South Metro Fire Rescue Authority Standards of Cover Approved

South Metro Fire Rescue Authority Standards of Cover Approved by Board of Directors June 22, 2015 Submitted for Agency Consideration To: Commission on Fire Accreditation International, Inc.

Introduction

The following report serves as the South Metro Fire Rescue Authority “Integrated Risk Management Plan: Standards of Cover” document. The Commission on Fire Accreditation International Inc. (CFAI) defines the process, known as “deployment analysis,” as written procedure which determines the distribution and concentration of fixed and mobile resources of an organization. The purpose for completing such a document is to assist the agency in ensuring a safe and effective response force for fire suppression, emergency medical services, and specialty response situations in addition to homeland security issues.

Creating an Integrated Response Management Standards of Cover requires that a number of areas be researched, studied, and evaluated. The following report will begin with an overview of both the community and the agency. Following this overview, the agency will discuss areas such as risk assessment, critical task analysis, agency service level objectives, and distribution and concentration measures. The agency will provide documentation of reliability studies and historical performance through charts and graphs. The report will conclude with policy recommendations.

Table of Contents

Content Page # Section 1- Communities Overview 6 Section 2- Services Provided 14 Section 3- Risk Assessment 22 Section 4- Risk Reduction 49 Section 5- Historical System Performance 63 Section 6- Draft Performance Measures 66 Section 7- Performance Measurement Methodology 72 Section 8- Performance System Evaluation 73

Section 9- Organization Evaluation and Recommendations 74 Exhibit #1- SMFRA Boundary 80 Exhibit #2- SMFRA Boundary and Neighboring Agencies 81 Exhibit #3- SMFRA Topography 82 Exhibit #4- SMFRA Revenue 83 Exhibit #5- SMFRA Historical Performance 84 Exhibit #6- SMFRA Critical Tasks 90 Exhibit #7- Response Performance Description 109 Exhibit #8- First Due Analysis 157 Exhibit #9- Second Due Analysis 158 Exhibit #10- Predicted ERF Analysis (Commercial) 159 Exhibit #11- Predicted ERF Analysis (Residential) 160 Exhibit #12- Hazardous Materials Storage/Use Risk 161 Exhibit #13- Occupancy Risk 163 Exhibit # 14- Occupancy Risk 163 Exhibit # 15-Travel Time Non-Compliance 164 Exhibit # 16- Turnout Time Reports 165 Exhibit # 17- Unit Reliability 166

Executive Summary Fire Chief Bob Baker

In 2016 the Parker Fire District and South Metro Fire Rescue (currently operating as the South Metro Fire Rescue Authority) will complete their full consolidation as a combined special district. At that time the South Metro Fire Rescue District (SMFR) will continue to proudly serve the cities of Castle Pines, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, Lone Tree, Parker and portions of unincorporated Arapahoe and Douglas Counties. SMFR will also continue the constant pursuit of excellence established by its founding members through the process of maintaining accreditation through the Commission on Fire Accreditation International (CFAI). This Standard of Cover fulfills several important requirement for accreditation identifying the risks in our community, establishing levels of service to respond to those risks, and evaluating our performance. It is a living document that responds to the changing needs of our community and constantly seeks opportunities for improvement.

The formation of this Standard of Cover has been a collaborative process where input was received from community and business stakeholders to determine the most important factors in our delivery of emergency services. We learned that our stakeholders want; a quick response to their emergencies; delivered by highly-qualified employees; using up-to-date technology; in a fiscally responsible manner; and with the ultimate goal of preserving life and property. The creation of SMFR resulted in cost-saving efficiencies and the strengthening of resources to help us meet those expectations. This Standard of Cover reflects new opportunities to re-define staffing levels, placement of emergency apparatus, and the speed and response force that we can reliably deliver.

The Standard of Cover reflects that SMFR provides all-hazards response capabilities to our communities and surrounding region. Requests for emergency medical services represents the greatest demand upon the SMFR resources so our priority is to provide advanced life support (ALS) on every medical/trauma emergency with paramedic-level professionals responding from

4 strategically located ALS engines and medic units. The strategic placement, staffing, and training of our special teams also enhance our ability to respond to emergencies involving wildfires, hazardous materials, water rescue and recovery, technical rescue, and aircraft rescue and firefighting.

One of the significant enhancements introduced into this new Standard of Cover is the use of varying travel time standards established by the Commission on Fire Accreditation International (CFAI). These standards reflect the diversity of SMFRA, where approximately 203,000 residents and thousands of daily visitors live, work and play in everything from high-density Denver Tech Center to the beautiful forests of Castle Pines to the wide open spaces of eastern Douglas County. Our evaluation shows that new urban, suburban, and rural travel time standards are a reliable indicator of the services we deliver and provide our organization a framework to continually improve how we distribute our resources.

Together with agreements with our neighboring fire agencies, we can deliver an effective firefighting, rescue, and all hazard response force to our communities. And while our Standard of Cover focuses primarily on emergency response, our service to our community doesn’t stop there. We continually strive to make our communities safer by dedicating resources to preventing and mitigating the effects of fires, medical emergencies, and natural/man-made disasters. One example of our agility in adjusting to the risk environment has been our deployment of an Advanced Resource Medic (ARM) vehicle; responding to low acuity medical incidents. SMFRA has programs dedicated to ensuring the safe construction and operation of businesses, adopting current fire codes and new technologies that save lives and property, providing children and at-risk populations with the education and tools to prevent fires and injuries, and helping our citizens prepare themselves for disasters.

This Standard of Cover is one element of SMFRA’s plan to reduce the risks in our communities and protect the lives and property of our citizens and those who visit. SMFRA is committed to collaborating with our stakeholders, providing the most effective services in a financially- responsible manner, and continually evaluating our performance in the constant pursuit of excellence.

Section 1-Community Served

1A. Governance Model The Parker Fire Protection District (Parker Fire) and South Metro Fire Rescue (South Metro) are legally established and recognized under Colorado Revised Statutes (CRS) § 32-1-103 and § 32- 1-205 and § 32-1-206 which govern the creation, election, and service plan of “Fire Protection Districts,” their boards, governance and administration. Parker Fire and South Metro entered into the “Parker-South Metro Fire Rescue Creation and Pre-Inclusion Agreement” dated April 24, 2008, as amended on September 16, 2008 and November 18, 2008 (“Authority Agreement”), whereby Parker Fire and South Metro agreed to integrate all aspects of their operations, administration, and services through the formation of a separate legal entity known as the South Metro Fire Rescue Authority (SMFRA).

Parker Fire was legally established by district court acceptance of a service plan submitted as required by § 32-1-205, C.R.S. This plan was approved July 12, 1966 to form a volunteer fire department serving properties located in two counties, Arapahoe and Douglas.

South Metro was legally established on October 25, 1951, as the Castlewood Fire Protection District, in Arapahoe County, Colorado. Castlewood Fire Protection District petitioned the District Court, County of Arapahoe, Colorado, for a name change to South Metro Fire Rescue which was granted December 31, 1998. South Metro included several smaller fire protection districts in Arapahoe and Douglas Counties in the past years.

The SMFRA board of directors is the “Authority Having Jurisdiction” (AHJ) in all matters. Parker Fire and South Metro each maintain independent boards that oversee their respective authorities and obligations under the Authority Agreement. The SMFRA board is made of 3 members from both the Parker Fire board and the South Metro board and one additional, non- affiliated board member. The current SMFRA board of directors retains all legal, financial, and governance responsibilities and designates the Fire Chief as responsible for all administrative matters. The Fire Chief, in turn, designates the Deputy Chief, the Assistant Chiefs and Directors with responsibilities for management and policy development. This model ensures separation of powers between the board and the executive and administrative leadership of the organization.

1B. Historical Facts South Metro Fire Rescue Authority (SMFRA) serves portions of Arapahoe and Douglas counties. Within these two counties, the incorporated cities served include: Castle Pines, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, Lone Tree, and Parker. SMFRA also serves several communities within the unincorporated portions of both counties. There is also “dual-jurisdiction” coverage shared with the City of Aurora on the northeast portion of the jurisdiction. The total land mass served is 178 square miles. Exhibit #1 shows these areas within SMFRA’s boundaries with the station locations.

Seventeen stations are staffed on a constant basis with various numbers of personnel and apparatus (companies) providing for emergency medical services (EMS), fire suppression and special teams capabilities. SMFRA works collaboratively with neighboring agencies to provide emergency services to the communities that border SMFRA. Mutual and automatic aid agreements help ensure timely response and capabilities needed. These agreements provide for aid to be given and received between fire agencies.

Exhibit #2 shows the distribution of the 17 Stations (numbered 31 through 47) in relation to the current SMFRA boundaries and neighboring agency stations. The station numbering scheme was derived by a regional group to support easier identification of responding units.

Local and regional coordination of emergency response occurs through several committees or groups. The Metro Operations Chiefs and the Southern Operations Chiefs are two important groups who examine and plan coordinated emergency response. Urban Search and Rescue (USAR), Urban Area Security Initiative (UASI), North Central Homeland Security Planning Region (NCR), Emergency Telephone 911 authorities, and regional hazardous materials teams are several other groups that contribute to coordinated response capabilities.

1C. Major Milestones 1941 Cherry Hills Fire District Formed (first in State) 1950 Parker Volunteer Fire District Formed 1951 Castlewood Volunteer Fire District Formed (Castlewood Fire Protection District). Brian Higgins Chief 1953 First Castlewood Fire Station (5800 South Ulster St.) 1963 First Building in the Denver Technological Center (DTC)

1963 Station 37 (Cherry Hills). 5701 S. University BL. Built, staffed 1964 First Paid Members of the Castlewood Fire Protection District 1968 Louviers Fire District Formed 1968 First Castlewood Paid Chief (Jim Doty) 1973 Castlewood has 9 Paid Members 1975 Station 33 (Castlewood), 7281 E Dry Creek Rd. Built, staffed 1977 Station 32 (Castlewood), 5945 S Quebec. Built, staffed 1978 Station 31 (Castlewood), 5901 S. Havana. Built, staffed 1979 Castlewood Volunteer Department is Dissolved 1980 Station 41 (Parker), 10795 S Pine Dr. Built, staffed 1981 Line of Duty Death, Parker Engineer John Wood 1983 Line of Duty Death, Parker Firefighter George Burton 1984 Station 43 (Parker), 8165 N Pinery PY. Built, staffed 1984 Castlewood Purchases Fist Computer 1986 Station 35 (Castlewood), 12080 E Briarwood Ave. Built, staffed 1986 Station 36 (Castlewood) 421 E Castle Pines PY. Built, staffed 1986 Station 44 (Parker) 12625 E Lincoln Ave. Built, staffed 1987 Castlewood Hires First Female Firefighters 1986 Castlewood Includes North Central Douglas County Fire District 1989 Cherry Hills Joins Castlewood 1989 Line of Duty Death (Capt. John Hager) 1992 Castlewood Purchases First Dedicated Administrative Building (7900 E Berry Pl 1993 Joint Services Facility (Parker), 17801 E Plaza Dr. Built, staffed 1994 Station 40 (Louviers) 10297 N Chatfield Dr. Built, staffed 1994 Metro Dive Team Formed 1996 Child Passenger Safety Program Started 1997 Station 39 (Castlewood), 475 W Happy Canyon Rd. Built, staffed 1998 Station 45 (Parker), 16801 Northgate Dr. Built, staffed 1999 Station 42 (Parker), 7320 S Parker Rd. Built (remodel), staffed 1999 Castlewood Changes Name to South Metro Fire Rescue 2000 Louviers Fire Protection District Becomes Part of South Metro 2002 Headquarters Building (South Metro) 9195 E Mineral Ave. Purchased, occupied 2004 Headquarters Building (Parker), 10235 Parkglenn Wy. Built, staffed 2006 Station 46 (Parker), 19310 Stroh Rd. Built, staffed 2008 South Metro and Parker Fire Districts Consolidate 2009 Station 47 (Parker) 11685 Tomahawk Rd. Built, staffed 2013 Station 38 (SMFRA) 2460 E Quincy Ave Built (replacement) 2014 Change of Command; New Fire Chief and Dept. Organization

1D. Funding Sources and Restrictions As special districts, Parker Fire and South Metro obtain general fund revenue from a property tax mill levy collected by the counties in which the Districts are located. Additional revenue is collected through specific ownership taxes on motor vehicles, fees, enterprise funds and investment of temporarily surplus funds.

The South Metro Rescue Authority receives the majority ($52.1 million out of $67 million) of its revenue from property taxes. The next biggest revenue generator is building/development plan reviews ($1.4 million).

There are two separate Enterprise funds; the EMS fund receives nearly $7 million annually and the headquarters building rental fund receives approximately $ 1 million annually. The entire revenue statement is shown in exhibit 3.

SMFRA was legally established on April 24, 2008 by the Authority Agreement described above. SMFRA is organized as a separate legal entity pursuant to § 29-1-203(4), C.R.S. In carrying out its purposes, SMFRA observes and complies with the statutes and laws applicable to a fire protection district, including but not limited to Parts 1, 5 and 6 of Article 1, Title 29, C.R.S., regarding budget preparation, accounting, and auditing; Part 4 of Article 6 and Part 2 of Article 72, and Article 10 Title 24, C.R.S., regarding open meetings, open records and governmental immunity; and Article X Section 20 of the Colorado Constitution (“TABOR”). To the fullest extent possible, the Authority is deemed a TABOR enterprise jointly established by Parker Fire and South Metro. SMFRA has the powers and authorities authorized to Parker Fire and South Metro and to a fire protection district operating pursuant to Article 1, Title 32, C.R.S., including but not limited to all powers and authorities authorized by §§ 32-1-1001 and 32-1-1002, C.R.S., except that SMFRA does not have the power to impose taxes or take property by eminent domain, unless specifically authorized in writing by Parker Fire and South Metro.

The Tax Payer Bill of rights (TABOR) amendment, mentioned above, limits the growth in spending for local governments such as SMFRA. Revenue growth is limited to the local (state) annual inflation rate.

Both districts, Parker and South Metro, have gained exemption from these restrictions through voter approval.

1E. Topography Topography varies in the jurisdiction from low bluffs to shallow canyons and wide valley drainages. Major development and transportation follow the topography. The northern area is relatively flat and urbanized interspersed with open space and parks. The southern portion features bluffs and shallow canyons. Extensive recreational trails and creeks exist throughout the area. The southern area has much less development and between both urban corridors is high desert prairie to scrub oak and pine forests, creating large areas of wildland urban interface where homes meet natural vegetation. To the west is more rural development with some industrial and heavy rail transportation. To the east again is high desert prairie with large acreage home site communities and suburban communities as seen in the south. Exhibit #4 represents the topographical features of the district.

1F. Climate Climate characteristics vary seasonally and extremes are experienced in several ways. Winter seasons are generally mild and interspersed with snow storms and occasional blizzards. Generally, snow storms melt off within days, which are aided with snow removal on major roads. Most snow storms result in a temporary increase of vehicle accidents with injuries and extrication. Blizzards, however, can quickly overwhelm resources and with major accumulation impede emergency response. Occasionally, the accumulation can weaken or collapse buildings. Fast winter storms can occur beginning in October through April. The transition to spring can experience heavy, wet snow storms, hail, and lightning. Spring generally allows plants to grow quickly before summer heat and seasonal drought occurs. Severe thunderstorms occur frequently in the late spring/early summer and can be accompanied by tornadoes, which occur rarely but pose a serious threat. Generally, wildfire risk increases during the late summer; however, depending on periods of extended drought, fire risk can increase any season. Autumn generally provides calm, cool weather patterns.

The weather norms as reported by the National Weather Service for Denver from 1872-2013:

Temperature- degrees, Fahrenheit Record high- 105 Record low- -29 Mean- 50.1 Average maximum temperature- 64.7 Average minimum temperature- 36.3 Precipitation Maximum (annual) 23.31 in.

Minimum (annual) 7.29 in. Maximum (24 hrs.) 2.39 Maximum (single storm) 4.65 Snowfall Maximum (annual) 115.9 in. Minimum (annual) 7.29 in. Maximum (24 hrs.) 9.1 in. Maximum (single storm) 11.7 in. Wind Average wind speed 9.7 mph. Highest wind speed 64 mph. Highest gust 97 mph. Sky cover # of fair days (annual) 69 # of partly cloudy (annual) 232 # of cloudy days (annual) 64 Humidity Average humidity (%) 52 Weather conditions Heavy rain (days) 14 Light rain (days) 80 Lt. freezing rain (days) 4 Heavy snow (days) 11 Light snow (days) 58

1G. Population Served This data was obtained from ESRI Inc. It includes historical data from 2000 to the present and also predicts the 2014 and 2019 demographics.

2014 Population estimate with 2019 forecast

SMFRA Demographic Summary - 2015 Update4 2000 % 2010 % 2014 % 2019 % Total Population 132,324 194,796 203,501 221,349 Gender/Age 2000 % 2010 % 2014 % 2019 % Male 66,380 50.2% 96,625 49.6% 100,969 49.6% 110,019 49.7% Female 65,944 49.8% 98,171 50.4% 102,531 50.4% 111,330 50.3% Median Age 39.2 41.8 40.6 41 Under Age 5 9,932 7.5% 12,576 6.5% 12,449 6.1% 13,856 6.3% Age 18+ 91,523 69.2% 139,815 71.8% 148,360 72.9% 161,874 73.1% Age 65+ 7,364 5.6% 15,762 8.1% 20,128 9.9% 25,860 11.7% Race/Ethnicity 2000 % 2010 % 2014 % 2019 % White 122,719 92.7% 171,517 88.0% 177,491 87.2% 190,262 86.0% Black/African American 1,780 1.3% 4,031 2.1% 4,441 2.2% 5,164 2.3% American Indian/Alaskan Native 456 0.3% 677 0.3% 675 0.3% 723 0.3% Asian 3,585 2.7% 10,120 5.2% 11,180 5.5% 13,227 6.0% Pacific Islander 42 0.0% 135 0.1% 161 0.1% 197 0.1% Other Race 1,458 1.1% 3,135 1.6% 3,655 1.8% 4,519 2.0% Two or More Races 2,284 1.7% 5,181 2.7% 5,899 2.9% 7,257 3.3% Hispanic 6,154 4.7% 13,672 7.0% 16,018 7.9% 20,320 9.2% Education (25+ years old)1,2 2000 % 2010 % 2014 % 2019 % Population 25+ 81,373 115,833 132,831 - High School 9,438 11.6% 15,394 13.3% 13,975 10.5% - Some College 17,704 21.8% 23,072 19.9% 25,586 19.3% - Associate’s/Professional School Degree 5,121 6.3% 13,957 12.0% 9,806 7.4% - Bachelor’s 30,588 37.6% 41,300 35.7% 49,917 37.6% - Master’s+ 16,399 20.2% 19,310 16.7% 28,382 21.4% - Households 2000 % 2010 % 2014 % 2019 % Total Households 47,456 76,136 76,194 83,265 Owner-Occupied Housing 39,446 83.1% 54,912 72.1% 55,491 72.8% 60,629 72.8% Renter-Occupied Housing 6,352 13.4% 17,602 23.1% 20,703 27.2% 22,636 27.2% Vacant Housing 1,658 3.5% 3,622 4.8% 3,324 4.4% 3,690 4.4% Median Home Value $266,247 $325,560 $435,519 $508,003 Ave. Household Size 2.9 2.8 2.6 2.6 Family Households 37,097 78.2% 53,315 70.0% 55,635 73.0% 60,551 72.7% Married-Couple Families 32,990 69.5% 45,229 59.4% - - Households w/ 1 or more under 18 21,521 45.3% 29,274 38.4% - - Income 2000 % 2010 % 2014 % 2019 % Median Household Income1 $88,805 $111,844 $112,738 $130,086 Households Below Poverty Level1,2,3 845 1.9% 2,543 3.9% 3,158 4.2% -

1. 2000 data retrieved from Esri American Community Survey 2000 Census Summary. 2. 2010 data retrieved from Esri American Community Survey Population Summary, 2005-2009 Estimate. 3. 2014 data retrieved from Esri American Community Survey Population Summary, 2008-2012 Estimate. 4. 2015 update retrieved from the July 1, 2014 version of the Esri 2014/2019 Updated Demographics.

1H. Development Within the Service Area SMFRA is home to several office parks; the Denver Technological Center is home to 1,000 companies in 14 million square feet;(not all of the park is in SMFRA), the Meridian Office park is 1,630 mixed use acres, the Inverness Office Park and several smaller office parks.

Park Meadows Shopping Center is considered a regional “retail resort.” It has 831,000 sq. feet of retail space including; 5 anchor stores and an outdoor retail/dining attachment.

Centennial Airport is home to 1000 based aircraft made up of single-engine, multi-engine, jets and helicopters. Four fixed based operators (FBOs) provide a full line of services; fuel, repairs, etc. There is one hotel and three restaurants on the property. There are three runways. The airport opened in May of 1968. In 2007 the airport recorded 335,649 operations (an operation is defined by the FAA as a takeoff or landing). This ranks Centennial as third in the nation amongst airports not certified for airport service, 25 overall.

SMFRA serves sections of three interstate highways; 25, 225 and 470 along with multiple state and county highways.

SMFRA also serves sections of two light rail lines; the “E” and F” lines share a common section of track and run north and south beside Interstate Highway 25 from the downtown Denver area to Lincoln Avenue in Douglas County and the “H” line runs from the intersection of E. Parker Road, along Interstate Highway 225, to the downtown Denver area. The E and F lines have six stops in the district, the H line has one.

Cherry Creek Reservoir- State Park is 3,346 acres of stored water and recreation sites. It stores 880 water acres and is 5,500 feet above sea level. There are 28 miles of paved roads and 2.9 unpaved. The park provides water recreation along with hiking, horse and bicycle riding, camp sites, picnic sites, a shooting range and a model aircraft airport.

Reuter Hess Reservoir is 16,200 acre feet to 72,000 acre feet drinking water supply for the cities of Parker and Castle Rock. It rises 185 feet above bedrock and is 1170 acres in size.

Section 2-Services Provided

2A. Services Performed SMFRA employs 357 personnel as of January 1, 2015. Two Hundred seventy six line personnel (Battalion Chiefs, Officers, Engineers, Paramedics, Firefighters) account for positions deployed at the 17 stations.

The Operations Division directs all line positions/activities including Fire Suppression and EMS. These programs are managed by the Ems Bureau chief and the Battalion Chiefs.

