical rescue program comprised of personnel trained to the awareness, operations, and technician level. The program consists of members who receive training in various technical rescue disciplines including confined space rescue, trench rescue, swift water rescue, still water rescue, ice rescue, vehicle extrication, elevator rescue, and large animal rescue who staff various apparatus that are well-equipped for the risk found within the community served.

National Fire Protection Association (NFPA) 1670: Standard on Operations and Training for Technical Search and rescue Incidents and NFPA 1006: Standard for Technical Rescue Personnel Professional Qualifications are the authority’s guiding documents for technical rescue training, equipment, and deployment. The authority trains its personnel to a minimum of the awareness level, Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) as defined in NFPA 1670. Identified personnel are trained to an operational and technician level depending on the discipline and assigned company.

The authority responds to and provides technical rescue services within Larimer County through mutual aid agreements. The authority has multiple members that serve on Colorado Task Force One

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Urban Search and Rescue Team (CO-TF1). CO-TF1 is one of 28 Urban Search and Rescue (USAR) task forces that operate under the authority of the Federal Emergency Management Agency (FEMA) as part of the National Urban Search and Rescue Response System.

Performance Gap Analysis

2015-2019 Moderate Risk Technical Rescue Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 8:42 7:30 0:48 n=145 1st Due Rural 16:08 12:20 3:52 n=66

It was verified and validated by the peer assessment team that the Poudre Fire Authority had a statistically insignificant number of moderate risk technical rescue incidents requiring an effective response force (ERF) for 2015-2019, to provide a sufficient data set to study. There were also a statistically insignificant number of high-risk technical rescue incidents for 2015-2019, to provide a sufficient data set to study. Therefore, no performance gap analyses for these incidents are provided in this report.

Criterion 5H – Hazardous Materials (Hazmat)

The authority operates an adequate, effective, efficient, and safe hazardous materials program directed toward protecting the community from the hazards associated with the uncontrolled releases of hazardous and toxic materials. Poudre Fire Authority has hazardous materials response responsibility and jurisdiction for all areas within the authority service area. All operations personnel are certified at the operations level and the authority also maintains 35 hazmat technicians. There is a designated hazmat station where there are two dedicated hazmat techs assigned to each shift. A hazmat apparatus equipped with a wide variety of technician level equipment including Level A personal protective equipment (PPE) is assigned to the hazmat station.

A response area hazmat risk assessment has been completed as part of the community risk assessment/standards of cover (CRA/SOC). As a result of this assessment, the authority operates a tiered response model for hazmat emergencies. Low level hazmat emergencies receive a single engine company (three personnel) response with operations level personnel. Medium level risks receive an effective response force of six personnel of which two are hazmat technicians. High level risks receive an effective response force of 17 personnel, of which there are 9 hazmat technicians in the event of a required Level A or B entry. Additional resources if needed are available from adjacent automatic and mutual aid agencies. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) There are up to date policies and operational directives based on national consensus standards that guide the authority’s hazmat responses. Training is maintained to meet minimum Occupational Safety and Health Administration (OSHA) standards. Operations level continuing education (CE) is

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instructed by authority hazmat techs. Technician level CE is accomplished utilizing education and training resources at the authority, state, and national levels.

An annual program appraisal is completed by the hazmat program coordinator and identifies specific outputs of the previous year as well as identifies needed areas of improvement. The authority in general follows all applicable hazardous materials regulations, however there may be some minor adjustments needed to be completed to applicable operations directives to ensure they align with the applicable federal regulations.

Performance Gap Analysis

2015-2019 Moderate Risk Hazardous Materials Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 9:26 7:30 1:56 n=1,133 1st Due Rural 14:03 12:20 1:43 n=118

It was verified and validated by the peer assessment team that the Poudre Fire Authority had a statistically insignificant number of moderate risk hazardous materials incidents requiring an effective response force (ERF) for 2015-2019, to provide a sufficient data set to study. There was also a statistically insignificant number of high-risk hazardous materials incidents for 2015-2019 to provide a sufficient data set to study. Therefore, no performance gap analysis for these responses are provided in this report.

Criterion 5K – Wildland Fire Services

The authority operates an adequate, effective, and efficient program directed toward a wildland fire. The wildland program service area includes approximately 25,000 acres of natural areas and open space. Also included is sizable area of wildland/urban interface, primarily on the authority’s western slope area. The authority has sufficient mutual aid agreements to assist in an incident should it grow out of the authority’s capabilities. The wildland fire program also educates and trains personnel and the authority participates in training with mutual aid partners to maintain proficiency. The authority has two Type 3 and four Type 6 engines that are cross staffed by career personnel and two Type 6 and one Type 3 engine that are staffed by volunteers.

The authority utilizes a three-tiered wildland fire danger system to determine the associated risk levels. The system utilized current weather systems and correlates that with fuel moisture levels based on a 10 or 1000-hour fuel moisture level. Low, moderate, and high-risk levels are determined by the percentage of 10 or 1000-hour fuel moisture levels. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

The authority was innovative in their approach to ensure all members received their required training by conducting training through Zoom and documenting the training in their training software. Each member was also responsible for verifying their training was completed inside the software. This two-tiered approach authenticates the validity of the training.

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The authority has a policy that clearly identifies the certifications required for each position and that they must be maintained. This policy does not mention wildland certifications and all members of the authority receive the training. It is recommended the authority add the required wildland certifications and qualification training to the applicable policy.

Performance Gap Analysis

2015-2019 Moderate Risk Wildland Fire Services Aggregate Response Times 1st/ERF Urban/Rural Baseline Benchmark Gap 1st Due Urban 12:51 7:20 5:31 n=209 1st Due Rural 19:55 16:20 3:35 n= 95

It was verified and validated by the peer assessment team that the Poudre Fire Authority had a statistically insignificant number of moderate risk wildland incidents requiring an effective response force (ERF) for 2015-2019, to provide a sufficient data set to study. There was also a statistically insignificant number of high-risk wildland incidents for 2015-2019 to provide a sufficient data set to study. Therefore, no performance gap analyses for these incidents are provided in this report. Category 6 — Physical Resources

Development and use of physical resources is consistent with the authority’s established plans. A systematic and planned approach to the future development of facilities is in place. Poudre Fire Authority has an adequate established budget to ensure the physical resources are consistent with the authority’s needs. The apparatus, buildings, and equipment are well maintained, and sufficient backup resources exist should an item need maintenance or be placed out of service. The community risk assessment/standards of cover (CRA/SOC) has identified future facility needs and these have been incorporated into the long-term planning process. When planning for future facilities, the authority incorporates feedback from all levels of the organization, including employees, management/leadership staff, as well as the Poudre Fire Authority Board of Directors.

The authority designs, maintains, manages fixed facility resources that meet the authority’s goals and objectives. Poudre Fire Authority has adequate facilities to meet the current need of the authority. The authority has identified that two of their facilities, Station 7 and administration, are at or close to capacity. The authority has purchased space to allow for the expansion of Station 7. The authority also has created plans to utilize open space in other authority facilities and utilize more telework options to ease the burden on the administration building The peer assessment team witnessed

. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) existing facilities that meet or exceed code and regulatory requirements and are in a good state of repair. The authority has plans and processes in place to conduct repair and maintenance on the facilities, should it be warranted.

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All facilities are built to the federal, state, and local codes and regulations at the time of their construction. All fully staffed fire stations have been upgraded to include Americans with Disabilities Act (ADA) requirements and have separate men’s and women’s bathrooms. Station safety enhancements include fire sprinklers, decontamination sinks, and vehicle exhaust systems for front line and secondary apparatus. To meet the authority’s environmental goals and objectives, facilities built since 2009 are designed to meet Leadership in Energy and Environmental Design (LEED) certification.

Apparatus resources are designed, purchased, maintained to adequately meet the authority’s goals and objectives. Poudre Fire Authority has an established apparatus committee that reviews apparatus resources on at least an annual basis. This committee concept also allows for a variety of input from throughout the organization. The committee ensures that apparatus purchased comply with national consensus standards and meet any applicable governmental requirements. The committee has a replacement scoresheet for both staff vehicles and apparatus to assist in determining replacement timetables. The committee also serves as a conduit for end-user feedback to enhance performance in operations. The authority has a capital budget in place to order replacement vehicles and apparatus based on the scoresheets and replacement timeframes. These processes in place have allowed the authority to continually meet the apparatus needs for the CRA/SOC identified service programs.

It was observed by the peer assessment team that some apparatus have a significantly higher call volume than others and the higher utilized apparatus are not rotated with other apparatus at slower stations to maximize apparatus life cycle. It is recommended that the authority consider rotating front-line, higher use apparatus with front-line, low use apparatus to increase the life cycle of all apparatus.

The inspection, testing, preventive maintenance, replacement schedule, and emergency repair of all apparatus are well established and meet the emergency apparatus service and reliability needs. A standard operating procedure has been developed and is in place to ensure the maintenance of the authority’s apparatus is timely and within manufacturer’s recommendations for severe service. The maintenance program utilizes a fleet maintenance software program to track needed maintenance as well as record maintenance and repairs performed. The authority has sufficiently trained maintenance personnel to ensure the standards of the Department of Transportation and the National Fire Protection Association are met. The repair shop is equipped to only handle two major repairs at a time and the specialized tools needed to work on apparatus are limited. The authority has begun preparations for a remodel of the space to add two additional bays to perform work on the apparatus and to purchase the additional specialized tools frequently needed to conduct related repairs.

There are five front-line reserve apparatus, including one aerial apparatus, and one reserve chief officer vehicle. The authority has also established agreements with other area fire departments to conduct maintenance on their apparatus. This has allowed the authority to hire an additional maintenance technician.

Equipment and supplies are adequate and designed to meet the authority’s goals and objectives. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) Poudre Fire Authority purchases, distributes, and maintains equipment and supplies to meet the identified service delivery programs identified in the CRA/SOC. The equipment and supplies meet national consensus standards and any applicable regulations. Committees/teams, equipment project

20 Packet Pg. 33 4.a managers, and/or subject matter experts are involved in selection of specific tools. to maximize employee involvement.

Poudre Fire Authority has assigned program managers to oversee the tools and equipment for the authority. The program managers are responsible for ensuring applicable inspections, testing, and maintenance for equipment and supplies are conducted in accordance with manufacturers’ and regulatory requirements. A warehouse manager tracks supply levels and ensures there is adequate stock to meet the needs of the authority. The replacement and distribution of equipment is reviewed yearly with the budgeting cycle; this ensures that there are adequate financial resources available to purchase new equipment and supplies as well as maintain existing equipment.

Safety equipment is adequate and designed to meet authority goals and objectives. The authority has a warehouse manager tasked with maintaining, issuing, and tracking safety equipment. The authority has a safety committee to provide additional oversight to ensure the operations policy for personal protective equipment is being met. The authority has issued all member two full sets of firefighting protective ensembles has established a rotation cycle of every five years to meet the 10- year replacement cycle. The authority performs an annual personal protective equipment (PPE) audit to ensure there is an adequate supply of PPE and is inspected and maintained per manufacturer recommendations and applicable national consensus standards.

All necessary inspections, maintenance, and repairs are performed by qualified internal personnel or a third party. Records are kept of all maintenance, testing, and repairs by the individual program manager who is overseen by a chief officer. There is currently work in progress to establish a central location for tracking maintenance, certification, and program information. Category 7 — Human Resources

General human resources administration practices are in place and are consistent with local, state/provincial, and federal statutory and regulatory requirements. Poudre Fire Authority has an administrative services director that oversees the human resources functions. In 2019, an employee and labor relations manager position was implemented to assist the administrative services director. All processes and policies appear to be consistent with applicable requirements. Polices are reviewed and updated as needed.

Systems are established to attract, select, retain, and promote qualified personnel in accordance with applicable local, state/provincial, and federal statutory requirements. The peer assessment team observed the authority is committed to maintain and enhance an accountable, well-qualified, inclusive, diverse, and safety-conscious workforce. The human resources function is responsible for overseeing the recruitment, selection, and hiring of new employees and uses multiple methods depending on the position being recruited to seek qualified candidates. There are policies in place to identify and announce entry level, lateral, and promotional positions. Processes for selecting recruits and other initial, lateral, and promotional employees follow all local, state, and federal requirements.

The authority has a standing recruitment committee to attract qualified and diverse applicants Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) for entry-level firefighter positions. Efforts by the recruitment committee include attending job fairs and special events, conducting fire camps for high school students, and performing outreach to local colleges and universities. For executive and civilian recruitments, various internal stakeholder groups are included in the development of position announcement criteria.

21 Packet Pg. 34 4.a

The authority has a formal probationary process for newly hired firefighters beginning with the firefighter academy and continuing through the completion of the first year of employment. Fire academy graduates must complete rookie book training requirements to be cleared of probationary status as well as be signed off by their immediate supervisor and battalion chief.

Personnel policies and procedures are in place, documented, and guiding both administrative and personnel behavior. The authority’s board of directors approves rules, regulations, and policies that guide personnel behavior. All personnel policies, procedures, and rules are available to employees on the authority’s intranet. Personnel within the agency are required to acknowledge the receipt and review of these rules, regulations, and policies. Annual training is provided to all employees that includes the review of these documents.

The authority has a policy in place that prohibits unlawful harassment or discrimination based on race, color, religion, creed, sexual orientation, gender, national origin, ancestry, age, disability, veteran status, marital status, military status, or status in any other group protected by federal, state, or local law. Anti-discrimination and anti-harassment training is conducted annually for all employees. The authority encourages all members to report suspected incidents of harassment and discrimination to managerial staff. Policy requires supervisors at all levels to immediately report all complaints, observed incidents, or suspected instances of harassment or discrimination to the fire chief or human resources, and requires a prompt and thorough investigation of the alleged incident. Policy also prohibits retaliation against employees who participate in harassment or discrimination complaints or investigations.

Human resources development and utilization is consistent with the authority’s established mission, goals, and objectives. The authority uses its strategic plan and community risk assessment/standards of cover (CRA/SOC) to determine how human resources are developed and utilized. The agency has job descriptions for full-time, classified positions. These are used to develop a classification system and pay plan which are approved by agency’s board of directors and included as part of the annual budget. Job descriptions are updated as necessary and prior to posting a new job opening. The human resources staff is responsible for administering and maintaining job descriptions. Uniformed positions, including firefighters, captains, battalion chiefs, and division chiefs are placed in the pay plan and aligned with market data. The authority will be conducting a classification review of administrative support positions prior to the development of the 2021 annual budget.

The authority has a policy of providing annual performance evaluations to all members. The system is designed to provide opportunities for employees and supervisors to discuss job performance and the authority’s values, mission, vision, and organizational culture. The personnel appraisal system was updated in 2019 following input from selected organizational leaders and interested members.

The authority maintains a policy committee whose role is to review existing policies and the development of new ones. Compensation is negotiated for CBA members and reviewed in the market for non-members. A system and practices for providing employee/member compensation are in Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) place. The authority publishes pay plans for uniform and civilian positions in the annual budget report. Additionally, all members can access the pay plans on the agency intranet. Reports on individual employee total compensation (salary and benefits) are provided to employees annually in reports produced by the Fort Collins payroll office, which the authority contracts with for these services.

22 Packet Pg. 35 4.a

The authority's occupational health, safety, and risk management programs protect the organization and personnel from unnecessary injuries or losses from accidents or liability. Poudre Fire Authority has a battalion chief who fulfills the health and safety officer (HSO) role. The battalion chief recently was assigned a captain to assist with the battalion chief’s other roles/responsibilities so he could concentrate more effort toward health and safety tasks. The HSO oversees the authority’s occupational health and safety committee that is comprised of members from emergency medical service (EMS), apparatus, personal protective equipment (PPE), and fitness committees as well as representation from the IAFF Local chapter. The HSO currently has no formal training for the position. It is recommended that the health safety officer (HSO) receive training based on HSO job task competencies that is in line with nationally recognized consensus standards.

The authority has adequate policies and operative directives in place including an occupational health and safety manual that includes all elements of health and safety programs in place. Included in the occupational health and safety manual is a risk reduction plan that addresses identified workplace hazards. The authority has an infectious control manual as well as a cancer reduction operational directive to minimize exposure to communicable diseases or chemicals.

The authority has adequate occupational health and safety programs in place for both new members as well current members. When new processes, procedures, or equipment are implemented, supervisors responsible for the changes coordinate training and necessary documentation, primarily through operational directives.

While the authority has had a near-miss program in place for several years, it has not been successfully utilized. It is recommended the authority review the existing near-miss program for elements that would make the program more effective and increase the use of it by members.

The authority has in place a process to investigate accidents and injuries. However there has been no formal training provided in how to investigate accident and injuries. It is recommended the HSO or other designee(s) receive formal accident and injury investigation training that is based on recognized best practices.

The authority recently moved from a dedicated shift incident safety officer (ISO) to an incident safety officer platform that utilizes a fire officer from one of the effective response force engine companies. It is recommended the authority provide incident safety officer (ISO) training that is based on ISO competencies of a nationally recognized consensus standard for all potential officers that could act as an ISO.

The authority has a wellness/fitness program for recruit and incumbent personnel. The authority specifies and communicates the provisions if employees/members do not comply with the wellness/fitness program. Poudre Fire Authority provides for initial, regular, and rehabilitative medical and fitness evaluations that generally follow NFPA 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments. Line personnel receive a physical evaluation every two or three years, depending on their risk level. It is recommended the authority consider

increasing the frequency of physical evaluations to yearly for all line personnel. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

The authority provides a wide range of fitness equipment at all stations that are available for use by all employees. Twelve certified peer fitness trainers are available to provide wellness/fitness training to all employees. The authority has a peer support team in place that is overseen by a licensed counselor. All members and their families are eligible to utilize this program.

23 Packet Pg. 36 4.a

The authority performs an annual appraisal of the wellness/fitness program. The appraisal process is relatively new and the HSO is working to incorporate it into quarterly reporting to the senior leadership staff as well as identifying needed improvements to the program. Category 8 — Training and Competency

The authority has established general goals and specific objectives that direct the authority’s priorities in a manner consistent with its mission and appropriate for the community it serves. Poudre Fire Authority training has a process in place to identify training needs. The process incorporates national standards, certification requirements, Insurance Services Office (ISO) requirements, organizational needs as determined through company performance tasks, after action reviews, and working with program managers. The authority demonstrated a focus on strategic planning through documentation that identified performance gaps and future needs. The authority also uses a comprehensive measurement reporting system and regular staff meetings to identify training needs. This includes annual, semi-annual, quarterly, and monthly reports and meetings. After action reports are part of the training needs process as well.

The authority identifies minimum training levels for all full-time positions within the authority. Additionally, the authority has a staff development program in place with a dedicated positioned captain assigned to deliver content to all levels of full-time personnel within the authority.

The authority does not have any federal government mandatory training requirements. Colorado is a non-Occupational Safety and Health Administration (OSHA) state that does not require OSHA compliance for public agencies. It is recommended that in the absence of required OSHA regulations, the authority consider reviewing and adopting applicable national consensus standards and/or regulations.

