CIVILIAN INJURIES & DEATH

Transcription

1

2 CHIEF S MESSAGE 3 DIVISION BIOGRAPHY 9 STATISTICAL SUMMARY 27 CIVILIAN INJURIES & DEATH 28 CASUALTIES 29 STRUCTURE FIRE LOSS REPORT 3 STRUCTURE FIRES BY FIXED 31 PROPERTY AND DOLLAR LOSS, RESIDENTIAL DISTRICT ACTIVITY 32 RESCUE CALLS 36 ACKNOWLEDGEMENTS 38

3 Denver Fire Department CHIEF OF DEPARTMENT LARRY D. TRUJILLO Deputy Chief James Sestrich Director Of Finance Barbara Butler

4 A Message From The Chief of the Department Larry D. Trujillo August 28, 27 It is my pleasure to share this annual report with all of you. I m honored to lead this great Department and proud of the entire Denver Fire Department for the services we delivered in calendar year 26. Despite the challenging economic environment we faced, we adjusted our strategy and demonstrated our ability to achieve high performance. Finding new and better ways to deliver services is not a task that fits easily with our core safety responsibilities. Accordingly, I decided early in the year to focus on continuing to build and strengthen relationships with employee groups, City Council, and the Mayor s office, with a particular focus on improved service delivery. We also focused on building stronger relationships with the business community to improve regulatory service delivery to that community. When I took the position of Chief nearly four years ago, Mayor Hickenlooper asked me to strengthen our operations and continually improve our overall efficiency and effectiveness as an organization. Part of that process has been the positive response and contributions made by the employee groups, City Council, and the Mayor s office as well as support of the Department by the business community and the City s residents. The Department s 26 accomplishments are listed in this report. While we have improved the services we deliver to those who live in, work in and visit the City and County of Denver, we have also taken decisive internal action to improve the safety and welfare of all Department members, as part of our continued commitment to those who carry out the mission of the Department. The largest single action in 26 was the purchase of 13 new front-line apparatus: seven (7) engines and six (6) ladder trucks. We were successful in demonstrating to Mayor Hickenlooper the critical need for the apparatus. A key factor to our success is our strategy to help our members become high-level performers through a comprehensive wellness program. Studies have repeatedly demonstrated that comprehensive health promotion programs or wellness programs can lower health care and insurance costs, decrease absenteeism and improve performance and productivity. NFPA statistics show that the number one cause of firefighter deaths is heart attack, and we started the wellness program with a grant from Friends of the Denver Fire Department, an organization that I helped found in 25, for a program that made a heart scan affordable for all members. Heart scans have identified problems with a significant number of those tested and they have been directed to see their physician. Our wellness program also works with members to reduce the chance of heart attack through regular exercise and checkups. With this program we clearly demonstrated our concern for the health and well being of every Department member. The notion of achieving and sustaining high performance is a powerful concept. We re confident that we have the right strategy and have demonstrated that we can execute it fully, but we can never be successful without a diverse workforce. We have successfully lobbied the Civil Service Commission for changes in the entry-level recruitment and testing program that have led to a more diverse recruit class. Recruitment and retention of valuable employees are now recognized as two of the most important issues facing the fire service. By creating an environment where all members feel included, represented and valued, we will encourage greater commitment and motivation. I remain convinced that, by recognizing firefighters uniqueness and appreciating their varied perspectives, we will ensure an inclusive work environment in which awareness of, and respect for, different cultures is promoted. 26 was a successful year for our Department and those we serve. While we are proud of our performance in 26, I am more excited by the prospects for the future. We will continue to be committed to push for the safety of all Department members and remain confident that the Denver Fire Department will be able to meet the challenges the service demands for years to come. 3