The Operations Chief reports to the Fire Chief and is responsible for:

 EMS  Fire Suppression  Line personnel operations

The EMS Chief reports to the Operations Chief and is responsible for:

 Response Quality Management  Patient Billing  EMS Training  Emergency Patient Care  Alternative Patient Care  Employee Care

The Preparedness Chief reports to the Fire Chief and is responsible for:

 Suppression Training  Public Education  Safety Foundation  Emergency Management  Special Operations

The Training Bureau Chief reports to the Preparedness Chief and is responsible for:

 Recruit Training  Fire Suppression Line Training  Engineer Academy  Fire Officer Academy  Command Academy  Volunteer Academy  Citizen’s Academy  Command Training Academy

The Emergency Manger reports to the Preparedness Chief and is responsible for Emergency Management and the Special Teams:

 Aircraft Rescue and Fire Fighting (ARFF)

 Wildland  Technical Rescue  Hazardous Materials  Dive  Urban Search and Rescue (USAR) SMFRA is a member of Colorado Task Force One, the authorized federal search and rescue team.

There are two Public Educators and they report to the Preparedness Chief.

The Life Safety Bureau is managed by the Fire Marshal and he reports to the Fire Chief. The Life Safety Bureau employs 20 personnel and is responsible for:

 Planned Development Review  Building Plan Review  Construction Compliance  Building Inspections  Hazardous Materials Storage and Use Compliance  Fire Investigations

The Support Services Chief reports to the Fire Chief and is responsible for:

 Fleet Services  Information Technology  Logistics  Facilities

Fleet Services employs 10 personnel and is responsible for:

 Fleet repairs  Vehicle Specifications and Purchasing  Incident Response Vehicle Support (Fuel, Minor Repairs at Incidents)

There are 5 personnel employed in the Information Technology Bureau. The Director reports to the Support Services Chief. IT is responsible for:

 Hardware Support  Software Support  Database Administration  Communication Technology

The Facilities Director reports to the Support Services Chief and has one and one half employees reporting to him. The Facilities Bureau is responsible for:

 Facilities Repair  Facilities Cleaning  Grounds Maintenance

The Logistics Unit has two employees and reports to the Support Services Chief. The unit is responsible for:

 PPE  Station Supplies  EMS Supplies

The Deputy Fire Chief reports to the Fire Chief and is responsible for:

 MetCom  Planning and Analysis  Community Relations  Human Resources.

The MetCom Director reports to the Deputy Chief and has 18 employees. MetCom is responsible for:

 Dispatch

 GIS related services; mapping, GEO coding  CAD Management

The Human Resources Director reports to the Deputy Chief and has two Human Resources Specialists. The Bureau is responsible for:

 New Hire Processes  Personnel Policies  Job Descriptions  Benefits Management

The Planning and Analysis Chief has one employee and reports to the Deputy Chief. The Planning and Analysis Chief is responsible for:

 External Relations  Authority Planning  Automatic/Mutual/Contract maintenance  Accreditation

2B. Existing Deployment and Baseline Performance SMFRA currently deploys 276 line personnel at 17 stations. There are three Shift Commanders and six Battalion Chiefs that mange the shifts. Each station contains front line apparatus and personnel. Line employees serve in progressive ranks; Firefighter (IV-I), Engineer, Paramedic, Paramedic Supervisor, Lieutenant, Captain, Battalion Chief and Shift Commander. Approved staffing for each Engine is a minimum of three or four personnel, based on station location. Each Engine has a Lieutenant or Captain, managing the crew, and Engineer and one or two Firefighters or Paramedics. Two of these Engines require one Paramedic for ALS coverage. Each Aerial (Tower) has a minimum of four personnel; one Lieutenant or Captain, managing the crew, one Engineer, and two Firefighters or Paramedics. SMFRA deploys nine Medic (ambulance) units. Four of these are minimum staffed with two Paramedics and the other five units are staffed with one Paramedic and one Paramedic or Firefighter. Each shift is managed by two Battalion Chiefs and one Battalion Chief operating as a Shift Commander; the Shift Commander is responsible for the two Battalion Chiefs.

13 Engine Companies (X BLS + X ALS) Special Teams 4 Tower Companies

9 Medic Companies Station No. Front Line Minimum Staffing Special Teams (Special Team) Apparatus Station 31 Engine 31 3 5901 S Havana St Medic 31(2 EMT-P) 2 (EMS Supervisor) Station 32 Battalion Chief 32 1 5945 S. Quebec St. Medic 32 (2 EMT-P) 2 Tower 32 4 Station 33 Engine 33 4 Dive 7281 E. Dry Creek Rd. Dive 3 Cross Staffed Station 34 Battalion Chief 34 1 (Shift Commander) Tech Rescue 8871 E Maximus Dr. Tower 34 4 Medic 34 2 Command 3 Rescue 3 Cross Staffed Tender (CAFS) Cross Staffed Station 35 Tower 35 4 ARFF 12080 E Briarwood Ave. Red 1 Cross Staffed Collapse Red 2 Cross Staffed Station 36 Engine 36 3 421 Castle Pines Pkwy Medic 36 2 Brush 36 Cross Staffed Station 37 Medic 37 2 5701 S University Blvd Station 38 Engine 38 3 Haz-Mat 2460 E. Quincy Ave. Haz-Mat 38 Cross Staffed MMRS Brush 38 Cross Staffed Station 39 (ALS) Engine 39 4 Wildland 475 Happy Canyon Rd. Brush-Engine 39 Cross Staffed Tender 39 Cross Staffed Station 40 (ALS) Engine 40 4 10297 N. Chatfield Dr. Brush 40 Cross Staffed Tender 40 Cross Staffed Station 41 Engine 41 4 Wildland 10795 S. Pine Dr. Medic 41 2 Brush Engine 41 Cross Staffed Tender 41 Cross Staffed Station 42 Engine 42 3 Dive 7320 S. Parker Rd. Medic 42 2 Brush 42 Cross Staffed Fan 3 Station 43 Engine 43 3 8167 N. Pinery Pkwy Brush 43 Cross Staffed Station 44 Engine 44 4 ARFF 12625 E. Lincoln Ave. Medic 44 (2EMT-P) 2 (EMS Supervisor) Foam Cross Staffed

Red 3 (Brush type VI) Station 45 Tower 45 4 Tech Rescue 16801 Northgate Dr. Rescue 45 Cross Staffed Collapse Tender 45 Cross Staffed Station 46 Engine 46 3 Haz-Mat 19310 Stroh Rd. Medic 46 2 MMRS Tender 46 Cross Staffed De-Con 3 Cross Staffed Station 47 Engine 47 3 11685 N. Tomahawk Snow-Cat 3 Cross Staffed Rd.

2C. Community Expectations

During the summer of 2009, SMFRA conducted several community input sessions to better understand the expectations of five key constituent groups: the board of directors, business owners or managers, government officials, institutions (healthcare, corrections, education), and community interest groups such as homeowner associations. These groups are collectively

20 referred to as “External Stakeholders”. The purpose of these sessions was to help SMFRA develop a community-driven strategic plan with a shared vision that assures local constituents of dependable response capabilities. A direct benefit of these sessions was assurance that the services delivered met the expectations of those attending.

In addition to the summary scores and resultant rankings of these priorities listed above, the next step (3) solicited expectations of the organization. The top 5 expectations from each group are presented for comparison in the table below.

Rank Directors Business Government Institutions Community 1 Quick Quick Response Timely Quick Quick Response Emergency Response to Response Responses Emergencies 2 Well trained Knowledge to Communications Well trained To provide and highly handle and transparency personnel protection of qualified emergency with local people and situations for government in property most favorable incidents and outcome issues 3 Fiscal Professionalism Highly trained Efficient and Up to date responsibility responders cost effective equipment with resources and facilities 4 Cost Well trained and Communications Accurate Well trained effective competent with local building plan staff delivery of personnel government reviews outstanding regarding building service level codes/enforcement 5 Predictable, Proper physical Prompt, world Protect our Preservation reliable and human class EMS citizens, of life service needs response clients and resident from injury

There are several strong, closely aligned themes presented by these groups’ top 5 priority rankings. These themes can best be summarized by using customer expectation statements. They expect:  Quick, timely response to emergencies with -  Well trained and highly qualified employees -  Using up to date technology purchased -

 In a cost effective, fiscally responsive manner -  Providing programs that preserve life and property. Additional input was obtained during the creation of the 2016-2020 strategic plan but the 2009 input is still valid today and continues to guide this Standards of Cover.

Section 3-Risk Assessments South Metro performed a comprehensive risk assessment in 2011 that guides many programs. This Risk Assessment and Mitigation Program (RAMP) was approved by the Federal Emergency Management Agency (FEMA) and this approval allowed SMFRA to pursue grant funding for wildland fire mitigation. This RAMP process is on a separate update cycle from the accreditation process. Much of the risk data in this document is form the RAMP process. A risk assessment that is specific to the accreditation process was performed in 2010-2011.

Physical Risk Factors

Geospatial Characteristics of the Service Area

Political Boundaries The South Metro Fire Rescue Authority provides for the operations of the Parker Fire Protection District and the South Metro Fire Rescue district. The service levels provided are determined by population density and service demands and are not affected by those political boundaries.

The emergency medical service protocols are governed by a regional collaboration of the medical directors (Denver Metropolitan EMS Protocols). The medical practices are not affected by local political boundaries.

Growth Boundaries The boundaries for the two districts are defined and has not changed significantly. There have been several properties annexed into the district in the last few years in areas where those properties were not being served by a fire department. There have also been several properties that were excluded from the district due to annexation by a neighboring city. The overall size and service distribution have not been affected.

Construction Limitations SMFRA does not have any construction limitations other than those listed in the adopted fire code (ICC). Construct could be affected by the Planned Use Development (PUD) for each municipality served by SMFRA or the Centennial Airport flight path impact zone.

Infrastructure Limitations Developers do not experience problems gaining critical infrastructure for new development with the exception of a reliable water supply. The water supplies in the State of Colorado are governed by the Colorado Department of Natural Resources, Division of Water Resources.

Topography

Response Barriers There are several natural and man-made features that affect emergency response. The Cherry Creek State Park and Reservoir is a 4,200 acre recreational area in the northeast corner of the authority. Access to east Parker Rd from the rest of the district is impaired.

The Centennial Airport also makes east-west response difficult.

At the south end of the authority there are not many east west thoroughfares and travel is complicated by the Reuter-Hess reservoir; responding units at times must take lengthy routes.

Elevation Changes Much of the SMFRA response district, especially near the cities of Centennial and Greenwood Village lies at or near 5,700 feet of elevation. The Highway 85 and Interstate 25 corridors remain at that elevation as they proceed to the south. There are several ridges, to the south; west and east of the district that rise to 6,300 feet of elevation (exhibit #4).

Open Space/Interface There are several open spaces that also affect responses; the Douglas County Open Space, Daniels Park, the Bluffs Regional Park and the Norton Open Space.

Transportation Network

Roads SMFRA serves three portion of three interstate highways; I-25, I-225 and E-470.

Interstate 25: The I-25 corridor divides SMFRA’s district east and west for approximately 16 miles from Belleview Avenue (mile marker 199) to approximately 1.65 miles south of Happy Canyon Road (mile marker 188). The average daily traffic flow ranged from approximately 45,000 to over 58,000 vehicles in both the north and southbound directions with the highest flows on Fridays. Correspondingly, an analysis of the average volume by hour indicates clear spikes in the morning northbound traffic and a similar spike in the afternoon southbound traffic flow.

These charts are from the Risk Assessment and Mitigation Plan (RAMP) and show the traffic volume differences by day of week and by hour of the day.

C-470/E-470: The C-470/E-470 corridor divides SMFRA’s district north and south for approximately 4 miles from Quebec Avenue (mile marker 24) to Smokey Hill Road (mile marker 10).

Interstate 225: The northbound I-225 corridor extends into SMFRA’s northern jurisdictional boundary for approximately 1.5 miles from Yosemite (mile marker 1B) to approximately mid- point of the Cherry Creek Dam at approximately Latitude 39°39'1.16"N and Longitude 104°51'39.25"W. Although no formal agreement exists between SMFRA and Denver Fire Department (DFD), the latter provides the initial response to most incidents along the northbound section of I-225.

SMFRA also serves portion of four state highways; highway 83 (Parker Road), highway 88 (Arapahoe Road), highway 177 (University Boulevard) and highway 85 (Santa Fe).

Motor Vehicle Accidents: Historically, motor vehicle accidents (MVAs) account for more transportation linked responses than all other modes combined. In 2014, SMFRA responded to 946 motor vehicle accidents with reported injuries. MVA responses on one of SMFRA’s three interstates account for approximately 23-27% of all MVA incidents (SMFRA RAMP Table 26). MVA accidents were evenly distributed along the corridor with no obvious locations experiencing higher abnormally high responses. The majority of MVAs with injuries occurred on feeder or secondary roads, of which roughly 67-83% occurred within 100 feet of an intersection. This represents an area of opportunity for future mitigation efforts with SMFRA collaborating agencies and jurisdictions.

Rail Lines Light Rail Line: The Regional Transportation District’s (RTD) Southeast Corridor light rail system is a multi-modal line, which operates adjacent to vehicular traffic. The Southeast Corridor rail line is one of four RTD corridors that include the Central, the Southwest, the Central and Platte Valley Corridors. The light rail system is further segmented into six operational lines. Of the six, four lines transit through SMFRA’s jurisdiction: E (Lincoln to Union Station), F (Lincoln to 18th and California), G (Lincoln to Nine Mile), and H (Nine Mile to 18th and California) lines.

The Southeast Corridor consists of 19 miles of double-tracked light rail transit, which originates at the I-25 and Broadway station and terminates at Lincoln Avenue (SMFRA RAMP Map 23). There are six station stops in SMFRA’s jurisdiction: Belleview, Orchard, Arapahoe, Dry Creek, County Line, and Lincoln. The corridor also includes an alignment along I-225 in the median that starts at the I-25/I-225 interchange and runs to Parker Road.

The Southeast Corridor average daily ridership ranges from nearly 1,500 to slightly over 4,000 riders per hour at each of SMFR’s six stops.

SMFRA has not experienced any events related to the light rail operation. In the last three years, SMFRA has run on several medical or trapped persons in facility elevator incidents but none related to a light rail accident. Freight Rail Line: The Santa Fe Corridor freight rail line enters SMFRA’s jurisdiction just south of C470 and Blakeland Drive and transits the district to just south of the Town of Louviers for approximately 7.75 miles. The line is operated by Burlington Northern Santa Fe (BNSF) and Union Pacific (UP) railroads. BNSF averages 30 to 40 trains per day with most cars hauling coal with full loads normally running south and empties returning north. The remaining materials transported through SMFRA’s district contain a variety of hazardous materials. BNSF runs more cars through the joint line than UP. Both rail companies operate 24 hours a day and do not run trains on a specific schedule. On average, over a 24-hour period, the Santa Fe Corridor rail line transits approximately 50 trains with the following categories of freight per shipment:

 13 Loaded Coal Trains – average 119 cars  15 Empty Coal Trains – average 119 cars  4 Foreign Trains (Union Pacific)  11 Mixed Merchandise Trains – average 70 cars – may contain HAZMAT  1 Local Train – average 25 cars – may contain HAZMAT  4 Unit Trains (Military) – average 64 cars  1 Vehicle Train (cars and trucks) – average 60 cars

The few incidents SMFRA responded to relating to the rail line were grass fires or medical events caused by persons being hit or run over by a rail car. “Accidents/incidents" includes all

26 events reportable to the U.S. Department of Transportation, Federal Railroad Administration under applicable regulations.

Airports Aircraft: The Arapahoe County Public Airport Authority, more commonly referred to as Centennial Airport, is located approximately 13 miles south of Downtown Denver in the heart of the Denver Tech Center surrounded by 23 individual business parks. Centennial is designated as a General Aviation Reliever airport by the Federal Aviation Administration (FAA), meaning that it relieves congestion from Denver International Airport (DIA). The airport opened on May 13, 1967 and has become the third busiest General Aviation Airport in the nation. It is home to approximately 1000 aircraft, with about 130 of those being jets. Other non-profit and governmental agencies such as Flight for Life, interstate medical transfers, and law enforcement also use the airport as their base of operations or transition point. The airport offers support for several flight schools, flying clubs, air charter services, aircraft sales services and aircraft maintenance services.

As DIA’s reliever airport, Centennial does not have any scheduled passenger airline service. This allows the airport to be free from certain Federal Aviation Regulations (FARs). Specifically FAR Part 139 which pertains to Airports with scheduled service operating aircraft with more than nine passenger seats or unscheduled service operating aircraft with more than 30 seats; neither of which are allowed at Centennial Airport. Because of this, Centennial Airport does not have an official Aircraft Rescue and Fire Fighting (ARFF) Index. However, if it did, Index B would be most applicable because of the size of aircraft that regularly use the airport.

The Airport ARFF Index combines the length of aircraft and the average daily departures of the aircraft. Index B includes aircraft at least 90 feet long but less than 126 feet.

The Airport is now home to four full service Fixed Based Operators (FBOs), one helicopter FBO, eleven different flight schools, eleven air charter operators, a 24/7 FAA staffed Control Tower, 24/7 U.S. Customs Service, various aircraft maintenance companies, three restaurants, a golf course, and even a go-cart track. There are a total of 36 fuel tanks storing a total of 270,000 gallons of Jet-A, 73,050 gallons of 100 Low Lead (AvGas), 13,700 gallons of Unleaded, and 13,000 gallons of Diesel fuel. In addition to the 406,150 gallons of fuel in the fuel tanks, there

27 are numerous fuel trucks on the airfield used to transport the fuel from the fuel farms to the aircraft.

Centennial has more than 800 operations daily, over 300,000 annually. An operation is either a take-off or a landing. In past years, the airport regularly saw more than 400,000 annual operations and is designed to handle up to 540,000 operations per year. The airport has a weight limit of 75,000 lbs. max gross take-off weight but does allow exceptions on a case-by-case basis. The largest aircraft to regularly fly out of Centennial are the Global 8000 and Gulfstream 550. The largest aircraft to occasionally use the airport is the military C-130.

In 2008, the Colorado Department of Transportation Aeronautics Division performed an Economic Impact Study of airports around the State of Colorado. This study found that Centennial airport directly and indirectly brought in $897,122,800 to the state. The only two airports to bring in more were Denver International ($7,064,743,700) and Colorado Springs Airport ($1,959,776,400) both of which are commercial service airports. The study also determined that the Airport provided for 10,485 different jobs with a total salary output of $356,654,900. Centennial is not only an integral part of the national airspace system, but is also a very valuable part of the local community.

Aircraft: From 2011 through 2014, SMFRA responded to 53 air-related incidents; 2 aircraft fires, 4 crashes with injuries, 26 crashes without injuries and 21 incidents where SMFRA crews stood by prepared for an emergency.

Waterways The SMFRA service are does not contain any navigable waterways. There are two dams/reservoirs (Cherry Creek and Reuter-Hess) where recreational water use is allowed.

Climatic Impact

Disaster Exposure

Earthquakes/Landslides According to the Colorado Geological Survey, Colorado is comprised of areas with low to moderate potential for damaging earthquakes. There are about 90 potentially active faults that have been identified in Colorado, with documented movement within the last 1.6 million years.

However, there are several thousand other faults that have been mapped in Colorado that are believed to have little or no potential for producing future earthquakes. Colorado is considered a low frequency, low intensity seismic area, which experiences minor earthquake activity typically below a magnitude of 3.0. The greatest measured earthquake in Colorado was a magnitude 6.6 in 1882 (SMFRA Risk Assessment and Mitigation Plan RAMP, pg.44).

Floods SMFRA is at risk to “river line” small creek/stream and storm water flooding. River line flooding is defined as when a watercourse exceeds its “bank-full” capacity and generally occurs as a result of prolonged rainfall, sudden violent storms, snow melt, or rainfall that is combined with soils already saturated from previous rain events. The area adjacent to a stream channel is its floodplain. In its common usage, “floodplain” most often refers to that area that is inundated by the 100-year flood, the flood that has a one percent chance in any given year of being equaled or exceeded. The one percent annual flood (or base flood) is the national standard to which communities regulate their floodplains through the National Flood Insurance Program (NFIP).

There are numerous small creek drainages throughout the service area. The majority are annual in nature with only a few that are perennially flowing. All drain towards the two prominent larger perennial streams: Cherry Creek which flows south to north on the eastern border of the jurisdiction; and Plum Creek flowing south to north through the western portion of the service area. Plum Creek enters Chatfield Reservoir before joining the South Platte River (which also flows south to north on the western boundary in a neighboring agencies jurisdiction). Cherry Creek joins the South Plate at Confluence Park in the City of Denver. The maps below display the drainage creeks and resultant flood areas.

Map 12:

Previous Occurrences Cherry Creek, East and West Plum Creeks, and the South Platte have had past events which have caused major flooding, property devastation, and large loss of life. Both have been largely mitigated by planning and mitigation activities over the past 50 years. However, an event can occur and at times localized flooding occurs. The small feeder streams and ponds throughout the service area do experience minor flooding. Greenbelts and ponds have flooded to the extent that rescue or recovery operations were needed. The first documented Cherry Creek flood was in 1864. Nineteen people were killed in the May 20 flood, including a family homestead south of Castle Rock on east Plum Creek. This first documented flood event began with a heavy storm on the Palmer Divide. Other notable floods occurred in 1878, 1885, 1912, 1921, 1933, 1935, 1965, 1973, and 1983. All of these storms occurred during spring and summer months when storm cells develop rapidly and are often accompanied by hail and high winds. The 1965 flood destroyed roads, rail, and bridges, and closed transportation for several weeks. A tornado was associated with the event which extended flooding into both Plum Creeks. The Castlewood Dam was first built in the 1880’s and officially completed in 1890 and abandoned several times through the decades and today is an attraction in a popular state park, Castlewood Canyon.

Further downstream on Cherry Creek, near the borders of Denver, Aurora, and Parker is the Cherry Creek dam. Construction began in 1948 and was completed in 1950. Today the dam and state park is a popular four-season attraction in the metro area. The dam was successful mitigating downstream floods, however, minor annual flooding continues due to seasonal storms both upstream and downstream. The same occurs in the other streams that feed the dams/reservoirs of the South Platte River Basin.