Training and education programs are provided to support the authority’s needs. The Poudre Fire Authority Training Division has a yearly calendar training process which ensures that personnel are appropriately well trained and provides a set schedule for all personnel to follow. There are processes in place for individual and crew performance evaluation through validated performance measurements. Performance is measured through job performance requirements (JPRs) and crew performance tasks (CPTs). Additionally, the authority utilizes a third-party vendor (TargetSolutions) to ensure training content is issued and completion documented regularly to personnel. While generally following the training, criteria required for career firefighters, firefighter volunteer training is currently managed outside of the training division. It is recommended the authority incorporate the volunteer training program into the training division.

The use of task books with associated JPRs for the recruit firefighter are used post-fire academy, with driver operator initial and ongoing certification, technical rescue, wildland, and hazmat. The authority uses evaluations to analyze training reliability and leverages technology by using a QR code system to accurately capture evaluations supporting the authority’s training needs. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) Training and education resources, printed and non-printed library materials, media equipment, facilities, and staff are available in sufficient quantity, relevancy, diversity, and are current. The authority’s training division values the importance of providing relevant training and education resources, printed and non-printed library materials, media equipment, updated facilities, and qualified staff. Each training captain supervises the quantity, relevancy, and diversity of resources

24 Packet Pg. 37 4.a under their purview to ensure resources are current and necessary. The peer assessment team observed resources being properly maintained with budgeting in place to improve and replace training material and equipment.

The authority has a very functional training facility which houses ample sized classrooms and dedicated apparatus for training needs. The peer assessment team observed a live burn facility with vertical ventilation and forcible entry props. Additionally, the authority has sufficient instructional personnel and all captains are required to hold Fire Instructor I certifications. Category 9 — Essential Resources

Criterion 9A – Water Supply

The water supply resources are reliable and capable of distributing adequate volumes of water and pressures to all areas of authority responsibility. All areas meet fire flow requirements in accordance with applicable fire flow criteria.

The peer assessment team confirmed that Poudre Fire Authority is in receipt of a most recent Insurance Services Office (ISO) grading of 38.04 out of 40 points. The peer assessment team reviewed most recent ISO report as prima facie compliance with this criterion.

Criterion 9B – Communication Systems

The public and the authority have an adequate, effective, and efficient emergency communications system. The system is reliable and able to meet the demands of major operations, including command and control within fire/rescue services during emergency operations, and meets the needs of other public safety agencies having the need for distribution of information.

Poudre Fire Authority partners with the Fort Collins 911 (FC911) center. This communication center provides dispatching and call answering services for the authority as well as several other regional public safety entities. The FC911 center is an accredited center of excellence through the International Academy of Emergency Dispatch.

The authority utilizes a robust P25 800MHz radio system that provides interoperable radio communications. This system provides the authority with adequate talk groups and channels to provide safe and effective radio communications not only within the authority’s response area but statewide as well. In areas unserviceable with 800 MHz radios, or when having worked with agencies without 800 MHz capability, VHF and UHF frequencies are still utilized based on the situation and area.

In September 2020, there was a new state-of-the-art computer-aided dispatch (CAD) system installed at the dispatch center. This new system provides interoperability with all public safety answering points (PSAPs) in Larimer County and has new state-of-the-art functionality features for field operations. The authority and the FC911 continue on a growth curve to obtain optimal performance Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) from the new system.

25 Packet Pg. 38 4.a

Criterion 9C – Administrative Support Services and Office Systems

Administrative support services and general office systems are in place with adequate staff to efficiently and effectively conduct and manage the authority’s administrative functions, such as organizational planning and assessment, resource coordination, data analysis/research, records keeping, reporting, business communications, public interaction, and purchasing.

The Poudre Fire Authority administrative support staff is stationed at fire headquarters. Support services include clerical and professional support for administrative functions, financial support services, record keeping, information technology support, public reception, and planning/assessment services. The peer assessment team was able to verify and validate the effectiveness of the information technology (IT) staff regarding records management, staffing and scheduling, mapping, dispatch, and communication needs.

The authority uses a networked IT system (wireless and fiber) covering 15 locations and servicing over 200 employees. Microsoft Outlook, Tiburon CAD (moving to Central Square in September 2020), ImageTrend record management system, TeleStaff (employees scheduling), SharePoint and JD Edwards are the primary software programs that support the daily operation of the authority. A video teleconference system (VTC) is used to link the various authority locations for training and meetings. A new geospatial analysis software program (DECCAN) has recently been installed to conduct data analysis projects.

The authority provides public reception for administrative programs in three locations: community safety and service, administration, and at the training center. These three locations are staffed with administrative support personnel to address walk-in needs of the public. By policy, major documents (rules and regulations, policies and procedures, operational directives) are updated at least once every three years. Category 10 — External Systems Relationships

The authority’s operations and planning efforts include relationships with external agencies and operational systems that affect or may influence its mission, operations, and/or cost effectiveness. Poudre Fire Authority has long-standing relationships with external partners, which have been built on continuous outreach and cooperation. The authority fosters the growth of these relationships by participating in formal and informal programs and meetings with partner agencies. The authority is credible in maintaining legislative relationships with regional fire service partners, local political bodies, and statewide organizations. Additionally, the authority has operational relationships with auto aid and mutual aid partners including Loveland Fire Rescue Authority, Wellington Fire Protection District, Windsor-Severance Fire Protection District, Livermore Fire Protection District, Poudre Canyon Fire Protection District, and Rist Canyon Volunteer Fire Department.

The peer assessment team was able to validate the strategic plan strategic initiative #5 – Governance and Organizational Sustainability which mandates the identification of relationships with external agencies. The authority demonstrated through strategic planning their focus on potential Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update) regionalization of emergency services.

The authority maintains current agreements with those external agencies which support the identified programs. All external authority agreements required to be maintained in support of any program are

26 Packet Pg. 39 4.a current, reviewed and/or updated within the accreditation period and adopted by the appropriate governing bodies.

Poudre Fire Authority has a procedure in place that ensures agreements are reviewed on an annual basis. The planning and analysis battalion chief completes a review of specific agreements in January of every year. The operations chief has the authority to update agreements as the chief’s designee and the planning and analysis battalion chief provides the administrative support to ensure that the agreements are updated, signed, as well as ensuring all planned changes are able to be implemented. Attachment: 2020 CFAI Accreditation Report (9919 : Report/Recommendations Update)

27 Packet Pg. 40 4.b

Poudre Fire Authority

CFAI Peer Team Recommendations Workplan Sample

December 2020

Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 :

Packet Pg. 41 4.b Strategic Recommendations/Core Competency Compliance

Strategic Recommendations are those coming from “Core-Competencies” which the agency must be able to demonstrate compliance with at all times in order to maintain accredited status. Therefore, the recommendations originating from these competencies are presented in higher priority than non-core competencies. Core competencies are denoted by bold typeface and the column headings are in red lettering.

PI/ Recommendation Category Manager Proposed Work plan Timeline Completed

Sample Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 2 Packet Pg. 42 4.b Strategic Recommendations/Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Timeline Completed

Sample Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 3 Packet Pg. 43 4.b Specific Recommendations/Non-Core Competency Compliance

Strategic Recommendations are those coming from “Core-Competencies” which the agency must be able to demonstrate compliance with at all times in order to maintain accredited status. Therefore, the recommendations originating from these competencies are presented in higher priority than non-core competencies. Non-core competencies are denoted by normal typeface and the column headings are in blue lettering.

PI/ Recommendation Category Manager Proposed Work plan Timeline Completed

Sample Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 4 Packet Pg. 44 4.b Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Timeline Complete

Sample Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 5 Packet Pg. 45 4.b Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Timeline Complete

Sample

Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 6 Packet Pg. 46 4.b Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Timeline Complete

Sample

Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 7 Packet Pg. 47 4.b Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Timeline Complete

Sample

Attachment: 2020 PFA Accreditation Recommendations Workplan Template (9919 : Poudre Fire Authority 2020 CFAI Site Visit Recommendation Worksheet 8 Packet Pg. 48 4.c

Poudre Fire Authority

CFAI Peer Team Recommendations Workplan

August 2015

Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Packet Pg. 49 4.c Strategic Recommendations/Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline

2D.1

It is recommended that the agency 1. Evaluate the “strategic plan work plan” to ensure embrace the community driven title format more accurately reflects the working 1. By Q4 2015 strategic plan model and utilize a nature of the document. planning process that gathers input Turnquist 2. Convene focus groups to broaden the current 2. By Q4 2016 from stakeholders, provides approach to community surveys. direction for the agency for three to 3. Hold formal stakeholder focus groups to gather 3. By Q4 2017 five years, and consolidates various feedback for next re-write of the Strategic Plan documents into a single volume.

5D.3

It is recommended that the agency

implement certification for fire

investigators through the Colorado 1. The agency will make a thoroughly vetted Peace Officer Standards and determination regarding the feasibility and need to 1. By Q4 2015 Brann Training Board to further support P.O.S.T. certify its fire investigators. and enhance fire investigation capabilities and collaborative relationships with local law enforcement providers. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 2 Packet Pg. 50 4.c Strategic Recommendations/Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline

9A.1 1. Identify moderate fire risk structures. It is recommended that the agency 1. Completed

continue to work toward 2. Establish a coordinated inspection/pre-plan list. 2. By Q2 2016 completion of establishing Gress/ 3. Inspect/Pre-plan identified occupancies using minimum fire flow requirements Simms/ existing Operations and CSSD resources. 3. By Q4 2017 and total water supply for Poncelow moderate fire risk in existing structures and include the data on 4. Calculate fire flows using departmentally 4. By Q4 2017 the pre-fire plans. established fire flow formulas.

1. SLT to re-align administrative duties due to 9C.1 (a) immediate staffing efficiency needs. 1. By Q4 2015

It is recommended that the agency 2. Conduct a support staff needs analysis. 2. By Q4 of 2016 perform a staffing needs analysis Turnquist to assure that administrative support positions are appropriate 3. Incorporate findings into planning and budget 3. During 2017 Budget Cycle for the support documents.

9C.1 (b) 1. Evaluate opportunities for enhancing the FIC It is recommended that the agency perform a staffing needs analysis position in terms of scope, service impact and 1. By Q4 2016 within the fire marshal office and community need. for the fire inspection coordinator Poncelow/ 2. By Q4 2016 position regarding the most VanderVelde 2. Evaluate any associated Support Company staffing efficient placement in the needs. 3. By Q4 2016 organization. 3. Evaluate any associated CSSD staffing needs. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 3 Packet Pg. 51 4.c Specific Recommendations/Non-Core Competency Compliance

Strategic Recommendations are those coming from “Core-Competencies” which the agency must be able to demonstrate compliance with at all times in order to maintain accredited status. Therefore, the recommendations originating from these competencies are presented in higher priority than non-core competencies. Non-core competencies are denoted by normal typeface and the column headings are in blue lettering.

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline

3A.2

It is recommended that the agency emphasize the time element of 1. Refine Strategic Plan Workplan for further inclusion 1. To begin during Q4 2015 Turnquist S.M.A.R.T. based objectives for all of of the “time” element. its goals and objectives contained in the strategic plan.

1. By Q3 2015 4A.4 1. Develop preliminary long-range financial plan.

It is recommended that the agency 2. September 2015 board meetings. collaborate with the budget director Howard/ 2. Seek Board feedback. Turnquist to develop and implement strategies 3. Final plan to Board for approval in 3. Develop finalized long-range financial plan. for a long term financial plan. December, 2015.

5C.1

It is recommended that the agency 1. Research in-state and national-level educators on 1. By Q4 2015 (Needs assessment and establish a method of utilizing data best practices and conduct needs analysis. surveys) from national and regional public education trends to more clearly Love 2. Develop and implement programs to bring about define public education program redefined outcomes. outcomes within their diverse 2. By Q2 2016 community.

5C.2

It is recommended that the agency 1. Identify funding sustainable funding sources and consider transitioning the public 1. By Q4 2015 educator specialist position from an Love funding strategy for position. annually funded position to full-time status. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 4 Packet Pg. 52 4.c Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline 1. Define 2 levels of hazmat technician within the 5F.5 department. 1. Completed 2. Identify additional personnel to be trained as It is recommended that the agency hazmat technicians to the CMCB standard (Tech Housley/ 2. By Q2 2016 develop methodologies to increase Lite). Roberts the number and availability of certified 3. Increase daily staffing to 1 Full Tech and 1 Hazmat 3. By Q4 2016 hazardous materials technicians. Tech Lite on duty.

6B.1 1. Develop a repair and replacement plan that 1. By Q4 2015 Nuckols/ addresses major capital improvements. It is recommended that the agency 2. By Q4 2015 Durre 2. Perform Station Optimization Study (Durre) establish a capital improvement plan 3. By Q2 2016 for all facilities. 3. Incorporate findings in long-range financial plan 6C.3 1. Develop an updated replacement schedule for 1. By Q4 2015 apparatus and vehicles and identify funding needs. It is recommended that the agency Nuckols establish a capital improvement plan 2. Incorporate findings in long-range financial plan 2. By Q2 2016 for all apparatus.

7F.2 The Safety Committee, in conjunction with PFA Training It is recommended that the agency Division, will: consider the initiation of risk 1. Identify risk management components for normal 1. By Q4 2015 management assessment for and high-risk training per industry standards. Nuckols 2. By Q4 2016 training activities that would set forth 2. Create department approved Training Action Plans predefined risks to consider bef o r e for all department-wide and multi-agency training. 3. By Q4 2016 and during training events. 3. Include safety plans in all Training Action Plans.

7F.6 1. Assign Safety Committee to determine It is recommended that the agency methodology and develop buy-in from firefighter 1. By Q4 2015 review the near miss reporting level. 2. During 2016 Nuckols 2. Implement program and refine as needed. program and develop methodologies 3. Ongoing 3. Ensure near-miss reporting occurs at all applicable to fully incorporate the program into incidents. the safety initiatives of the department. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 5 Packet Pg. 53 4.c Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline

1. Continued to re-evaluate and adjust minimum levels of training by position as needs are

recognized. Training will explore a process for

tracking the content and quality of training hours to 1. Ongoing ensure competencies that are aligned with NFPA 8A.4 standards for firefighters, driver/operators, and 2. Ongoing It is recommended that the agency officers to include the safety officer position. Callahan establish minimum levels of training 3. Submitted as 2016 budget request. 2. Continue to improve Fire Officer I and Fire Officer II for all positions of the organization. program. 4. By Q4 2016 3. Formally fund the Blue Card ICS program and transfer its responsibility to the training division.

4. It is recommended that job specific descriptions be created for 40-hour battalion chiefs and captains.

1. Senior leadership will meet to discuss command staff professional development.

2. Continue to develop the PFA and CSU Fire Officer 8A.5 Program. It is recommended that the 1. By Q4 2015 agency develop a more 3. The training chief will conduct an applied research study through the National Fire Academy Executive 2. Ongoing comprehensive and structured staff development program Fire Officer Program to determine recommendations for a command staff 3. By Q4 2015 based on continuing education Callahan and experiential learning development program. 4. By Q2 2016

opportunities regarding 4. Encourage BCs to seek out conferences, training 5. By Q4 2016 management of human and developmental opportunities from outside resources. sources like the National Fire Academy.

5. The training division will propose tuition reimbursement reforms that remove barriers to and encourage higher education. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 6 Packet Pg. 54 4.c Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline 8A.5 1. Continue to develop the PFA and CSU Fire Officer

It is recommended that the agency Program to develop required credentials. continue to collaborate with 2. Evaluate the expansion of the PFA/CSU

Colorado State University for career relationship to the Front Range Fire Consortium 1. Ongoing development programs with a focus (FRFC) in regards to training (e.g., recruit Callahan on required credentials for academy), professional development (fire officer I/II 2. Fall of 2016 organizational succession planning and other ongoing development opportunities), and for all positions, programs, and research. services.

9A.4 1. Conduct legal review and standings of current It is recommended that the agency agreements with water districts. 1. By Q2 2016.

establish formal agreements with the Gress/Poncelow six water districts that provide water 2. The finding of the review will be used to determine 2. Further action (if required) will be further action required. established upon findings for fire protection.

1. Overview: a. Short term (less than one year): FC911 and PFA Recruitment Committee

members meet to explore joint opportunities for 9B.6 1. Evaluate current and possible options for improving outreach and production of recruitment and retention with Fort Collins 911 It is recommended that the agency recruitment video. (FC911). work with Fort Collins 911 to establish b. Midterm: (1-3 years): Gress/Workman Measure impacts of a recruitment and retention strategy to 2. Involve PFA’s recruitment committee members to implemented changes and obtain and reduce the turnover rate of consider partnership opportunities to improve continue exploring outreach and minimize costs. dispatchers. opportunities. c. Long term: (>3 years): Establish retention measurements to track efficacy of recruitment methods. Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 7 Packet Pg. 55 4.c Specific Recommendations/Non-Core Competency Compliance

PI/ Recommendation Category Manager Proposed Work plan Proposed Timeline

10A.4 1. Develop new language through consultation with 1. Completed It is recommended that the agency the City Attorney. ensure that all current and future 2. Incorporated updated language into the various 2. By Q3 2015 agreements with external agencies Durre agreements for our surrounding auto/mutual aid incorporate a conflict resolution agencies. 3. By Q4 2015 (dependent on external 3. Seek approval by the governing bodies of PFA and partners) statement. the partnering entities.

10B.2

It is recommended that the agency 1. Completed further formalize its relationship with 1. Brief PFA Board on scope and intent. 2. Conduct meetings with IAFF Local 1945 the International Association of Fire 2. By Q3 2015 3. Evaluate existing templates from other agencies Fighters Union Local 1945, including DeMint and Draft proposed MOU. a written agreement, in an effort to 3. By Q4 2015 maximize the effective 4. Finalize written agreement between the Local and the PFA Board accomplishment of the agency 4. By Q2-Q3 2016 mission.

Attachment: 2015 PFA Accreditation Recommendations Workplan (9919 : 2020

Poudre Fire Authority 2015 CFAI Site Visit Recommendation Worksheet 8 Packet Pg. 56 5

DISCUSSION AGENDA ITEM SUMMARY

Item #: 5 Meeting Date: 01/26/2021 PFA Staff: Ann Turnquist Prompt, Skillful, Caring

SUBJECT:

Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Chief

EXECUTIVE SUMMARY

The Commission on Fire Accreditation International (CFAI) accreditation process recommends periodic reviews by the Board to assure key governing documents are up to date and reviewed on an ongoing basis.

One of the documents that has not been reviewed recently is the Poudre Fire Authority (PFA) Board of Directors Code of Ethics. The Code was last reviewed in 2014, when it was established. Since the Board is looking for a new Fire Chief, this also an opportune time to review the Code of Ethics for the Fire Chief.

The purpose of this agenda item is to review the Code of Ethics for both the Board and the Fire Chief, make any desired modifications and approve resolutions to reaffirm the Codes.