5 DFD ACCOMPLISHMENTS 26 DIVISION I - OPERATIONS Helped build Incident Action Plan for Colfax Marathon Acquired and reviewed tech rescue system standards Procured and equipped all Fire Department apparatus with defibrillators Developed firefighting foam road map proposal with Safety and Training Established DFD truck company minimum tool and equipment standard list Deployed mobile command and communication vehicle procured with Homeland Security grant Coordinated cross-training with DIA HazMat Strike Team DIVISION II - FIRE PREVENTION AND INVESTIGATION Improved Fire Safety Permits Program as a result of improved communication with Operations Division regarding hazardous operations Continued Public Education Program initiated in 23 to train staff in commercial and residential facilities and children in the City s elementary schools After the City s adoption of the International Fire Codes in lieu of the Uniform Codes, submitted recommendations for code change to the International Codes Council, resulting in 14 of these recommendations appearing as part of the 26 Fire Code and three as part of the Building Code Trained all but one member of the investigative staff to be NAFI (National Association of Fire Investigators) certified, building credibility for our officers and making for more comprehensive investigation and fair inspection practices Instituted the practice of having a Fire Protection Engineer with structural engineering background respond to significant structure fires, resulting in greater safety for firefighters Adopted a Life Safety Licensing Program for all fire protection and fire alarm installers, providing safer environments for Denver s citizens and firefighters. DIVISION III - TECHNICAL SERVICES Built new collapse unit Built new dive rig Updated fire apparatus to bring all emergency response equipment within a 2-year replacement cycle Utilized federal monies to implement new self-contained breathing apparatus (SCBA) Built Station 26 Installed mobile computer terminals (MCTs) in all response units Installed new Vocal Alarm system Began dispatching by real-time location Began tracking all units by automatic vehicle locator (AVL) DIVISION IV - ADMINISTRATION Completed configuration and pre-implementation of TeleStaff time and leave accounting system for all Department employees Assisted in completing Career Service Human Resource employee classification review Reconfigured Human Resource position responsibilities to reflect current Department needs and the hiring of a new Benefits Manager for the Department Completed cross-training for Human Resource team members to better serve Department clients Integrated TeleStaff time and leave information into City PeopleSoft payroll system 4

6 Planned and held annual Benefits Fair and implemented the coincident ability to allow employees to elect some benefits on line Presented an expanded and improved new employee orientation to firefighter recruit class 26-7 Participated in two Officer Development Program courses by creating lesson plans and coordinating instructors Provided leadership and coordination for the Department-wide Career Service Bonus Plan. (DFD was one of only four City agencies to meet their Bonus Plan goals.) Achieved significant cost savings by eliminating printing of several Department forms Improved processes and timely submittal of information by posting forms on the Department website DIVISION V - SAFETY AND TRAINING Continued in-service trainings at Rocky Mountain Fire Academy, including Drivers In-service Training, Live Fire Burns In-service Training, and Ethics Training. 85 of 93 Department members completed Rapid Intervention Team (RIT) training. 6 members went through Rocky Mountain News Building high-rise training. Research and Development was heavily involved with the new Scott Air Packs (XG2) resulting in two Inservice SCBA Training classes for all Department members Built a new search area using an 18-wheel trailer, allowing for training and evaluation in following a hose line, confined space, clearing a wall space through studs, and floor collapse RMFA was utilized by several outside entities: Colorado Department of Transportation, coal mine groups, mine rescue groups, and volunteer and paid fire departments Staff members from Denver, along with participating Colorado Metropolitan Certification Board departments, helped validate over 5 test questions in order to comply with Pro Boards recommendation Upgraded Burn Building for safety Completely redid Interior Tower stairwell, allowing for better water drainage; added a non-slip surface for cold weather The Regional Academy Committee continued work to lay the groundwork for a Regional Training Academy Members have been working on preparing a new physical ability test for DFD firefighters, based on the Fairfax County, Virginia, model Held a highly successful Cadet Mini-Academy for a large group of cadets, with much success due to the participation of training staff members DIVISION VI - AIRPORT Implemented Dangerous Goods Strike Team, securing approximately $1 million funding to train, equip, and purchase a Hazardous Goods vehicle at no cost to the City. DIA firefighters were cross-trained to provide timely, expert service when responding to hazardous substance calls. No other Index E airport in the country has an on-site Hazardous Goods response team Installed mobile video equipment in all frontline equipment, helping to reduce damage from vehicle accidents Acquired new equipment: one 15 GPM 4-wheel-drive Engine, one new 1-foot Aerial, one new 45 ARFF rig, two new air stairs, one new Chief s car Worked with DIA senior management to secure a 15-year replacement cycle agreement 5