Wildland Interface Geographic Location Wildland or brush type fires occur generally in the south western to eastern boundaries involving station districts 36, 39, 40, 43, 46, and 47. These fires can also occur in other station districts with more development, but containing open space parks and greenbelts. Structure fires occur in all station districts. Vehicle fires occur in homes (garages or driveways) but more frequently on the primary road networks including the highways.

Previous occurrence(s)

Wildland Fires: There are two primary locations for wildland/brush fires, the interface areas between unpopulated areas and communities (wildland urban interface fires), and those that occur in greenbelts or other open space areas. Approximately 27% of all fires in the SMFRA combined district were wildfires. There are cycles to fire seasons, typically spring through autumn, and influenced by drought versus wet years.

Case History #1: From the limited historical data available, it appears that the normal frequency and spread of wildfires is limited. However, as seen in the 2003 Cherokee Ranch fire, there is a significant potential impact from wildfire under certain fuel and weather conditions. The Cherokee Ranch Wildland Fire occurred on the south western portion of the service area. The fire grew quickly to almost 1000 acres on a “red flag warning” day with temperatures in the 80’s and winds of 20-30 miles per hour gusting to 40. A multi-agency response was needed to fight the fire, protect high value homes, and coordinate the evacuation of 3000 residents.

Probability of Future Occurrence

Wildland: Highly Likely (90-100%). The SMFRA service area experiences wildland fires and the other types including brush and vegetation on an annual basis. The extent of the fire spread does vary as very large wildland fires 100 acres or larger occur infrequently as compared to those 10 acres or smaller. Magnitude/Severity The severity of fire incidents ranges from limited to catastrophic. A grass fire can spread to a large area and threaten lives and structures. Wildland Fires: Limited to Catastrophic: Isolated deaths and/or multiple injuries; major or long- term property damage that threatens communities.

Vulnerability Assessment The largest wildland fire, Cherokee Ranch burned mostly grass, brush, and scrub oaks. Only one outbuilding was lost and the successful evacuation of affected communities further ensured life loss was avoided. In 2009, a comprehensive risk assessment was completed resulting in an Authority-specific Community Wildfire Protection Plan (CWPP), which identified nine community hazard rankings. The CWPP was limited in scope evaluating only areas within Douglas County, but it accounts for the majority of SMFRA’s wildland-urban interface communities. Cherry Creek State Park was identified as another significant interface area and has been included in pre- planning efforts.

Wind Events (tornado, hurricane, high winds) Geographic Location: The “Front Range” of Colorado refers to the eastern plains plateau as it meets the Rocky Mountain foothills. It stretches generally form Cheyenne, Wyoming in the north to Pueblo, Colorado in the south. For purposes here, Fort Collins in the north will be the upper limit for inclusion in this study. Seasonal weather is greatly affected by the interface of warm moist air coming north from the Gulf of Mexico with cold dry air from Pacific and Canadian wind currents. The northern boundary of the Front Range forms a convergence zone. This convergence zone spawns tornado events on an annual basis. While these events generally are not as strong as in the Midwest states, the frequency is greater than most people perceive or acknowledge. Previous Occurrences: Tornadoes occur annually. Most tornados in Colorado occur between May through mid-August with the majority (75%) occurring between noon and seven in the evening, and generally moving from southwest to northeast. The peak season is somewhat

33 smaller with two thirds of tornados developing between May and June. The stronger events have been catastrophic on several occasions. The map below displays tornado activity along the Front Range from the years 1950 to 2010.

Map 21: Front Range Tornado Activity 1950-2010

As can be seen from map above, there were 1,117 tornado events in the immediate Front Range area in the past 60 years. While the majority of these events were EF1 or less, there is potential for stronger more destructive events to occur throughout the area. The map below depicts the tornado activity in the SMFRA service area during the same time study period.

Map

SMFRA Tornado Activity 1950-2010

There were 26 tornado events in the service area in the past 60 years. The greatest event was an EF2. The occurrence probability rate on an annual basis is 43%, or every other year. The Front Range study area experienced 1,117 tornado events during the same study period.

Winter Storms Hazard Description Severe winter storm hazards may include snow, ice, blizzard conditions, and extreme cold. Some winter storms are accompanied by strong winds, creating blizzard conditions with blinding wind- driven snow, severe drifting, and dangerous wind chills. Extreme cold often accompanies or follows a winter storm. Depending on storm dynamics, ice can build on surface roads as the storm begins or as the cycle of melting and freezing occurs for days.

Geographic Location Winter storms can occur anywhere in the South Metro Fire Rescue Authority service area. Although snow fall may vary, these events are typically region wide. The higher bluffs to the south often typically receive more snow during a winter storm event. The National Oceanic and Atmospheric Administration and the National Weather Service provide official forecasting, watches/warnings, and historical data. Denver/Boulder is the official “primary local climatological data site” for the service area. The historic annual average snowfall is 57.5 inches. Severe winter storms and blizzards are cyclical in nature on a monthly and annual basis, similar to other weather events. Most winters will experience 4-7 significant snowfall events with additional minor accumulations. The table below shows the monthly normal accumulations for typical seasons.

Average Monthly Snow Accumulation Totals (inches)

Sept Oct Nov Dec Jan Feb Mar Apr May Monthly 2.1 4.1 10.7 8.7 7.7 6.3 11.7 9.1 1.3 Normal

Historically, each decade has experienced one to two significant extreme winters with several blizzards. During the last decade, 2000-2009, the winter of 2006/2007 experienced 8 significant storms with 4 blizzards.

Critical Infrastructure SMFRA has identified the critical infrastructure in the service area.

Property Use Description Total Airport Passenger Terminal 1 Communications Center 41 Computer Center 10 Courthouse 2 Defense, Military Installation 1 Electrical Distribution 3 Electricity Generating Plan 3 Fire Station 17 Health Care-Medical of Psychiatric 4 Industrial, Utility, Defense, Agriculture, Mining, Other 7 Police Station 7 Post Office or Mailing firms 10

Public or Government, Other 5 Railroad Yard 2 Rapid Transit Station 3 Sanitation Utility 2 Utility or Distribution System, Other 18 Water Utility 130 Total 264

Physical Assets Protected

Building Related Risk SMFRA has chosen to utilize a consistent approach to risk identification and mitigation of the buildings within its border. The occupancies have been classified as High, Moderate or Low risk for risk identification and inspection scheduling (Policy # 5.2.2.1). High risk occupancies include the International Fire Code (IFC) A, E, I, H and R occupancies along with all high rise and target hazard occupancies (Centennial Airport, Park Meadows Mall and the IKEA store). These structures are inspected every year.

Moderate risk occupancies include F and S IFC occupancies and those structures are inspected every two years.

Low risk occupancies include IFC M and B structures and are inspected every three years.

This risk identification methodology is the basis for inspection frequency and pre-plan revision frequency. It is a top-down process to identify those buildings that contain the most risk and the efforts to prevent and reduce injury or loss of life. Further risk reduction efforts have been targeted to those populations that are at the highest risk; senior care facilities, schools, business offices and special events. The occupancies have been displayed in maps (Hazard Ranking Maps) for response crew planning.

Third Party Risk Assessment The Authority also contracted with the ISO Community Analytic Services for a third party risk assessment. The assessment (Community Fire Service Performance Review-Structural Fire Protection) is very similar to the CFAI process; it focused on company deployment, especially at risk age groups, personnel training, building plan review and inspection and installed

37 protection/detection systems, among other issues. Comparisons were made to peer agencies, Colorado and national averages.

The intent of SMFRA was to obtain an objective view of its practices. The final report gave SMFRA strong grades in Company Deployment, Training and Commercial Property Risk.

SMFRA received an “average performance” grade for the Public Protection Classification, Standards of Cover, Personnel and Efficiency. A “mixed performance” grade was received in the Performance, Prevention and Building Code categories.

South Metro has begun the process of identifying higher risk populations and geographic zones. The ISO report gave SMFRA an “average” assessment of its coverage of populations under the age of 9 (pages 17, 18 and 19) and a “strong performance” rating of its coverage of the aging populations (pages 20, 21and 22).

SMFRA also has excellent station coverage for those areas considered for growth potential in the report (pages 28-33).

The ISO report also identified the highest risk buildings in the authority (Table 1 and 2) using their proprietary formula.

Station Specific Risk Identification The crews from every station have identified the top risks in their opinion in their response area.

Station 31 Station District Business/Occupancy Risk 31 Caley Ridge Senior Assisted Living Immobile Occupants 31 Cherry Creek State Park Wildland Urban Interface 31 Havana Water & Sanitation District Hazardous Chemicals 31 Heritage Club Assisted Living Immobile Occupants 31 Lighthouse Assisted Living Immobile Occupants 31 Millbrook Homes/Alzheimer’s Care Immobile Occupants 31 Serenity House Immobile Occupants 31 Serenity House IV Immobile Occupants 31 Motel 6 Low Income Customers Maintenance Issues 31 Extended Stay Extended Occupancy by Low Income Tenants

31 Cherry Creek School Campus; High School, High Population Middle School, Elementary High Profile 31 Inn At Greenwood Village Immobile Occupants

Station 32 Station District Business Occupancy Risk 32 Delane Murphy Assisted Living Center Immobile Occupants 32 East Cherry Creek Valley Water Sanitation Hazardous Chemicals DIST 32 Ferrer Assisted Living Immobile Occupants 32 Comfort Dental Amphitheater High Population 32 Great West Life Campus; I, II and III High Population 32 Roundtree Townhomes High Population 32 Millenium High Population, Confusing Floorplan 32 Legacy Center DTC High Population 32 Millbrook Homes Immobile Occupants 32 ONE DTC High Population 32 Pacificare Building High Population 32 Palazzo Verde Tower High Population 32 Park Place High Population 32 Prentice Plaza High Population 32 Peakview Tower High Population 32 Plaza Tower One High Population 32 Promenade Place/The Village at DTC High Population 32 Quadrant High Population 32 Qwest Hazardous Chemicals, Redundant Power 32 RTD Light Rail High Population 32 Terrace Tower II High Population 32 The Cascades High Population 32 The Centrum, East Tower High Population 32 The Hermitage High Population 32 LandMark Towers- Residential High Population 32 Greenwood Executive Park Confusing Floorplans 32 Pinnacle Apartments Confusing Floorplan

Station 33 Station District Business/Occupancy Risk 33 1st Immunology and Infusion Center Immobile Occupants 33 Ashley Manor Care Immobile Occupants 33 East Cherry Creek Water Sanitation Hazardous Chemicals

33 Englewood Dam/Open Space Wildland Urban Interface 33 Millbrook Homes/Alzheimer’s Care Immobile Occupants 33 Panorama Health Center Immobile Occupants 33 Hunters Hill Apts Confusing Layout 33 Palomino Park Apts Confusing Layout, Tight Roadway 33 Old Mill Townhomes Confusing Layout, Tight Roadway 33 Light Rail High Occupancy 33 Fox Ridge apts High Occupancy, tight Roadway 33 Newmont Mining Laboratory with Hazardous Chemicals 33 IKEA Large Facility Confusing Layout 33 St. Thomas More Church Large Facility Confusing Layout

Station 34 Station District Business/Occupancy Risk 34 Denver Marriott South High Population 34 Highland Court High Population 34 Inverness Water Sanitation Hazardous Chemicals 34 Lone Tree Medical Office Building Immobile Occupants 34 Park Meadows Mall High Population 34 Light Rail High Occupancy, Confusing Layout 34 AMLI apartments (VUE) Confusing Layout, High Occupancy 34 Metro Apts High Occupancy, confusing Layout 34 Crest Apts High Occupancy, Confusing Layout 34 Schwab Campus High Population Density 34 Marq Apartments Confusing Layout High Population Density

Station 35 Station District Business/Occupancy Risk 35 Arapahoe County Courthouse High Population/Security 35 Arapahoe County Jail High Population Security 35 Arapahoe County Water Authority Hazardous Chemicals

35 Drug Enforcement Administration Security Measures 35 Immigration Customs Enforcement Security Measures 35 Centennial Airport High Aircraft Movement/Traffic 35 AT&T Computer Center Redundant Power, High Computer Storage Racks 35 U. S. Foods High Ammonia Cooling 35 Centennial/Cherry Creek Shooting Range Weapons 35 Above Ground Fuel Storage- Multiple Flammability Locations 35 Sheraton Denver Tech Center Hotel Hotel Population- Old High Rise 35 Direct TV Redundant Power High Storage of Computers 35 TWC/Comcast Cable Redundant Power, High Computer Storage 35 Embassy Suites High Rise Hotel, Open Atrium 35 Morningstar Nursing Facility Immobile Occupants 35 National Guard Armory Weapons cache High Security

Station 36 Station District Business Occupancy Risk 36 Castle Pines North Treatment (Water) Hazardous Chemicals 36 Sanctuary Clubhouse High Population 36 Sanctuary Golf Cart Barn Hazardous Chemicals 36 Surrey Ridge, Cherokee Ranch, Daniels Park Wildland Urban Interface 36 The Ridge Golf Course High Occupant Density, WUI, Cart Storage 36 Castle Pines Country Club High Occupant Density, WUI 36 The Lodge Apartments High Occupant Density, Poor Access, Confusing Layout 36 Elementary Schools- 4 Locations High Occupancy 36 Happy Canyon Subdivision WUI 36 I-25 High Vehicle Volume, Haz-Mat Transport 36 Assisted Living; Monarch/Weatherill Immobile Occupants 36 Forest Park, Castle Pines Village WUI 36 XCEL Sub-Station Monarch Hazardous Chemicals

Station 37 Station District Business/Occupancy Risk 37 Rose of Sharon Assisted Living Immobile Occupants 37 Aspen Academy High Occupancy Confusing Floorplan

Station 38 Station District Business/Occupancy Risk 38 First Plymouth Learning Center High Population 38 Churches at Hampden/Colorado High Occupancy High Profile 38 Kent Denver Country Day School, K-12 High Occupancy Confusing Building Layout 38 Cherry Hills Country Club Confusing Building Layout, High Occupancy 38 Cherry Hills City Shops Hazardous Materials 38 # 2 Random Rd. Event Center High Occupancy 38 St. Mary’s Campus, K-12 Confusing Layout 38 Cherry Hills Elementary High Profile High Occupancy

Station 39 Station District Business/Occupancy Risk 39 Castle Pines Metro District Hazardous Chemicals 39 Castle Pines Water Treatment Hazardous Chemicals 39 Happy Canyon, Castle Pines Village Wildland Urban Interface 39 Cielo Event Center High Occupancy 39 Sedalia/West Douglas Long Response with Volunteer agency, lack of water 39 High Profile Residence- Castle Pines Open Floorplan, Target Occupant

Station 40 Station District Business/Occupancy Risk 40 Town of Louviers Long Response, Low Hydrant Flow, Spacing 40 8679 Roxborough Rd Shopping Center, High Occupancy

40 BNSF Railway Hazardous Chemicals 40 Comcast Titan Earth Station Hazardous Chemicals 40 DuPont Property Hazardous Chemicals 40 Dyno Nobel/Buckley Powder Hazardous Chemicals 40 E & C Precast Concrete Hazardous Chemicals 40 J. H. Foundry Hazardous Chemicals 40 Rinker Materials Hazardous Chemicals 40 Roxborough Park Water Treatment Hazardous Chemicals 40 Sunward Corporation Hazardous Chemicals 40 Superior Steel Corp Manufacturing 40 Titan Pump Station Hazardous Chemicals Station 41 Station District Business/Occupancy Risk 41 Briargate apartments High Population 41 20 Mile Center Theaters High Occupant Density 41 Hilltop Apartments High Population 41 Trailside Apartments High Population 41 Valley Hope treatment Center Immobile Occupants 41 Victorian House (Skilled Care) Immobile Occupants 41 Xcel Energy Hazardous Chemicals 41 WUI- Multiple Locations WUI 41 Crown Crest Nursing Facility Crown Crest 41 Morningstar Nursing Facility Main/Dransfelt 41 Old Downtown Parker Confusing Building Additions/Layout

Station 42 Station District Business Occupancy Risk 42 Arapahoe County Water Authority Hazardous chemicals 42 Colony at Cherry Creek Apartments High Population 42 Colorado Assisted Living Immobile Occupants 42 Coyote Ranch Apartments High Population 42 Tagawa Garden Floral Center Hazardous Chemicals 42 Regis High School High Occupant Density 42 Parker Rd- Arapahoe Rd High Vehicle Volume 42 Low-Income Apartments High Call Volume 42 Cherry Creek Trail EMS Related Calls, WUI 42 Lady of Loreto Church/School High Occupant Density 42 Elementary Schools- Multiple Locations High Occupant Density

Station 43 Station District Business Occupancy Risk

43 Aspen House for Seniors Immobile Occupants 43 Colorado Assisted Living Immobile Occupants 43 Joyful Living Life Homes Immobile Occupants 43 Schools; 1 High, 2 elementary High Occupant Density 43 Pinewood Townhomes Poor Access, Confusing Layout 43 Colorado Horse Park High Population Density 43 Parker Rd High Vehicle Volume 43 LDS Church- Bayou Gulch High Occupatn Density 43 Bingham Lake Water Related Incidents 43 WUI WUI 43 Large Homes WUI and Open Floorplans 43 Faith Baptist High Occupant Density 43

Station 44 Station District Business/Occupancy Risk 44 Centennial Airport Maintenance BLDG Hazardous Chemicals 44 Centennial Redi-Mix Hazardous Chemicals 44 Denver Jet Center Fuel Farm Hazardous Chemicals 44 Grandview House Assisted Living Immobile Occupants 44 Center at Lincoln Nursing Facility Immobile Occupants 44 Parkridge Medical Immobile Occupants 44 American Furniture Warehouse High Population, High Piled Storage 44 Signature Aviation Fuel Hazardous Chemicals 44 Sky Ridge Medical Center Immobile Occupants 44 ViaWest Data Center Redundant power supply, large assembly of computer racks 44 X Jet Fuel Tank Farm Hazardous Chemicals 44 Sierra Nevada Corp- Multiple Locations Aircraft Retro-Fitting, Exotic Materials 44 Lincoln Meadows Immobile Occupants 44 Schwab Campus High Occupancy 44 Lincoln Lofts High Occupancy, Confusing layout, Poor Access 44 VUE Apartments High Occupancy, Confusing Layout, Poor Access 44 Baxa Corp Styrofoam Processing 44 Level 3 Teleport Redundant Power

44 I-25, E-470 High Volume Traffic 44 UPS Hazardous Chemicals 44 Miramont at Ridgegate Apts Confusing Layout, High Occupancy, Poor Access 44 Starz/Encore High Value 44 Motels (4) Occupants unfamiliar with layout

Station 45 Station District Business/Occupancy Risk 45 Reuter Hess Reservoir Poor Access, Water related Incidents 45 Parker Adventist Hospital Immobile Occupants 45 Parker Adventist Professional Immobile Occupants 45 Parker Skilled Nursing Immobile Occupants 45 Prairie Walk on Cherry Creek High Population 45 Southeast Church High Occupant Density 45 Parker Water- Hess Location Confined Space/Hazardous Materials 45 Stonegate Water/Sanitation Hazardous Chemicals 45 E-470 High Vehicle Volume 45 High Schools (2) High Occupant Density 45 Medical School/Campus High Occupant Density 45 Life Care at Stonegate Immobile Occupants 45 Crown Crest Rehabilitation Center Immobile Occupants 45 Parker Water & Sanitation Haz-Mat Confined Space 45 Lowes High Piled Storage, High Customer Density 45 Medtronics Manufacturing/Chemicals 45 Alpine Lumber High Piled Storage, High Customer Density

Station 46 Station District Business/Occupancy Risk 46 Ironstone Condo/Apts High Population 46 Parker Water A3 Well Hazardous Chemicals 46 Parker Water Butterfield Tank Hazardous Chemicals 46 Parker Water Salisbury Pumping Facility Hazardous Chemicals 46 Xcel Energy Hidden Village Hazardous Chemicals

46 Parker Rd High Vehicle Volume 46 Schools; 3 Elementary, 1 Middle, 1 High High Occupant Density 46 WUI- Multiple Locations WUI

Station 47 Station District Business/Occupancy Risk 47 Developmental Pathways Immobile Occupants 47 Xcel Energy Inspiration Station Hazardous Chemicals 47 Ave Maria Church High Occupancy 47 Parker Evangelical Church High Occupancy

Development and Population Growth The area served by SMFRA has experienced significant growth in the last few years and there are plans for 4 master planned communities within the authority; Anthology, Canyons, Ridgegate East and Sterling Ranch (see future development map below). The Sterling Ranch and Canyons developments are planned to add 40,000 residents (5-10 year build out). All of these developments are expected to in the “urban” density. A significant development (Jones Property) will be developed for a mix of retail, office and multi-family use. It will cover over 9 acres and will range from 3 to 9 stories in height. There is a high rise office building nearing completion in the City of Greenwood Village and three more are in the concept stage. In addition, the SMFRA Development and Construction Section is aware of 15 apartment complexes, a hospital expansion, a stand-alone emergency room, a psychiatric hospital, four senior care facilities, six hotels, a retail/residential campus, and several office buildings being planned or have already submitted plans for review.

The Denver Regional Transportation District (RTD) has gained funding for an extension of the light rail in Lone Tree and significant commercial development is anticipated as it is completed.

SMFRA has begun planning for “trigger points” to add response capacity as this development is realized.

Service Demand

Call Density Call density is identified in the annual operations reports (SMFRA Annual Report 2014 p.9). The density for both EMS and all other calls are congregated along the I-25 and Parker Road

Corridors. The EMS call load is highly driven by senior care facilities.

Peak Load Peak call demand is also tracked in the annual operations reports. There is not much variance by day of the week. There is some reduced demand at late night (SMFRA Annual Report 2014 p. 13)

Personnel Resources

Unit Staffing All Medic units are staffed with two personnel; Towers are staffed with four personnel and four of the Engines are staffed with a minimum of four personnel. The medics may request more personnel to aid in patient care to the hospital at any scene. SMFRA has made a considerable effort to increase the staffing on the Engine units as the NIST studies have indicated the benefits.

Risk Assessment Output

Fires Contained SMFRA has tracked the fires contained to the room of origin. The intent is to first prevent fires from occurring and reduce the impact of a fire (SMFRA Annual Report 2014 p. 3).