DISCUSSION/BACKGROUND

The 2014 Board of Directors Code of Ethical Standards and Principles was modeled after a compilation of ethics codes from the Special Districts Association and other fire boards of directors. The purpose of the standard is to clearly state the Board’s commitment to preventing any conflict of interest issues. The code is closely linked to State of Colorado Statutes contained in Title 24 - Government – State Administration, Article 18 - Standards of Conduct Part 1 - Code of Ethics. This statute was reviewed and updated in 2017, though none of the sections quoted in PFA’s 2014 Ethical Standards and Principles declaration were affected by those State changes. Staff sought a review of the existing document by PFA’s legal counsel who confirmed that the previous resolution continues to accurately reflect State Statute. He did not make any recommendations for changes or additions.

In 2014, the Board also adopted a statement of Ethical Standards and Principles for the PFA Fire Chief, modeled after the International Association of Fire Chiefs Code of Ethics. These ethical standards and principles are designed to guide the actions of the Fire Chief in his or her performance of their duties. Chief DeMint does not have any recommended additions or modifications to this code.

STAFF RECOMMENDATION

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Staff recommends Board adoption of Resolutions 2021-1 and Resolution 2021-2.

FINANCIAL / ECONOMIC IMPACTS

None.

ATTACHMENTS a. RESOLUTION 14-11 - Background Information b. RESOLUTION 14-12 - Background Information c. Resolution 21-1 d. Resolution 21-2

Packet Pg. 58 5.a Attachment: RESOLUTION 14-11 - Background Information (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Attachment: RESOLUTION 14-11 - Background Information (9921

Packet Pg. 59 5.a Attachment: RESOLUTION 14-11 - Background Information (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Attachment: RESOLUTION 14-11 - Background Information (9921

Packet Pg. 60 5.a Attachment: RESOLUTION 14-11 - Background Information (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Attachment: RESOLUTION 14-11 - Background Information (9921

Packet Pg. 61 5.b Attachment: RESOLUTION 14-12 - Background Information (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Attachment: RESOLUTION 14-12 - Background Information (9921

Packet Pg. 62 5.b Attachment: RESOLUTION 14-12 - Background Information (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors and Fire Attachment: RESOLUTION 14-12 - Background Information (9921

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Resolution 21 – 1 Reaffirming the Ethical Standards and Principles for Poudre Fire Authority Board Members

Whereas, the Poudre Fire Authority Board of Directors recognizes that the proper operation of the Poudre Fire Authority requires that Board members be independent, impartial, and abide by all applicable rules of ethical conduct; and,

Whereas, the Poudre Fire Authority Board of Directors approved Resolution 14- 11 on September 23, 2014 establishing the Ethical Standards and Principles for Poudre Fire Authority Board members.

Now, therefore, the Poudre Fire Authority Board of Directors reaffirms the following Ethical Standards and Principles for Poudre Fire Authority Board Members.

Ethical Standards and Principles for Board Members

The Colorado statutes (Title 24, Article 18, Parts 1 and 2) establish a code of ethics for all local government officials. Public office is a "public trust" built by the confidence, which citizens place in the integrity of its public officials. To operate under the highest ethical standards Poudre Fire Authority Board members must carry out their duties for the benefit of the citizens of the PFA, not their own self-interest. This code of ethics attempts to balance the conflicts of private interest with public duty. The following provisions summarize the statutory provisions.

State Ethical Standards

• Board member who has a personal or private conflict of interest in any matter proposed or pending before the Board shall disclose such interest to the Board and shall not vote thereon and shall refrain from attempting to influence the decisions of the other members of the Board in voting on the matter. A Board member may vote notwithstanding the above sentence if his/her participation is necessary to obtain a quorum or otherwise enable the Board to act and if he/she makes the voluntary disclosure in writing to the Board and the Colorado Secretary of State not less than 72 hours in advance of the action as described at Sections 24-18-110, and 18-8-308, Colorado Revised Statutes. §§24-18-109, 110, and 18-8-308, C.R.S. • A potential conflict of interest exists when the Board member is an executive officer or owns or controls directly or indirectly a substantial interest in any nongovernmental entity participating in a transaction with the PFA. §18-8-308, C.R.S. • A Board member shall not disclose or use confidential information acquired in the course of official duties to further substantially personal financial interests. §24-

18-104, C.R.S. Attachment: Resolution 21-1 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief)

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• A Board member shall not accept a gift(s) of substantial value or of substantial economic benefit tantamount to a gift of substantial value, which would tend to improperly influence a "reasonable person" in his/her public position to depart from the faithful and impartial discharge of his/her public duties or which he/she knows or which a reasonable person in his/her position should know under the circumstances is primarily for the purpose of rewarding him/her for official action he/she has taken. §24-18-104, C.R.S. • A Board member shall not engage in a substantial financial transaction for his/her private business purposes with a person whom he/she inspects or supervises in the course of his/her official duties. §24-18-109, C.R.S. • A Board member shall not perform an official act directly and substantially affecting to its economic benefit, a business or other undertaking in which he/she either has a substantial financial interest or is engaged as counsel, consultant, representative or agent. §24-18-109, C.R.S. • A Board member shall not accept goods or services for his/her own personal benefit offered by a person who is at the same time providing goods or services to the PFA under a contract or other means by which the person receives payment or other compensation from the PFA, unless the totality of the circumstances attendant to the acceptance of the goods or services indicates that the transaction is legitimate, the terms are fair to both parties, the transaction is supported by full and adequate consideration, and the Board member does not receive any substantial benefit resulting from his/her official status that is unavailable to members of the public generally. §24-18-109, C.R.S. • A Board member shall not be interested in any contract made in his/her official capacity or by any body, agency, or board of which he/she is a member or employee. §24-18-201, C.R.S. • A Board member shall not be a purchaser at any sale or vendor at any purchase made by him/her in his/her official capacity. §24-18-202, C.R.S. • A Board member shall not solicit, accept, or agree to accept any pecuniary benefit upon an agreement or understanding that his/her vote, opinion, judgment, exercise of discretion, or other action as a Board member will thereby be influenced. §18-8-302, C.R.S. • A Board member shall not solicit, accept, or agree to accept any pecuniary benefit as compensation for having, as a Board member, given a decision, opinion, recommendation, or vote favorable to another or for having otherwise exercised a discretion in his/her favor, whether or not he/she has in so doing violated his/her duty. §18-8-303, C.R.S.

State Ethical Principles

• A Board member “should not acquire or hold an interest in any business or undertaking which that Board member has reason to believe may be directly and substantially affected to its economic benefit by official action to be taken by an agency over which the member has substantive authority." §24-18-105, C.R.S. Attachment: Resolution 21-1 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief)

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• A Board member "should not perform an official act directly and substantially affecting a business or other undertaking to its economic detriment when the member has a substantial financial interest in a competing firm or undertaking." §24-18-105, C.R.S. • A Board member should not, within six months following termination of his/her office, obtain employment in which he/she will take direct advantage, unavailable to others, of matters with which he/she was directly involved during his/her term. §24-18-105, C.R.S. • A Board member is discouraged from assisting or enabling members of his/her immediate family in obtaining employment, a gift of substantial value, or an economic benefit tantamount to a gift of substantial value from a person whom the Board member is in a position to reward with official action or has rewarded with official action the past. §24-18-105, C.R.S.

Board Standards

In addition to the ethics statements above, the PFA Board also subscribes to its own standards of conduct. As a member of the Board of Directors, each should strive to faithfully perform his/her duties, and to that end each Board member should agree to:

• Attend all regularly scheduled Board meetings insofar as possible and become informed concerning the issues to be considered at these meetings. • Endeavor to make policy decisions only after full discussion at publicly held Board meetings. • Render all decisions based on the available facts and independent judgment and refuse to surrender that judgment to individuals or special interest groups. • Encourage the free expression of opinion by all Board members and respect each other’s opinions and views on issues. • Seek systematic communications between the Board and PFA staff (utilizing the proper chain of command) and all elements of the community. • Work with other Board members to establish effective Board policies and delegate authority for the daily administration of the Authority to the Chief. • Share with other Board members and the Fire Chief the communications from the public/constituents regarding Board policies and Authority programs and information. • Support the employment of the best qualified to serve as Authority staff and insist on a regular and impartial evaluation of all employees, utilizing the chain of command. • Avoid being placed in a position of conflict of interest and refrain from using a Board position for personal, financial, or partisan gain. • Avoid private activities that will compromise the Board, the Authority’s mission or the public trust and confidence. • Respect and preserve the confidentiality of information that is privileged under applicable laws such as the contents of executive sessions. Attachment: Resolution 21-1 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief)

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Approved this 26th day of January 2021, by the Poudre Fire Authority Board of Directors.

______PFA Board Chair

______Attest

Attachment: Resolution 21-1 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief)

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Resolution 21 – 2 Reaffirming Ethical Standards and Principles for Poudre Fire Authority Fire Chief

Whereas, the Poudre Fire Authority Board of Directors recognizes that the proper operation of the Poudre Fire Authority requires that the fire chief be independent and impartial and abide by all applicable rules of ethical conduct; and,

Whereas, the Poudre Fire Authority Board of Directors approved Resolution 14- 12 on September 23, 2014 establishing Ethical Standards and Principles for Poudre Fire Authority Fire Chief.

Now, therefore, the Poudre Fire Authority Board of Directors reaffirms the following Ethical Standards and Principles for the Poudre Fire Authority fire chief.

Ethical Standards and Principles for the Poudre Fire Authority Fire Chief

The purpose of the Ethical Standards and Principles for the Poudre Fire Authority fire chief is to actively support the advancement of the fire service, dedicated to the protection and preservation of life and property against fire, provision of emergency medical services and other emergencies. Towards this endeavor, the Poudre Fire Authority fire chief shall represent those ethical principles consistent with professional conduct as a member of the Poudre Fire Authority:

• Recognize that I serve in a position of public trust that imposes responsibility to use publicly owned resources effectively and judiciously. • Not use public position to obtain advantages or favors for friends, family, personal business ventures, or myself. • Use information gained from my position only for the benefit of those I am entrusted to serve. • Conduct my personal affairs in such a manner that I cannot be improperly influenced in the performance of my duties. • Avoid situations whereby my decisions or influence may have an impact on personal financial interests. • Seek no favor and accept no form of personal reward for influence or official action. • Engage in no outside employment or professional activities that may impair or appear to impair my primary responsibilities as a fire official. • Comply with local laws and campaign rules when supporting political candidates and engaging in political activities. • Handle all personnel matters on the basis of merit. • Carry out policies established by elected officials and policy makers to the best of my ability. • Refrain from financial investments or business that conflicts with, or is enhanced by, my official position. • Refrain from endorsing commercial products through quotations, use of Attachment: Resolution 21-2 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief) photographs, testimonials, for personal gain.

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• Develop job descriptions and guidelines at the local level to produce behaviors in accordance with the code of ethics. • Conduct training at the local level to inform and educate local personnel about ethical conduct and policies and procedures. • Have systems in place at the local level to resolve ethical issues. • Orient new employees to the Poudre Fire Authority’s ethics program during new employee orientation. • Review the ethics management program in management training experiences. • Deliver accurate and timely information to the public and to elected policymakers to use when deciding critical issues.

Approved this 26th day of January 2021, by the Poudre Fire Authority Board of Directors.

______PFA Board Chair

______Attest

Attachment: Resolution 21-2 (9921 : Ethical Standards and Principles for Poudre Fire Authority Board of Directors Chief)

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DISCUSSION AGENDA ITEM SUMMARY

Item #: 6 Meeting Date: 01/26/2021 PFA Staff: Ann Turnquist, Janet Miller Prompt, Skillful, Caring

SUBJECT:

Fire Chief Selection Process Update and Process Planning

EXECUTIVE SUMMARY

The process of recruiting and selecting the next Poudre Fire Authority (PFA) Fire Chief is well underway. Highlights of the work so far include:

• The position closed on December 31, 2020. • The recruiter received 35 applications from across the country. • There are no internal applications. • The recruiter was very pleased with the quality of the applications and believes the Board will be impressed with the pool.

The purpose of this agenda item is to provide an update regarding the process and discuss several decisions that will be needed soon regarding the next steps of the process.

DISCUSSION/BACKGROUND

In September 2020, Fire Chief Tom DeMint notified the Board of his intent to retire in 2021. In October, the Board selected a search firm to conduct a recruitment and selection process. GovHR was selected to conduct the process. The upcoming process for the PFA Board to select a new Fire Chief will include the following milestones: • The recruiters are currently conducting screening interviews with the best qualified candidates. • By January 29 the recruiter will provide the Board with individual portfolios for the best ten to twelve candidates; these portfolios will include the written materials from the candidates plus background information developed in the screening interviews. • On February 4 the Board and recruiter will meet to review the “short list” of candidates; the goal of the meeting will be to narrow the list to a group of semi- finalists for initial virtual interviews with the Board. Also included with these materials will be a master list of potential questions for the Board’s consideration in the interview process. These materials will be presented to the Board under confidential cover to preserve the privacy of candidates who are under consideration and to ensure that the potential interview questions are not available to candidates.

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• At the February 4 special Board meeting, the Board will be asked to narrow the field of candidates for interview to a smaller number, such as five to eight semi- final candidates. • Later in February (possibly the week of February 15) the Board (or a subcommittee) will conduct first round interviews via Zoom. • In late February or very early March, a set of final interviews will be scheduled. The Board will identify how many interviews will be included in the final process. The selection process is likely to include such participants as District Board members, community, Senior Leadership Team, employees, peers, and the Board. The Board will also need to determine which interviews will be conducted in-person versus virtually.

Questions for Discussion: At this meeting, staff would like the Board to discuss several questions, though final decisions regarding these items are not required until the February 4 Board meeting.

Semi-final interviews: 1. For the semi-final interviews (five to eight candidates), is the Board comfortable with virtual interviews? 2. For this level of interviews, will all members of the PFA Board participate? 3. Should this round of interviews be limited to the Board only with other stakeholders participating in final interviews? 4. Is the week of February 15 a good target for the first-round interviews?

Final Interviews: 1. For final interviews, what panels of interviewers would the Board like to use for interviews—District Board Members, community members, peers, employees, and the Senior Leadership Team? 2. Will the Board as a whole conduct an interview with the final candidates or will the Board Members join other interview panels? 3. Does the Board wish for staff to arrange a virtual (Zoom) webinar with finalist candidates to answer some questions for employees or interested community members? 4. For final interviews, would the Board prefer in-person interviews or virtual (Zoom) interviews? 5. Does the Board have a preference for when final interviews will be scheduled? Late February? Early March?

Offer and Contract Negotiations: 1. When a candidate is selected, will a subcommittee or specific Board member be charged with authorizing an initial job offer and working directly with the recruiter who will negotiate and develop the terms of a proposed employment contract?

The logistics do not need to be settled at this Board meeting, but staff hopes for some lead time in making arrangements and providing information to the candidates about what to expect in the coming month.

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STAFF RECOMMENDATION

Item for discussion.

FINANCIAL / ECONOMIC IMPACTS

None.

ASSOCIATED STRATEGIC GOALS

Goal 5 – Develop and Maintain a diverse, inclusive, well-trained, mission-ready workforce to protect life and property.

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DISCUSSION AGENDA ITEM SUMMARY

Item #: 7 Meeting Date: 01/26/2021 PFA Staff: Ann Turnquist, Brandon Prompt, Skillful, Caring Garcia

SUBJECT:

Memorandum of Agreement: Training Center Cooperative Project with City Utilities

EXECUTIVE SUMMARY

Over the past year, Poudre Fire Authority (PFA) staff and the City of Fort Collins (City) Utilities staff have been coordinating a plan to collaborate on a shared training that will benefit both agencies at the PFA Training Center. Both PFA and City Utilities need training facilities for underground/confined space facilities, trenches and trench rescues, and high elements such as power poles and high voltage lines. The Board reviewed these plans in detail in January 2020. Though progressing slowly through the uncertainty of the pandemic, staff is now ready to have the Board consider formal action to move the project forward.

The plan for the shared training programs includes using Utilities equipment to the extent possible for constructing the new props. PFA will provide the location for the joint training props. Other shared facilities, maintenance and development of the site are outlined in the attached agreement. The development of the site and program will occur in a phased approach to adding joint training facilities, with the first phase to be undertaken in 2021. Future phases are outlined in a master plan and funding for those phases will be included in future budget processes at the City and PFA respectively.

The purpose of this agenda item is to approve a Memorandum of Understanding that provides the framework of the agreement to develop the training site over the coming years.

DISCUSSION/BACKGROUND

Interim Operations Chief Brandon Garcia, in his previous role as Training Chief, has been working closely with staff from City Utilities, primarily Light and Power, to develop agreements about constructing simulated hazardous environments for training purposes for both entities. In concept, this includes overhead power lines, underground vaults, and even power equipment and structures. The PFA Training Center has the space for these important props within its boundaries.

The development of these props will benefit the City’s Utilities Service Area by eliminating the need to purchase land on which to erect the props, and PFA benefits through the partnership by adding new dimensions to special rescue training, as well as partnering with Utilities to facilitate other site improvements.

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In this arrangement, PFA staff is working with Utilities staff to develop the construction drawings, surveys, and any excavation and installation work that is necessary for the project. The budget has yet to be projected; however, PFA’s cost is expected to be minimal. Utilities will be submitting offers in the City’s budgeting process to cover their portion of the expenses. City Utilities have allocated approximately $200,000 in current resources for phase one of the project. PFA allocated $35,000 in capital funding in 2020 for the project. These funds will be expended in 2021.

This project directly addresses a key element of PFA’s 2018 Strategic Plan goals and objectives. The Plan outlined an assessment of PFA training facilities and props with a plan to add and improve them. Currently, PFA does not have facilities that are specific to training in the technical rescue disciplines of confined space and trench rescue. Additionally, PFA does not have a specific area to train on Light and Power props, including underground vaults and solar props. PFA currently trains in these environments by asking for private or public access to working areas that are in operation.

Before 2016, City of Fort Collins Light and Power identified the need for a new training site because their current site was owned by the City’s Parks and Recreation Department and a frisbee golf course had been built on the previous training site. In 2016, Light and Power identified Horseshoe Substation in Loveland, Colorado, as a training site due to the lack of land and high costs in the Fort Collins area. Significant time was dedicated to this project; however, it presented operational and logistical challenges.

PFA and City of Fort Collins Utilities plan to work together through the collaboration of resources to build functional, simulated, modern, safe, and accessible training props for its employees at the current PFA Training Center located at 3400 West Vine Drive.

Values, mission, and vision of both Poudre Fire Authority and City of Fort Collins Utilities are aligned by being accountable to those served. Both organizations support a culture of innovation, collaboration, safety, stewardship of the environment, skillful, and caring employees.

The goal of both organizations is to develop and build a training facility that will meet the organizations’ needs for the next twenty years. Both organizations recognize the need to work to the best advantage through cooperation and innovation. By working together, a world class training facility will be provided that otherwise might not happen in the near future. Upon full build-out, a cost-effective, shared facility will provide benefits that leverage the strengths of both organizations and will enhance safety and preparedness for both entities.