7 OFFICE OF THE FIRE CHIEF Larry D. Trujillo, Fire Chief Phil Champagne, PIO/Community Services Marie Madrid, Executive Assistant James Sestrich, Deputy Chief Patrick Hynes, Assistant Chief Eric D. Braden, Psychologist Barbara Butler, Finance Director FIRE CHIEF PIO/COMMUNITY SERVICE DEPUTY CHIEF Financial Management Psychological Services Emergency/Disaster Mgt liaison Division Chief Operations Special Ops/EMS Division 1 Division Chief Fire Prevention & Investigation Division 2 Division Chief Technical Services Facilities, Fleet & Communications Division 3 Division Chief Administration Human Resources Division 4 Division Chief Safety & Training Division 5 Division Chief Air-Structural & ARFF Division 6 PUBLIC INFORMATION OFFICE/COMMUNITY SERVICES The Public Information Office is staffed by two members providing coverage 24 hours a day, 7 days a week, and is responsible for establishing and maintaining effective communication links for the Department in order to sustain critical relationships with media and the community. This office provides news releases, public awareness campaigns, education programs, citizen outreach efforts, and general communications to the membership and the community. Public information has become very complex, with the majority of endeavors requiring collaboration with other City agencies in the release of documents and information relating to the Freedom of Information Act and Colorado Open Records requests. In addition to the heavy workload, this office has established corporate alliances to fund various educational and public service programs that otherwise would not exist. 6

8 Under the direction and assistance of Chief Trujillo, this office established Friends of Fire, a non-profit 51C(3) organization, whose board is comprised of key business and civic/community leaders. This office continues to form corporate alliances to augment budgetary shortfalls in order to meet the goals of the Department in the mission of public safety. OFFICE OF EMERGENCY MANAGEMENT (OEM) Assistant Chief Patrick Hynes is assigned as the Department s liaison to the Office of Emergency Management (OEM). His role is to sustain a joint relationship with the OEM in order to facilitate local and regional emergency preparedness and response. The OEM team provides training, planning, and other resources necessary to address homeland security and disaster-related issues. Through the efforts of OEM liaison, the Department was able to secure grant money to address interoperability between the Denver Fire Department and other agencies. This resulted in the development of a full response hazardous material response team, vehicle, and equipment at Denver International Airport, obtainment of a regional command vehicle, and a complete upgrade of suppression s self contained breathing equipment. This representative also helps staff in the Emergency Operations Center (EOC) during any major emergency or disaster to provide coordination through the National Incident Management System (NIMS) and provide resources beyond initial response. OEM focuses on enhancing our capabilities to respond to terrorism and other major emergencies by aligning our mission with State and Federal priorities. PSYCHOLOGICAL SERVICES Dr. Eric D. Braden provides psychological services to Department employees, spouses and their children. Utilization of psychological counseling has increased dramatically during 26, resulting in a 37% higher than the average annual number of sessions for previous years. This increase can be attributed to higher than normal incidents of serious firefighter injuries. In addition, long-range factors attributing to this high utilization may include; greater acceptability of mental health services to a changing population of firefighters, incremental growth over the years in awareness and acceptance of psychological services, and the insufficiency of mental health services provided by health care plans. 7

9 Dr. Braden also coordinates the Department s Peer Support program. Peer Support has proven to be an effective resource for members, especially for issues that are work-related in nature. Currently the Peer Support team consists of eleven highly dedicated volunteers. Critical Incident Stress Management (CISM) is another program that has been established to assist firefighters in dealing with significant incidents of traumatic stress. This program has also seen significant utilization during 26, resulting in ten group debriefings and five group defusings involving 117 firefighters. FINANCIAL MANAGEMENT This office, under the direction of Barbara Butler, Finance Director, provides oversight and direction of the financial management, budgeting, and accounting responsibilities for the Denver Fire Department as mandated by the Mayor s Office. Funds managed include: General, Grant/Special Revenue, and Capital Improvement Project Funds. Responsibilities include managing all finance and accounting activities in accordance with City fiscal and budget practices. The Finance Director oversees the annual budgeting process and effectively managed 26 budget expenditures in excess of $88 million and the processing of over $1.8 million in approved capital equipment for the Department. Additional responsibilities include general ledger monthly reports, accounts payable (review and process payments for goods/services, travel, P-Card, official functions, petty cash), accounts receivable, payroll salary schedules and separation payoff audits, internal auditing, grant management, and posting of Old Hire Pension payments. During 26, the accounts payable work unit processed 7,38 payment vouchers for Department-wide expenditures. Financial management also includes City internal billings, reimbursable billing projects for special events such as the Grand Prix, and UASI grant training journals to transfer funds to the Department. In 26, finance staff assisted with the Department s successful Wildland Firefighting Assistance Program and prepared $318, in reimbursable invoices for the Fire Department. The Finance Director also manages the warehouse distribution/financial operations for requisitioned items or specialized orders distributed daily to 33 fire stations and support facilities. Inventory items include specialized firefighting tools, office supplies, protective equipment, and household supplies. The warehouse also provides backup supply and support for major incidents. 8