Year 2009 2010 2011 2012 2013 2014 % Fires 88% 85% 87% 89% 93% 86% contained Property/Content $1,925,65 $2,352,38 $2,620,19 $1,284,49 $909,34 $2,625,31 s Loss 5 0 7 5 5 9

Probability/Consequence

Fire Risk Tools

Call Density The Authority publishes a map that indicates the predicted travel response compliance (SMFRA Annual Report 2014) and call density (Annual Report p. 9). These tools have shown a clear pattern of call density aligned with the I-25 and Parker Road corridors. The EMS incidents have been analyzed separately (Annual Report p. 10).

The wildland fire occurrence has also been displayed in a map format for resource planning. There is not a clear defined pattern (Map 8).

Emergency Medical Risk Tools

EMS Risk Assessment

Call Density SMFRA received a “strong performance” rating from the ISO community analytic Services for its coverage of the populations greater than 65 years of age (Community Fire Service Review-

Structural Fire Protection page 20, 21 and22). ISO evaluated 4 minute travel times to those areas with high populations of residents age 65 and greater.

Call density for EMS service demand is displayed at the district wide level and for each station (SMFRA Annual Report 2014 p.10, EMS Density Maps). Planning teams are able to identify the highest probability of service demand and are able to target risk reduction strategies.

The Authority has recognized high call loads in the vicinities of East Caley Avenue and South Boston Street and by South Lioness Drive and East Lincoln Avenue (SMFRA Annual Report 2014 p. 10).

Predicted Travel Times Predicted travel times have been identified and depicted in a map format (SMFRA Annual Report 2014 p. 12). The white dots indicate when an incident exceeded the SMFRA standards. This analysis assists the Authority in future fire station planning and response planning with current resources.

Section 4- Risk Reduction

Structure Fires SMFRA has made a concerted effort to educate the Chiefs, Officers and Crews about effective structure fire management and suppression. The authority constructed a Command Training Center (CTC) in the administration building and assigned a Captain to this operation full time. This facility is an interactive training simulator and is able to prepare officers for the command and support roles in structure fires and other incidents that could become very large in nature. The intent of safe rapid fire suppression has been reinforced by the implementation of an annual “Command Academy” and “Officer Academy.” All Chief and Company Officers have been “Blue Card” certified. In addition; all crew members and the dispatchers have received “Blue Card” training. This effort was conducted to standardize crew operations and terminology at emergency operations. This effort was a coordinated operation between SMFRA and most of its neighboring fire agencies. Operations have been standardized in the south metropolitan region of the Denver metropolis. The research from the National Institute of Standards and Underwriter’s Laboratories; the effect of door control to reduce the flow path have been incorporated into the

49 training and practice of responding crews. The result is educated officers making quick decisions to reduce fire loss safely.

The response guidelines and dispatch plans were changed to add a second Battalion Chief to all structure fires. This change was made to improve personnel and unit accountability and to improve situational awareness.

All of the crews have gone through “bail out” training and every officer encounters a “mayday” or “urgent traffic” situation in each simulated or live fire training session. Air consumption practices have been changed to recognize the need to plan on the crew egress.

Structure Fires 160 140 120 100 80 Structure Fires 60 40 20 0 2010 2011 2012 2013 2014

Wildland Fires The 2003 Cherokee Ranch wildland fire turned into a wildland urban interface fire and grew to an area near 1,000 acres on a hot day with gusting winds (RAMP pg. 51). This fire illustrated the risk of wild-fires and the lack of proper preparedness for that risk by the South Metro Fire District (prior to consolidation). Since that event, the consolidated South Metro Fire Rescue Authority has taken considerable steps to reduce that risk.

The Authority has implemented a comprehensive Community Wildland Protection Plan (CWPP) and a Wildfire Mitigation Program for the Authority at large and for specific communities. These protection plans included a detailed risk assessment, a plan for mitigation efforts and education of the public. A FEMA approved Risk Assessment and Mitigation Plan (RAMP) was developed

50 to assist in the risk identification and mitigation planning. This effort allowed the Authority to pursue federal grant funding for mitigation efforts.

The Authority has also initiated a significant education plan targeted at high risk communities.

The Authority has significantly increased the number of wild fire attack/suppression apparatus (Type III and Type VI), along with water supply apparatus (Tenders).

The education for line suppression has expanded from initial fire attack strategy and tactics to comprehensive incident management. The use of the Authority’s incident simulator has been instrumental in this effort. The Blue card procedures and terminology have been applied to wildland firefighting to keep the terminology consistent and has been taught to all line and staff chief officers.

Geographic pre-plans have been developed for wild fire operations and they include; escape routes, staging locations, heli-spots, tactical zones and water sources.

Wildland Fires 70

30 Wildland Fires

0 2010 2011 2012 2013 2014

Incident Management/Preparedness There has been a considerable multi-pronged approach to the improvement of incident management; a simulator was built to improve the Chiefs and Officers skills, and Incident Management Team was established with the assistance of Arapahoe County and the Authority has adopted the “Blue Card” incident management certification process.

All Chief Officers and Station Officers are now required to receive Blue Card certification through the on-line system. These same officers also receive regular skills practice through the simulator (Command Training Center); a newly constructed incident management simulator that is housed at the administration building. A Captain has been assigned to developing incidents and preparing officers for successful incident management.

EMS The SMFRA EMS Chief initiated a different approach to the response to non-critical calls for emergency medicine. The Authority recognized a high percentage of incidents in and around senior care related facilities. It also recognized some residents were in need of care that was not in the scope of emergency medicine but more in the “urgent care” category. The Advanced Resource Medic (ARM) program was launched. A Paramedic and Nurse Practitioner are teamed up in a vehicle that typically responds “non-emergent” to those incidents where urgent medical care is provided.

At the same time, medical research has recognized the need for the need to move patients to the hospital in less time than before. Patient outcomes improve when are moved to “definitive care” in less time. The EMS bureau has begun recording and reviewing unit “on-scene” times (EMS Bureau 2014 4th Quarter Report).

Average On Scene Time- Medical: 14.89 (fractions) Trauma: 13.69

Median On Scene Time- Medical 14-30 Trauma 12.88

90th Percentile On Scene Time- Medical 22.47 Trauma: 21.47

Senior/Assisted Living There has been considerable effort directed at the senior age group. SMFRA has identified the current population and also the population projections through a research project (Trends Research). The study forecasts an increase in EMS related calls for service from 9,530 incidents in 2014 to possible 13,000 in 2019.

SMFRA has not only recognized the elderly population will grow but is also tracking the location of this group (Elderly Population Map).

The Authority has a program designed to reduce the number of responses to these populations through education of the providers and long term intervention through the Advanced Resource Medic (ARM Car).

SMFRA also began a program targeted at the elderly populations in care facilities entitled the Coordinated Occupancy Risk Reduction (CORR) program. Some of the key features of this program are provided below; the entire document is in the references.

Introduction

In 2011, the Community Safety Services (CSS) Division created a pilot program called the “Coordinated Occupancy Risk Reduction Program” (CORRP). The program is designed to improve planning and preparedness for some of the jurisdiction’s highest risk facilities. The

55 overarching goal of the program is better emergency response planning and measurably reducing the risks to vulnerable populations.

To achieve this goal, CORRP brings together key operations personnel, Life Safety Educators (LSEs), Life Safety Bureau personnel, Emergency Medical Service (EMS) Supervisors, and Terrorism Liaison Officers (TLOs) to improve information sharing and planning for SMFRA’s highest risk facilities.

Annually, the CSS and Operations Divisions select facilities or communities that are deemed “High Risk” based on a systematic risk-based approach as part of SMFRA’s Risk Assessment Plan (RAMP) These facilities have large vulnerable occupants/populations or present significant operational challenges during large-scale emergencies.

The focus of this CORRP plan is on senior living facilities, which house some of SMFRA’s most vulnerable populations. These facilities encompass commercial senior centers, assisted living homes, nursing and memory care facilities that are dispersed throughout the district. The program’s overall objectives are to:

1. Better understand the nature of the risks to seniors and senior living facilities. 2. Improve SMFRA’s planning for large-scale events and response capabilities to senior living facilities. 3. Improve the preparedness levels of seniors and senior living facilities. 4. Improve the alignment of the design, licensing, and on-going use of senior living facilities. 5. Reduce unwanted responses to senior living facilities. 6. Improve information sharing and coordination with partnering jurisdictions/agencies that have oversight or programs to address senior citizen issues.

Significant Issues

The growing senior citizen population within SMFRA’s jurisdictional boundaries generates a number of challenges including day-to-day and special operations; code enforcement and compliance; and, effective outreach and education. These challenges are unique to this community and the commercial facilities that accommodate them and include but are not limited to:

1. High turnover of facility staff leading to lower institutional knowledge 2. Lower skilled workers 3. Highly vulnerable populations 4. Difficulty cross walking the IFC, NFIRS Property Use Description and NFPA 101 categories for senior living facilities 5. Occupancy use changes 6. Increasing “nuisance” calls 7. Operational challenges for large scale events – fire, building collapse, etc. 8. Lack of adequate emergency plans 9. Inconsistent data collection and retention – there is no primacy policy as to which records management system (RMS) takes precedence for the critical elements of the occupancies that fit into these categories.

Senior Living CORRP Plan Objectives

To support SMFRA’s Strategic Goal #1 (Reduce the frequency of and impact to the community from fires, medical emergencies, and natural/man-made disasters), the EMS, Life Safety and Community Preparedness Bureaus have adopted the following objectives for 2013-2014:

1. Better understand the nature of the risks to seniors and senior living facilities by identifying and documenting a high-risk facility’s unique life safety hazards, fire protection, warning systems, and operational issues in: o FireManger o CAD o Risk Assessment and Mitigation Plan (RAMP)

2. Improve SMFRA’s planning for large-scale events and response capabilities to senior living facilities through:  Line and staff training  MCI Pre-plans 3. Improve the preparedness levels of seniors and senior living facilities by:  Collecting and monitoring critical facility documentation: o Lift Assist Policies o DNR Policies – e.g., staff policies on CPR/No CPR o Emergency Operations Plans (EOPs)  Evacuation drills  Emergency Operations Plan (EOP) review  Safety warden (facility staff) training  Sheppard (residents) training 4. Improve the alignment of the design, licensing, and on-going use of senior living facilities by.  Working collaboratively with the Division of Fire Control and Prevention to align local and state licensing and code requirements  Clarifying and cross-walking Property Use classifications in Fire Manager to align with state licensing and IFC requirements.  More consistently using appropriate Property Use classifications 5. Reduce unwanted responses to senior living facilities though:  Causal analysis of SMFRA’s response data.  Implementing and refining use of the Advanced Resource Medic (ARM) unit. 6. Improve information sharing and coordination with partnering jurisdictions/agencies that have oversight or programs to address senior citizen issues such as:  City/County Emergency Management o Town of Parker o Douglas County Aging Task Force  Tri-County Health  Metropolitan Medical Response System (MMRS)

Hazardous Materials The Authority began an aggressive code enforcement of hazardous materials storage and handling in the 1990s. Business owners were encouraged to reduce the amounts of chemicals stored on-site and move to a “just in time” process of chemical use. Owners were also encouraged to store chemicals in NFPA approved storage cabinets. This has resulted in a consistent reduction in the number of hazardous materials incidents.

Haz-Mat 40 35 30 25 20 Haz-Mat 15 10 5 0 2010 2011 2012 2013 2014

Arson SMFRA has taken an aggressive approach to arson reduction. SMFRA has teamed with the Aurora Fire Department to share arson investigators and expertise. This teamed approach increases the number of skilled investigators at suspicious incidents. This increases the likelihood of a successful prosecution of any perpetrators and increases the skills and knowledge of the team. In 2014 the SMFRA team investigated 150 fire, 25 were incendiary, and made 12 arson arrests.

Juvenile Fire Setters South Metro Fire Rescue Authority's juvenile fire-setter intervention program is based upon a multifaceted approach utilizing Standard Operation Procedures for line firefighters, fire investigators, and support personnel.

The approach is designed to provide early identification of youths involved with fire-setting and early intervention.

The intervention program provides risk assessment using the comprehensive evaluation and the risk survey instruments developed by the U.S. Fire Administration.

The screening tool is a form that directs its user to ask a series of questions and record specific information about the youth fire-setter, his/her family, and the incident(s) that has occurred.

Use of an assessment tool, a practitioner's level of experience, and his or her education will help lead to a decision on possible intervention options. Responses to the questions are assigned a numerical value and scored as indicated by the form. Once scored, tools assign the level of potential risk for repeat fire-setting into one of three categories--some, definite, and extreme. The levels of intervention offered through the program are: Safety Education - Age appropriate fire safety, personal assignments Outside agency referrals may include the Children's Hospital program, Arapahoe/Douglas Mental Health, or private counseling services.

Additionally, Fire Investigators direct file all appropriate cases with the District Attorney's office, which can offer graduated sanctions programs including juvenile diversion. This multidisciplinary approach of the program and the involvement of other community agencies in the intervention process provides for the best array of services for the children involved and their families. Juvenile diversion programs offer mandated supervision and free counseling services; which unfortunately is needed by many youths involved in fire setting behaviors. If the youth follows the direction of the courts, the youth will not have a criminal record.

Other legal aspects of the program include non-custodial interviews, procedural guidelines if other criminal activity is disclosed during the interview, abuse reporting requirements, and release of confidential information.

The majority of the children brought into the program are between the ages of 10 and 18. The Authority has a strong fire education program in the elementary and middle schools which may account for the limited number of children in the program under the age of 10.

Number of Juvenile Cases 2007-2014

35 30 25 20 15 Number of Cases 10 5 0 2007 2008 2009 2010 2011 2012 2013 2014

Alarms SMFRA has also addressed the numbers of incidents related to alarms (Exhibit # False Alarm Mitigation Program). In 2013, 16% of all calls for service were related to alarms; commercial, residential and medical. The number of commercial alarms has been steady near the 1,400 number annually.

To reduce the alarm activations in commercial properties, the Life safety Bureau identified if any properties had frequent or repeat activations of the alarm systems. The causes of activations were analyzed to determine the most frequent cause as well as the most frequent system or component activated. The Life Safety Bureau contacted the property managers and discussed methods to reduce activations. As a result the number of false activations has held steady near the 1,400 annual alarm activations while the number of systems installed and working has grown significantly. The ratio of alarm activations to systems installed was .49 in 2009 and .52 in 2011 and was reduced to .44 by 2013.

Frozen sprinkler lines were another area of focus. In 2011 there were over 90 frozen sprinkler lines in one month during a harsh winter. The locations were tracked and analyzed. The cause of the frozen lines were recorded; Maintenance (human caused), lack of heat and poor design and installations were the primary causes of frozen pipes. The lack of heat refers to structures that need to operate a space heater in a utility room to prevent frozen lines. The owners were

61 contacted and reminded each year of how to prevent frozen lines. By 2014, the number of frozen lines was reduce to no more than 40 in any specific month and less than 65 for the year.

Household alarms were the third focus area. The causes of these activations and the locations were analyzed. In the station 39 response area a private security force responds to alarms. The Life Safety Bureau worked with the private firm to respond and remedy household alarms and reduce the need for an emergent response form SMFRA. As a result the percentage of alarms that SMFRA responded to was reduced from 60% of calls to 27%

Firefighter/Employee Wellness/Safety Employee wellness has been a key focus in recent years. SMFRA hired a wellness coordinator to prevent and reduce employee injuries, physical and mental. Each line employee receives a comprehensive physical and beginning in 2014, comprehensive cardiac screening was added. The line employees received a “baseline assessment” of the motor functions. Employee injuries are triaged by the Coordinator and the employee is directed to the proper specialist quickly. The care is managed until the employee is successfully returned to duty.

Employee mental health is addressed through a robust Employee Assistance Program (EAP) and Peer Support program. The Authority also sponsored mental health lectures. The SMFRA medical insurance policy supports a robust addiction program for alcohol and substance abuse.

The personnel assigned to the Training Bureau have been trained as Incident Safety Officer (ISO). They have been added to most responses as the dedicated Incident Safety Officer (ISO). SMFRA is in the process of updating the response matrix to add an ISO to every emergency; these personnel add themselves to the incidents until this update.

Every employee, line or staff, which is required to wear bunker gear has been provided with two sets. After each exposure the employee has the gear sent for cleaning by a certified provider. These same employees have NFPA compliant SCBA, including new face pieces that are able to withstand high temperatures.

Personnel are provided with after incident be-briefing or grief counseling through a third party provider or the authorities’ medical insurance provider.

Section 5-Historical System Performance

Overview- The historical performance is presented in Exhibit # 1, Historical Performance and Exhibit # ; 2014 Annual Report.

Turnout times have improved from 2:14 at the 90th percentile in the urban area in 2007 to 1:55 in 2014. Dispatch times have always been less than one minute. Travel times have been fairly consistent. The total response time compliance for the urban area in 2014 was 86%, the suburban area 88% and the rural area99%. This was accomplished even though SMFRA eliminated three Engines and one Medic unit since 2008.

The “second unit on scene times” were are all within the adopted standards for travel time and total response time. The turnout times were 2:04 in 2014.

The data sets for the effective response force are very small. In 2014 only 2 incidents met the criteria for an effective response force for commercial fires in the urban area and one in the suburban area. None of the incidents met the criteria for residential fires in 2014.

As the 2014 annual report indicates; 86% of the fires in 2014 were contained to the room of origin. In many fires, the first arriving units were able to quickly extinguish the fire and either slow the remaining units or place them in service.

SMFRA reviewed the critical tasks as part of the 2015 Standards of Cover process. The new ERF only requires three Engines to arrive at the scene instead of the previous four Engines. The 4th Engine was part of the 2010 Standards of Cover because it is sent for safety considerations; as a reflex type of apparatus but critical tasks were not developed. The authority still sends four Engines but measures the time for an effective response force to arrive when the third Engine arrives. This may result in more incidents where an ERF arrived at a scene.

RESPONSE TIME COMPLIANCE (In District, Emergent) 2011 2012 2013 2014 2015 Q1 90th % Met 90th % Met 90th % Met 90th % Met 90th % Met 1st Unit on Scene PCTL Goal PCTL Goal PCTL Goal PCTL Goal PCTL Goal Dispatch (1:00 @ 0:51 94% 0:51 94% 0:55 92% 0:53 94% 0:54 93% 90%) Turnout (1:30 @ 1:52 76% 1:47 78% 1:53 71% 1:55 67% 1:56 67% 90%) Travel - Urban 5:20 88% 5:22 88% 5:27 87% 5:33 86% 5:27 87% (5:12 @ 90%) Travel - Suburban 6:33 89% 6:26 90% 6:30 90% 6:42 88% 6:29 90% (6:30 @ 90%) Travel - Rural 8:08 98% 7:50 99% 8:06 98% 8:12 99% 7:50 99% (13:00 @ 90%) Total Response 7:59 93% 7:55 93% 8:07 92% 8:20 90% 8:10 91% Time (90%)

2nd Unit on 90th % Met 90th % Met 90th % Met 90th % Met 90th % Met Scene PCTL Goal PCTL Goal PCTL Goal PCTL Goal PCTL Goal Turnout (1:30 @ 2:04 71% 1:59 72% 2:03 67% 2:04 64% 2:00 66% 90%) Travel - Urban 7:05 97% 7:16 96% 7:40 96% 7:53 95% 7:32 96% (10:24 @ 90%) Travel - Suburban 9:12 93% 9:02 94% 8:47 95% 9:17 93% 9:01 94% (10:24 @ 90%) Travel - Rural 10:51 99% 11:10 99% 10:13 98% 10:40 98% 10:20 98% (18:12 @ 90%) Total Response 10:21 98% 10:26 98% 10:44 97% 11:08 97% 10:27 97% Time (90%)

Confirmed COMMERICAL Structure Fires % Met ERF Total Number of ERF Arrived ERF Total Response ERF 90th Met ERF Total Response Time Structure Fires On Scene Time Goal Percentile Response Time Goal Goal 2010 8 2 - 21:32 0 0.00% Urban 5 2 12:54 21:32 0 0.00% Suburban 3 0 15:30 - 0 - Rural 0 0 20:42 - 0 - 2011 6 3 - 46:36 2 66.67% Urban 3 1 12:54 12:13 1 100.00% Suburban 3 2 15:30 46:36 1 50.00% Rural 0 0 20:42 - 0 - 2012 3 2 - 13:52 2 100.00% Urban 1 0 12:54 - 0 - Suburban 2 2 15:30 13:52 2 100.00% Rural 0 0 20:42 - 0 - 2013 9 0 - - 0 - Urban 7 0 12:54 - 0 - Suburban 2 0 15:30 - 0 - Rural 0 0 20:42 - 0 - 2014 9 6 - 30:22 3 50.00% Urban 7 4 12:54 15:21 2 50.00% Suburban 2 2 15:30 30:22 1 50.00% Rural 0 0 20:42 - 0 - Note: Effective Response Force—Commercial Includes: 2 Engines, 2 Towers, 2 Medics, 1 Heavy Rescue, 1 Rapid Intervention Team (RIT), and 2 Battalion Chiefs. Data includes only those incidents that were dispatched as Confirmed Structure Fire

Confirmed RESIDENTIAL Structure Fires % Met ERF Total Number of ERF Arrived ERF Total Response ERF 90th Met ERF Total Response Time Structure Fires On Scene Time Goal Percentile Response Time Goal Goal 2010 10 5 - 34:30 0 0.00% Urban 6 2 12:54 21:40 0 0.00% Suburban 4 3 15:30 34:30 0 0.00% Rural 0 0 20:42 - 0 - 2011 4 3 - 22:59 2 66.67% Urban 2 2 12:54 10:41 2 100.00% Suburban 1 1 15:30 22:59 0 0.00% Rural 1 0 20:42 - 0 - 2012 9 5 - 14:51 3 60.00% Urban 6 4 12:54 14:51 2 50.00% Suburban 3 1 15:30 10:06 1 100.00% Rural 0 0 20:42 - 0 - 2013 8 4 - 15:53 2 50.00% Urban 5 2 12:54 15:53 0 0.00% Suburban 2 1 15:30 14:37 1 100.00% Rural 1 1 20:42 13:15 1 100.00% 2014 4 3 - 18:58 0 0.00% Urban 4 3 12:54 18:58 0 0.00% Suburban 0 0 15:30 - 0 - Rural 0 0 20:42 - 0 -

Note: Effective Response Force—Residential Includes: 2 Engines, 1 Tower, 2 Medics, 1 Rapid Intervention Team (RIT), and 2 Battalion Chiefs Data includes only those incidents that were dispatched as Confirmed Structure Fire

Section 6-Draft Performance Measures

Response Times SMFRA has evaluated the distribution, concentration and reliability of the units. The distribution was evaluated by district wide response times; first due, second due and effective response force. SMFRA performed an individual station evaluation of first due performance; first due and reliability (Exhibit #’ 2014 Annual Report and 2014 First Due Reliability Report). The data sets were too small or not present to determine the effective response force compliance times for special teams. SMFRA has performed another critical task analysis and identified the incident response typing in the RMS data. This effort should produce some response data. Dispatch and turnout time intervals apply to all calls and units requiring an emergent response. SMFRA has adopted the Commission on Fire Accreditation International’s (CFAI) baseline travel time standards (established separately for urban, suburban, and rural population densities) and applies them to first-on-scene, second-on-scene, and/or full group unit emergent responses. The latter full group response is applied to structure fires and special team apparatus on incidents requiring special responses. The table below shows total response time and the respective intervals for fire suppression incidents.