Poudre Fire Authority has identified the following as advantages to this project: • Master Planning resources are available through City Utilities staff • Joint facilities for several purposes are relevant to PFA, including: o Trench rescue training props o Confined rescue training props o Vault emergency training props

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o Power pole training props o Solar training props • Waterline with hydrant extension further into the property • Electric power pulled to proposed project extension • Developed traffic flow for a current and proposed project extension • Added parking to meet current needs • Outdoor classroom • Training Building C can be used to store heavy equipment and a fire engine • Joint training opportunities with City of Fort Collins Utilities • Shared maintenance cost for shared areas

City of Fort Collins Utilities has identified the following as advantages to this project: • Location of the PFA Training Center to City of Fort Collins Utilities (2.5 miles) with a seven-minute travel time • Ingress/Egress traffic flow as compared to the current Loveland site • Secured, safe training site • Joint facilities for several purposes are needed by Utilities, including: o Trench rescue training props o Confined rescue training props o Vault emergency training props o Power pole training props o Solar training props o Transformer training props o Switching training props o Underground locating props o Broadband training props • Training Building C can be used for Light and Power trailer • Joint training opportunities with Poudre Fire Authority • Shared maintenance cost for shared areas

The attached Memorandum of Understanding between Poudre Fire Authority and the City of Fort Collins implements the framework to continue to build this project and develop joint training programs. The lease agreement that PFA has with Colorado State University identifies that the intent is for PFA to use the land to train for public safety. PFA is in a 50-year lease agreement that began in 1990 with a possibility for extension for 30 years beyond the year 2040. Additionally, the collaboration of this project has been built on trusted relationships with all parties involved. Capturing the collaboration and resource sharing for current and future needs for the training site is captured in the attached Memorandum of Understanding.

If the Board approves the attached MOU, the next step will be a request to the City Manager to approve the agreement. Chief Garcia had an informal discussion with Colorado State University Research Foundation (CSURF), the leaseholder of the land upon which the Training Center exists, regarding the use of the facility for these purposes. Once PFA and the City sign this proposed agreement, CSURF will take action to approve the use under the lease agreement.

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Funding for the project will be completed with cost-sharing in each agency's respective budgeting cycles and by working to receive grants through the Office of Emergency Preparedness and Security. Due to the scope and cost of the project, it is intended to be phased in over five years, beginning in 2021. The financial uncertainty created by the pandemic during the last year may impact the long-term funding of future phases of the project, but funding for the first phase is secure.

STAFF RECOMMENDATION

Staff seeks Board approval of the Memorandum of Understanding and asks the Board to direct the Chair to sign the attached agreement.

FINANCIAL / ECONOMIC IMPACTS

Both PFA and City Utilities have funds available in 2021 approved budgets that can be allocated toward the first phase of the project. These limited improvements will include the placement of utility poles, the development of a confined space site, and other work that can be accomplished with Utility equipment and time. PFA’s initial expenditure is planned to be approximately $35,000 in 2021 from funds already allocated for development of the Training Center.

Future phases of the project will include full build-out within five years, and the total cost will be developed through the master planning process. The full cost will be dependent on securing funding through the normal PFA and City budget processes.

ASSOCIATED STRATEGIC GOALS

Goal 5 – Develop and maintain a diverse, inclusive, well-trained, mission-ready workforce to protect life and property Goal 7 – Plan for long-term issues and demands that will shape the future of the Authority and its governance structure

ATTACHMENTS a. MOU - Training Center Joint Project

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. MEMORANDUM OF AGREEMENT BETWEEN THE CITY OF FORT COLLINS AND THE POUDRE FIRE AUTHORITY FOR THE OPERATION OF JOINT TRAINING FACILITIES

THIS AGREEMENT is entered into this ___ day of ______, 2021, pursuant to Section 29-1-201 et seq., C.R.S., by and between THE CITY OF FORT COLLINS, COLORADO, a municipal corporation by and through Fort Collins Utility Services (hereinafter referred to as the "City"), and THE POUDRE FIRE AUTHORITY, a fire authority organized pursuant to Section 29-1-203(4), C.R.S. (hereinafter referred to as "PFA").

WITNESSETH:

WHEREAS, the City and the Poudre Valley Fire Protection District (collectively with the City, the "Member Agencies") formed the Poudre Fire Authority in 1981 pursuant to an Intergovernmental Agreement Establishing the Poudre Fire Authority (PFA), as amended and restated on November 3, 1987 and again on July 15, 2014 ("2014 IGA"), for the purpose of providing fire protection and related emergency services; and

WHEREAS, the Parties are authorized by the Colorado Constitution, Article XIV, §18, and C.R.S. §29-1-203 to enter into cooperative agreements to provide to each other any function, service, or facility lawfully authorized to each Party; and

WHEREAS, since inception the City and PFA have a history of providing mutually beneficial support services including IT, payroll, and training support; and aiding each other in emergency situations such as vehicle accidents, and fires involving electrical, water, and storm drainage infrastructure.

WHEREAS, the City’s Utility Services division and PFA share certain unique training needs, such as: pole top rescue, vault rescue, bucket truck rescue and training techniques involved with supporting a underground and overhead Utility, including cable pulling techniques and installation of various electric infrastructure; 10’x10’ vaults, aerial poles, and various electrical switches. In addition, training also include underground identification of low voltage, high voltage, and fiber cables.

WHERES, PFA currently leases real property from Colorado State University at 3400 West Vine St. on which it maintains a training facility (“Training Facility”) that could accommodate mutual training needs and provide efficiency in location, resources, and training for both Parties; and

WHEREAS, the Parties desire to develop a shared-use, common training arrangement at the Training Facility to accommodate the periodic training and skills reinforcement requirements of each Party’s respective workforce.

1 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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NOW, THEREFORE, in consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the Parties hereto as follows:

1. Training Facility. The Parties wish to develop a joint training program that will benefit both entities at the following location:

3400 W. Vine Road, Fort Collins CO 80524, comprised of 26.839 acres.

2. Term and Termination. This Agreement shall commence on the date first above written and shall renew annually on such date for an indefinite term, subject to each Party’s termination rights, as set forth herein. Either Party may terminate this Agreement without cause at any time, without liability to the other Party, upon not less than thirty (30) days written notice to the other Party. • The decision to terminate by the City may be made by the Fort Collins Utilities Executive Director. • The decision to terminate by PFA may be made by the PFA Fire Chief.

3. Division of Obligations.

A. Services to be Provided by PFA. In addition to managing all lease performance obligations related to coordinated training use of the Training Facility site with the City, if any, PFA will provide the following operational services:

i. Training: • Chief of Training or designee shall determine and schedule all training times, recognizing City-provided annual training schedules, by November 30 each year. • Training requests 4 weeks prior to the requested date or less will be treated on a first come, first served basis. • Costs associated with any trainings shall be incurred by each department. • PFA will track all in-kind project coordination hours, for training cost allocation.

ii. Site Maintenance: • PFA will oversee the need for mowing and weed control on the site, with the City providing the actual maintenance of the site; PFA will pay 50% of the market cost of the maintenance in cost allocation credit. • PFA will make recommendations in maintaining the training site and props.

iii. Construction – Utilization of Equipment • PFA controls the Training Facility lease with Colorado State University and will provide access and use of the facility to the City on an agreed upon schedule for construction. • PFA will track all in-kind project construction hours for construction cost allocation.

2 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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• PFA Chief of Training or designee will coordinate with City on master plan of facilities to be developed by both Parties with costs assigned by either cost-share, by Party, or through in-kind services. • PFA will schedule all upcoming construction of training site with Utility Services. • All site improvements costs will be negotiated at time of implementation utilizing methods described above, e.g. engineering services, equipment, labor, and donated materials/services.

B. Services to be Provided by City. The City will provide the following operational services through the Utility Services staff:

i. Training: • Guarantee definite training times – Electric Utility (“L&P”) will define hours needed for each City training period and provide an annual schedule to PFA by November 30 each year. • All Utility specific training costs will be covered by the individual utility enterprise. ii. Site Maintenance: • City reserves the right to access infrastructure for routine maintenance and repair. • City will maintain the training site, props, and areas around props with their own equipment and crews at the direction of and in coordination with PFA. iii. Construction – Utilization of Equipment: • The City will mobilize and utilize equipment for the construction of props and infrastructure as in-kind services, subject to coordination under Sec. 3A.iii and availability of Utility Services personnel. • City will track all in-kind engineering hours, project coordination hours, and construction hours. • Coordinate with Chief of Training or designee on all dates for construction.

C. Services to be jointly provided by the Parties. The City and PFA will collaborate to provide the following operational services:

Training • The Parties will maintain a shared training schedule calendar through the most appropriate means, which may include manual or electronic tools, hosted in/outside either party’s network as permitted by party computer network security requirements. • Training schedule will be annually reviewed and mutually revised by the Parties, as needed. • The Parties will share material joint training material costs, e.g., roadbase, startup, extrication, concreted driveway, on a utilization and occupancy basis determined by the Parties.

3 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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• For tuition-based training, Parties will each pay their own. Mutually beneficial training will be exchanged by in-kind services only.

4. Compensation. Neither Party shall be entitled to payment or compensation in exchange for services provided under this Agreement. The extent of any Party’s financial obligations hereunder shall be limited to reimbursements described in Secs. 3 and 5. Each Party shall act in good faith in remitting such reimbursements within 60 days of notice from the other Party, but in no event shall either Party have an enforceable claim for reimbursement or payment by a certain date.

5. Cost Allocation and Credits. Each party will track their costs for site maintenance, construction, and maintenance of jointly agreed upon training props, repairs and renovation, and the fair market value of providing the site. Each year in January, the Parties will compare their jointly shared costs for the previous year (in-kind and cash) and a reconciliation will be made to ensure that each party pays approximately 50% of such costs.

6. Access. Within 30 days of entering into this Agreement each Party will designate a Safety Manager through which the parties will coordinate access to the Training Facility after hours, pursuant to the City’s and PFA’s after hours protocols. Until a party designates a Safety Manager, its official identified in Sec. 9 Notices will be the contact for coordinating access.

7. Ownership and Maintenance of Training Equipment. The Parties hereby acknowledge that certain equipment utilized by the City in water utility infrastructure, electrical utility infrastructure, and fiber optic infrastructure will be provided for training and maintained per the site maintenance agreements. A list of all such equipment is attached hereto as Exhibit "A" and incorporated herein by this reference. Upon expiration or termination of this Agreement, City will remove all above- grade appurtenances of such equipment; however, the Parties agree City may abandon in place any below-grade appurtenances of such equipment.

8. Liability.

A. General. The Parties hereto shall be solely responsible for the actions or omissions of their respective officers, agents and employees and shall not be responsible or legally liable for the negligent acts of the other party or third parties. Accordingly, to the extent authorized by law, each party hereto hereby releases and agrees to hold harmless the other party from any damages, losses, expenses, causes of action or other liability whatsoever arising from or in any way relating to any personal injury or damages to person or property caused by the negligent acts or omissions of its own officers, agents or employees. Nothing in this section shall be interpreted as a waiver of any statutory protection, claim limitation, or immunity provided to either party under the Colorado Governmental Immunity Act, Colo. Rev. Stat. §§ 24-10-101 et seq.

B. Hazardous Materials and Environmental Concerns. a. The term Hazardous Materials shall mean any substance or particulate matter that is regulated by any local governmental authority, the State of Colorado, or the United States Government, including, but not limited to, any material or substance which is (i) defined as a "hazardous waste,"

4 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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"hazardous material" "hazardous substance," "extremely hazardous waste," or "restricted hazardous waste" under any provision of state or local law, (ii) petroleum, (iii) asbestos, (iv) polychlorinated biphenyl, (v) radioactive material, (vi) designated as a "hazardous substance" pursuant to §311 of the Clean Water Act, 33 U.S.C. §§1251 et seq. (33 U.S.C. §1317), (vii) defined as a "hazardous waste" pursuant to §1004 of the Resource Conservation and Recovery Act, 42 U.S.C. §§6901 et seq. (47 U.S.C. §6903), or (viii) defined as a "hazardous substance" pursuant to Section 101 of the Comprehensive Environmental Response, Compensation, and Liability Act, 42 U.S.C. §§9601 et seq. (42 U.S.C. §9601). “Environmental Laws” shall mean all statutes specifically described in the foregoing sentence and all applicable federal, state, and local environmental health and safety statutes, ordinances, codes, rules, regulations, orders, and decrees regulating, relating to, or imposing liability or standards concerning or in connection with Hazardous Materials.

b. PFA represents and warrants that, to the best of its knowledge neither Party has obtained nor is aware of a prior Phase I Environmental Site Assessment performed at 3400 W. Vine Road, Fort Collins, Colorado. Notwithstanding subsequent discovery of such an assessment, to the best of PFA’s knowledge, (i) the Training Facility parcel has not been used for manufacturing, storage, discharge, release, or disposal of Hazardous Materials, (ii) neither the Training Facility nor any part thereof is in breach of any Environmental Laws, (iii) there are no known underground storage tanks located on or under the Training Facility, and (iv) the Training Facility is free of any Hazardous Materials that would trigger response or remedial action under any Environmental Laws or any existing common law theory based on nuisance or strict liability. c. The Parties mutually agree to remediate and to be responsible for, and, to the maximum extent allowed by law, subject to all limitations and protections afforded the Parties under any applicable provisions of the Colorado Governmental Immunity Act, as now or hereafter amended, to indemnify and hold each other harmless from, any and all debts, liens, claims, causes of action, administrative orders and notices, and failures of either Party to follow applicable law, to the extent any such items arise due to any new Hazardous Substances being brought onto the Training Facility and subsequently released onto the Training Facility at any time by either Party, or Party's employees, contractors, agents, successors, or assigns.

d. If during construction on the Training Facility, a Party discovers any substances thereon which the Party believes to be possible Hazardous Substances (other than substances described in environmental reports described in (b) of this Section), the Party will stop construction and provide notice of such discovery to the other Party within 72 hours. PFA

5 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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shall notify the appropriate agency and reasonably determine whether remediation is required and, if so, shall begin remediation promptly, and shall use diligent efforts to complete such remediation according to agency standards as soon as possible. PFA acknowledges City is not an environmental expert and agrees City shall have no independent duty to identify, determine, inquire, or investigate whether any substance existing on or brought to the Training Facility by PFA is a Hazardous Substance nor shall it be charged with constructive knowledge of any such Hazardous Substances or bear any cost to remediate Hazardous Substance existing at the site as of the date of this Agreement. The Parties shall provide notice to each other at least 24 hours prior to commencing excavation work on the Training Facility. During any such period of excavation work, PFA shall be permitted to have a representative on the Training Facility to observe the excavation activity.

9. Notices. Any and all notices or any other communication herein required or permitted shall be deemed to have been given when personally delivered or deposited in the United States postal service as regular mail, postage prepaid, and addressed as follows or to such other person or address as a Party may designate in writing to the other Party:

To PFA: Training Chief Poudre Fire Authority Training Center 3400 W. Vine Drive Fort Collins, CO 80521

To the City Theresa Connor, Interim Utilities Executive Director Fort Collins Utilities 222 Laporte Ave POB 580 Fort Collins, CO 80521

With a copy to: City Attorney’s Office City of Fort Collins PO Box 580 Fort Collins, CO 80522-0580

10. Non-Assignment; No Third-Party Beneficiaries. This Agreement, and each and every covenant herein, shall not be assignable except with the prior written consent of both Parties. This Agreement is made for the exclusive benefit of the Parties hereto and shall not be construed to be an agreement for the benefit of any third party or parties and no third party shall have a right of action hereunder for any cause whatsoever.

6 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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11. Entire Agreement. This writing, together with Exhibit "A" attached hereto, constitutes the entire Agreement between the Parties.

12. Good Faith. The Parties, their agents, and employees agree to cooperate in good faith in fulfilling the terms of this Agreement. The Parties agree that they will attempt to resolve any disputes concerning the interpretation of this Agreement and unforeseen questions and difficulties which may arise in implementing the Agreement by good faith negotiations before resorting to termination of this Agreement and/or litigation.

13. Modification. This document constitutes the full understanding of the Parties, and no term, condition, understanding, or agreement purporting to modify or vary the terms of this Agreement shall be binding unless hereafter made in writing signed by both Parties.

14. Contingencies. This Agreement and obligations of the City hereunder are expressly contingent upon the City budgeting and annually appropriating funds needed to fulfill the City's obligations hereunder. In the event of non-appropriation, there shall be no recourse or remedy against the City for unpaid amounts or performance due hereunder.

IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be signed on the date hereinabove written, in accordance with the approvals of their governing bodies.

CITY OF FORT COLLINS, COLORADO, a municipal corporation

By: ______Darin Atteberry, City Manager ATTEST:

______City Clerk

Approved as to form:

______Assistant City Attorney

POUDRE FIRE AUTHORITY

By: ______PFA Board Chair ATTEST:

______Secretary

7 Attachment: MOU - Training Center Joint Project (9918 : Memorandum of Agreement: Cooperative with City Utilities)

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BRIEFING PAPERS/OTHER BUSINESS

Item #: 8 Meeting Date: 01/26/2021 PFA Staff: Tom DeMint Prompt, Skillful, Caring

SUBJECT:

Briefing Papers / Other Business

EXECUTIVE SUMMARY

The briefing papers this month include:

ATTACHMENTS a. 1-26-21 Monthly Financial Reports - December 2020 b. 12-14-2020 PVFPD Minutes c. 4th QTR Activity Reports

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TO: Poudre Fire Authority Board of Directors

FM: Kirsten Howard, Finance and Budget Supervisor KLH

DT: January 20, 2021

RE: December 2020 Financial Reports

The general fund and capital fund financial statements for the month ending December 31, 2020 are attached.

Financial Variances:

Figure 1

Category December 31, 2020 Variance from Monthly Budget

Revenues $142,748 or 3.18%

Revenues Key: >5% Between ≥-5% and ≤5% of Budget < -5%

Operating Expenses $1,128,411 or 25.92%

Expenses Key: >5% Between ≥-5% and ≤5% of Budget < -5%

Clarification for the General Fund report (Figure 1):

• The variance in revenue is due to an increase in fees and charges for service (wildland reimbursement), and miscellaneous revenue received at a higher rate than budgeted.