10 Denver Fire Department Division Chief Juan Gutierrez Assistant Chief Larry Farnsworth Special Operations Chief David Quintana EMS Liaison Captain Russ Bray Executive Assistant Telissa Adams

11 The Operations Division is responsible for delivering emergency services to those citizens who live, work in, and visit the City and County of Denver and the City of Glendale since December 3th, 24. Operations Division members respond to all calls for emergency services, including: incidents involving fires, emergency medical service, structural and trench collapse, releases of hazardous substances, and various rescue situations. We also provide mutual aid responses to surrounding communities. The city is divided into six response Districts with Denver International Airport designated as a separate Division. Each District operates under the direction of Assistant Chiefs assigned to oversee the operation of up to eight companies. Assistant Chiefs are the Incident Commanders at all incidents involving two or more crews. Apparatus assigned to the Operations Division are designed to address the wide spectrum of emergency response expected by the citizens of Denver. 27 engine Companies charged with fire extinguishment and also designated as primary Basic Life Support (BLS) units 14 Truck Companies are designated to perform search and rescue, forcible entry, victim rescue. Truck companies are the base of our large scale disaster response capabilities. 1 Heavy Rescue Company which is the nucleus of our Special Operations Technical Rescue Teams, charged with providing the expertise necessary to rescue Citizens and Firefighters trapped in life-threatening situations. Special Operations Capabilities Include: Hazardous Materials Response Team investigates and mitigates hazardous materials releases, including decontamination of both victims and responders at large and small scale incidents. Collapse / High Angle Response Team provides the expertise necessary to perform specialized rescue operations in collapsed structures. This team is also responsible for establishing the rescue systems needed to reach victims trapped high overhead. Underwater Rescue Team is charged with the life safety of all Citizens in and around Denver s waterways. The members of the Operations Division act as an all-hazard response agency responding to citizen calls for assistance and providing a safety blanket that allows the city to maintain high standards and a quality of life. The Operations Division is also responsible for the coordination of the EMS Education and recertification for all members of the Denver Fire Department. 9

12 In addition to responding to emergency calls, all Denver Fire stations participate in a Fire Prevention program by inspecting and preplanning all local area businesses, apartment buildings, schools, hospitals, nursing homes etc, on an annual basis. Through neighborhood groups, all fire stations actively participate within their communities by attending numerous gatherings such as community events, reading programs, tutoring, fire safety talks, homeowners association meetings, and demonstrations. This show of support display the continued commitment of Denver Fire. In order to address concerns over weapons of mass destruction (WMD) and other terrorist threats, Operations has been analyzing response capabilities and providing intensive training to address those issues. Local and inter-jurisdictional training sessions have been conducted related to biological, nuclear and chemical threats. A good portion of this training has been financed through grants resulting in no cost to the City. Special Operations staff members served on the following committees: MMRS Steering Committee. Regional Equipment Committee. Regional Training Committee. Regional Specialty Vehicle subcommittee. Children s & University Hospital Moving Committees. Regional Search and Rescue capabilities committee. Governor s Inauguration Security Team. Safety Officer for the Rocky Mountain News building Exercise design team. State incident management committee. Special Operations accomplishments include; Completed Type III Incident Manager certification. Completed Type III Operations Section Chief certification. Completed Type III Safety Officer certification. Grand Prix coordination. The following is a list of the 26 accomplishments Acquired all but one (1) item for all Truck Companies in order for them to be qualified as a Heavy Trucks. Purchased all the equipment necessary to equip a Ready Reserve Truck Company. Established Emergency Support Function (ESF) 4 & 9 for OEM operations. Completed the Operations Division Continuity of Government Plan (COOP). Conducted tabletop exercises with state agencies for government buildings. Formalized the District Commander position. Facilitated the DIA Haz-Tech training funds acquisition. Established DFD Truck Company minimum tool and equipment standard list. Reviewed Technical rescue systems standards. Certified six (6) members in Q-Rae meter repair. Started a Swift Water certification program for members of the DFD water rescue team. 1