Note: For many of the response categories, SMFRA did not respond enough times to depict a normal distribution of the data. The authority has established these benchmarks and baselines because there would be a concern if the Effective Response Force is unable to arrive at an incident within these parameters.

Fire Suppression (Structure) These are the adopted baseline and benchmark times for response to structure fires.

Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit in Scene Total Response Time Performance Standard of Cover Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 10:24 6:30 10:24 13:00 13:00 18:12 18:12 Total Response 7:42 12:54 12:54 9:00 12:54 15:30 15:30 20:42 20:42 Time

EMS Response Performance These are the adopted benchmark and baseline times for EMS related incidents.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 10:24 6:30 10:24 10:24 13:00 18:12 18:12

Total Response 7:42 12:54 12:54 9:00 12:54 12:54 15:30 20:42 20:42 Time

Technical Rescue Performance These are the adopted benchmark and baseline times for technical rescue responses.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover- Tech Rescue Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover- Tech Rescue Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 10:24 6:30 10:24 13:00 13:00 18:12 18:12 Total Response 7:42 12:54 12:54 9:00 12:54 15:30 15:30 20:42 20:42 Time

Hazardous Materials Performance These are the adopted baseline and benchmark times for hazardous materials responses.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover- Haz-Mat Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00

Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 12:30 5:00 8:00 15:30 10:00 14:00 17:30 Total Response 6:30 10:30 15:00 7:30 10:30 18:00 12:30 16:30 20:00 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover- Haz-Mat Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 17:30 6:30 10:24 17:30 13:00 18:00 20:00 Total Response 7:42 12:54 20:00 9:00 12:54 20:00 15:30 20:00 22:30 Time

Aircraft Rescue Firefighting Performance These are the adopted benchmark and baseline times for ARFF responses.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover- ARFF Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover- ARFF Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30

Travel 5:12 10:24 10:24 6:30 10:24 13:00 13:00 18:12 18:12 Total Response 7:42 12:54 12:54 9:00 12:54 15:30 15:30 20:42 20:42 Time

Wildland Suppression Performance These are the adopted benchmark and baseline times for Wildland responses.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover- Wildland Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover- Wildland Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 10:24 6:30 10:24 13:00 13:00 18:12 18:12 Total Response 7:42 12:54 12:54 9:00 12:54 15:30 15:30 20:42 20:42 Time

Water Recovery (Dive) Performance These are the adopted benchmark and baseline times for Diver responses.

SMFRA Benchmark Unit on Scene Total Response Time Performance Standard of Cover- Dive Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00

Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 4:00 8:00 8:00 5:00 8:00 8:00 10:00 14:00 14:00 Total Response 6:30 10:30 10:30 7:30 10:30 12:30 12:30 16:30 16:30 Time

SMFRA Baseline Unit on Scene Total Response Time Performance Standard of Cover- Dive Urban Suburban Rural 1st 2nd Full 1st 2nd Full 1st 2nd Full Dispatch 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 1:00 Turnout 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 1:30 Travel 5:12 10:24 10:24 6:30 10:24 13:00 13:00 18:12 18:12 Total Response 7:42 12:54 12:54 9:00 12:54 15:30 15:30 20:42 20:42 Time

The performance descriptions are provided in Exhibit # 3; Performance Descriptions

Critical Task Analysis SMFRA based the baseline performance measures on the critical tasks required at each incident type. This process involved a review of the risk applicable to each incident type; Fire, EMS, Dive, Wildland, ARFF and Technical Rescue, and then progressed to identifying the tasks that are critical to the desired safe outcome.

The results are provided in Exhibit # Critical Task Analysis

Unit Reliability SMFRA also analyzed the reliability of the fire suppression units (Exhibit #17). The reliability ranges from 63% for Engine 33 to 93% for Engine 40. Further analysis is planned for those units that are under the 90% threshold. The authority will analyze the underlying reasons for the low reliability; busy units, out of position for training, etc. SMFRA will then proceed with efforts to reduce the low reliability.

Section 7- Performance Measurement Methodology In accordance with accreditation and developing industry standards, SMFRA evaluates timeliness performance at the 90th percentile or higher. The 90th percentile expressed in this document may be expressed in minutes:seconds (e.g. 06:00) or as fractional times (6.00) depending on the source report. Also, these standards are expressed as benchmarks and baselines. Benchmarks are those times which the agency identifies as a high standard and is used to plan future efforts. Baselines are the standard which the Authority commits to perform at and evaluate compliance. As baselines are achieved consistently, the standard will move upward towards the benchmark goal. “Total response time” is the total time from when SMFRA’s dispatch center (MetCom) is notified of an emergency to when the unit(s) arrive on the scene. The three general segments of total response time and their respective performance metrics are: Dispatch Time (call received to units assigned): 60 seconds, 95% of the time; Turnout Time (Unit assigned to En-route): 90 seconds, 90% of the time; Travel Time (En-route to Unit on scene): varies by arrival order and population Density, (see below) 90% of the time. The dispatch time begins when the Metropolitan Area Communication Center (MetCom) first receives a call for service. The call for service may be originated in several ways; via a “CAD to CAD” transfer from another Public Service Answering Point (PSAP), from a phone call from another PSAP, from a radio transfer via the regional shared dispatch frequency (Metro-Net), from a direct phone call to MetCom or from a radio report from a response unit. If the call for service is reported via the public phone service, the time and location of the incident are recorded and transferred to the CAD software. The incident location is indicated through the Automatic Numbering/Automatic Location Information (ANI/ALI) technology. The dispatch time begins when the phone system in MetCom is notified of a call for service. This time is transferred to the MetCom Computer Aided Dispatch (CAD) software and the time is recorded (time stamp). The dispatch time ends when the station or response unit is notified on the incident. The dispatch time is a record of the time used for the dispatch agency to receive notification of a call for service, process that information and notify the appropriate response units.

The “turnout times” begin when the response units have been notified of a call for service. This is done in three methods; a station alerting technology informs the personnel of a call; the MetCom channel 1 broadcasts the incident information and the pagers for the units dispatched inform the crews. The turnout times end when the units indicate their response by use of the MDT or radio broadcast. The turnout time for the first arriving unit for an Engine or Tower only due to the number of tasks required of the first arriving unit. A Battalion Chief or Medic unit is not capable of performing the tasks identified in the Critical Task Analysis. The “travel time” begins when the units indicate they are “responding;” either by radio broadcast or using the MDT. The arrival at the scene is recorded by either the use of the MDT or a radio broadcast. Crews that indicate they are either “on the scene” or “level one staged.” are considered at the scene and available for assignment. This declaration ends the “travel time. The “total response time” is the entire time for the call for service to be answered by MetCom (dispatch time), the units to be notified and respond (turnout time) and the units to arrive at the scene (travel time). Each incident is unique; dispatch time, turnout time and travel time.

Dispatch and turnout time intervals apply to all calls and units requiring an emergent response. SMFRA has adopted the Commission on Fire Accreditation International’s (CFAI) baseline travel time standards (established separately for urban, suburban, and rural population densities) and applies them to first-on-scene, second-on-scene, and/or full group unit emergent responses. The latter full group response is applied to structure fires and special team apparatus on incidents requiring special responses.

Section 8-Performance System Evaluation The compliance effort is a shared responsibility. The response data is gathered by the information technology housed within MetCom (dispatch center). A daily report is sent to the line personnel displaying the response times for the previous day. Gross time deviations are highlighted in a separate report and highlighted in yellow or red in the main report.

The Operations Chief, Shift Commanders and Battalion Chiefs also receive a monthly report of turnout times by shift and unit. This report illustrates the differences and managers are able to coach their subordinates.

Quarterly internal and external reports are prepared and posted on the agency’s external web site and internal intra-net web site. Changes are reviewed annually by the operations staff.

The quarterly and annual reports are distributed in a draft format for review by the Deputy Chief, the Planning and Analysis Chief, the Accreditation Manger, the MetCom Director and the Operations Chief. The results are checked for accuracy and validity prior to mass distribution.

The final reports are the responsibility of the Deputy Chief. The Accreditation Manger is typically responsible for report design and accuracy.

Section 9-Organization Evaluation and Recommendations

Evaluation The SMFRA provides comprehensive all-hazard emergency services and risk reduction to its community. SMFRA has 17 stations, an administrative headquarters building, a training center, a fleet repair facility, a logistics facility and a modern dispatch facility. Apparatus are replaced on schedule and are well maintained. Response crews have the proper personal protective equipment (PPE) and are trained to current fire suppression methods; i.e. flow path practices, close proximity rapid intervention crews. Commercial structures are reviewed to modern compliance codes and are inspected regularly. Fires are investigated and arsonists are prosecuted to the fullest extent. At risk populations are assisted through risk reduction mitigations. The residents of the SMFRA are in a safe community.

SMFRA been staffing four of twelve Engines and all (4) Towers with four personnel, leaving only eight Engines staffed with a minimum of three personnel. A fourth shift (D-shift) was implemented to provide four person staffing to all Engines as much as is practical within budgetary constraints. D-shift personnel are assigned to positions in advance when known vacancies will exist.

An outside review of deployment practices and risk reduction by the Insurance Services Office (ISO) indicated SMFRA has addressed the deficiencies noted in the last assessment by ISO and the SMFRA risk reduction efforts may also allow the authority to seek an improved rating.

From the ISO Fire Service Performance Report:

Considerations The SMFRA continuously monitors their response times and provides an annual report. They need to continue this practice and make response modifications as needed. Under the current FSRS grading/ the authority is receiving credit for 75% engine company deployment. During the next grading, the SMFRA will be able to provide actual NFPA 1710 compliance data as a comparison to their current deployment and receive the better score of the two analyses. ISO

The SMFRA was graded at a Class 3 community with the Communication section scoring a class 1 at 9.8 points/ Fire scoring a class 4 at 31.69 points and the Water System a class 1 at 36.55 points; therefore the divergence between the fire and water systems is -5.60. The peers have an average class of 3 at 72.2 points. They are significantly better than the statewide average which is a class 6 at 47.1 points/ and also better than the national average of class 6 at 46.7 points. Overall the SMFRA as compared to their peer group grading differences based on points scored were: • Communications: 9.8 versus 10 • Water: 36.6 versus 40 • Fire: 31.7 versus 50

ISO has revised the grading schedule and many of the changes may have a positive impact on SMFRA. The fire section may be improved through changes in the new revision; for example community risk reduction programing, the use of incident command and standard operating guidelines. It is recommended that the SMFRA review the changes in the grading schedule and work to create a plan of action to be able to demonstrate performance in the new community risk reduction section and incident command compliance. The SMFRA will be able to submit their NFPA 1710 response analysis for consideration for deployment. The department should compare the new schedule training requirements and ensure that they are capturing their training records in a format that will help maintain or improve their training grading. The water system has minimal room for improvement/ so it is important that the current system is maintained and records kept.

Recommendations Based on an internal review by the SMFRA leadership during the accreditation process and the review by ISO the following recommendations are included.

Response Times SMFRA has responded to calls for emergency service within the adopted baselines; for first due, second due and the effective response force times. The first due travel times for the urban and suburban zones have slightly deteriorated however (urban travel time was 5:17 in 2010, 5:33 in 2014, suburban travel times in 2010= 6:29 in 2014 6:42). This increase appears to be the result of the removal of three Engines and two Medic units from service. These units were removed due to an evaluation of the staffing and deployment model after the consolidation of the two districts. Each time an Engine or Medic unit was removed the response times were measured and evaluated and the response times were not negatively affected for those specific coverage areas. SMFRA should closely monitor these times and seek ways to keep the first due apparatus in their respective districts.

Unit Reliability Unit reliability is as low as 60% from some units and as high as 95%. This may be part of the non-compliant response travel times. Some low reliability rating may be due to consecutive responses, delayed automatic aid and units out of position for training. SMFRA should examine the cause for the poor reliability and implement effective solutions.

Risk/Data Driven Programs There are a few programs that do not have easily accessible local data to base risk reduction strategies; injury reduction, driver safety and employee wellness. Over the next three years, it is also anticipated that SMFRA’s database will contain improved occupancy information which needs to be incorporated to refine the current method of calculating risks to drive inspections, preplan, and response strategies. SMFRA should pursue the proper data to assist in program planning. The Physician Advisor could help in identifying health related data sets as well as the Tri-County Health Department. Accurate injury data for SMFRA employees should be gathered.

Poor Station Response Coverage There are several areas in the Authority where the predicted and actual travel times exceed the adopted standard; the east portion of district 41, the area near East Smoky Hill Road and East Liverpool Street, much of the perimeter of district 43, the north side of district 39 and the area

76 south of East Main Street and South Jordan Road. The number and type of emergency responses should be analyzed and various remedies explored. The area near East Main and South Jordan will have a station build to the south as the Anthology development progresses. The proper location and trigger points should be analyzed.

Increasing Call Load Engines 31, 33 and 44 have experienced a significant increase in call load and Engine 33 has exceeded 2,000 calls per year. This trend should be monitored. The increase is approximately 200 calls per year and many agencies consider adding a second unit to a station near the 3,000 annual call rate. Alternate service delivery models and second response units should be analyzed.

Automatic or Mutual Aid Agreement with Denver Fire Dept. The Denver Fire Department has taken over the service for the city of Englewood. Denver fire now provides service to a significant portion of the northern border with SMFRA and there isn’t an automatic aid agreement between the two agencies. SMFRA has pursued an automatic aid agreement and those efforts will continue.

Monitor Growth in the District Residential and commercial construction growth has resumed; there is a master planned community currently constructing and selling homes (Stepping Stone) and three others have completed much of the planning. The Ridgegate East mixed property development is anticipated to start in the next few years and the City of Greenwood Village has several high rise buildings under consideration. All of the significant new developments shown in the Future Development Map (SOC page 47) are anticipated to begin construction within the next three years and are anticipated to increase SMFRA’s population by up to 100,000 over the next 20 to 30 years. The impact on fire station deployment, inspection staffing, and other internal and external service demands need to be evaluated so that future capital and general budget plans can reflect this growth.

More Senior Care Facilities Planned There are at least four senior care related facilities already planned and these facilities have created an increase in the response from SMFRA units. These facilities have also created an increased demand for risk prevention activities. SMFRA should analyze the call load from

77 current facilities and extrapolate the increase for new facilities. SMFRA should then plan for the type and number of new calls.

Aging Population Served The Census Bureau growth estimates and information from the Colorado Tri-County Public Health Department both point to a significant increase in the population over the age of 55. This could lead to an increase in calls for service and different types of calls. The resident demographics should be analyzed at the next census along with call distribution. SMFRA should be able to forecast the location of the increased call load and the call type.

Impact of the Affordable Care Act There are proposed legislation changes to the Affordable Care Act that could affect EMS billing rates. The payee could shift from insurance companies to the Accountable Care Organizations (Hospital Groups). This reimbursement for EMS care could shift to rates that are negotiated and the resultant reimbursement to SMFRA could be affected. SMFRA should initiate a comprehensive financial evaluation of the EMS delivery model. If a significant decrease in EMS reimbursement is experienced, SMFRA should be able to react without much impact to the organization.

Alternative Service Delivery Models Non-Emergent responses are a significant factor for some units (Stations 32, 34, 44 and 45). As an example, of the 2,000 incidents for station 33, 500 were non-emergent (lift assists, vehicle lockouts, etc). This phenomenon could be a factor in the unit reliability. SMFRA should consider the expansion of alternate care solutions.

Exhibits

Exhibit 1. Exhibit #1 is a representation of the South Metro Fire Authority boundary and also the cities served and their boundaries.

Exhibit 2. Exhibit #2 illustrates the SMFRA boundary and the station locations of SMFRA and neighboring agencies.

Exhibit #3 Exhibit #3 illustrates the elevation variances of the authority.

Exhibit #4 SMFRA Revenue, 2014

Budget Summary for Revenues:

Total fund revenues for all funds are shown below:

REVENUES Estimated Budget

BY CATEGORY 2014 2015

Property Taxes* $51,536,373 $52,151,892

Specific Ownership Tax 4,167,400 3,910,000

Reimbursements 351,868 753,000

Rental Fees 1,651,636 1,094,911

Interest 217,921 243,800

Plan Reviews/Permits 1,111,390 1,437,000

Fleet Services Outside 249,245 250,000 Repairs

Patient Transports 7,527,154 6,585,473

Other Sources 123,141 683,000

Exhibit #5 Historical Performance

2007

2008

2009

2010

2011

2012 Dispatch Turnout Travel Total 2012 Count 95th % 90th % 90th % 90th % Baseline Urban 1:00 1:30 5:12 7:42 Suburban 1:00 1:30 6:30 9:00 Rural 1:00 1:30 13:00 15:30 Overall 11,010 0:53 98 1:48 77 5:53 90 7:52 93 Urban 7,656 0:53 98 1:46 78 5:21 89 7:15 93 A 2,528 0:54 97 1:44 82 5:21 89 7:10 93 B 2,564 0:52 98 1:45 77 5:23 89 7:19 93 C 2,534 0:53 98 1:49 77 5:20 89 7:18 93

Suburban 2,733 0:53 98 1:52 76 6:21 91 8:19 93

A 879 0:54 97 1:50 75 6:17 91 8:14 94 B 904 0:52 98 1:48 79 6:15 92 8:18 94 C 950 0:51 98 1:57 73 6:26 91 8:26 93

Rural 651 0:55 98 1:55 73 7:42 100 9:58 99 A 231 0:56 97 2:03 71 7:36 100 9:42 99 B 209 0:53 99 1:45 77 7:32 100 9:47 100 C 211 0:56 97 2:04 72 8:23 100 10:31 100

Exhibit # 6 Critical Tasks

Critical Task Analyses The critical task analysis for each category began with a review of the risks associated with that category.

Suppression Critical Task Analysis

Response (Frequency) Risk The number of fire responses was reviewed and they are depicted in the SMFRA historical data provided in this document.

Potential The fire potential was reviewed from: High Rise Offices, High Rise residences, Low rise office buildings, Mid-rise office buildings, Low rise apartment/townhome/condominium homes, Mid- rise apartment homes/townhome/condominium homes, Single family residence- dimensional lumber floor joists/trusses, Single family residence- engineered trusses, Large single family residences, Interstate highways (3), Light rail, Railroads, Centennial Airport, High rise hospital, Mid-rise hospital, Senior care facilities and Home care facilities. The critical task were then developed with the response to these risks in mind.

SMFRA Low-Risk Fires

Outside or Outbuilding Fire Unit Crew Size Task Needed Personnel Engine 3 Arrive/position, Initial Radio Report, 3 Establish Command, Size-Up, Suppression

Appliance Fire Unit Crew Size Task Needed Personnel Engine 3 Arrive/Position, Initial Radio Report, 3 Establish Command, Size-up, Advance Line/Suppression Medic 2 Assist with Suppression 2 Personnel 5 Total

BBQ Grill/Chimney/Outbuilding; Garage, Barn, Shed Unit Crew Size Task Needed Personnel

Engine 1/2 3 Arrive/Position, Initial Radio Report, 3 Establish Command, Size-up, Advance Line/Suppression Engine 2/2 3 Establish Water Supply, Assist with 3 suppression, Establish IRIT Medic 2 2 Total 8 Personnel

SMFRA Medium Risk Fires

Commercial Carrier Fire

Task Engine Ladder Medic Personnel Arrive/Position Officer/Engineer 1 Initial Radio Officer 1 Report Establish Officer Command Size-Up Officer Advance Line- FF 2 Suppression Operate Pump Engineer Establish Safe Engineer 1 Zone-Blocking Safety Officer 1 IRIT 2 2 Personnel Total 6

Single Family Residence Unit Crew Size Task Needed Personnel Engine 1/3 3 Officer-Arrive/Position, Give Initial 1 Radio Report, Establish Command, Perform Size-up, Initial Attack FF- Stretches hand line- prepares for 1 attack 1 Eng- Positions apparatus- prepares pump for fire attack Engine 2/3 3 Officer- Directs FF to connect to hydrant, 1 prepares team for entry FF- Establish Water Supply, 2nd attack 1 line or assist with first line Eng- Door Control 1

Engine 3/3 3 On Deck Crew (RIT)- 2nd Supply Source 3 Ladder1/1 4 Split into 2 crews; Officer- Enter structure- direct crew for 1 search FF- Enter with Officer for search 1 Eng- Control utilities and roof operations 1 FF- Control utilities and roof operations 1

Medic ½ 2 Fire Attack or Search 2 Medic 2/2 2 FF Treatment BC ½ 1 Incident Command 1 BC 2/2 1 Accountability 1 Training 1 Incident Safety Officer 1 Total 18 Personnel

Residential Fires (No Hydrant) Unit Crew Size Task Needed Personnel Engine ¼ 3 Officer-Arrive/Position, Give Initial 1 Radio Report, Establish Command, Perform Size-up, Initial Attack FF- Stretches hand line- prepares for 1 attack 1 Eng- Positions apparatus- prepares pump for fire attack Engine 2/4 3 Officer- Directs FF to connect to hydrant, 1 prepares team for entry FF- Establish Water Supply, 2nd attack 1 line or assist with first line Eng- Door Control 1 Engine ¾ 3 Officer- Assumes Water Supply 1 Supervisor Locates site(s) for dump and fill 1 Eng- Assists with porta tank deployment and relay pumps to attack Engine 1 FF- Assists with porta tank deployment and assists with fill operations Engine 4/4 3 Assumes On Deck (RIT) 3 Ladder1/1 4 Split into 2 crews; Officer- Enter structure- direct crew for 1 search FF- Enter with Officer for search 1 Eng- Control utilities and roof operations 1 FF- Control utilities and roof operations 1 Medic ½ 2 Fire Attack or Search 2

Medic 2/2 2 FF Treatment BC ½ 1 Incident Command 1 BC 2/2 1 Accountability 1 Tender ½ 2 Establish Short Water Supply 2 Tender 2/2 2 Water Relay/Supply. Position equipment 2 Training 1 Incident Safety Officer 1 Total 25 Personnel

SMFRA High Risk Fires

Multi-Family Residential Fire Unit Crew Size Task Needed Personnel Engine ¼ 3 Officer-Arrive/Position, Give Initial 1 Radio Report, Establish Command, Perform Size-up, Initial Attack FF- Stretches hand line- prepares for 1 attack 1 Eng- Positions apparatus- prepares pump for fire attack Engine 2/4 3 Officer- Directs FF to connect to hydrant, 1 prepares team for entry FF- Establish Water Supply, 2nd attack 1 line or assist with first line Eng- Door Control 1 Engine ¾ 3 On Deck Crew (RIT)- 2nd Supply Source 3 Ladder1/1 4 Split into 2 crews; one control utilities 4 and roof operations, one search Rescue 4 Become part of RITGroup 4 Medic ½ 2 Fire Attack or Search 2 Medic 2/2 2 FF Treatment BC ½ 1 Incident Command 1 BC 2/2 1 Accountability 1 Training 1 Incident Safety Officer 1 Total 22 Personnel

Commercial Building Fires Unit Crew Size Task Needed Personnel Engine 1/3 3 Officer-Arrive/Position, Give Initial 1 Radio Report, Establish Command, Perform Size-up, Initial Attack FF- Stretches hand line- prepares for 1 attack 1

Eng- Positions apparatus- prepares pump for fire attack Engine 2/3 3 Officer- Directs FF to connect to hydrant, 1 prepares team for entry FF- Establish Water Supply, 2nd attack 1 line or assist with first line Eng- Door Control 1 Engine 3/3 3 On Deck Crew (RIT)- 2nd Supply Source 3 Ladder1/1 4 Reconnaissance/Search and/or roof 4 operations Rescue 4 Become part of RIT Group 4 Medic ½ 2 Fire Attack or Search 2 Medic 2/2 2 FF Treatment 2 BC ½ 1 Incident Command 1 BC 2/2 1 Accountability 1 Training 1 Incident Safety Officer 1 Total 24 Personnel

High Rise Fire Unit Crew Size Task Needed Personnel Engine ¼ 3 Arrive/Position, Give Initial Radio 3 Report, Establish Command, Perform Size-up, Initial Attack on Fire Floor Engine 2/4 3 Establish Water Supply, 2nd attack line or 3 assist with first line Engine ¾ 3 RIT- Floor Below 3 Engine 4/4 3 Fire Extension- floor above 3 Ladder1/1 4 Officer Assumes Lobby Supervisor; Crew 4 becomes part of Fire Attack Ladder 2/2 4 Ventilation and or Search Group 4 Rescue 4 RIT Group 4 Medic ½ 2 Fire Attack or Search 2 Medic 2/2 2 FF Treatment BC ½ 1 Incident Command 1 BC 2/2 1 Accountability 1 Training 1 Incident Safety Officer 1 Total 23 29 Personnel

Wildland

Response Risk The response frequency (provided in the historical data) was reviewed as well as the geographic locations of the wildfires.