The variance in operating expenses is due to three pay periods in December 2020, an increase in legal expenses, and . This includes positions not hired due to COVID-19, as well

as a freeze on non-essential spending. Attachment: 1-26-21 Monthly Financial Reports - December 2020 (9909 : Briefing Papers / Other Business)

• The Revenue Over Expenditures in the Budget column of -$4,530,303 (Table 1) is due to one- time appropriations from the KFCG Reserve of $232,740; appropriations from Operations and Support Maintenance and Replacement reserves of $1,400,184; revenue not appropriated that will fall to reserves at year-end of -$772,156 (insurance liability, Station 15, SCBA Replacement, Radio Replacement, and Deputy Chief (not approved in the 2020 budget)); KFCG reserves of - $300,000 at year-end 2020 to offset expenditures from Support and Operations Maintenance appropriations; PVFPD revenue increase less 2.25% salary increase for Battalion Chiefs and

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Division Chiefs - $3,395; $3,584,266 transfer from Reserve for Contingency to Station 7 Capital Project; Resolutions approving $234,790 for hail damage repairs, prior year encumbrances, and PulsePoint Marketing Grant, and Resolutions approving $153,873 to purchase Thermal Imager Cameras, KFCG Reserve from the City of Fort Collins, and insurance recovery.

Table 1

General Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31, 2020

December 2020 Year-to-Date 2020 Annual Budget Percent Actual Percent Monthly Percent Year-to- Year-to-Date Budget Date Budget Budget Monthly Received/ Received/ Received/ REVENUES Actual Budget Expended Actual Year-to-Date Budget Expended Annual Budget Expended Intergovernmental $4,338,751 $ 4,394,166 $36,535,750 $36,639,138 $36,639,138 Fees and charges for services 133,464 76,605 1,377,627 919,255 919,255 Earnings on Investments (77,600) 3,333 293,647 40,000 40,000 Grants 83 1,000 1,000 Miscellaneous revenue 235,628 13,308 430,247 159,700 159,700

Total Revenues 4,630,243 4,487,495 103.18% 38,637,272 37,759,093 102.33% 37,759,093 102.33%

EXPENDITURES Administration 416,351 243,782 6,510,809 6,509,652 6,509,652 Fire Prevention & Comm Risk Reduction 278,760 228,404 2,319,449 2,740,845 2,740,845 Grants 0 1,483 0 Support 630,058 725,941 6,578,982 8,711,293 8,711,293 Operations 3,028,669 2,027,300 23,566,678 24,327,605 24,327,605

Total Expenditures 4,353,838 3,225,427 -25.92% 38,977,401 42,289,396 -7.83% 42,289,396 -7.83%

Excess or Deficiency of Revenues Over or Under Expenditures $276,405 $1,262,068 ($340,129) ($4,530,303) ($4,530,303)

Fund Balance January 1, 2020 $16,698,658 Fund Balance December 31, 2020 $16,358,529

Clarification for the Capital Fund report (Table 2):

• The Excess or Deficiency of Revenues Over or Under Expenditures is shown because these are non-lapsing projects, so the appropriations and fund balances carryover from year-to-year, rather than being spent in the year in which they are appropriated. The Capital Projects have been reduced to four projects in 2020, and the fund balance is higher than beginning balance due to the Station 6 and Station 7 capital projects being frozen in 2020.

Attachment: 1-26-21 Monthly Financial Reports - December 2020 (9909 : Briefing Papers / Other Business)

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Table 2

Capital Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31, 2020

Year-to-Date Annual Percent Received/ REVENUES Actual Budget Expended Apparatus Replacement $1,571,348 $1,396,724 Burn Building $99,610 $2,431 Station 6 Shop $5,708 $15,000 Station 7 $4,487,063 $4,509,750

Total Revenues $6,163,729 $5,923,905 104.05%

EXPENDITURES Current: Apparatus Replacement $502,525 $1,442,586 Burn Building $713,086 $120,153 Station 6 Shop $48,827 $2,015,000 Station 7 $3,000 $4,509,750

Total Expenditures $1,267,438 $8,087,489 15.67%

Excess or Deficiency of Revenues Over or Under Expenditures $4,896,290 $1,566,429

Fund Balance January 1, 2020 $4,869,279

Fund Balance December 31, 2020 $9,765,569

Attachment: 1-26-21 Monthly Financial Reports - December 2020 (9909 : Briefing Papers / Other Business)

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POUDRE VALLEY FIRE PROTECTION DISTRICT BOARD OF DIRECTORS MEETING December 14, 2020

The Poudre Valley Fire Protection District (PVFPD) Board of Directors met via Zoom at 8:30 a.m. on December 14, 2020. Present were Board members Mike DiTullio, Dave Pusey, Tess Heffernan, James Gentry and Cory Younie. Present were Fire Chief Tom DeMint, Administrative Services Director Ann Turnquist, and Administrative Assistant Patti Forsythe. Recording Secretary Shawn Williams completed minutes via Zoom recording.

James Gentry called the meeting to order at 8:30 a.m.

Pledge of Allegiance

Public Comment

1. Consideration and Possible Action to Approve the Minutes of the October 26, 2020 Regular Meeting Dave Pusey made a motion to Approve the October 26, 2020 Regular Meeting Minutes. Tess Heffernan seconded the motion. The motion passed by unanimous vote of the Board. (November Board Meeting Cancelled).

2. Consideration and Possible Action to Continue Resolution 2020-03 A Continuation of Declaration of Local Disaster Emergency Dave Pusey made a motion to Continue Resolution 2020-03 A Continuation of Declaration of Local Disaster Emergency. Tess Heffernan seconded the motion. The motion passed by unanimous vote of the Board.

Attachment: 12-14-2020 PVFPD Minutes (9909 : Briefing Papers / Other Business) 3. Consideration and Possible Action to Approve and Adopt the Revised Amended 2020 General Operating Budget and the Corresponding Resolution 2020-04 Amending the 2020 General Operating Budget. Patti Forsythe updated the Board on the Amendments to the 2020 General Operating Budget and corresponding Resolution 2020-04.

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PVFPD Board Minutes December 14, 2020

Tess Heffernan made a motion to approve the Revised Amended 2020 General Operating Budget and the Corresponding Resolution 2020-04. Dave Pusey seconded the motion. The motion passed by unanimous vote of the Board.

4. Adopt the 2021 Budget. a. Consideration and Possible Action to Adopt the Proposed 2021 General Operating Budget and Corresponding Resolution 2020-5, A Resolution to Adopt and Appropriate the Proposed 2021 General Operating Budget. b. Consideration and Possible Action to Adopt Resolution 2020-6, A Resolution to Set Mill Levies. c. Consideration and Possible Action to Adopt the Proposed 2021 Volunteer Firefighters Pension Fund Budget Patti Forsythe reviewed the proposed 2021 General Operating Budget and corresponding Resolutions with the Board.

Dave Pusey requested the budget message be amended to explain the mill levy has gone down. Patti Forsythe stated she would make change.

Dave Pusey requested the budget message be amended to explain the slight increase in total contribution. Patti Forsythe agreed to make the change.

Mike DiTullio made a motion to Adopt the Proposed 2021 Budget and Corresponding Resolutions a. 2021 General Operating Budget 2020-5, b. Mill Levy 2020-6, and c. Proposed 2021 Volunteer Firefighters Pension Fund Budget. Cory Younie seconded the motion. The motion passed by unanimous vote of the Board.

5. Poudre Fire Authority (PFA) Agenda Review Tom DeMint reviewed the PFA Agenda with the Board.

Tom DeMint advised the Board on the COVID-19 vaccinations and where PFA fits in Tier 1B. Tom stated Tier 1B vaccinations are expected to be administered at year end or at the beginning of 2021. Tom advised the vaccination is not mandatory but highly encouraged. Tom stated he will be discussing the vaccinations with Labor Management tomorrow.

Tom DeMint advised the PFA Board will be joining the virtual 2020 Commission on Fire Accreditation International (CFAI) Hearing for the Accreditation of Poudre Fire Authority

tomorrow at 9:15 a.m. Ron Simms advised the PFA Board will pause the regular Attachment: 12-14-2020 PVFPD Minutes (9909 : Briefing Papers / Other Business) meeting and join the CFAI hearing on YouTube. Ron stated he will share the link to view the hearing publically during the regular meeting and Kirsten Howard will preview the hearing on the virtual Zoom screen of the regular PFA Board meeting. Tom DeMint stated he will also ask Annie Bierbower to post the link on PFA social media channels.

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PVFPD Board Minutes December 14, 2020

6. Administrative Business a. Fire Capital Expansion Fee Update b. Mulberry Corridor Annexation – Financial Assessment Presentation c. PFA Fire Chief Recruitment Discussion

Fire Capital Expansion Fee Update – Ann Turnquist advised the Board there was no update on the Fire Capital Expansion Fees. Both Ann Turnquist and Dave Pusey stated they would like to have the fees underway by the first of 2021. Mike DiTullio advised that the Town of Timnath is in the process of hiring a new attorney. Ann Turnquist stated she was glad to have this information and would let PVFP DA Attorney Bob Cole know.

Mulberry Corridor Annexation – Ann Turnquist advised the City of Fort Collins would be restarting the Mulberry Corridor Annexation process. Ann stated she is waiting to hear when they will reengage. Tom DeMint stated growth in the area of County Road 5 continues with three schools being built and houses going up in Saratoga Falls. Tom stated that would probably be the location of the next PFA fire station. Tom advised this is an example of how the power of how an authority works and the value of maintaining a good intergovernmental relationship.

PFA Fire Chief Recruitment Discussion – Ann Turnquist advised the search firm for the PFA Fire Chief Recruitment was given 30-35 contacts for stakeholder feedback, including District Board Members. Ann stated the recruiter will be reaching out with general questions about what Board Members feel is important. Ann stated some of that work will be done as a group with the search firm while contact information will be provided for anyone who wants to talk to them individually, not in a public setting.

Further discussion was held on the importance of discussion and participation in the process. It was agreed after the stakeholder input opportunity, additional input could be provided to the PVFPD representatives on the PFA Board, Mike DiTullio and Dave Pusey, to advise the PFA Board. Patti Forsythe suggested one PVFPD District representative be selected. Patti also agreed to send a copy of the job announcement to the Board.

7. Other Business a. Planning Calendar b. Director Compensation

c. PFA Public Information Report for December Attachment: 12-14-2020 PVFPD Minutes (9909 : Briefing Papers / Other Business) d. Information Sharing

Tom DeMint reviewed the new format of the Planning Calendar with the Board. Tess Heffernan asked the request for help with Strategic Plan be included. Tess also stated she felt the Board needed a facilitator as previously discussed.

Tom DeMint advised Division Chief Ryan McLean will be retiring January 8, 2021 and accepting a position as the UCHealth Director of Pre-Hospital Care Services. Tom

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PVFPD Board Minutes December 14, 2020 commended Ryan as an exemplary leader in PFA who is very well respected. Tom expressed his appreciation of what Ryan has done for PFA with his leadership, character and courage and wished Ryan good luck. The Board members also expressed their congratulations and appreciation of Ryan. Ryan stated it was humbling and thanked PFA for the opportunity to serve.

The meeting adjourned at 9:53 a.m.

Attachment: 12-14-2020 PVFPD Minutes (9909 : Briefing Papers / Other Business)

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A-Shift

th 4 Quarter 2020

Prepared by: McGaffin, Jones, Barela

Date: 01/07/2021

Incident Responses Number of Incident Category Type Calls Fire 22 Overpressure Rupture, Explosions, Overheat (No Fire) 3 Rescue & Emergency Medical Service Incident 1196 Hazardous Condition (No Fire) 44 Service Call 161 Good Intent Call 222 False Alarm & False Call 107 Special Incident Type 19 Total 1,774

A-Shift 90th Percentile Times 90th percentile turnout 90th percentile response 90th percentile total call time time time 02:13 08:44 0:52:30

NOTABLE RESPONSES COVID-19 Pandemic- Poudre Fire Authority (PFA) has been on the front lines of assisting the community in as many ways as possible during the pandemic. Patient care, supporting local businesses, educating the public and sharing of Personal Protective Equipment (PPE) are all ways

we have tried to help the community we serve. We have lived by a new set of Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) operational procedures both on calls and in the fire stations as we protect ourselves, the community, and the family we go home to. Although we have experienced exposures while assisting patients, we have seen very little impact to the daily staffing of our shift due to the continued efforts of proper PPE and decontamination procedures. All members of A Shift have been offered their first round of vaccinations and we are beginning to see the light at the end of the tunnel. The crews have dedicated their station time to keeping morale high. As we see changes to the world around us, we remain strong and dedicated to serve.

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Engine 5 crews assisting with water cleanup after a sprinkler line break. All employees wear masks on calls as well as around the fire house to help prevent the spread of

COVID-19.

August 13 – December 2- Cameron Peak Fire The Cameron Peak Fire was reported on Thursday, August 13. The fire was burning in steep terrain, approximately 25 miles east of Walden and 15 miles southwest of Red Feather Lakes near Cameron Pass.

The fire burned through an area of 208,913 acres on the Arapaho and Roosevelt National Forests in Larimer and Jackson Counties and Rocky Mountain National Park, including portions of PFA’s Jurisdiction. PFA sent resources from all three shifts to support suppression operations. Most PFA efforts were used on the containment and suppression of a spot fire between County Road 25E and Otter Road. This area falls within our jurisdiction and PFA had heavy presence in both strategic and tactical efforts. The man hours and physical labor by those on the fire line and those filling in to keep our jurisdiction fully staffed showed a level of dedication that exemplifies the Vision Mission and Values of our great organization.

Photos of the Cameron Peak spot fire off County Road 25E. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Photo of a home lost during the Cameron Peak Fire.

October 2 – Room and Contents Fire- Station 7 Engine 7 was first due to a room and contents fire in Station 7’s area. Engine 7 crew performed at a high level to contain the fire and limit damage. The crew of Station 7 runs as a four person company. This allows them to begin suppression operations within the scope of our Two-Out Operational Directive even before other units arrive on scene. This fast attack option led to the quick extinguishment of the fire due to the fast thinking of the Captain and crew members, all while remaining within the risk profile of the PFA. Additional units arrived on scene to assist with pivotal benchmarks of primary and secondary searches as well as obtaining the benchmark of loss stopped.

October 3 – Basement fire 1700 block W. Prospect- Station 4 Engine 4 was first on scene to a fire in a single family residence. They located a fire in a bedroom of a garden level basement through a window when completing the 360 size up of the structure. They were able to rapidly deploy an attack line and reset the fire from the exterior before making entry through the front door. An aggressive attack was completed and the fire was contained to the room of origin.

October 14 – Multi Vehicle accident involving an RV- Extrication- Station 5 Twenty-two people were injured in a crash at Harmony and Timberline Roads after a motorhome crashed into traffic stopped at a redlight. Five people were transported, two of which sustained serious injuries. One of these two patients later perished at the hosptial. Multiple units responded to the incident and performed a number of tasks such as patient care, extrication of patinets from cars with the use of Jaws of Life, fire protection and Incident Command.

Photos of the 16 vehicle motor Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) vehicle accident on Harmony and Timberline.

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November 19 – Garage fire 3800 block Arctic Fox Dr- Station 10 This fire presented as a garage fire that was quickly attacked with an offensive fire attack from the exterior of the home with the use of an 1 ¾ attack line from Engine 10. Engine 8 was assigned to complete a primary search of the structure to eliminate any life hazard inside the home. The crew was immediately met with debris and quickly recognized the home meet the definition of a hoarders home. This was immediately aired to the Incident Command (IC) and the Incident Action Plan (IAP) was adjusted to ensure we remained within the PFA risk profile. Hoarder homes present a large number of hazards to fire suppression. The debris or property inside the home can cause confusion of the floor plan, Firefighters have the threat of becoming entagled in the contents and the amount of clutter inside the home present a large fuel load that can feed a fire as well as hide the seat of the fire that must be found and extinguished.

CREW/STATION HIGHLIGHTS and MILESTONES ENGINE 1 Captain McGaffin was promoted to an Interim Battalion Chief (BC) role as A Shift Battalion 1. This move opened up a Captains position on Engine 1. Driver Operator (D/O) Trent Edelmon of Engine 1 was moved into an appointed Acting Captain position. During this same time Firefighter Luke Neiman was able to complete all required rides to become an Acting D/O for PFA. He has helped the shift by being able to fill in as needed in the D/O spot on Engine 1. All members of the crew are moving stations on Jan 6th with the new bid cycle beginning.

The overall call load for Engine 1 has continued to decline with the pandemic causing so many downtown businesses to temporarily close down. The homeless population has also declined as they opened a new housing for the winter months further north and outside Engine 1’s first due area. Engine 1 assisted Engine 4 on two separate fires. On the first fire, they were assigned as the Rescue Intervention Crew (RIC) and the second they were assigned water supply. Engine 1 also completed CPR on a 63 year old female. Engine 1 was able to get ROSC (to get the heart to fire properly), but sadly she perished at the hospital the next day. All members of the crew spent time on the Cameron Peak fire helping with suppression and containment efforts over the last six months. TOWER 1 Quarter 4 of 2020 continued to keep Tower 1 busy as a crew. Captain McKeon and Firefighter Richardson attended the Rigging for Rescue Update and Beyond Class in Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) October to continue advancing their rope rescue skills. Firefighter Tarin designed and has been assisting in the building of the new roof prop at Training. Firefighter Santillanes participated in the live garage fire burns in December as part of the Fire Behavior Committee. The data they collected will assist us with fighting garage fires. Members of the crew also operated on the Cameron Peak fire on their days off when it was burning in our district.

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Because the year has been so busy with significant fires, this quarter was a little slower in comparison with only a few working fires. Tower 1 worked a basement fire on Prospect Road as well as an attic fire on Fuqua Drive.

Tower 1 completing overhaul on Tower 1 accessing the attic on Fuqua Street. a basement fire off Prospect Road. ENGINE 2 Firefighters Tenuta and Deadmond taught numerous classes this quarter for the Front Range Fire Consortium (FRFC). Captain Klassen taught the High-Rise Classes for the FRFC and participated in two of their live burns. All three of the crew members assisted with the PFA 8 Hour day live burns as newly certified Captain Dragan burn building instructors. Engine 2 will have a new crew starting January 6th. D/O Lesser will be moving to Engine 5 and Firefighter Deadmond will move to Engine 3. Firefighter Tenuta and Captain Klassen will be moving to Engine1.

Engine 2 responded to several critical call types and two structure fires this quarter. October 3rd was a busy day for Engine 2 as they responded to a shooting, a hanging, and a structure fire on west Prospect Road. On October 16th Engine 2 had a difficult call as they responded to an Echo medical involving a 10 week old infant. November 14th Engine 2 responded with other units to a structure fire on Fuqua Street. On November 21st Engine 2 was dispatched to assist Engine 4 already on scene of an Echo medical on Palm Drive. Due to the patient’s condition the crews performed CPR for nearly two hours. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) ENGINE 3 In the final quarter of 2020, Firefighter Carrillo completed his Rookie Book two months earlier than the due date and is ready for the next stage of his career. Station bidding was completed with Firefighter Vidal choosing Station 8 and Firefighter Greer and Captain Kokias moving to Ladder 5. Station 3 crews were the proud winners of the cleanest apparatus contest alongside Engine 8. All crew members received the first round of the COVID-19 vaccination and are excited for the second.

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With the completion of Firefighter Carrillo’s Rookie Book Station 3 crews shifted their focus to more complex training including 28’ - 35’ ladders and bailout training. They also spent more time flowing larger diameter hose lines.