13 Participated in a Unified Tabletop exercise/training with DPD. Developed Firefighting Foam road map proposal with Safety and Training. Decon introduction and familiarization with Public Works strike team members. Negotiated TB testing with Occupational Health. Improved working relationship with DHH Continued testing on EMS bags and other items. 27 Goals Examine and revise Technical Rescue technician status and requirements Set up Specialty Operations training guides for Technician, Operations, and Awareness levels. Finish Swift Water certifications Conduct joint training with DPD SWAT Team Align DFD Hazmat tech certification with State program Send all new members assigned to Rescue, Engine 6 and Hamer 1 to 8 hour Hazmat class for certification Purchase 7 Thermal Imagers for the remaining Truck companies not having one Purchase 1 hour SCBA bottles for all Engine companies Finalize the revisions of the Operations Directives and Field Operations guidelines Continue the replacement cycle for capital tools and equipment Purchase and distribute AV3 face pieces to all members Certify all Captains and Assistant Chiefs at the ICS 3 level. Certify all Division Chiefs at the ICS 4 level. 11

14 Division Chief Joseph L. Gonzalez Assistant Chief dan Garcia Staff Assistant Mimi Saylor Denver Fire Department

15 During 26, the members of the Fire Prevention and Investigation Division were challenged to keep pace with unprecedented growth, change and rise in activity. Yet our customers those who live in, work in, and visit the City, including all Department members have been served and our goals achieved, even as we have had to transform our organizational structure and procedures to meet these challenges. One of the greatest challenges we faced was to fulfill daily obligations to customers and Department members while simultaneously investing sufficient resources to permit the Division to meet long-term goals. This difficult balancing act is even further complicated by the reality of the City s rapid growth and change, and the explosive growth of Division activity and responsibility. Fire continued to be the most costly public safety problem in the United States during 26 as it has been for the past several decades. Loss of human lives and injuries due to fire are exceeded only by those due to traffic accidents. Fire-caused property losses are far in excess of those caused by all classes of crime, and rival those produced by hurricanes and earthquakes. The Denver Fire Department s Fire Prevention and Investigation Division is involved with all activity that decreases the incidence of uncontrolled fire and the safety of those who occupy the City s buildings. Fire prevention methods used by the Denver Fire Department focus on inspection, which includes engineering and code enforcement; public fire safety education; and fire investigation. Inspection, including enforcement, is the legal means of discovering and correcting deficiencies that pose a threat to life and property from fire. Enforcement can be a simple Order to Comply ; where pursuing a legal path is the last resort. Good engineering by the Division's Fire Prevention Engineering Unit ensures that built-in safeguards (such as fire and smoke alarms and sprinkler systems) are designed and installed properly to help prevent fires from starting and limit the spread of fire should it occur. Education programs inform and instruct the general public about the dangers of fire and about fire-safe behavior. Fire investigation aids fire prevention efforts by indicating problem areas that may require corrective educational efforts, inspection emphasis or legislation. The Fire Prevention and Investigation Division has a dedicated staff charged with enforcing federal, state and local laws; ensuring that the required safety systems are installed in all buildings and that installation complies with applicable standards; carrying out public education; and accurately and efficiently identifying the cause of all fires, whether they are accidental or incendiary. The staff consists of officers, firefighters, fire protection engineers and Career Service Authority employees. The Career Service Authority employees support not only the uniformed personnel of the Fire Prevention and Investigation Division but also those members of the Operations and Airport Divisions who are engaged in fire safety inspection efforts. 12