Potential Risk The potential in the authority is significant and includes; large areas of open space, wildland- urban interface, state and city parks.

After the review of this risk, these critical tasks were developed.

SMFRA Low Risk Wildland (Level 1/Brush Small, Investigation-Smoke Outside) FBRS1F- (1 Engine, 1 Brush) Engine WL 3 Arrive/Position, Size-up, Initial Radio 3 Report, Establish Command, Determine Strategy, Identify/Establish Anchor Point, Confirm LCES, Establish Water Supply, Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Mop-Up Brush 3 Provide Off-Road Fire Suppression 3 Capability (Mobile Attack), Advance Line/Suppression (Progressive Hose-Lay), Mop-Up Total 6 Personnel

SMFRA Medium Risk Wildland (Level 2/Brush Large) FBRL1F- (2 Brush WL, 2 Engine WL, 2 Brush, 2 BC’s, 1 Medic, 1 Tender) Engine WL 3 Arrive/Position, Size-up, Initial Radio 3 1/2 Report, Establish Command, Determine Strategy, Identify/Establish Anchor Point, Establish LCES, Establish Water Supply, Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Establish Staging Area, Containment Line Construction, Mop-Up Engine WL 3 Assist with Advancing Line/Suppression 3 2/2 (Progressive Hose-Lay), Containment Line Construction, Mop-Up Brush WL 3 Provide Off-Road Fire Suppression 3 1/2 Capability (Mobile Attack), Advance Line/Suppression (Progressive Hose-Lay), Confirm Strategy/Tactics/LCES, Manage Air Operations, Manage Firing Operations, Manage Heavy Equipment, Manage Saw Team, Division/Group Supervision or Task

Force Leader, Containment Line Construction, Mop-Up Brush 1/2 3 Provide Off-Road Fire Suppression 3 Capability (Mobile Attack), Advance Line/Suppression (Progressive Hose-Lay), Containment Line Construction, Mop-Up Brush 2/2 3 Provide Off-Road Fire Suppression 3 Capability (Mobile Attack), Advance Line/Suppression (Progressive Hose-Lay), Containment Line Construction, Mop-Up Medic 2 Medical/Transport 2 Tender 2 Water Supply (Mobile and/or Static) 2 BC 1/2 1 Assume Incident/Unified Command 1 Training 1 Incident Safety Officer 1 Officer Total 21 Personnel

SMFRA High Risk Wildland (Level 3/Wildland Interface) FWILD1F- (2 Engine WL, 2 Brush WL, 2 Brush, 2 BC’s, 2 Medics, 1 Tender CAFS, 1 Tender) Engine WL 3 Arrive/Position, Size-up, Initial Radio 3 1/2 Report, Establish Command, Determine Strategy, Identify/Establish Anchor Point, Establish LCES, Establish Water Supply, Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Establish Staging Area, Structure Protection, Containment Line Construction, Mop-Up Engine WL 3 Structure Protection, Operate Pump, Assist 3 2/2 with Advancing Line/Suppression (Progressive Hose-Lay), Containment Line Construction, Mop-Up Brush WL 3 Provide Off-Road Fire Suppression 3 1/2 Capability (Mobile Attack), Structure Protection, Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Confirm Strategy/Tactics/LCES, Manage Air Operations, Manage Firing Operations, Manage Heavy Equipment, Manage Saw Team, Division/Group Supervision or Task Force Leader, Containment Line Construction, Mop-Up Brush WL 3 Provide Off-Road Fire Suppression 3 2/2 Capability (Mobile Attack), Structure Protection, Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Confirm Strategy/Tactics/LCES, Manage Air Operations, Manage Firing Operations, Manage Heavy Equipment, Manage Saw Team, Division/Group Supervision or Task

Force Leader, Containment Line Construction, Mop-Up Brush 1/2 3 Provide Off-Road Fire Suppression 3 Capability (Mobile Attack), Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Containment Line Construction, Mop-Up Brush 2/2 3 Provide Off-Road Fire Suppression 3 Capability (Mobile Attack), Operate Pump, Advance Line/Suppression (Progressive Hose-Lay), Containment Line Construction, Mop-Up Medic 1/2 2 Augment Staffing on Brush WL 2 Medic 2/2 2 Medical/Transport- FF Personnel 2 Tender 2 Water Supply (Mobile and/or Static) 2 BC 1/2 1 Assume Incident/Unified Command 1 BC 2/2 1 Division/Group Supervisor or Task 1 Force Leader, Support Officer Training 1 Incident Safety Officer 1 Officer Total 27 Personnel

EMS Critical Tasks

Response Risk The historical was reviewed; the authority responds to approximately 9,000 EMS related incidents annually.

Potential Risk SMFRA has significant potential risk for EMS related calls for service to include; senior care facilities, multiple locations for public events (concerts, rodeo, fairs), highways, light rail, freight trains, Centennial Airport, schools, universities, office campuses and government buildings.

Trauma A review of the National Institute for Standards (NIST) EMS Field Experiments was conducted to assist in the development of the critical tasks. The tasks identified in the NIST process included:

 Arrive at patient  Spinal immobilization  ABC’s

 Patient Interview  Body Sweep  O2 administration  Vitals  Expose patient  Control bleeding  Splinting  Back board  Airway  Bag Valve Mask  Patient packaging/transport Medical (Cardiac)  Arrive at patient  ABC’s  Patient interview  O2 administration  Vitals  ALS vitals (12 lead)  Expose patient (patient arrests)  Position patient  ABC’s  Apply defibrillator pads  Defibrillate- Shock #1  ABC’s  CPR  Intubation  IV access  Medications (epi)  AED auto countdown  Defibrillate- Shock #2  Vitals  Medications (lidocaine)  Package patient

SMFRA Low Risk EMS

Lift Assist, Alpha and Bravo Unit Crew Size Task Needed Personnel

Engine 3 Arrive/position, Initial Radio Report, 3 Establish Command, Size-Up, Patient Care ARM 2 Interview Patient/Staff, provide care or 2 follow-up Total 5 Personnel SMFRA Medium Risk EMS

Charlie, Delta and Echo Medical Unit Crew Size Task Needed Personnel Engine 3 Arrive/position, Initial Radio Report, 3 Establish Command, Size-Up, Patient Care Medic 2 Patient Care, Treatment Destination, 2 Patient Transportation Total 5 Personnel SMFRA High Risk EMS

Mass Casualty Incident Unit Crew Size Task Needed Personnel Engine 1/2 3 Arrive/position, Initial Radio Report, 3 Establish Command, Size-Up, Engine 2/2 3 Duties as assigned; patient extraction 3 Ladder 4 Duties ass assigned; patient extraction 4 Medic ½ 2 Size-up/Triage 2 Medic 2/2 2 Patient Transport (IC position) 2 Rescue ½ 4 Patient Triage, extraction or care 4 Rescue 2/2 4 Patient Triage, extraction or care 4 BC 1 Incident Command 1 Training 1 Incident Safety Officer 1 Total 24 Personnel

ARFF Critical Task Analysis

Response Risk

Historical Response >50 Incidents/Year

Alert 2 with no assistance needed after landing

Alert 2 with considerable assistance needed after landing

Alert 3, Crashes on airport property

Alert 3, Crashes off airport property

Potential The potential risk was reviewed and included: Fixed Base Operators, Fuel Farms, Fuel delivery vehicles (tankers), Flight Schools, Small private aircraft (Cessna, Piper), Business Jets, Prisoner transport, Commercial Flights (Dornier 50-70 passenger), Experimental Aircraft, U. S. Customs, Aircraft conversions (Air Methods, Sierra Nevada), Military (F-16, C-130), Show Aircraft (Vintage Military) B-25, C-117, etc., Hangers- some sprinklered, some extensive foam capacity, Aircraft Control Tower, Flight Service Station, SMFRA/Airport Training Grounds- mock aircraft.

The historical and response related data were used to develop the critical tasks.

SMFRA Low Risk ARFF Low risk ARFF responses include inbound SMFRA personnel standing by at a medical transport aircraft when the patient cannot be removed from the aircraft during the re-fueling process and the airport response personnel and apparatus are not available.

Red 1 3 Arrive/position, Initial Radio Report, 3 (ARFF) Establish Command, Size-Up. Standby in tactical position Medic Position for tactical use, patient 2 treatment or transport Total 5 Personnel

SMFRA Moderate Risk ARFF Moderate risk SMFRA airport responses include; an inbound aircraft has reported a difficulty and has requested the fire dept. response (low oil pressure, landing gear indicator, etc.).

Red 1 2 Officer- Arrive/position, Initial Radio 1 (Type 1 Report, Establish Command, Size-Up. ARFF) Standby in tactical position ENG- Position apparatus, operate 1 pump/foam

100

Red 2 (type 2 Position for tactical use/suppression 2 II ARFF) Brush 1 Position for tactical use/suppression 1 Engine ARFF 3 Position for tactical use/suppression 3 Engine Medic 2 Position for tactical 2 use/suppression/patient treatment Training 1 Incident Safety Officer 1 Total 11 Personnel

SMFRA High Risk ARFF A high risk SMFRA airport response is an alert III, an actual aircraft crash or fire; on or off airport property.

Red 2 Officer- Arrive/position, Initial Radio 1 1(ARFF) Report, Establish Command, Size-Up. Standby in tactical position. Assume Suppression Group Supervisor upon BC arrival ENG- Position apparatus, operate 1 pump/foam Red 2 2 Position for tactical use/suppression, 2 (ARFF) rescue Engine 1/2 3 Rescue Group 3 Engine 2/2 3 Report to Suppression Group 3 Brush 1 Report to Suppression Group 1 BC 1 Incident Command 1 Medic ½ 2 Assist in passenger rescue 2 Medic 2/2 2 Provide FF or passenger care 2 Training 1 Incident Safety Officer 1 Total 17 Personnel

Technical Rescue The risk related to technical rescue were reviewed and included. Vehicle collisions, window washer emergencies, structural collapse, trench rescue, firefighters trapped, low angle medical evacuations, rail related emergencies and confined space emergencies.

SMFRA Low Risk Technical Rescue Low risk incidents include: Rope rescue or scaffolding rescue from a building.

Engine 3 Officer: Arrive/position, Initial Radio 1 Report, Establish Command, Size-Up

101

Engineer: Position apparatus, provide 1 patient care FF: Patient care and initial packaging 1 Ladder 4 Officer: Develop patient extraction 1 strategy. Engineer: Provide a high anchor point, 1 FF: Clear vegetation, 1 FF: deploy a mechanical advantage if 1 necessary. BC 1 Incident Command 1 Rescue 1/2 4 Officer: Rescue Group. Manage 1 extraction process at the patient Eng: Assist in patient packaging 1 FF: Assist in patient packaging/board 1 stabilization (stringers) FF: Assist in patient packaging 1 extraction Rescue 2/2 4 Assist in rescue operations 4 Medic 2 Provide FF/citizen care 2 Training 1 Incident Safety Officer 1 Total 19 Personnel

SMFRA Moderate Risk Technical Rescue Moderate Risk Incidents include; Train accidents, confined space rescue.

Engine 3 Officer: Arrive/position, Initial Radio 1 Report, Establish Command, Size-Up Eng: Position apparatus, pump 1 operations FF: Perform quick shoring/stabilization 1 Ladder 4 Assist in operations, provide aerial, 4 ground ladders, quick air monitor BC 1 Incident Command 1 Rescue ½ 4 Officer: Develop operational plan, 1 perform rescue Eng: Assist in rescue SKED or shoring 1 FF: Don harness or assist in shoring 1 FF: Assist in harness or shoring 1 Rescue 2/2 4 Assist in rescue operations 4 Haz-Mat 3 Provide technicians (haz-Mat) air 3 monitoring Medic ½ 2 Assist in Haz-Mat operations 2 Medic 2/2 2 Provide FF/citizen care 2 Training 1 Incident Safety Officer 1

102

Total 24 Personnel

SMFRA High Risk Technical Rescue High risk incidents include; Building collapse, trench rescue.

Engine 3 Officer: Arrive/position, Initial Radio 1 Report, Establish Command, Size-Up Eng: Position apparatus, pump 1 operations FF: Perform quick shoring/stabilization 1 Ladder 4 Assist in operations, provide aerial, 4 ground ladders, Mechanical advantage, anchor points, belay lines BC 1 Incident Command 1 Rescue ½ 4 Officer: Rescue Group 1 Eng: Assist in Shoring- trench box 1 deployment or SKED deployment FF: Prepare for confined entry or assist 1 in shoring FF: Assist entry FF or assist with 1 shoring Rescue 2/2 4 Assist in rescue operations; trench 4 reinforcement, shoring, patient removal Collapse 4 Provide shoring materials, assist in 4 rescue Haz-Mat 3 Provide technicians (Haz_Mat) air 3 monitoring Medic ½ 2 Assist with Haz-Mat operations 2 Medic 2/2 2 Provide FF/citizen care 2 Training 1 Incident Safety Officer 1 Total 28 Personnel

103

Dive Rescue Critical Task Analysis

Risk

Historical Risk 19 incidents in 2014; 3 ice related rescues, 3 issues with either vehicles or persons in a pond/ditch, 1 medical incident at a reservoir, and two water born vehicle accidents. The rest were incidents where our units were cancelled while responding.

Potential Risk The risk potential was also evaluated in included: Cherry Creek reservoir, Reuter Hess Reservoir, Cherry Creek (water way), Small Ponds, Highline Canal, Flood Planes, Water Storage/Treatment, Retention Ponds, Swimming Pools, and Weather/Flash flooding

Critical Task Analysis- Moderate Risk Dive alert 2: Water recovery, Ice rescue, animal rescue

Unit Task Personnel Engine 1/2 Officer- Identify proper location. Position apparatus, 1 Initial Radio Report (IRR), Perform size-up, Assume Command FF- Perform surface rescue if practical 1

Engineer- Assist Firefighter 1 Engine 2/2 Officer- Perimeter control if applicable, assist FF with 1 rescue FF- Assist FF with rescue or with donning dive gear if 1 applicable Eng- assist FF with rescue or with donning dive gear if 1 applicable BC Assume Command, Provide Updates 1 Dive 33 Officer- Develop or confirm Initial Action Plan 1

FF- Perform rescue/recover 1

ENG- Assist FF 1 Medic FF/Paramedic- Perform rescue or assist entry diver 1

FF/Paramedic- Provide medical treatment if applicable 1 Training Incident Safety Officer 1 Total 13

104

Critical Task Analysis- High Risk Dive Alert 3; Capsized boat, boats involved in a collision, witnessed drowning or person missing <30 minutes near water, motorist/vehicle is at risk of being swept away by moving water.

Unit Task Personnel Engine 1/2 Officer- Identify proper location. Position apparatus, 1 Initial Radio Report (IRR), Perform size-up, Assume Command FF- Perform surface rescue if practical 1

Engineer- Assist Firefighter 1 Engine 2/3 Officer- Mange witness interview process, manage 1 perimeter control, manage crew rotation, identify/manage the need for a second dive site 1 FF- Interview witness- last seen point

FF- Interview witnesses or assist divers as needed 1 Engine 3/3 Officer- Perimeter control if applicable, assist FF with 1 rescue FF- Assist FF with rescue or with donning dive gear if 1 applicable Eng- assist FF with rescue or with donning dive gear if 1 applicable BC Assume Command, Provide Updates 1 Dive 33 Officer- Develop or confirm Initial Action Plan 1

FF- Perform rescue/recover 1

ENG- Assist FF 1 Medic 1/2 FF/Paramedic- Perform rescue or assist entry diver 1

FF/Paramedic- Provide rescue or assist diver 1 Medic 2/2 FF/Paramedic- Available for patient treatment/transport 1

FF/Paramedic- available for patient treatment/transport 1 Training Incident Safety Officer 1 Total 18

105

Hazardous Materials Critical Tasks

Risk

Response Risk The number and types of related responses were reviewed and included; white powder investigations, leaking natural gas, spilled fuel, improper storage of hazardous chemicals, and the release of hazardous chemicals.

Potential Risk The potential risk was also reviewed and included; 2 Mining Companies with extensive laboratories, School chemistry laboratories, Commercial Carriers, Water Treatment Facilities, Chemical Suicides, Large Natural gas and petroleum pipelines, Rail Transport, Big Box Stores- consumer goods, White Powder Unknown, Suspicious packages, Fuel Storage, and Ammonia based HVAC- U.S. Foods

These risk were used in the development of the critical tasks.

Critical Tasks- Low Risk Haz-Mat Low risk incidents are defined as:

 Fuel Spill < 25 gallons  CO alarm, asymptomatic

Unit Task Personnel Engine 1/1 Officer- Locate Incident, Scene Size-Up, Assume 1 Command, Initial Action Plan FF- Assist in perimeter control, hazard identification, 1 deploy hose line, initiate mitigation Eng- Position Apparatus, Assist in hazard 1 identification, hazard control Medic 1/1 FF/Paramedic- Treat and/or transport patients 2 Total 5

Critical Risks- Moderate Risk Moderate Risk incidents include:

 Unknown White Powder  Chlorine Alarm  Significant spill or leak- no occupants in a building

106

Unit Task Personnel Engine 1/1 Officer- Locate Incident, Scene Size-up, Assume 1 command, Initial Action Plan FF- Assist in perimeter control, hazard identification, 1 deploy hose line (if applicable), initiate mitigation Eng- Position Apparatus, assist in hazard 1 identification, hazard control, evacuation Haz-Mat Officer- Haz-Mat Branch Chief, Update Incident 1 Action Plan, Safety Officer, FF- 1 of 2 entry team members, hazard identification. 1 Location and possible mitigation Eng- Entry team member 1 Medic ½ FF/Paramedic- 1 of 2 entry team members (technician) 1 FF/Paramedic- assist in perimeter control, evacuation. 1 Available for rotation as entry tem member Medic 2/2 Available for FF treatment and transport 2 Battalion Incident Command 1 Chief Training Incident Safety Officer 1 Total 12

High Risk Haz-Mat High Risk Haz-Mat incidents include:

 Significant spill or leak inside an occupied structure or with a known victim  Suspicious explosion Unit Task Personnel Engine 1/2 Officer- Locate Incident, Scene Size-up, Assume 1 command, Initial Action Plan FF- Assist in perimeter control, hazard identification, 1 deploy hose line (if applicable), initiate mitigation Eng- Position Apparatus, assist in hazard 1 identification, hazard control, evacuation Haz-Mat Officer- Haz-Mat Branch Chief, Update Incident 1 Action Plan, Safety Officer, FF- 1 of 2 entry team members, hazard identification. 1 Location and possible mitigation Eng- Entry team member 1 Medic ½ FF/Paramedic- 1 of 2 entry team members (technician) 1 FF/Paramedic- assist in perimeter control, evacuation. 1 Available for rotation as entry tem member Battalion Incident Command 1 Chief Training Incident Safety Officer 1 Medic 2/2 Available for FF treatment and transport 2

107

Engine 2/2 Available for critical crew rotation as entry team 3 members (each entry team = 1 operations trained FF and 1 technician) Total 15

108

Exhibit # 7 Response Performance Description

Fire Suppression Benchmark Performance

Objective For all fire incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources to stop the escalation of the fire and keep the fire to the area of involvement upon arrival. Initial response resources shall be capable of containing the fire, rescuing at-risk victims, and performing salvage operations, while providing for the safety of the responders and the general public.