Engine 3 flowing large diameter hose lines.

ENGINE 4 D/O Warren continued work on the PPE Committee as well as the Safety Committee. Captain Pottle was selected in an interview process and accepted the position of Training Captain. He has spent numerous hours cross-training with the current Training Captain and will rotate into his new role in January. We want to thank Captain Pottle for his hard work and dedication to continuously striving to better himself and those around him.

Engine 4 had two significant fires being first on scene to both the west Prospect fire and the Fugua Street fire. His crew, like so many others, assisted the PFA on the Cameron Peak fire on many occasions both on and off shift throughout this quarter. ENGINE 5 Engine 5 is still a staple of positivity among A shift. Their resiliency with COVID-19 calls in regards to a high population of nursing homes and elderly facilities has kept them busy, but has not phased their passion and empathy for those they serve. They made the most out of A shift having to work Thanksgiving, Christmas, and New Year’s even though we currently are not allowing family members to join us at the fire stations due to the pandemic. All members of the crew have new station assignments that will start January 6th and we look forward to them all spreading their enthusiasm across the PFA.

LADDER 5

Our south support companies spent a lot of their fourth quarter training and preparing Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) for new challenges in 2021. Captain Tony Dragan applied for and was selected as our new Training Captain in charge of recruit academies. He left A shift in the middle of December to begin his new role. Three of the members worked hard to either become or to enhance their abilities of being Acting Captains for our shift. This helps both the shift in filling vacancies as well as each one individually as they prepare for the upcoming Captains assessment.

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Ladder 5 is unique as they are our south side support company, but they also run a significant amount of medical calls as they are first in line to back up our busiest engine. They fill the role of responding to medical emergencies when Engine 5 is already committed to other emergency scenes. This dynamic role ensures we do not have any voids in our south side responses. With the new station bids beginning in 2021, Ladder 5 will see a few new faces with Captain Kokias and D/O Greer moving onto the Ladder. ENGINE 6 Firefighter Gallimore continues to work extremely hard on preparing for the upcoming captains test, and Firefighter Emmitt continues to work hard for the upcoming D/O test, and is now driving under our supervision. Firefighters Emmitt and Jones will be moving to Stations 3 and 2 respectively after the first of the year. Engine 6 will welcome Firefighters McDonnell and Feit as their new firefighters.

Engine 6 had a significant Motor Vehicle Accident (MVA) in the eastern part of the district during a heavy snow storm. The uniqueness of this particular call was the Dodge pickup involved in the accident was stuck in full throttle and the wheels were essentially in a burnout on their arrival. The tires had melted off and the metal rims and brake drums where throwing sparks across the incident. The vehicle had caught on fire and had to be extinguished in order to gain access to the cab. With the interior melted from the fire there was no way of shutting off the truck. Eventually they were able to break into the steering column and disable the truck.

Vehicle fire after an MVA in Station 6’s area.

ENGINE 7 Engine 7 stayed busy in the fourth quarter of a very interesting year. All Engine 7 personnel are excited with their 2021-22 bid assignments and look forward to taking their skills and experience to their respective crews. They were first due to a room and Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) contents fire in Station 7’s area. Engine 7 crews contained the fire and limited damage with quick actions by all crew members. Engine 7 was assigned to protect a high value target (Horsetooth Radio Tower Station) as the Cameron Peaks fire rapidly encroached on the area. As a single resource Engine 7 crew worked effectively to mitigate the risk by providing a large fire break around the towers. Engine 7 worked very effectively under a compressed timeframe to conserve our cities vital communication towers.

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D/O Fillingim and Captain Thomas were deployed on mutual aid to Estes Park for Wildland Operations on the East Troublesome Fire. This again shows the level of expertise the crew of Station 7 continues to have in our northern most station. ENGINE 8 After many months, the search and rescue prop in the mezzanine of Station 8 is finished and ready for use. The walls are movable so endless scenarios can be configured. This will aid our southern crews in a place to train for interior operations without the travel time of driving to our Training Center located on Vine Drive.

Engine 8 was heavily involved in the 16 vehicle accident with extrication at Harmony and Timberline and was assigned extrication on one of the vehicle’s passengers. Another vehicle extrication accident happened at Timberline and Grand Teton Place with two vehicles involved. Engine 8 extricated one person from the driver’s side. Engine 8 was assigned search at the Artic Fox fire and upon entry, noticed hoarder conditions and announced that to Battalion Chief 2. This quick action allowed the IC to adapt the IAP so we remained in the risk profile of the PFA.

Overhaul with Tower 1 after a home best described as a home of a hoarder.

ENGINE 10 The crew from Station 10 was busy with multiple individual tasks being completed as well as the Hazardous Materials Programs and incidents within their district. The Safety Committee, Operational Directive (OD) Committee, D/O Training Program and the Hiring Committee all had an active fourth quarter which filled the station crew’s day up when not running calls. Firefighter Palmer volunteered to fill a short term vacancy on

Ram 1 and will return to A shift with the new year. Captain Matt Housley prepared for Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) his upcoming teachings in both the Acting Captains Academy as well as the Acting BC Academy.

Hazmat 10 assisted the City of Fort Collins Environmental and Regulatory Affairs (ERA) with evaluation and aerial photography of a hazardous materials dumpsite uncovered as a result of the Cameron Peak Fire. They also responded outside of our jurisdiction to assist the Larimer County Health Department with a fuel leak in the north fork of the Poudre River.

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Dump site found within the Hazardous Materials Cameron Peak fire. Technicians assisting other jurisdictions on a fuel leak. ENGINE 12 Station 12 has recently had a large spike in the transient population utilizing the 911 system with the opening of the Food Bank as a temporary shelter. These new facilities are also having large groups of COVID-9 patients. The transient population and the cold weather always attribute to a higher call number and it is usually spread amongst Engine 1, Tower 1, and the Roving Alternative Medical (RAM) Unit. With the temporary placement of the shelter moving into 12’s area they have felt the draw on the crews as they try to assist each patient. The shelter is scheduled to move back to its original location in a few months and proper coverage with the use of the RAM Unit has taken place.

Most members of the crew are leaving this station with the new station assignments in January. As a crew we have ensured each person is ready for their next location with multiple trainings in specialties of each of those stations. ENGINE 14 The crew of Station 14 was also challenged with the Cameron Peak Fire, COVID-19, a new CAD system, IT changes, and many other changes in the organization.

They finished Firefighter Feit’s Rookie Book. Firefighter Feit demonstrated competency and a positive attitude during this period. Firefighter Feit has been assisting with 8 hour days and post academy with EMS classes. D/O Taylor has committed to taking the upcoming Captain’s Assessment and has been studying hard. The crew has worked Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) with D/O Taylor on personnel scenarios and tactical situations. We believe she is going to score high in the assessment center and wish her the best of luck.

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Brush 14 responding emergent to a grass fire.

TRAINING HIGHLIGHTS

A-Shift Training Completions Method Hands Computer Self- TOTAL Classroom Combination On Based study Hours 942 141.75 366.35 98 1076.15 2624.25

x All Companies on A Shift completed between 6-9 company trainings. These scheduled times are given to the Captain to take his crew out of service and perform training evolutions that correlate to their job functions. x All drivers completed the required D/O Target Solutions as well as the Tower drivers completing the Truck D/O Target Solutions. This includes all drivers completing the rodeo course, which is used to show competency in their driving ability of our apparatus. x Every member of A shift completed the require Core Performance Tasks (CPT’s) as well as the 8 Hour day. These are large scale training events put on by the Training Division to ensure all members are well educated and capable of completing the tasks required of them.

Setting up the rope system in the Elizabeth Hotel. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Engine 3 crews performing Participated in MET at the Training Center (live rope skills as part of the Rigging for Rescue Training burns). Introductory Firefighters at Horsetooth Falls. handbook. ADDITIONAL HIGHLIGHTS Firefighters Feit and Carrillo both completed their introductory periods. Both have submitted all proper documentation to the Training Center. We are proud of both of them and their crews for taking on the daunting task of long hours and physical trainings that are required in completing the rookie year of a professional firefighter within the PFA. Firefighter Neiman completed all required elements of the training program to become an Acting D/O for PFA. This is a help to the entire organization as we can now use Firefighter Neiman to fill vacancies without the need to hire overtime to maintain mandatory staffing. This also will allow Firefighter Neiman time in the seat to gain experience before his upcoming D/O test.

Firefighter Neiman training to become and Acting D/O. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

D/O’s Edelmon (Engine 2) and Jabbour (Engine 5) were both appointed to Acting Captain roles to fill vacancies within our shift until the next Captains Assessment is completed in early February. The intent of these appointed positions is to bring continuity to the crews in the coming months. We look forward to watching them learn in their roles.

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Captain Shawn McGaffin was appointed as an Interim Battalion Chief to fill the vacancy of newly appointed Interim Division Chief Brandon Garcia. Captain McGaffin will have an interview in early January for a permanent Battalion Chief opening. We wish him the best of luck in the interview process and are confident he will do well. Battalion Chief Sean Jones has moved into his new role as the Planning and Analysis Chief. He has spent most of the last year learning and becoming certified in the programs and companies that we use to self-audit our organization as a whole. The work completed in this position is tedious and demanding and although it is a loss to A shift in having Battalion Chief Jones take on this role, he is well suited for the position and will do great things for our organization over the next 4 to 5 years. Battalion Chief Tyson Barela was selected to move into a new role as the Training Chief. He will be missed on line, but we are excited to see him expand our Training Division with his innovation and forethought to what our needs will be in the future. We wish him the best of luck in his new role. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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B-Shift

th 4 Quarter 2020

Prepared by: BCs DeBaere and Pietrangelo

Date: 01/07/2021

Incident Responses Number of Incident Category Type Calls Fire 25 Overpressure Rupture, Explosions, Overheat (No Fire) 0 Rescue & Emergency Medical Service Incident 1206 Hazardous Condition (No Fire) 46 Service Call 146 Good Intent Call 227 False Alarm & False Call 108 Special Incident Type 2 Total 1,760

B-Shift 90th Percentile Times 90th percentile turnout time 90th percentile response time 90th percentile total call time 02:27 09:25 0:56:44

NOTABLE RESPONSES

Cameron Peak Fire Multiple personnel from B-Shift worked the Cameron Peak Fire event which greatly impacted our community. This included efforts to extinguish a spot fire that spread to Redstone Canyon, destroying multiple homes in late October. The fire provided Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) some valuable lessons for seasoned and inexperienced wildland firefighters.

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Structure Fire 312 E. Swallow PFA Engine 3 responded emergent for a report of a possible fire in a single-family residence. Smoke was visible from the garage upon Engine 3 arrival. Upon the officer’s assessment, it was discovered that this was a duplex that was illegally converted. This increased the risk to responders as well as the rescue profile of possible occupants that were not alerted of the emergency. As crews entered the basement, there was difficulty locating the fire due to the amount of debris. The homeowners were running an Amazon based business from their home and the basement was used as the warehouse. The fire was located and extinguished, however the risk to responders was extremely high as the residence was not easily identified as a duplex or a high piled storage facility.

Structure Fire 2025 North College Avenue Poudre Fire Authority (PFA) was dispatched to a car fire at 11:00 a.m. on the 2000 block of north College Avenue. It was reported that the car was near a building. The Engine 12 crew was the first on scene. The crew found a vehicle fully engulfed in flames on the south side of a manufactured home. The fire had extended to the south side of the home and was beginning to burn through the siding. Firefighters quickly pulled a hose line and attacked the fire both at the vehicle and on the side of the home. They moved to the north and prepared a hose to further protect the home in case an interior attack was needed. Two people were inside the residence at the time of the fire. They were notified by a responding party and had evacuated the home on their own. Two people were medically assessed, and one was transported. A second home on the other side of the vehicle was also involved. Its siding was beginning to melt due to the heat. The fire was quickly knocked down and both homes were saved. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Gas Leak 812 East Oak Street PFA Engine 3 responded emergent for PFA Station 1 for a report of a gas leak at the listed address. Upon arrival, Engine 3 found a boring company that hit a gas line; the location of the leak was unknown. This created a dangerous situation as the gas could travel underground into the basements of surrounding homes. Xcel arrived at the incident and worked with PFA on evacuation distances and Ever Bridge reverse 911 for additional evacuations.

PFA also provided protection for Xcel workers while streets were dug up to locate and repair the leak.

Machinery Fire North Taft Hill Road PFA Engine 7 was dispatched to a report of a fire in a machine near the 1800 block of north Taft Hill Road. The Engine 7 Crew arrived to find smoke and active flames coming from an asphalt drum. They deployed attack lines and performed a 360 assessment to make sure it was safe to engage. The machine was deenergized and locked out right to prevent additional risk to firefighters. Firefighters safely extinguished the flames and applied water from both sides to cool down the machinery. The equipment is made to contain temperatures of over 300 degrees, but the crew was getting temps of around 700 degrees before it was sufficiently cooled.

No injuries were reported. The cause of Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) the fire is under investigation.

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Structure Fire, Weld County Road 15 Poudre Fire Authority and Wellington Fire were dispatched to a shop fire around 6:30 p.m. on December 11, 2020. The PFA Engine 6 Crew was the first on scene and reported a barn on fire. Crews worked on setting up a water supply, extinguished the barn fire, and protected the structures near the main fire. No injuries were reported, and the fire is being investigated for a cause.

CREW/STATION HIGHLIGHTS and MILESTONES B Shift experienced a great deal of change during what has been an unprecedented year at PFA. These changes continued during the 4th quarter and are projected to continue into 2021. B Shift completed the two-year station bid cycle. Personnel began their new station assignments in January. B-shift experienced many changes in assignments with the new bids. Our personnel are excited about the opportunity to work with their new crew members. Firefighters Cara Dunsmoor, Luke Petrun, Alex Shubin, Chris Hewitt, and Sam Snyder completed their requirements to become Acting Driver Operators (ADOs). This has been a great help to the shift allowing the ability to utilize these personnel to drive at their assigned stations when needed. Battalion Chief Pietrangelo and I and greatly appreciate these personnel achieving their ADO status. We also appreciate their crews and the shift for assisting them in this accomplishment. With the 4th quarter we experienced the promotion of Captain Scott Taylor. Captain Taylor had been assigned to the shift as a temporary Captain prior to his promotion. Captain Taylor has been a great addition to our B Shift Captain cadre, and we are very happy to have him on the shift. At the end of December, we welcomed Firefighters (FFs) Joel Nedrud and Brooks MacRae as new members to the shift. FF’s Nedrud and MacRae graduated from the academy in early December. FF Nedrud is assigned to Engine 5 and FF MacRae has been assigned to Engine 1. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) B Shift has multiple candidates preparing to participate in the Captains Test scheduled for this January. We wish them good luck in their pursuit to advance their careers. We have personnel that will be attending the Acting Captains and Battalion Chiefs academies in January. This will assist the shift in staffing and will increase the knowledge of supervisor roles and responsibilities among our crews. We appreciate their willingness to take the next step into a challenging leadership role.

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Firefighter Jenna Ladowski assisted the shift and the department by volunteering to fill the Bureau 1 position. FF Ladowski did a great job. We thank her for her hard work and the assistance she provided to the shift with investigations and alarm issues. Firefighter JJ Guthrie completed his assignment as a temporarily promoted Captain on Engine 5. We thank FF Guthrie for the leadership and professionalism he displayed during this assignment. B Shift will be losing FF Dan Evans and FF Paul Bakka to C and A shift. They will be leaving shift to fill Paramedic roles on Engine 4. We have appreciated having them on B Shift and wish them success in their new assignments.

In November, Chief Dusty DeBaere started his new assignment on B Shift as Battalion 2. He received a warm welcome and we are grateful to have his leadership on the shift.

We would like to thank Battalion Chief Ross Reinking for his work as Battalion 2 on B Shift. Chief Reinking was transferred to C Shift, Battalion 1. We wish him well in his new assignment.

2020 Personnel Reviews were completed and submitted by the timeline requested. We thank our B Shift personnel for their attention to this. B Shift personnel participated in providing gifts for needy children in the community. This is a great example of the caring people we have in the organization. Thank you to all of those that participated. TRAINING HIGHLIGHTS B Shift crews completed our 8-hour days in November. This involved fireground scenarios utilizing the new burn building as well as Emergency Medical Services (EMS) and Self-Contained Breathing Apparatus (SCBA) training. B Shift crews completed Aircraft Rescue and Fire Fighting (AARF) training with Loveland Fire Rescue Authority (LFRA) in December. This is quarterly training that is mandated by the Federal Aviation Administration. The topics this December were Airport Emergency Plans and Emergency Communication. Company Performance Tasks were also completed by B Shift crews this quarter. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) UC Health began administering the COVID-19 vaccine to PFA personnel which many B Shift members have taken advantage of.

The final quarter of 2021 was extremely busy and we appreciate the professionalism and hard work of the personnel on B Shift. They have also maintained positive attitudes through what has been a turbulent year in many areas. We look forward to 2021 and the new opportunities it will provide.

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C-Shift

th 4 Quarter 2020 Basic Incident Type Category Number of (FD1.21) Calls

Prepared by: BCs Maccarini and Reinking

Date: 01/07/2021

Incident Responses Number of Incident Category Type Calls Fire 10 Rescue & Emergency Medical Service Incident 1286 Hazardous Condition (No Fire) 43 Service Call 163 Good Intent Call 186 False Alarm & False Call 85 Severe Weather & Natural Disaster 3 Special Incident Type 8 Total 1,784

NOTABLE RESPONSES

October 10th, 2020 – Del Clair Residential Fire

In the late evening crews were dispatched to a report of a deck fully involved. They arrived to find a very small fire on the back deck that was easily extinguished. All occupants were out of the house with one dog. Two cats Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) remained inside the home as no fire extended into the living spaces.

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October 2020- Cameron Peak Fire

Many C-Shift personnel assisted with the fire fight and mitigation work during the Cameron Peak fire when it entered the Redstone Canyon area. It was the diligent work of these folks that lead to saving many structures in the canyon.

October 22nd, 2020- Extrication Accident

Crews responded to a two-vehicle accident involving three vehicles total. There was heavy damage and crews utilized stabilization struts to ensure vehicle stability prior to using hydraulic tools to remove the patient from the vehicle. Three total patients were treated or transported.

October 28th, 2020- Ice Rescue City Park Lake

One engine and one truck company responded to a report of a kayak falling through the ice on the lake. The person was attempting to save a dog that entered the ice then the kayak fell through as well.

Rescuers in special ice rescue suits were Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) able to rescue both the animal and the kayaker and bring them safely to shore. The owners stopped by Station 2 with their dog to thank the crews! (See picture below left.)

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November 4th, 2020- Wellington Commercial Building Fire

PFA responded with an engine, a truck, and a Battalion Chief (BC) to assist the Wellington Fire Protection District (WFPD) with a fire in a commercial building. The fire was quickly extinguished with minimal damage to the structure. The agencies worked together on this fire scene for a successful outcome.