16 As a unit, the Division accomplished a great deal during 26. Not only did they conduct the technical inspections of the City s more complex occupancies, but they also responded to hundreds of referrals from citizens; federal, state and local agencies and DFD Operations Division personnel (see table, below). Division personnel document and maintain files on all Fire Prevention and Investigation Division activities as well as the inspection records for the Operations Division. Referrals Responded to During 26 (initial response only; does not reflect follow-up visits) Referring Party Number of Referrals Operations Division 247 City Council 92 Residents/Citizens 137 State Agencies 4 Federal Agencies 7 City Agencies 82 Fire Investigation Fire investigation and subsequent cause determination are the responsibility of the Fire Investigation Unit. The term fire investigation describes a broad range of activities that deal with post-fire data gathering and analysis to document fire ignition scenarios, fire development, material identification, human behavior and fire safety lessons learned. Investigation with respect to the origin of the fire may begin at any time after a fire has begun or after it has ended. Investigations are usually concerned with ignition scenarios and area-of-origin determination, with particular emphasis on the investigation of incendiary and suspicious or fatal fires. Fire incidents are also investigated in terms of loss-analysis and prevention. Investigations conducted for loss-analysis purposes focus on the reasons for fire spread, performance of fire protection features, and those factors contributing to life loss or property damage in addition to fire cause and origin details. Division personnel use experience and scientific methods to solve the puzzles of fires and explosions. They maintain a comprehensive database of fires and explosions that can make a substantial contribution to reducing losses in many ways, including through the regulatory and code-making processes. 13

17 Fire setting by juveniles create issues far beyond vandalism, since it can occur with children too young to form intent or understand the consequences of losing control of a fire or flame. In the mid-199s, recognizing that a full 7% of those arrested annually for arson in the United States were under the age of 1, the Department's investigators had to learn to recognize the critical patterns and features differentiating fire play from deliberate fire-setting so that the proper problem could be addressed. With a recidivism rate of 1% during the first ten years since the program was initiated in Denver, the unit s Juvenile Fire-setters Intervention Program has made great progress in addressing and curtailing the problem of juvenile firesetting. The Fire Investigation Unit, lead by Captain Anthony Berumen and Lieutenant Glenn Lopez, consists of investigators who have completed the Denver Police Academy and are certified by the National Association of Arson Investigators and the National Fire Protection Fire Investigation Unit - 26 Activity Activity Number Investigations 576 Cases Filed 65 Felony Arrests 27 Juveniles Counseled 21 Fire Prevention The Denver Fire Department conducts annual fire safety inspections of nearly 24, commercial properties, a large percentage of which require at least one follow-up inspection to ensure compliance. Many require several re-inspections and, often, court appearances. Operations Division personnel conduct the majority of these inspections. Company fire inspection procedures include conducting building surveys, correcting common problems concerning life safety, verifying that hazardous processes/operations have been approved by Fire Prevention personnel and have current permits, identifying fire hazards, and directing the property owner or business owner to correct violations to obtain compliance. Division personnel ensure that safety systems (e.g., smoke detection, fire detection and fire alarm) in commercial occupancies throughout the City are installed in accordance with applicable standards and that these systems are inspected and tested on a regular basis. They ensure that occupancies that use, store, or produce hazardous materials and substances have disclosed accurate reports of quantities and that their operations are in compliance with applicable standards. 14

18 During 26, first-time Fire Safety Inspection totals were as follows: Fire Safety Inspections - 26 Activity Division Number of Inspections Completed Operations 18,642 Fire Prevention and Investigation 5,196 A new licensing program mandated by City Council began in July 26. The Division now tests and licenses professionals who install and maintain fire safety systems sprinkler systems, special extinguishing systems, fire alarm systems and fire extinguishers and registers apprentices in those disciplines. During the first six months of the program, extensive efforts were made to publicize the program and achieve buy-in by the professional organizations and local fire safety companies. As of Dec. 31, 26, a total of 722 installer licenses and 537 apprentice registrations had been issued. The Division issues permits for a wide range of hazardous materials and operations, including LPG (propane), hot works, chemical storage, flammable and combustible liquids, etc., as well as for special events. Issuance of a permit requires a separate, dedicated inspection. The total number of permits issued during 26 was 4,496. Finally, the Division runs the Special Detail Program, which coordinates the hiring of off-duty firefighters by event managers to ensure public safety during public events involving 3 or more people. During 26, the Division coordinated Special Detail services for 3,87 events. 15

19 Denver Fire Department Division Chief Robert G. Tade Assistant Chief Dave frank Captain Pat Kenealy Lieutenant Scott Simpson Master Mechanic Dan Freix Superintendent of Fire Alarms Leonard Leeper Executive Assistant Martez Johnson