Distribution Performance Measure for Fire Urban Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within six minutes thirty seconds total response time, for 90 percent of all requests for emergency service. Suburban Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes total response time, for 90 percent of all requests for emergency service. Rural Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance for Fire-Low Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

109

Concentration Performance for Fire Moderate Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, 30 seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 18 personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 18 personnel shall arrive in twelve minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Tenders, Medic Units and a Training Officer (ISO), with a total of 18 personnel shall arrive in sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance for Fire- High Risk Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in

110 twelve minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes thirty seconds for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Tenders, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in sixteen minutes, thirty seconds, for 90 percent of all requests for emergency service.

Fire Suppression Baseline Performance

Distribution Performance Measure for Fire Urban Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes forty two seconds total response time, for 90 percent of all requests for emergency service. Suburban Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within nine minutes total response time, for 90 percent of all requests for emergency service. Rural Responses: The first-due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within fifteen minutes thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance for Fire-Low Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service.

111

Concentration Performance for Fire Moderate Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in fifteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Tenders, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance for Fire- High Risk Urban Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service.

112 shall arrive in fifteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Tenders, Medic Units and a Training Officer (ISO), with a total of 23 personnel shall arrive in twenty minutes, forty two seconds, for 90 percent of all requests for emergency service.

Emergency Medical Services Benchmark Performance

Objective For all emergency incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficiently trained and equipped personnel to provide medical services that will stabilize the situation, provide care and support to the victim and reduce, reverse, or eliminate the conditions that have caused the emergency while providing for the safety of the responders. Timely transportation of the victim to appropriate medical facilities shall be accomplished in an effective and efficient manner when warranted.

If the engine/tower company arrives first, they are capable of providing basic life support and AED capability or advanced life support (if possessing the capability) until the ALS medic unit arrives on scene. If an ALS unit (medic or engine) arrives first, ALS begins immediately and upon arrival, the engine company provides effective response support.

Distribution Performance Measure for EMS Urban Responses: The first unit (with BLS capabilities) staffed with a minimum of two personnel shall arrive within six minutes, thirty seconds, for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (with BLS capabilities) staffed with a minimum of two personnel shall arrive within seven minutes, thirty seconds, for 90 percent of all requests for emergency service.

Rural Responses: The first unit (with BLS capabilities) staffed with a minimum of two personnel shall arrive within twelve minutes, thirty seconds, for 90 percent of all requests for emergency service.

113

Concentration Performance Measure for EMS-Low For low risk EMS requests for emergency services the performance measure for concentration will be the same as the distribution measure.

Concentration Performance Measure for EMS-Moderate Urban Responses: ALS level care (four personnel of which two are EMTs and 2 are paramedics) shall arrive within ten minutes, thirty seconds, for 90 percent of all requests for emergency service.

Suburban Responses: ALS level care (four personnel of which two are EMTs and 2 are paramedics) shall arrive within ten minutes, thirty seconds, for 90 percent of all requests for emergency services.

Rural Responses: ALS level care (four personnel of which two are EMTs and 2 are paramedics) shall arrive within sixteen minutes, thirty seconds, for 90 percent of all requests for emergency service.

Concentration Performance Measure for EMS-High Urban Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within fifteen minutes for 90 percent of all requests for emergency service.

Suburban Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within eighteen for 90 percent of all requests for emergency service.

Rural Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within twenty minutes for 90 percent of all requests for emergency service.

Emergency Medical Services Baseline Performance

Distribution Performance for EMS Urban Responses: The first unit (BLS with AED) staffed with a minimum of two personnel shall arrive within seven minutes, forty two seconds, for 90 percent of all requests for emergency service.

114

Suburban Responses: The first unit (BLS with AED) staffed with a minimum of two personnel shall arrive within nine minutes for 90 percent of all requests for emergency service.

Rural Responses: The first unit (BLS with AED) staffed with a minimum of two personnel shall arrive within fifteen minutes, thirty seconds, for 90 percent of all requests for emergency service.

Concentration Performance for EMS-Low The concentration performance measure for risk EMS related requests for emergency will be the same as the distribution measurement.

Concentration Performance Measure for EMS-Moderate Urban responses: ALS level care (four personnel of which two are EMT and two are Paramedics) shall arrive within twelve minutes, fifty four seconds, for 90 percent of all requests for emergency service.

Suburban Responses: ALS level care (four personnel of which two are EMT and two are Paramedics) shall arrive within twelve minutes, fifty four seconds, for 90 percent of all requests for emergency service.

Rural Responses: ALS level care (four personnel of which two are EMT and two are Paramedics) shall arrive within twenty minutes for 90 percent of all requests for emergency service.

Concentration Performance Measure for EMS-High Urban Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within twenty minutes for 90 percent of all requests for emergency service.

Suburban Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within twenty minutes for 90 percent of all requests for emergency service.

Rural Responses: Multiple victim/incident ALS level care (twenty three personnel of which four are paramedics) shall arrive within twenty two minutes, thirty seconds, for 90 percent of all requests for emergency service.

115

Technical Rescue Benchmark Performance

Objective For all incidents where the rescue of victims is required, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources to stabilize the situation and extricate the victim(s) from the emergency situation or location without causing further harm to the victim, responders, public or environment.

Distribution Measure for Tech Rescue-All Risks Urban Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within six minutes, 30 seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within seven minutes, 30 seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within twelve minutes, 30 seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Tech Rescue- Low Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of 18 personnel shall arrive in ten minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Suburban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of 18 personnel

116 shall arrive in twelve minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of 18 personnel shall arrive in sixteen minutes thirty seconds total response time for 90 percent of all requests for emergency service.

Concentration Performance Measure for Tech Rescue- Moderate Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty three personnel shall arrive in 10 minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty three personnel shall arrive in sixteen minutes thirty seconds total response time for 90 percent of all requests for emergency service.

117

Concentration Performance Measure for Tech Rescue- High Risk Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty seven personnel shall arrive in 10 minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty seven personnel shall arrive in sixteen minutes thirty seconds total response time for 90 percent of all requests for emergency service.

Baseline Performance- Tech Rescue

Distribution Measure for Tech Rescue-All Risks Urban Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within seven minutes, 42 seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within nine minutes total response time, for 90 percent of all requests for emergency service.

118

Rural Responses: The first unit (with BLS capabilities) staffed with a minimum of three personnel shall arrive within fifteen minutes, 30 seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Tech Rescue- Low Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of eighteen personnel shall arrive in twelve minutes fifty four seconds, total response time for 90 percent of all requests for emergency service.

Suburban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of eighteen personnel shall arrive in fifteen minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within fourteen minutes total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of eighteen personnel shall arrive in twenty minutes, forty two seconds total response time for 90 percent of all requests for emergency service.

Concentration Performance Measure for Tech Rescue- Moderate Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty three personnel shall arrive in twelve minutes, fifty four seconds, total response time for 90 percent of all requests for emergency service.

119

Suburban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty three personnel shall arrive in fifteen minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty three personnel shall arrive in twenty minutes forty two seconds total response time for 90 percent of all requests for emergency service.

Concentration Performance Measure for Tech Rescue- High Risk Urban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty seven personnel shall arrive in twelve minutes fifty four seconds, total response time for 90 percent of all requests for emergency service.

Suburban: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total of twenty seven personnel shall arrive within fifteen minutes thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural: The second due apparatus (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds minutes total response time, for 90 percent of all requests for emergency service. Remaining units, including Battalion Chief(s), a combination of Engines, Aerials, Rescue, Medic Units and a Training Officer (ISO), with a total

120 of twenty seven personnel shall arrive in twenty minutes, forty two seconds total response time for 90 percent of all requests for emergency service.

Hazardous Materials Response Benchmark Performance

Objective For all incidents where leaks or spills of hazardous materials have occurred, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources stabilize the situation, identify the hazard category, establish the safe evacuation perimeter and treat any victims without causing further harm to any victims, the public or the environment.

Distribution Performance Measure for Hazardous Materials- Urban The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within six minutes, thirty seconds, total response time, for 90 percent of all requests for emergency service.

Distribution Performance Measure for Hazardous Materials- Suburban The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes, thirty seconds, total response time, for 90 percent of all requests for emergency service.

Distribution Performance Measure for Hazardous Materials- Rural The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, thirty seconds, total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Haz-Mat- Low Risk Urban: The second unit shall arrive in ten minutes, thirty seconds total response time for 90 percent of all calls for emergency service. The remaining unit shall arrive within fifteen minutes total response time for 90 percent of all requests for emergency services.

Suburban: The second unit shall arrive in ten minutes, thirty seconds total response time for 90 percent of all calls for emergency service. The remaining unit shall arrive within eighteen minutes total response time for 90 percent of all requests for emergency services.

121

Rural: The second unit shall arrive in sixteen minutes, thirty seconds for 90 percent of all calls for emergency service. The remaining unit shall arrive within twenty minutes thirty seconds total response time for 90 percent of all requests for emergency services.

Concentration Performance Measure for Haz-Mat- Moderate Risk- Urban: The second unit shall arrive in ten minutes, thirty seconds total response time. The remaining units; the Hazardous Materials Specialty unit, the Training Officer (ISO) and the Battalion Chief, for a total of twelve personnel shall arrive within fifteen minutes total response time, for 90 percent of all requests for emergency services.

Suburban: The second unit shall arrive in ten minutes, thirty seconds total response time. The remaining units; The Hazardous Materials Specialty unit, the Training Officer (ISO) and the Battalion Chief, for a total of twelve personnel shall arrive within eighteen minutes total response time, for 90 percent of all requests for emergency services.

Rural: The second unit shall arrive in sixteen minutes, thirty seconds total response time. The remaining unit; the Hazardous Materials Specialty unit, the Training Officer (ISO) and a Battalion Chief, for a total of twelve personnel shall arrive within twenty minutes thirty seconds total response time, for 90 percent of all requests for emergency services.

Concentration Performance Measure for Haz-Mat- High Risk- Urban: The second unit shall arrive in ten minutes, thirty seconds for 90 percent of all calls for emergency service. The remaining units; the Hazardous Materials Specialty apparatus, one Medic unit, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within fifteen minutes total response time, for 90 percent of all requests for emergency services.

Suburban: The second unit shall arrive in ten minutes, thirty seconds for 90 percent of all calls for emergency service. The remaining units; the Hazardous Materials Specialty apparatus, one Medic unit, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within eighteen minutes total response time, for 90 percent of all requests for emergency services.

Rural: The second unit shall arrive in sixteen minutes, thirty seconds for 90 percent of all calls for emergency service. The remaining units; the Hazardous Materials Specialty apparatus, one

122

Medic unit, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within twenty minutes thirty seconds total response time, for 90 percent of all requests for emergency services.

Baseline Performance Measures

Distribution Performance Measure for Haz-Mat- Urban The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes, forty two seconds, total response time, for 90 percent of all requests for emergency service.

Distribution Performance Measure for Haz-Mat- Suburban The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within nine minutes total response time, for 90 percent of all requests for emergency service.

Distribution Performance Measure for Haz-Mat- Rural The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within fifteen minutes, thirty seconds, total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Haz-Mat Low Risk Urban: The second unit shall arrive in twelve minutes, fifty four seconds. The remaining unit; The Battalion Chief, shall arrive within twenty minutes total response time for 90 percent of all requests for emergency services.

Suburban: The second unit shall arrive in twelve minutes, fifty four seconds. The remaining unit; The Battalion Chief shall arrive within twenty minutes total response time for 90 percent of all requests for emergency services.

Rural: The second unit shall arrive in twenty minutes. The remaining unit; The Battalion Chief, shall arrive within twenty two minutes, thirty seconds total response time for 90 percent of all requests for emergency services.

Concentration Performance Measure for Haz-Mat Moderate Risk- Urban: The second unit shall arrive in twelve minutes, fifty four seconds. The remaining units; the Hazardous Materials Specialty apparatus, a Training Officer (ISO) and a Battalion Chief, for

123 a total of eleven personnel shall arrive within twenty minutes total response time, for 90 percent of all requests for emergency services.

Suburban: The second unit shall arrive in twelve minutes, fifty four seconds. The remaining units; the Hazardous Materials Specialty apparatus, a Training Officer (ISO) and a Battalion Chief, for a total of eleven personnel shall arrive within twenty minutes total response time, for 90 percent of all requests for emergency services.

Rural: The second unit shall arrive in twenty minutes. The remaining units; the Hazardous Materials Specialty apparatus, a Training Officer (ISO) and a Battalion Chief, for a total of eleven personnel shall arrive within twenty two minutes thirty seconds total response time, for 90 percent of all requests for emergency services.

Concentration Performance Measure for Haz-Mat High Risk Urban: One Engine, one Hazardous Materials Specialty apparatus, two Medic units, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within twenty minutes for 90 percent of all requests for emergency services. Remaining units will be able to identify the hazard, establish hazard zones, make entry for most risks and mitigate the hazard. Decontamination and rotation for the entry teams can be accomplished.

Suburban: One Engine, one Hazardous Materials Specialty apparatus, two Medic units, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within twenty minutes for 90 percent of all requests for emergency services. Remaining units will be able to identify the hazard, establish hazard zones, make entry for most risks and mitigate the hazard. Decontamination and rotation for the entry teams can be accomplished.

Rural: One Engine, one Hazardous Materials Specialty apparatus, two Medic units, a Training Officer (ISO) and a Battalion Chief, for a total of fifteen personnel, shall arrive within twenty two minutes, thirty seconds for 90 percent of all requests for emergency services. Remaining units will be able to identify the hazard, establish hazard zones, make entry for most risks and mitigate the hazard. Decontamination and rotation for the entry teams can be accomplished.

124

Aviation Rescue and Fire Fighting Benchmark Performance

Objective For all fire incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources to stop the escalation of the fire and keep the fire to the area of involvement upon arrival. Initial response resources shall be capable of containing the fire and rescuing at-risk victims, while providing for the safety of the responders and the general public.

Distribution Performance Measure for ARFF- Urban The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within six minutes, thirty seconds, total response time, for all requests for emergency service.

Distribution Performance Measure for ARFF- Suburban The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within seven minutes, thirty seconds, total response time, for all requests for emergency service.

Distribution Performance Measure for ARFF- Rural The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within twelve minutes, thirty seconds, total response time, for all requests for emergency service.

Concentration Performance Measure for ARFF-_Low Risk The concentration performance measure for low risk responses will be the same as the distribution performance measure.

Concentration Performance Measure for ARFF- Moderate Risk Urban Responses: The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within six minutes, thirty seconds, total response time, for all requests for emergency service. The remaining units, including a second ARFF specialty apparatus and a Brush specialty apparatus, and a Training Officer (ISO) shall arrive within ten minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within

125 seven minutes, thirty seconds, total response time, for all requests for emergency service. The remaining units, including a second ARFF specialty apparatus and a Brush specialty apparatus, and a Training Officer (ISO) shall arrive within twelve minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural Responses: The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within twelve minutes, thirty seconds, total response time, for all requests for emergency service. The remaining units, including a second ARFF specialty apparatus and a Brush specialty apparatus, and a Training Officer (ISO) shall arrive within sixteen minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Concentration Performance Measure for ARFF- High Risk Urban Responses: The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within six minutes, thirty seconds, total response time, for all requests for emergency service. The remaining units, including a second ARFF specialty apparatus, a Battalion Chief, a second Engine, a second Medic unit, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within ten minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within six minutes, thirty seconds, total response time, for all requests for emergency service. The remaining units, including a second ARFF specialty apparatus, a Battalion Chief, a second Engine, a second Medic unit, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within twelve minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

126

Engine, a second Medic unit, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within sixteen minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Aviation Rescue and Fire Fighting Baseline Performance

Objective For all fire incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources to stop the escalation of the fire and keep the fire to the area of involvement upon arrival. Initial response resources shall be capable of containing the fire and rescuing at-risk victims, while providing for the safety of the responders and the general public.

Distribution Performance Measure for ARFF- Urban The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within seven minutes, forty two seconds, total response time, for all requests for emergency service.

Distribution Performance Measure for ARFF- Suburban The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within nine minutes, total response time, for all requests for emergency service.

Distribution Performance Measure for ARFF- Rural The first unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel and a Medic unit staffed with a minimum of two personnel shall arrive within fifteen minutes, thirty seconds, total response time, for all requests for emergency service.

Concentration Performance Measure for ARFF-_Low Risk The concentration performance measure for low risk responses will be the same as the distribution performance measure.

Concentration Performance Measure for ARFF- Moderate Risk Urban Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four seconds. The remaining units, including a second ARFF specialty apparatus a Medic, a Training Officer (ISO) and a Brush

127 specialty apparatus, shall arrive within twelve minutes, fifty four seconds, total response time for 90 percent of all requests for emergency service.

Suburban Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four seconds. The remaining units, including a second ARFF specialty apparatus a Medic unit, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within fifteen minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twenty minutes, forty two seconds. The remaining units, including a second ARFF specialty apparatus a Medic unit, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within twenty minutes, forty two seconds, total response time for 90 percent of all requests for emergency service.

Concentration Performance Measure for ARFF- High Risk Urban Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four seconds. The remaining units, including a second ARFF specialty apparatus, a Battalion Chief, a second Engine, two Medic units, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within twelve minutes, fifty four seconds, total response time for 90 percent of all requests for emergency service.

Suburban Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four seconds. The remaining units, including a second ARFF specialty apparatus, a Battalion Chief, a second Engine, two Medic units, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within fifteen minutes, thirty seconds, total response time for 90 percent of all requests for emergency service.

Rural Responses: The second unit (Engine, Tower or ARFF Specialty) staffed with a minimum of three personnel shall arrive in twenty minutes, forty two seconds. The remaining units, including a second ARFF specialty apparatus, a Battalion Chief, a second Engine, two Medic units, a Training Officer (ISO) and a Brush specialty apparatus, shall arrive within twenty

128 minutes, forty two seconds, total response time for 90 percent of all requests for emergency service.

Wildland Fire Fighting Benchmark Performance

Objective For all wildland fire incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources to stop the escalation of the fire and keep the fire to the geographic area of involvement upon arrival. Initial resources shall be capable of containing the fire, establishing the need for evacuation and providing for the safety of the responders and the general public.

Distribution Performance Measure for Wildland Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within six minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Wildland-Low Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within six minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The second unit, a Type III or Type VI Brush unit, shall arrive in ten minutes, thirty seconds and be able to provide a single flank off-road fire suppression attack.

Suburban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The second unit, a Type III or Type VI Brush unit, shall arrive in ten minutes, thirty seconds and be able to provide a single flank off-road fire suppression attack.

Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests 129 for emergency service. The second unit, a Type III or Type VI Brush unit, shall arrive in sixteen minutes, thirty seconds and be able to provide a single flank off-road fire suppression attack.

Concentration Performance Measure for Wildland- Moderate Risk Urban Responses: The second unit staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officer (ISO) and two Type VI Brush units shall arrive in ten minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack.

Suburban Responses: The second unit staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officer (ISO) and two Type VI Brush units shall arrive in twelve minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officer (ISO) and two Type VI Brush units shall arrive in sixteen minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack.

Concentration Performance Measure for Wildland- High Risk Urban Responses: The second unit staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in ten minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

130

Suburban Responses: The second unit staffed with a minimum of three personnel shall arrive within ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in twelve minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

Rural Responses: The second unit staffed with a minimum of three personnel shall arrive within twelve minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in sixteen minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

Wildland Fire Fighting Baseline Performance

Distribution Performance Measure for Wildland Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within seven minutes, forty two seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure for Wildland-Low Urban Responses: The first unit staffed with a minimum of three personnel shall arrive within seven minutes forty two seconds total response time, for 90 percent of all requests for emergency

131 service. The second unit, a Type III or Type VI Brush unit, shall arrive in twelve minutes, fifty four seconds and be able to provide a single flank off-road fire suppression attack.

Suburban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within nine minutes total response time, for 90 percent of all requests for emergency service. The second unit, a Type III or Type VI Brush unit, shall arrive in twelve minutes, fifty four seconds and be able to provide a single flank off-road fire suppression attack.

Rural Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within fifteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The second unit, a Type III or Type VI Brush unit, shall arrive in twenty minutes, forty two seconds and be able to provide a single flank off-road fire suppression attack.

Concentration Performance Measure for Wildland- Moderate Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officr (ISO) and two Type VI Brush units shall arrive in twelve minutes, fifty four seconds and are capable of providing two flanks of off-road fire suppression attack.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes fifty four seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officer (ISO) and two Type VI Brush units shall arrive in fifteen minutes, thirty seconds and are capable of providing two flanks of off-road fire suppression attack.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, a Battalion Chief, two Type III Brush units, a Training Officer (ISO) and two Type VI Brush units shall 132 arrive in twenty minutes, forty two seconds and are capable of providing two flanks of off-road fire suppression attack.

Concentration Performance Measure for Wildland- High Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in twelve minutes, fifty four seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twelve minutes, fifty four total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in fifteen minutes, thirty four seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive within twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service. The remaining units, a second Engine, a Medic unit, two Battalion Chiefs, two Type III Brush units, two Medic units, a Training Officer (ISO) and two Type VI Brush units shall arrive in twenty minutes, forty two seconds and are capable of providing two flanks of off-road fire suppression attack, provide a water supply for a sustained attack and provide structure protection.

Water Rescue and Recovery Benchmark Performance

Objective For all water related incidents, the South Metro Fire Rescue Authority shall arrive in a timely manner with sufficient resources and be capable of assuming command, assessing the situation, request additional resources, initiating surface rescue operations, and when possible, begin basic life support of victims. The second due unit is similarly capable.

133

Water Rescue Benchmark Performance

Distribution Performance Measure for Water Rescue Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in six minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Suburban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in seven minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Rural Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twelve minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure- Water Rescue- Low Risk For all low risk incidents, the concentration performance measure will be the same as the distribution measure.

Concentration Performance Measure- Water Rescue- Moderate Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in ten minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in twelve minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in sixteen minutes, thirty seconds total response time, for 90 percent of all requests

134 for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in sixteen minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Concentration Performance Measure- Water Rescue- High Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, an additional Engine (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in ten minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in ten minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, an additional Engine (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in twelve minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in sixteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, an additional Engine (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in sixteen minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Baseline Performance Measures- Water Rescue

Distribution Performance Measure for Water Rescue Urban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in seven minutes, forty two seconds total response time, for 90 percent of all requests for emergency service.

135

Suburban Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in nine minutes total response time, for 90 percent of all requests for emergency service.