November 27th, 2020- Platte River Power Authority Train Derailment

PFA assisted WFPD on a train derailment call at the Platte River Power Authority plant. There was an initial report of several people injured or missing and a significant hazardous materials spill. PFA responded with an engine, a truck, a hazardous materials vehicle, and a BC. The PFA drone, utilizing infra-red heat detecting technology, was able to ensure there were no missing persons or fire in the wreckage. In the end, there was just one person who was transported to the hospital for evaluation and a minimal amount of diesel fuel on the tracks.

December 4th, 2020- Vehicle Rollover An extrication response was sent to the Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) intersection of Wood Street and Cherry Street on a report of a rollover accident with a vehicle on its side. Units arrived and found a truck on its side. The occupant was able to be removed through the windshield and was not transported.

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CREW/STATION HIGHLIGHTS & MILESTONES

Captain Ralph Kettle after serving the PFA for 42 years, had his retirement flag ceremony take place at Station 1 on December 28th. His actual retirement date was January 2nd, 2021. We thank Captain Kettle for his selfless service to the PFA and the citizens of Fort Collins and wish him the best of luck in this new season of his life!

Driver Operator (D/O) Derek “Opie” MacArthur retired after 30 years of service to the PFA and the community. He was the essence of our Values Mission and Vision and every moment spent with him was positive and fun. Everyone wanted to work with Derek because of the qualities. Through his career he spent time in Operations and Fire Investigations and worked on several committees and programs. Derek will truly be missed we thank him for his years of service and the many laughs along the way.

Captain Murphy assisted Larimer County Search and Rescue with a search for a missing child. The outcome was positive as the child was found unharmed.

Several shift members attended the Rigging for Rescue update class and an artificial high directional class to brush up on technical rope rescue skills. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) Captain Vander Vliet was deployed as a Task Force Leader (trainee) to the Cameron Peak and the North Complex wildland fires.

Firefighter (FF) Vlatkovich successfully completed his D/O certification test.

D/O Gant completed his required rides to become an Acting Captain and has already been utilized by the shift.

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Four C-shift personnel are completing course work prior to attending the January Acting Captain Academy.

Six C-shift personnel will be participating in the upcoming Captain Assessment Center for promotions and all crews have been working hard getting these folks ready as they sharpen their own skills in the process.

D/Os Gallegos, Garcia, and Phippen are working on their rides to become an Acting Captain and will be used in this capacity as they are completed.

FF Barnhardt, Bello, Kelly and Sparpana completed the requirements to become Acting D/Os.

D/O Morris completed his Fire Officer I course and is eligible for the next promotional exam.

D/O Brian Onikeit completed his Fire Officer I Certification.

TRAINING HIGHLIGHTS

FF Veile learns how to use the concrete drill on the Collapse Truck. This tool would be used to breach through concrete to be able to insert a camera to communicate with trapped victims, or to run lifting cables through in a building collapse.

Tower 1 worked on their auto extrication skills with complicated scenarios at the PFA training center. It is important that the crews learn the basics flawlessly, then practice the “what ifs”.

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

Crews performed elevator rescue training to ensure they could reach persons trapped in an elevator from the top of the car, as well as through the elevator doors.

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Special Operations

th 4 Quarter 2020

Prepared by: BC Butler

Date: 01/07/2021

Technical Rescue

In October, the PFA hosted a Rigging for Rescue and Beyond class. This course allowed those who had attended the standard Rigging for Rescue class to further refine their high-angle rescue skills and work on a more advance set of technical problems.

Several equipment purchases were made to upgrade extrication capabilities. We also updated our stock of rescue ropes to 11mm diameter and purchased new equipment to better facilitate patient access and stabilization during high-angle rescues. The training and equipment for these upgrades will be rolled out in May of 2021.

Additional technical rescue equipment was purchased for the outfitting of the new heavy rescue along with the development of a training and outfitting plan for placing the new Rescue 1 into service in March 2021. This new apparatus will replace the rescue apparatus purchased from Wellington, which will undergo conversion to a new HazMat squad.

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

Practicing pick-off rescues Litter raise during Rigging for during Rigging for Rescue class Rescue class

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Hazardous Materials

The HazMat team completed Level-A suit testing, completed the Foam 10 disposal project, and updated the program’s documents. The team held its three monthly training meetings and used the foam disposal project as a training opportunity. Notable incidents include the Wellington train derailment and coordinating biohazard found on a call. HazMat also partnered with the Unmanned Aerial Systems (UAS) team in assisting Fort Collins Natural Areas and environmental agencies with assessing a dump site located in Bobcat Ridge Natural Area that was impacted by the Cameron Peak Fire.

HazMat and UAS programs teamed-up to assess a dump site impacted by the Cameron Peak Fire.

Unmanned Aerial Systems (UAS)

PFA hosted a drone pilot class in November and welcomes Mike McDonnell, Josh DeSanti, and Geoff Butler to the roster of eleven FAA licensed pilots. The UAS team assisted Fort Collins Natural Areas and environmental agencies with an aerial assessment of a dump site located in Bobcat Ridge Natural Area that was impacted by the Cameron Peak Fire. As Captains Dreckman and Kettle head towards retirement, the UAS program prepares for a passing of the torch. We thank Captain Dreckman for getting this program off the ground and all that he and Captain Kettle have accomplished.

Wildland Fire Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

The Cameron Peak Fire continued into the fourth quarter. In addition to a third two- week engine deployment on the fire, PFA continued to participate in the Larimer County surge taskforce (7 shifts) and staffed its own taskforce as the fire approached and burned into our jurisdiction (10 shifts with 1 to 6 apparatus). We also deployed engines and supervision to Estes Park to assist with the East Troublesome Fire (2 shifts). In total, PFA staffed approximately 91 “engine crew days” and 57 “overhead days” on these two incidents.

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Despite the tragic loss of five structures within our jurisdiction, the outstanding efforts of PFA career and volunteer firefighters prevented additional damage and loss from Colorado’s largest recorded wildfire. Alongside cooperating resources, PFA firefighters defended structures, rescued residents who had not evacuated, performed burnouts, and worked tirelessly to contain and mop-up the fire in Redstone Canyon.

Fire cresting the ridge as it PFA crews participating in a burnout moves into Redstone Canyon operation in Redstone Canyon

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Community Safety and Service Division

th 4 Quarter 2020

Prepared by: DC Howell

Date: 01/07/2021

Fire Prevention Activity Plan Average Days Initial Reviews Number Review/Permit in Review Fees Collected New Building Plan 10 $22,691.39 13.20 Tenant Finish Plan 56 $68,406.94 Sprinkler 56 Fire Alarm 27 Hood & Duct 3 13.76 $46,338.92 Gas Detection Systems 1 Smoke Control Systems 2 Spray Booth 2 ASTi / USTii 15 8.27 $7950.00 ERRCiii/PV 13 Total Fourth Quarter Fees Collected $146,787.25

Inspections Completed Construction 145 Inspections Sprinkler & General Safety 1362 Sprinkler Inspections Billed $54,915.24 Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) Large construction projects in process Willow Street Residences Ridgewood Hills CSU Equine Hospital Elevations Credit Union Larimer Co Jail Expansion CVID Lab Old Town Crowne DMA Plaza CSU Shepardson Lakeview on the Rise Mason Place CSU Forestry The Social PRPA Addition CSU Bay Facility (These are on-going inspections—sometimes 6-15 inspections per project)

i AST – Above Ground Storage Tanks ii UST – Underground Storage Tanks iii ERRC – Emergency Responder Radio Communication iiii PV – Photovoltaic Packet Pg. 117 8.c

Support Division Health and Safety 4th Quarter 2020

Prepared by: BC Rice

Date: 1/6/2021

This will unfortunately be the only Quarterly Report you receive from me as I have decided to ask for a voluntary demotion and return to the rank of Captain. I moved into this position in October and assumed duties of this position from Chief DeBaere. In his year long tenure Chief DeBaere did much to improve and streamline this position. As far as Health and Safety goes, probably the biggest change you will see going forward is we transitioned our Safety Officer position from three shift positions to a single 40- hour position. Many of our issues we encounter with health and safety occur on the drill ground and long systemic issues that are affecting the fire service. Cancer and suicide are now the number one and two leading causes of death in firefighters overall and cardiac issues is now a distant third. Part of our goal with a constant 40-hour position is look at how PFA can get in front of and be a leader when it comes to some of these emerging issues.

Captain Dustin Hampton will be the new Safety Officer beginning January 11th. He comes to this position after completing three very successful years as a Captain within the Training Division. He will also do many of the other tasks the prior safety officers had as well as running on calls when deemed necessary.

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

2020 unfortunately was a very busy year for reported injuries as well as suspected exposures. Due to COVID-19 we were in uncharted waters with information and recommendations from national experts changing frequently, especially early in the pandemic. For year ending we had 39 folks fill out possible forms for possible exposure. Not all of these were for related to COVID-19. Many of them were filled as precaution as there were a lot of unknowns surrounding possible exposure and COVID-19. Some was for lack of or wrong PPE usage as we all learn the normal. Thankfully, we only

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have a handful of individuals acquire COVID-19 and only a couple were caught at work as opposed to their homes or other places. This is a great testament to our folks being diligent and wearing proper PPE in the stations, improving cleaning procedures with the stations and equipment, and staying home and away from work while feeling ill. Currently we have a robust supply of PPE, however those in charge of ordering supplies are constantly keeping an eye out for needed supplies.

Unfortunately, our experience modifier is going up again in 2021. We came into 2020 at 1.02 and in 2021 it will be 1.12. This puts us right in line with our peer departments, however we understand that this is not where we want to be and need to be able to reverse the trend of going up over the last several years. It is a little difficult to pinpoint right where the issue is, but as stated some areas where we hope to improve are injuries occurring while in the training environment as well as injuries sustained while exercising. These are two most common areas for injury.

Experience Modification Figures:

PFA 2021 2020 2019 2018 2017 Average 1.12 1.02 0.96 0.82 0.81 0.95

All Other Fire Districts 2021 2020 2019 2018 2017 Average 1.11 1.12 1.39 1.10 1.55 1.12

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Primary Self- Assessment 2018 2019 2020 2021 Strategic Category/ Output Actual Actual Revised Goal Initiative Criterion Measures Cost: Includes reserve; an estimate to $324,208 $500,489 $435,161 $400,000 7F.7: A cover costs process is in until a claim 1 – High Quality place to is closed and Innovative investigate and Lost time: Core Services document Work-related

accidents, modified duty 3 – Workforce injuries, and plus injury 284 279 333.37 250 Development/ legal actions, leave hours – Culture etc., which is shown as

supported by days missed 4 – Financial the agency's Recordable Responsibility information Accident

management Frequency: system. (# of injuries 5.8 3.8 7.68 5.0 x 200,000/ number of hours worked)

7F: The agencies occupational health, safety and risk management programs protect personnel and the organization Experience 0.82 0.96 1.02 1.12 from Modifier unnecessary

injuries or Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) losses from accidents or liability

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Injury Exposure Report: 2020 2019 2018 2017

Total 102 99 62 89 Injuries 55 68 63 62 Exposures 47 31 33 27 Recordable1 18 10 14 13 Cost2 N/A $470,408 $458,124 $324,208 Lost Time3 334 380 319 284 Frequency4 7.68 3.6 5.8 5.3 1 Uses OSHA recordable standard of treatment received beyond first aid 2 Includes reserve which is an estimate to cover costs until a claim is closed 3 Work-related modified duty plus injury leave hours - shown as shift days missed. 4 Recordable Accident Frequency; calculated using OSHA formula (# of injuries x 200,000/ number of hours worked).

Lost Time/Number of Shifts 400 350 300 250 200 150

Shift Days Missed 100 50 0 2013 2014 2015 2016 2017 2018 2019 2020 Work-related modified duty plus Injury Leave hours (shown as shift days missed)

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Total Injuries / Exposures Total Injuries/Exposures 120

100

80 55 64 69 60 61 66 76 40 40 54 20 47 33 31

Number of Injuries/Exposures 22 22 17 13 13 0 2013 2014 2015 2016 2017 2018 2019 2020

red = exposure and blue = injuries

Stations and On-going Building Projects

As you are aware, in July we created the Support Division Captain position. You have been updated on some of the work Captain Mark Hettinger has been able to do in his short amount of time in the position. You will see for some time more monies being spent on repair / upkeep / and remodel due to Captain Hettinger being in this position and allowing us to free up some backlogged projects. These are being done with already appropriated funds, but now we have the personnel dedicated to making sure these projects are occurring. Below is a list of some of what was accomplished in quarter four and rough projections for projects and timelines in 2021.

Recent fourth quarter accomplishments include: x Start of the new Training Center Kitchen x Admin 3rd floor inspectors room remodel x Admin water damage repair Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) x Station 10 generator repair and gas line replacement x Kick off the new mechanics bays x Station 7 soils testing and kickoff of station design x New gas line and paint at Station 12 x Continued work on hail damage repairs for Stations 6,10, and 14 x Completion for new fence at Station 4 x Office rebuild for Station 2

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Below are the projects we foresee completing in 2021 and their approximate quarter of completion:

Quarter 1 x Admin Generator x Station 10 Basement x Station 1 paint x Station 4 paint x Training Center Generator

Quarter 2 x Station 9 multiple items x Station 11 multiple items x Warehouse Office

Quarter 3 x Station 3 windows x Station 5 multiple items x Station 8 multiple items x Station 6 concrete/windows

Quarter 4 x Station 12 paint/carpet x Station 2 bay/bathrooms x Station 2 generator x Station 3 generator

Other things of note for the fourth quarter within Support is renewing our contract with Scott 3M for servicing and maintaining our extensive SCBA program. This is five one- year contracts.

We went out to Request for Proposal (RFP) to explore our options for garage doors and through the process we identified DHPace as our new provider. They will oversee and repair our 68 and growing garage doors. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Training Division 4th Quarter 2020

Prepared by: BCs Garcia and Barela

Program Description: Forging excellence in emergency services through training, education, and certification.

Program Work Projects/Priorities: 1. Training Calendar a. The 2021 Training Calendar was completed, approved, and distributed in Quarter 4. Work continues on upcoming trainings. 2. Recruit Class 20-2 a. Class 20-2 academy graduation was held in Quarter 4. After completing three weeks of post-academy, three probationary firefighters began working on-line in December. 3. Building A Renovations a. Renovation work began in the Building A breakroom/kitchen area at the end of December. Installment of new energy-efficient lighting also began. 4. Training Staff Rotations a. The training chief position rotated in Quarter 4 as Brandon Garcia assumed the Interim Operations Chief position. Tyson Barela was named the new Training Chief. Two training captain positions will rotate in 2021, Quarter 1: Dustin Hampton will move to the Safety Captain position; Patrick Love will return on-line at Station 14. Mike Pottle and Tony Dragan will fill the training captain positions. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Strategic Alignment & Progress

Training Center Operations & Maintenance

Primary Self- Assessment 1st 2nd 3rd 4th Strategic Category/ Output Quarter Quarter Quarter Quarter Initiative Criterion Measures Number of trimester inspections Core Competency of all 1 – High 8C.1: Facilities and facilities, Quality and Apparatus are props, and Innovative provided to support equipment Core Services the agency’s all- to identify hazards training potential 3 – Workforce needs. The safety 100% 100% 100% 100% Development/ agency has plans problems, Culture addressing any limiting facilities and exposure to 4 – Financial apparatus not hazards Responsibility available internally and to complete lowering training activities. risk completed on time.

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Employee Training and Development

Primary Self- Assessment 1st 2nd 3rd 4th Strategic Category/ Output Quarter Quarter Quarter Quarter Initiative Criterion Measures Basic Skills – Complete rate of Target Solutions 81% 78% 76% 85% assignments within designated timeframe Driver Operator (DO) – Completion rate Report- Report- Report- of Target able at able at able at Solutions 100% year- year- year- assignments end end end within Core designated 1 – High Competency timeframe Quality and 8B: Training (DO) – Innovative and Education Provision of DO Core Services N/R 100% N/R N/R Program academy during

Performance calendar year 3 – Workforce Training/ Truck DO – Development/ education Completion rate Culture programs are of Target Report- Report- Report-

provided to Solutions able at able at able at 4 – Financial 100% support the assignments year- year- year- Responsibility agency’s within end end end

needs. designated timeframe Officer Development – Provision of Fire Officer I 100% 100% and II classes in N/R N/R

for FOII for FOI Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) conjunction with higher- education institution Officer Development – Provision of 100% N/R N/R N/R Fire Instructor I classes

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Officer Development – Completion rate of Target Solutions 79% 74% 75% 80% assignments within designated timeframe Officer Development – Provision of 100% N/R N/R N/R Captain/BC academy during calendar year Core Competency 8B.3: The Review, agency develop and evaluates deliver individual and Company 50% of 50% of crew Performance N/R 100% N/R 100% performance Tasks (CPTs) for year for year through used to validated and evaluate crews documented on core performance- competencies based measurements Core Maintain Competency training records/ 8B.5: The certifications 100% 100% 100% 100% agency throughout the maintains a year to NFPA training standard records Analyze training management records system that annually for 100% 100% 100% 100% meets ISO, regulatory, recognized and PFA policy

standards compliance Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Recruit Fire Academy

Primary Self- Assessment 1st 2nd 3rd 4th Strategic Category/ Output Quarter Quarter Quarter Quarter Initiative Criterion Measures Core Competency % of recruits 8B.3: The that agency complete the evaluates FRFC individual and Recruit crew Academy to N/R 100% N/R 100% performance be certified through at a validated and minimum of 1 – High documented Firefighter I Quality and performance- and Hazmat Innovative based Operations Core Services measurements

% of recruits 3 – Workforce who Development/ successfully Culture Report- Report- Report- complete able at able at able at their post 100% 4 – Financial year- year- year- Core academy Responsibility end end end Competency introductory

7B.5: A new period within member one year orientation % of recruits program is in who place complete a Report- Report- Report- task book able at able at able at 100% prior to the year- year- year- end of their end end end introductory year

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Certification

Primary Self- Assessment 1st 2nd 3rd 4th Strategic Category/ Output Quarter Quarter Quarter Quarter Initiative Criterion Measures % of firefighters possessing required Core certificates 100% 100% 100% 100% Competency based on 8A.4: The their agency has eligibility and identified current minimum levels policy of training % of required for all firefighters positions in the passing organization training 100% 100% 100% 100% 1 – High Quality programs and Innovative and Core Services obtaining certifications 3 – Workforce % of Core Development/ Captains Competency Culture and BCs 96% 96% 96% 96% 8B.1: A certified to process is in 4 – Financial Fire Officer I place to ensure Responsibility that personnel

are % of BCs appropriately certified to 72% 72% 75% 81% trained Fire Officer II Core Competency 8B.5: The % of current agency certifications maintains a filed training records electronically 100% 100% 100% 100% management in a Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) system that searchable meets format recognized standards

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Program Inputs: 1. 5 Training Division staff members: 1 Battalion Chief, 3 Captains, 1 Civilian 2. Budget tracking: a. Recruit Academy i. Budget: $197,342.00 ii. Actual: $121,229.48 iii. Available: $76,112.52 b. Employee Training & Development i. Budget: $131,521.00 ii. Actual: $49,774.50 iii. Available: $81,746.50 c. Certification i. Budget: $64,606.00 ii. Actual: $32,690.54 iii. Available: $31,915.46 d. Training Center Operations i. Budget: $740,964.00 ii. Actual: $771,074.69 iii. Available: - $30,110.69

Work Status: 1. Training Calendar a. Challenges i. No current challenges to report. The Training Division completed the calendar and distributed in Quarter 4. b. Counter Measure i. No counter measure to report. 2. Recruit Class 20-2 a. Challenges i. No current challenges to report. The 20-2 academy ran smoothly considering COVID-19 measures. Academy graduation occurred in Quarter 4.

b. Counter Measure Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) i. No counter measure to report. 3. Building A Renovations a. Challenges i. Completing the project with current workload and outside vendor schedules. b. Counter Measure i. Support Division is developing infrastructure project management.