Rural Responses: The first unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in fifteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service.

Concentration Performance Measure- Water Rescue- Low Risk For all low risk incidents, the concentration performance measure will be the same as the distribution measure.

Concentration Performance Measure- Water Rescue- Moderate Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four two seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in twelve minutes, fifty four seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twelve minutes fifty four seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in fifteen minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in fifteen minutes, thirty seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, a Battalion Chief, a Training Officer (ISO) and a medic unit, shall arrive in twenty minutes, forty two seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

136

Concentration Performance Measure- Water Rescue- High Risk Urban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, an additional Engine (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in twelve minutes, fifty four seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Suburban Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twelve minutes, fifty four eight seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, an additional Engine (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in fifteen minutes, thirty seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

Rural Responses: The second unit (Engine or Tower) staffed with a minimum of three personnel shall arrive in twenty minutes, forty two seconds total response time, for 90 percent of all requests for emergency service. The additional resources; the Dive specialty apparatus, two additional Engines (Tower), a Battalion Chief, a Training Officer (ISO) and two medic units, shall arrive in twenty minutes, forty two seconds and be capable of performing a dive rescue, establish perimeter control, and interview witnesses.

137

Performance (New Critical Task format) Note: For many of the response categories, SMFRA did not respond enough times to depict a normal distribution of the data. The authority has established these benchmarks and baselines because there would be a concern if the Effective Response Force is unable to arrive at an incident within these parameters.

As an example, there aren’t any rural aircraft crashes in the years reviewed, as well as high risk fires (high rise). The specialty teams also did not have a full ERF response at times because firefighters were staffing the units; such as brush trucks or tenders. The personnel were not trained to indicate their response to the incident or the arrival at the scene. Mobile Data Terminals (MDT) are being installed to facilitate accurate data.

Urban Fire 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:01:01 0:00:23 0:00:52 0:00:58 0:01:29 0:01:03 01:00 Dispatch 1st On Scene 0:01:29 0:01:11 0:01:42 0:01:51 0:01:44 0:01:49 01:30 Turnout 2nd Due 0:01:45 0:01:12 0:01:57 0:00:36 0:01:49 0:01:49 01:30 ERF 0:01:02 0:00:00 0:01:47 0:01:26 0:04:21 0:01:47 01:30 1st On Scene 0:06:27 0:03:51 0:04:30 0:04:48 0:03:32 0:04:48 05:12 Travel 2nd Due 0:06:34 0:04:01 0:04:58 0:06:46 0:03:58 0:06:34 10:24 ERF 0:20:36 0:18:44 0:25:40 0:13:29 0:09:22 0:20:36 10:24

Total 1st On Scene 0:08:57 0:05:25 0:06:41 0:07:37 0:06:05 0:07:37 07:42 Response 2nd Due 0:09:16 0:05:36 0:07:12 0:08:20 0:06:13 0:08:26 12:54 Time ERF 0:23:18 0:20:08 0:29:07 0:15:53 0:12:27 0:23:18 12:54 Total Incidents where ERF Met 2 1 3 2 3 11

Suburban Fire 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:59 0:00:37 0:00:28 - 0:00:40 0:00:59 01:00 Dispatch 1st On Scene 0:01:24 0:01:34 0:00:00 - 0:01:52 0:01:52 01:30 Turnout 2nd Due 0:01:34 0:00:00 0:00:00 - 0:01:00 0:01:34 01:30 ERF 0:06:40 0:10:57 0:01:12 - 0:00:00 0:10:57 01:30

138

1st On Scene 0:07:09 0:04:51 0:03:24 - 0:03:14 0:07:09 06:30 Travel 2nd Due 0:08:19 0:04:56 0:04:16 - 0:05:54 0:08:19 10:24 ERF 0:29:27 0:02:41 0:08:26 - 0:17:45 0:29:27 13:00

Total 1st On Scene 0:08:00 0:07:02 0:05:19 - 0:05:46 0:08:00 09:00 Response 2nd Due 0:09:08 0:09:12 0:05:40 - 0:10:43 0:10:43 12:54 Time ERF 0:40:37 0:22:59 0:10:06 - 0:20:34 0:40:37 15:30 Total Incidents where ERF Met 2 1 1 0 1 5

Rural Fire 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing - - - - 0:00:39 0:00:39 01:00 Dispatch 1st On Scene - - - - 0:01:01 0:01:01 01:30 Turnout 2nd Due - - - - 0:00:00 0:00:00 01:30 ERF - - - - 0:01:41 0:01:41 01:30 1st On Scene - - - - 0:05:45 0:05:45 13:00 Travel 2nd Due - - - - 0:05:05 0:05:05 18:12 ERF - - - - 0:15:30 0:15:30 18:12

Total 1st On Scene - - - - 0:07:25 0:07:25 15:30 Response 2nd Due - - - - 0:07:28 0:07:28 20:42 Time ERF - - - - 0:17:50 0:17:50 20:42 Total Incidents where ERF Met 0 0 0 0 1 1

Urban Fire 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:41 0:00:46 - - - 0:00:46 01:00 Dispatch 1st On Scene 0:01:49 0:00:27 - - - 0:01:49 01:30 Turnout 2nd Due 0:02:27 0:02:18 - - - 0:02:27 01:30 ERF 0:00:04 0:01:42 - - - 0:01:42 01:30 1st On Scene 0:04:32 0:05:06 - - - 0:05:06 05:12 Travel 2nd Due 0:04:45 0:04:15 - - - 0:04:45 10:24 ERF 0:15:03 0:09:45 - - - 0:15:03 10:24

Total 1st On Scene 0:07:02 0:06:19 - - - 0:07:02 07:42 Response 2nd Due 0:07:06 0:07:19 - - - 0:07:19 12:54 Time ERF 0:23:36 0:12:13 - - - 0:23:36 12:54

139

Total Incidents where ERF Met 2 1 0 0 0 3

Suburban Fire 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing - 0:00:42 0:00:53 - - 0:00:53 01:00 Dispatch 1st On Scene - 0:03:18 0:02:11 - - 0:03:18 01:30 Turnout 2nd Due - 0:01:25 0:03:19 - - 0:03:19 01:30 ERF - 0:02:49 0:02:38 - - 0:02:49 01:30 1st On Scene - 0:04:30 0:04:12 - - 0:04:30 06:30 Travel 2nd Due - 0:07:08 0:04:02 - - 0:07:08 10:24 ERF - 0:42:26 0:11:23 - - 0:42:26 13:00

Total 1st On Scene - 0:08:30 0:06:11 - - 0:08:30 09:00 Response 2nd Due - 0:09:15 0:06:52 - - 0:09:15 12:54 Time ERF - 0:46:36 0:14:41 - - 0:46:36 15:30 Total Incidents where ERF Met 0 2 2 0 0 4

Rural Fire 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

ARFF Urban ARFF 2010 2011 2012 2013 2014

140

Moderate Risk 2010 - Targe 90th Percentile Times 2014 t Pick-up to Call Processing - - - 0:00:14 - 0:00:14 01:00 Dispatch 1st On Scene - - - 0:04:04 - 0:04:04 01:30 Turnout 2nd Due - - - 0:01:49 - 0:01:49 01:30 ERF - - - 0:04:38 - 0:04:38 01:30 1st On Scene - - - 0:01:12 - 0:01:12 05:12 Travel 2nd Due - - - 0:03:51 - 0:03:51 10:24 ERF - - - 0:06:58 - 0:06:58 10:24

Total 1st On Scene - - - 0:05:30 - 0:05:30 07:42 Response 2nd Due - - - 0:05:54 - 0:05:54 12:54 Time ERF - - - 0:11:50 - 0:11:50 12:54 Total Incidents where ERF Met 0 0 0 1 0 1

Suburban ARFF 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural ARFF 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30

141

ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

Urban ARFF 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------07:42 Response 2nd Due ------12:54 Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban ARFF 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24

142

ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural ARFF 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing - - - - 0:00:30 0:00:30 01:00 Dispatch 1st On Scene - - - - 0:00:15 0:00:15 01:30 Turnout 2nd Due - - - - 0:01:39 0:01:39 01:30 ERF - - - - 0:00:00 0:00:00 01:30 1st On Scene - - - - 0:10:26 0:10:26 13:00 Travel 2nd Due - - - - 0:10:03 0:10:03 18:12 ERF - - - - 0:33:58 0:33:58 18:12

Total 1st On Scene - - - - 0:11:11 0:11:11 15:30 Response 2nd Due - - - - 0:12:12 0:12:12 20:42 Time ERF - - - - 0:35:25 0:35:25 20:42 Total Incidents where ERF Met 0 0 0 0 1 1

Dive Urban Dive 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24 1st On Scene ------07:42

143

Total 2nd Due ------12:54 Response Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban Dive 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural Dive 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

144

Urban Dive 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing - - 0:00:20 - - 0:00:20 01:00 Dispatch 1st On Scene - - 0:01:18 - - 0:01:18 01:30 Turnout 2nd Due - - 0:00:42 - - 0:00:42 01:30 ERF - - 0:00:00 - - 0:00:00 01:30 1st On Scene - - 0:02:34 - - 0:02:34 05:12 Travel 2nd Due - - 0:03:24 - - 0:03:24 10:24 ERF - - 0:10:58 - - 0:10:58 10:24

Total 1st On Scene - - 0:04:12 - - 0:04:12 07:42 Response 2nd Due - - 0:04:26 - - 0:04:26 12:54 Time ERF - - 0:12:45 - - 0:12:45 12:54 Total Incidents where ERF Met 0 0 1 0 0 1

Suburban Dive 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural Dive 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch

145

1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

EMS Urban EMS 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:50 0:00:49 0:00:47 0:00:49 0:00:52 0:00:49 01:00 Dispatch 1st On Scene 0:01:52 0:01:43 0:01:40 0:01:43 0:01:47 0:01:45 01:30 Turnout 2nd Due 0:02:04 0:01:54 0:01:49 0:01:52 0:01:56 0:01:55 01:30 ERF 0:02:04 0:01:54 0:01:49 0:01:53 0:01:56 0:01:55 01:30 1st On Scene 0:04:58 0:04:55 0:04:57 0:05:01 0:05:11 0:05:00 05:12 Travel 2nd Due 0:07:25 0:07:08 0:07:22 0:07:43 0:07:57 0:07:29 10:24 ERF 0:07:27 0:07:09 0:07:24 0:07:43 0:08:00 0:07:31 10:24

Total 1st On Scene 0:06:57 0:06:48 0:06:43 0:06:57 0:07:11 0:06:54 07:42 Response 2nd Due 0:09:33 0:09:14 0:09:24 0:09:48 0:10:12 0:09:36 12:54 Time ERF 0:09:34 0:09:15 0:09:25 0:09:50 0:10:17 0:09:37 12:54 Total Incidents where ERF Met 4,342 4,592 4,887 4,733 2,682 21,236

Suburban EMS 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:48 0:00:49 0:00:46 0:00:49 0:00:51 0:00:48 01:00 Dispatch 1st On Scene 0:01:59 0:01:49 0:01:42 0:01:53 0:01:54 0:01:51 01:30 Turnout 2nd Due 0:02:16 0:02:18 0:02:29 0:02:12 0:02:05 0:02:16 01:30 ERF 0:02:16 0:02:18 0:02:30 0:02:13 0:02:04 0:02:17 01:30 Travel 1st On Scene 0:06:06 0:06:08 0:05:56 0:05:54 0:06:20 0:06:04 06:30

146

2nd Due 0:09:12 0:09:26 0:09:11 0:08:47 0:09:08 0:09:08 10:24 ERF 0:09:13 0:09:26 0:09:11 0:08:49 0:09:15 0:09:09 10:24

Total 1st On Scene 0:08:04 0:08:07 0:07:47 0:07:56 0:08:29 0:08:03 09:00 Response 2nd Due 0:11:21 0:11:46 0:11:29 0:11:01 0:11:28 0:11:25 12:54 Time ERF 0:11:21 0:11:46 0:11:29 0:11:01 0:11:33 0:11:25 12:54 Total Incidents where ERF Met 1,467 1,633 1,633 1,573 913 7,219

Rural EMS 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:47 0:00:50 0:00:46 0:00:48 0:00:53 0:00:49 01:00 Dispatch 1st On Scene 0:02:12 0:02:07 0:01:55 0:02:01 0:01:52 0:02:03 01:30 Turnout 2nd Due 0:03:20 0:02:57 0:03:37 0:03:49 0:03:09 0:03:31 01:30 ERF 0:03:20 0:02:55 0:03:37 0:03:50 0:03:09 0:03:31 01:30 1st On Scene 0:08:06 0:08:06 0:07:33 0:07:39 0:07:45 0:07:50 13:00 Travel 2nd Due 0:11:20 0:10:53 0:11:11 0:10:31 0:10:48 0:11:02 18:12 ERF 0:11:24 0:10:57 0:11:11 0:10:31 0:11:00 0:11:03 18:12

Total 1st On Scene 0:10:22 0:10:19 0:09:33 0:09:55 0:10:02 0:10:06 15:30 Response 2nd Due 0:14:24 0:13:34 0:14:00 0:13:17 0:13:41 0:13:44 20:42 Time ERF 0:14:27 0:13:34 0:14:07 0:13:40 0:13:42 0:13:55 20:42 Total Incidents where ERF Met 286 341 353 315 190 1,485

Urban EMS 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24 1st On Scene ------07:42

147

Total 2nd Due ------12:54 Response Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban EMS 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Rural EMS 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

148

Haz-Mat Urban HazMat 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Call Pick-up to 23:25:3 - 0:00:44 - - 23:25:35 01:00 Processing Dispatch 5 1st On Scene - 0:01:59 0:03:41 - - 0:03:41 01:30 Turnout 2nd Due - 0:02:08 0:00:41 - - 0:02:08 01:30 ERF - 0:00:00 0:00:55 - - 0:00:55 01:30 1st On Scene - 0:05:17 0:05:08 - - 0:05:17 05:12 Travel 2nd Due - 0:05:08 0:11:08 - - 0:11:08 10:24 ERF - 0:09:15 0:15:35 - - 0:15:35 17:30 23:34:2 1st On Scene - 0:08:00 - - 23:34:24 07:42 Total 4 23:43:2 Response 2nd Due - 0:08:00 - - 23:43:23 12:54 Time 3 ERF - 0:15:41 0:22:19 - - 0:22:19 20:00 Total Incidents where ERF Met 0 1 1 0 0 2

Suburban HazMat 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------17:30

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------20:00 Total Incidents where ERF Met 0 0 0 0 0 0

Rural HazMat 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times

149

Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:00 ERF ------20:00

Total 1st On Scene ------15:30 Response 2nd Due ------20:00 Time ERF ------22:30 Total Incidents where ERF Met 0 0 0 0 0 0

Urban HazMat 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:40 - - - - 0:00:40 01:00 Dispatch 1st On Scene 0:02:11 - - - - 0:02:11 01:30 Turnout 2nd Due 0:03:16 - - - - 0:03:16 01:30 ERF 0:00:13 - - - - 0:00:13 01:30 1st On Scene 0:03:48 - - - - 0:03:48 05:12 Travel 2nd Due 0:03:25 - - - - 0:03:25 10:24 ERF 0:00:05 - - - - 0:00:05 17:30

Total 1st On Scene 0:06:39 - - - - 0:06:39 07:42 Response 2nd Due 0:07:21 - - - - 0:07:21 12:54 Time ERF 1:49:09 - - - - 1:49:09 20:00 Total Incidents where ERF Met 1 0 0 0 0 1

Suburban HazMat 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing - 0:00:35 - - - 0:00:35 01:00 Dispatch 1st On Scene - 0:01:34 - - - 0:01:34 01:30 Turnout 2nd Due - 0:00:34 - - - 0:00:34 01:30 ERF - 0:02:48 - - - 0:02:48 01:30 Travel 1st On Scene - 0:01:15 - - - 0:01:15 06:30

150

2nd Due - 0:02:32 - - - 0:02:32 10:24 ERF - 0:14:28 - - - 0:14:28 17:30

Total 1st On Scene - 0:03:24 - - - 0:03:24 09:00 Response 2nd Due - 0:04:07 - - - 0:04:07 12:54 Time ERF - 0:17:51 - - - 0:17:51 20:00 Total Incidents where ERF Met 0 1 0 0 0 1

Rural HazMat 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:00 ERF ------20:00

Total 1st On Scene ------15:30 Response 2nd Due ------20:00 Time ERF ------22:30 Total Incidents where ERF Met 0 0 0 0 0 0

Technical Rescue Urban Tech Rescue 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------07:42 Response 2nd Due ------12:54 Time ERF ------12:54

151

Total Incidents where ERF Met 0 0 0 0 0 0

Suburban Tech Rescue 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural Tech Rescue 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

Urban Tech Rescue 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times

152

Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------07:42 Response 2nd Due ------12:54 Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban Tech Res+L16:T29cue 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural Tech Rescue 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 Travel 1st On Scene ------13:00

153

2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

Wildland Urban Wildland 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------07:42 Response 2nd Due ------12:54 Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban Wildland 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:01:19 - - - - 0:01:19 01:00 Dispatch 1st On Scene 0:00:00 - - - - 0:00:00 01:30 Turnout 2nd Due 0:00:35 - - - - 0:00:35 01:30 ERF 0:02:52 - - - - 0:02:52 01:30 1st On Scene 0:05:14 - - - - 0:05:14 06:30 Travel 2nd Due 0:08:45 - - - - 0:08:45 10:24 ERF 0:12:32 - - - - 0:12:32 13:00 1st On Scene 0:07:37 - - - - 0:07:37 09:00 2nd Due 0:10:39 - - - - 0:10:39 12:54

154

Total Response ERF 0:16:43 - - - - 0:16:43 15:30 Time Total Incidents where ERF Met 1 0 0 0 0 1

Rural Wildland 2010 - Targe Moderate Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing 0:00:36 - 0:00:42 - - 0:00:42 01:00 Dispatch 1st On Scene 0:01:42 - 0:02:02 - - 0:02:02 01:30 Turnout 2nd Due 0:01:52 - 0:01:03 - - 0:01:52 01:30 ERF 0:03:49 - 0:08:06 - - 0:08:06 01:30 1st On Scene 0:10:57 - 0:02:32 - - 0:10:57 13:00 Travel 2nd Due 0:11:44 - 0:06:04 - - 0:11:44 18:12 ERF 0:34:13 - 0:23:42 - - 0:34:13 18:12

Total 1st On Scene 0:13:15 - 0:05:16 - - 0:13:15 15:30 Response 2nd Due 0:14:12 - 0:07:49 - - 0:14:12 20:42 Time ERF 1:05:21 - 0:57:52 - - 1:05:21 20:42 Total Incidents where ERF Met 1 0 1 0 0 2

Urban Wildland 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------05:12 Travel 2nd Due ------10:24 ERF ------10:24

Total 1st On Scene ------07:42 Response 2nd Due ------12:54 Time ERF ------12:54 Total Incidents where ERF Met 0 0 0 0 0 0

Suburban Wildland 2010 2011 2012 2013 2014

155

High Risk 2010 - Targe 90th Percentile Times 2014 t Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------06:30 Travel 2nd Due ------10:24 ERF ------13:00

Total 1st On Scene ------09:00 Response 2nd Due ------12:54 Time ERF ------15:30 Total Incidents where ERF Met 0 0 0 0 0 0

Rural Wildland 2010 - Targe High Risk 2010 2011 2012 2013 2014 2014 t 90th Percentile Times Pick-up to Call Processing ------01:00 Dispatch 1st On Scene ------01:30 Turnout 2nd Due ------01:30 ERF ------01:30 1st On Scene ------13:00 Travel 2nd Due ------18:12 ERF ------18:12

Total 1st On Scene ------15:30 Response 2nd Due ------20:42 Time ERF ------20:42 Total Incidents where ERF Met 0 0 0 0 0 0

156

Exhibit # 8 First Due Analysis An analysis was performed of the predicted first due travel times in each geographic planning and station zone. The urban streets are depicted in green if the travel time is predicted to meet the adopted standard (5:12). The suburban streets are yellow if the predicted times meet the adopted standard (6:30) and the rural streets are depicted in orange if the predicted travel times meet the rural standard (13:00). Any streets with predicted travel times that exceed the adopted standard are in red.

157

Exhibit # 9 Second Due Analysis A mapping analysis was performed to help station officers understand how quickly a second unit would arrive (predicted) to assist with the emergency operations. The green streets depict compliance with the urban and suburban standard (10:24) the yellow streets depict compliance with the rural standard (18:12). The red streets indicate predicted non-compliance.

158

Exhibit # 10 Predicted ERF Analysis A mapping analysis was performed to depict the predicted travel times for an effective response force (ERF) for commercial fires. The map areas in red depict predicted ERF compliance. This analysis was performed at the battalion chief coverage level since units are responding from multiple stations.

159

Exhibit # 11 Predicted ERF Analysis A mapping analysis was performed to depict the predicted travel times for an effective response force (ERF) for residential fires. The map areas in red depict predicted ERF compliance. This analysis was performed at the battalion chief coverage level since units are responding from multiple stations.

160

Exhibit # 12 Hazardous Materials Risk This exhibit depicts the locations of hazardous materials. The data source is the inventories supplied by each occupancy to the Local Emergency Planning Commissions (LEPC) of Arapahoe and Douglas Counties.

161

Exhibit # 13 Call Density Mapping The density of emergency incidents for fires, special teams, EMS, fire alarms public assists and those incidents classified as “other” were mapped for planning purposes; to place the right units in the right places. The district wide map was examined first and the analysis was performed for those areas with significant density.

162

Exhibit #14 Occupancy Risk The occupancies were grouped/characterized by the inspection frequency indicated in the life safety bureau policy. Those occupancies with the highest risk are inspected every year (green dots). The moderate risk occupancies are inspected every 2 years (purple dots) and the low risk every 3 years (orange dots).

163

Exhibit # 15 Travel Time Non-Compliance The incident data was reviewed to depict the locations of incidents where SMFRA did not arrive in the adopted standard. The objective was to determine if any significant gaps in coverage exist. The white dots indicate those incident locations; each dot represents one incident.

164

Exhibit # 16 Turnout time Reports The turnout times are published quarterly by unit and shift. The intent is to identify any units with significant delays.

165

Exhibit # 17 Unit Reliability The reliability of each unit is recorded. Further analysis will be performed to determine the cause of reliability that is less than 90%.

166