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4. Training Staff Rotations a. Challenges i. Having three staff rotations simultaneously. b. Counter Measure i. Training Division is working to minimize organizational impact for a seamless transition.

Previous Accomplishments: 1. January: Ice Rescue Training, Acting Captain Academy, Acting BC Academy 2. February: New classroom furniture/technology, beginning of Recruit Class 20-1 3. March: COVID-19 response 4. April: Stillwater Training, restructuring of Recruit Class 20-1 5. May: Swiftwater Training, new Burn Building construction 6. June: Driver Operator Academy, new Burn Building Instructor training, CPTs, Truck Support Trench Rescue Training, Recruit Class 20-1 Graduation 7. July: Major Emphasis Training: Hoarding Review, Driver Operator CMCB certification testing 8. August: MUSAR Trench Class, Major Emphasis Training: Active Assailant, BC Assessment Center, beginning of Recruit Class 20-2 9. September: Blue Card Training, Truck Support: Big Rig Training

Program Outcomes: 2020 Highlights 1. Recruit Academy a. 5 recruits graduated from a modified academy on 6/19/2020 b. 3 recruits graduated from academy on 12/3/2020 2. Employee Tuition Reimbursement a. Nearly $9,000 reimbursed; COVID-19 impacted tuition reimbursement 3. Educational Requests a. Over 40 requests approved; COVID-19 impacted educational availability 4. Certifications a. Over 70 certifications earned.

5. Reportable Training Hours Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) a. Nearly 37,000 hours completed; COVID-19 impacted training hours

Program Special Interests:

Community Partnerships

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We continued our commitment to community partnerships in Quarter 4. COVID-19 impacted use; however we opened our facilities for training to Fort Collins Police Services and NOCO Bomb Squad.

Training continues working on the final MOU with the City of Fort Collins Utilities to build and utilize additional training props at the Training center.

October 1. Trainings held: a. Driver Training 2. Company Performance Tasks (CPTs) a. Companies completed 1¾ fire attack, reset, forcible entry and vertical ventilation tasks

November 1. Trainings held: a. 8-Hour Day i. EMS rotations and mask fit testing held in the morning; live fire evolutions held in the afternoon

December 1. Trainings held: a. EMS Evolutions 2. Recruit Class 20-2 Graduation a. Nine recruits graduated on 12/3/2020, representing four FRFC departments. b. PFA’s three recruits completed an additional three weeks of post-academy training and started on-line duty.

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Planning and Analysis th 4 Quarter 2020 Prepared by: BCs DeBaere and Pietrangelo

Prepared by: BC Jones

Date: 01/07/2021

During the fourth quarter of 2020 the Planning and Analysis office continued to focus on accreditation specific tasks including hosting an in-person site visit by the Commission of Fire Accreditation International (CFAI) evaluators October 4 -7. The result of this year’s hard work and the push for demonstratable continuous improvement was being accredited by the CFAI for another five-year cycle. The Poudre Fire Authority board was able to bear witness to the CFAI hearing as it was hosted virtually on December 15 – a first in accreditation history. This was an organization wide effort led by Battalion Chief Ron Simms in Planning and Analysis. By the end of that same day, Chief Simms handed Planning and Analysis over to Battalion Chief Sean Jones who will serve in the capacity for the duration of this 5-year cycle.

Flashover Analysis

In the fourth quarter of 2020 there was one fire that reached flashover prior to PFA arrival. There were 17 incidents calculated in the third quarter, 12 were structure/building fires and 5 other fires met the criteria of this measure. Five of the building fires had to be extinguished by crews on scene with proper deployment of hoselines inside of the structure and one was extinguished on the outside of the structure. 1 fire was extinguished by a code mandated suppression system prior to the arrival of firefighters and 2 other fires were extinguished with fire extinguishers that were not code mandated. There was total of 57 incidents that were coded as fires by report authors in the third quarter of 2020.

The performance for the fourth quarter flashover measure was 94% for PFA with the goal being 85%. YTD this measure sits at 95%.

Response Time Analysis Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

The fourth quarter continued with the trend of increased overall response times in both the urban and the rural areas as well as most planning zones (station areas) from 2019 to 2020.The number of incidents per month and quarter continues to decrease as well. PFA’s response time performance was significantly impacted by the change in the size of the urban area from 48 square miles to 77 square miles. The COVID 19 pandemic has also had an overall impact on response times in 2020 due to increased safety precautions (PPE and information gathering).

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4th Quarter Response Data

Incident Types by NFIRS Category (YTD 2019-2020) Call Type by NFIRS Category YTD 2019 YTD 2020 % Change Pending Completion 2 29 1350.00% 1-Fire 276 313 13.41% 2-Overpressure Rupture, Explosion, Overheat 18 11 -38.89% 3-Rescue and EMS 14,473 14,875 2.78% 4-Hazardous Condition 496 440 -11.29% 5-Service Call 1,944 1,953 0.46% 6-Good Intent Call 3,396 2,624 -22.73% 7-False Alarm or Call 1,221 1,134 -7.13% 8-Severe Weather and Natural Disaster 4 12 200.00% 9-Special Incident Type 114 129 13.16% Total 21,944 21,520 -1.93%

Incident Types by NFIRS Category (Fourth Quarter 2019-2020) Call Type by NFIRS Category 4th QTR 4th QTR % Change 2019 2020 Pending Completion 0 4 #DIV/0! 1-Fire 63 57 -9.52% 2-Overpressure Rupture, Explosion, Overheat 6 3 -50.00% 3-Rescue and EMS 3,993 3,861 -3.31% 4-Hazardous Condition 145 133 -8.28% 5-Service Call 505 489 -3.17% 6-Good Intent Call 677 655 -3.25% 7-False Alarm or Call 333 305 -8.41% 8-Severe Weather and Natural Disaster 0 3 #DIV/0! 9-Special Incident Type 40 31 -22.50%

Total 5,762 5,541 -3.84% Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Incident Types by NFIRS Category (Oct 2019-2020) Call Type by NFIRS Category Oct 2019 Oct 2020 % Change Pending Completion 1 1 0.00% 1-Fire 26 26 0.00% 2-Overpressure Rupture, Explosion, Overheat 1 0 -100.00% 3-Rescue and EMS 1,296 1,299 0.23% 4-Hazardous Condition 57 49 -14.04% 5-Service Call 184 182 -1.09% 6-Good Intent Call 226 232 2.65% 7-False Alarm or Call 138 109 -21.01% 8-Severe Weather and Natural Disaster 0 3 #DIV/0! 9-Special Incident Type 12 19 58.33% Total 1,941 1,920 -1.08%

Incident Types by NFIRS Category (Nov 2019-2020) Call Type by NFIRS Category Nov 2019 Nov 2020 % Change Pending Completion 1 2 100.00% 1-Fire 23 19 -17.39% 2-Overpressure Rupture, Explosion, Overheat 2 2 0.00% 3-Rescue and EMS 1,344 1,213 -9.75% 4-Hazardous Condition 38 44 15.79% 5-Service Call 157 159 1.27% 6-Good Intent Call 227 216 -4.85% 7-False Alarm or Call 110 95 -13.64% 8-Severe Weather and Natural Disaster 0 0 #DIV/0! 9-Special Incident Type 18 6 -66.67% Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) Total 1,920 1,756 -8.54%

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Incident Types by NFIRS Category (Dec 2019-2020) Call Type by NFIRS Category Dec 2019 Dec 2020 % Change Pending Completion 0 1 #DIV/0! 1-Fire 14 12 -14.29% 2-Overpressure Rupture, Explosion, Overheat 3 1 -66.67% 3-Rescue and EMS 1,347 1,349 0.15% 4-Hazardous Condition 50 40 -20.00% 5-Service Call 162 148 -8.64% 6-Good Intent Call 222 207 -6.76% 7-False Alarm or Call 85 101 18.82% 8-Severe Weather and Natural Disaster 0 0 #DIV/0! 9-Special Incident Type 10 6 -40.00% Total 1,893 1,865 -1.48%

Calls by Apparatus (Fourth Quarter 2019-2020) 4th QTR 4th QTR Call Type by Apparatus 019 2020 % Change BC1 99 75 -24.24% BC2 68 63 -7.35% FB01 265 199 -24.91% E01 803 796 -0.87% E02 530 388 -26.79% E03 575 598 4.00% E04 686 594 -13.41% E05 874 822 -5.95% E06 511 448 -12.33% E07 163 129 -20.86%

E08 265 217 -18.11% Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) E10 581 549 -5.51% E12 402 500 24.38% E14 411 254 -38.20% SO01 156 127 -18.59% TW01 310 363 17.10% L05 229 370 61.57% RAM01 226 256 13.27% Total 7,154 6,748 -5.68%

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Incident by NFIRS Property Use within Poudre Fire Authority’s Jurisdiction (Fourth Quarter 2019-2020) Call Type by NFIRS Property Use 4th QTR 4th QTR % Category 2019 2020 Change No Property Use Recorded 468 461 -1.50% 1 - Assembly 339 188 -44.54% 2 - Educational 80 37 -53.75% 3 - Health Care, Detention & Correction 587 524 -10.73% 4 - Residential 2,925 2,934 0.31% 5 - Mercantile, Business 228 243 6.58% 6 - Industrial, Utility, Defense, Agriculture, Mining 8 8 0.00% 7 - Manufacturing, Processing 12 14 16.67% 8 - Storage 44 32 -27.27% 9 - Outside or Special Property 1,065 1,100 3.29% 10 - Common Values - 9 0 100.00% Total 5,765 5,541 -1.50%

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Incident by Day and Time Fourth Quarter 2020 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 0 22 21 19 24 21 20 20 1 19 16 31 13 10 13 13 2 16 11 8 11 14 21 17 3 16 9 10 13 12 14 18 4 18 9 14 14 10 8 13 5 19 16 14 17 12 16 13 6 14 20 10 20 15 12 12 7 29 21 37 32 32 35 18 8 31 35 36 39 34 32 28 9 30 42 47 40 38 35 32 10 33 59 35 38 36 39 36 11 40 45 43 52 52 42 41 12 41 61 51 38 41 51 34 13 55 61 55 58 57 43 48 14 43 33 45 57 60 34 47 15 40 56 52 58 50 40 48 16 42 40 45 52 49 65 36 17 50 52 48 49 56 43 54 18 35 49 47 40 49 51 36 19 51 29 46 41 31 60 44 20 32 36 34 31 25 35 30 21 19 30 26 40 43 35 41 22 23 24 24 29 35 33 32 23 25 17 24 13 30 40 46

Response Times Urban Area Fourth Quarter 2019-2020 Year 90th Percentile Percentage Total Response Time 6:20 Total Number of Response Time Calls Met Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business) Fourth Qtr 9:05 45% 2,265 2019 Fourth Qtr 8:57 52.3% 2,075 2020

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Response Times Rural Area Fourth Quarter 2019-2020 Year 90th Percentile Percentage Total Response Time 12:20 Total Number of Response Time Calls Met Fourth Qtr 14:46 76% 146 2019 Fourth Qtr 14.28 85% 141 2020

Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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Volunteer Program

th 4 Quarter 2020

Prepared by: Captain Vander Vliet

Date: 01/07/2021

CALL VOLUME

Station 9 – 17 calls for service in the Fourth Quarter, from medicals to smoke investigations

Station 11 – 1 Call

CREW HIGHLIGHTS

Stations 9 and 11 spent hundreds of personnel hours on the spot fire caused by the Cameron Peak Fire. There are several instances of PFA Mission Statement of the volunteers responding skillfully to their areas and beyond. Time was spent rehabilitating apparatus, stations, and gear. Attachment: 4th QTR Activity Reports (9909 : Briefing Papers / Other Business)

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CORRESPONDENCE

Item #: 9 Meeting Date: 01/26/2021 PFA Staff: Kirsten Howard Prompt, Skillful, Caring

SUBJECT:

Correspondence

EXECUTIVE SUMMARY

Correspondence has been included that may be of interest to Board members, community members, and employees.

ATTACHMENTS a. CSU Undergraduate Leadership Correspondence b. Group Correspondence c. Guthrie Correspondence d. Hoeven Correspondence e. Jack Correspondence f. Johnson Correspondence g. Lessard Correspondence h. Neguse Correspondence i. Orella Correspondence j. Thank you Correspondence k. Thank you Firefighters Correspondence l. Zoccali Correspondence

Packet Pg. 141 9.a Attachment: CSU Undergraduate Leadership Correspondence (9917 : Correspondence)

Packet Pg. 142 9.b Attachment: Group Correspondence (9917 : Correspondence)

Packet Pg. 143 9.c Attachment: Guthrie Correspondence (9917 : Correspondence)

Packet Pg. 144 9.d Attachment: Hoeven Correspondence (9917 : Correspondence)

Packet Pg. 145 9.d Attachment: Hoeven Correspondence (9917 : Correspondence)

Packet Pg. 146 9.e Attachment: Jack Correspondence (9917 : Correspondence)

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From: [email protected] To: SLT; PFA IT; HR; Hayley Spurrier Subject: [EXTERNAL] Poudre Fire Authority: PFA Employee Feedback Form Date: Friday, January 15, 2021 1:15:32 PM

[NOTICE: This message originated outside of Poudre Fire Authority -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.]

A new entry to a form/survey has been submitted.

Form Name: PFA Employee Feedback Form Date & Time: 01/15/2021 12:15 PM Response #: 15 Submitter ID: 35126 IP address: 73.14.40.191 Time to complete: 7 min. , 53 sec.

Survey Details

Page 1

We value your opinion, and appreciate the time you took to share your feedback. First Name JD Last Name JOHNSON Email Address [email protected] Phone Number 970-690-5699 Address 2325 LIMOUSIN CT Address 2 Not answered City FORT COLLINS State Colorado ZIP Code 80526 Date of Emergency None

Response/Employee Attachment: Johnson Correspondence (9917 : Correspondence) Contact Comments and Questions I live behind the Safeway store at Drake and Taft Hill and have a compliment about Fire Station 4.

Fire Station 4 had old fencing at the corner that was replaced with a black iron fence. I was pleased to see such a nice fence installed that provides a view of the open space behind the fence. I can't wait until spring when the trees leaf out, giving us a green corner to view as my family travels by your fire station.

Nice choice of fencing, looks great for our community to enjoy your open space.

Thanks so much, J.D. Johnson

Packet Pg. 148 9.g Attachment: Lessard Correspondence (9917 : Correspondence)

Packet Pg. 149 9.h Attachment: Neguse Correspondence (9917 : Correspondence)

Packet Pg. 150 9.i Attachment: Orella Correspondence (9917 : Correspondence)

Packet Pg. 151 9.j Attachment: Thank you Correspondence (9917 : Correspondence)

Packet Pg. 152 Attachment: Thank you Firefighters Correspondence (9917 : Correspondence) : (9917 Correspondence Firefighters you Thank Attachment:

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From: [email protected] To: SLT; PFA IT; HR; Hayley Spurrier Subject: [EXTERNAL] Poudre Fire Authority: PFA Employee Feedback Form Date: Wednesday, January 20, 2021 5:07:32 AM

[NOTICE: This message originated outside of Poudre Fire Authority -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.]

A new entry to a form/survey has been submitted.

Form Name: PFA Employee Feedback Form Date & Time: 01/20/2021 4:07 AM Response #: 16 Submitter ID: 35154 IP address: 69.128.36.28 Time to complete: 37 min. , 45 sec.

Survey Details

Page 1

We value your opinion, and appreciate the time you took to share your feedback. First Name Heather Last Name Zoccali Email Address [email protected] Phone Number 9702177448 Address 2905 W Magnolia St. Address 2 Suite A City Fort Collins State Colorado ZIP Code 80521 Date of Emergency multiple

Response/Employee Attachment: Zoccali Correspondence (9917 : Correspondence) Contact Comments and Questions Dear PFA, To say our family has been a bit extra is an understatement, and by default have joined us for this brutally beautiful ride. My name is Heather Zoccali and you have been a part of our family's life in multiple meaningful ways. My other half, Matty Zoccali, works with many of you through the City (ERA-Team), I am sure you adore him always telling you what you can and cannot do per environmental rules (enviro-cop). You saved my son's life, Connor Walsh, when he was walking to school and was hit by a hit and run driver in 2015, you made him feel like Superman with your fast acting skills, words of encouragement, support, and big hearts. You have been there for me more times than I even like to think about through my struggles with seizures, cancer, an autoimmune disease-often comforting my young sons as you put me into the ambulance- this seemingly small act of kindness has had a profound effect on my children that you could never know or understand, but please know it mattered. You have inspired my quiet, brave, self-sacrificing

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son Max to be like you and pursue firefighting as a career. (Matty wants to be like you too but he is now too old and is not found of running and the gym in general) You visited Connor in the ICU, down at Craig Hospital during his rehab, when you most definitely did not have to-you did it because you are some of the most amazing, giving, brave, kind, bad-ass people around. The other day (I don't remember) but do know once again you were there for our family (if I had a buck for every time you have been there for us I could take us all out to Red Lobster for a good meal;-) Knowing when our family hears sirens we tense up and all text one another to make sure we are all safe is a crappy side-effect of this brutally beautiful life we are living and knowing that if the sirens are coming for us, that we have you in our corner-well that is about the best gift you could give this family. I thank you, your families, your support teams, and all you do. You are true heroes to us in every meaning of that word. Special thanks to Matt Howsley, Mike Spasve, Jay Klausen, Steve Fillingham, Eric Labato, Engine 2, and so many others. To all the team who helped me at HSC 1/18. Thanks! Lots of love, Heather Zoccali

Would you like to be contacted regarding your comments? (○) Yes

How do you prefer we contact you? [×] Email

Please rate the level of service you received below. [×] Exceeded Expectations

Thank you, Poudre Fire Authority

This is an automated message generated by the Vision Content Management System™. Please do not reply directly to this email. Attachment: Zoccali Correspondence (9917 : Correspondence)

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