20 The Technical Services Division is proud to provide a wide range of logistical services for the Denver Fire Department. The Division is organized as follows: Facility Maintenance and Management, Fire Dispatch, Fleet Management and the Line Shop. Each of these groups provides services which are vital to the efficient operation of the Denver Fire Department. Facility Maintenance Facility Maintenance and Management is responsible for the day-to-day upkeep of 29 firehouses and 7 support facilities. The Division oversees all capital improvement projects related to these facilities. Facility maintenance is also responsible for identifying the need for, and the planning of, any new firehouse or support facility. This department also oversees the acquisition of land and design work for any new facility. Fleet Management 26 was another year of major challenges for the Fleet Management staff. Initial budget cuts, an aging fleet, increased workload, and no additional staffing were all challenges to be faced. Our fleet of roughly seventy-five emergency apparatus was originally approved for only two replacement units in the current Capital Improvement cycle. After working diligently with the Mayor, the City Council, and the Budget Office staff, additional funds were made available by Mayor Hickenlooper later in 26 to bring our emergency vehicle fleet average age down to a maximum age of twenty years by the end of 27. Following that, The Mayor authorized moving forward with the purchase of five additional pieces of apparatus in the 26 budget year. Though this apparatus won t come into service until 27, Mayor Hickenlooper provided us with a much needed enhancement to our fleet. Our fleet was also bolstered in 26 with the renovation of three vehicles that were converted to Fire Department use by the Fleet Maintenance team. A tractor-trailer beverage rig acquired from Coors Brewing Company was successfully transformed into a Confined- Space/Collapse Rescue apparatus that meets the Department s needs much more efficiently than the previous truck and utility trailer unit that was assembled back in 1991 as a stop-gap measure until funding became available for a proper replacement. This unit provides on-board electrical service, breathing air, rescue tool storage, and large timber carrying capacity all in one unit. A 1991 low-mileage command vehicle was acquired from the Colorado State Patrol and transformed into our Water Rescue unit complete with a system that provides easy loading and unloading of a roof mounted Zodiac inflatable boat and motor. The command vehicle interior was completely gutted and replaced with storage compartments, benches, and features that support Department dive operations. 16

21 We also replaced our 1985 dump truck used for Hazardous Materials response with a newer 21 model that was slated for the City surplus auction. Though this refurbishment was not nearly as in-depth as the other two vehicle projects, the final outcome gave us a much improved vehicle. With a few modifications, this newer vehicle also provides us with a safe means of towing and maneuvering our air shovel trailer unit. The air shovel unit serves double duty by supporting collapse rescue and hazardous material operations. on call every day to provide the highest quality support service to our Department. While these vehicle projects consumed an incredible amount of labor resources from our already busy Fleet Management staff, they provide our Firefighter personnel some much needed upgrades in the specialty vehicle fleet. Another very large project that was begun in 26 and will be completed in 27 is the replacement of existing department SCBA units with the newest and safest Scott SCBA units acquired through the grant process. This major change out will include over 3 SCBA air-pack units and over 1 individual face piece and regulator assemblies. All of these units are tested and individually fit; consuming a large amount of labor. The vehicle maintenance staff is comprised of one Master Mechanic and one Assistant Master Mechanic, fourteen Mechanics, one Stock Keeper, one Administrative Assistant, and one Custodian. Our team proudly performs all repair and maintenance, both preventative and emergency, of nearly every piece of equipment and vehicle used in all Divisions of the Denver Fire Department. We also provide assistance to various other City agencies. Fleet Maintenance personnel are 17

22 Dispatch Fire Dispatch Group is part of the City and County of Denver s Combined Communications Center. The Center includes 911 Call- Takers, Police Dispatchers, EMS Dispatchers and the Fire Dispatchers. The Center handles approximately 1.4 million phone calls per year. Of these calls, the Center dispatches approximately 82, fire department responses. The dispatchers are responsible for interacting with the public through emergency and non-emergency phone calls; dispatching all of the fire apparatus, tracking nearly all Fire department related radio communications and operating a number of the other emergency warning systems located within the center. One Lieutenant/System Analyst, along with employees from other agencies, maintain the City s Computer Aided Dispatch System (CAD). A Captain is responsible for the day to day administration, operations and scheduling of employees within this group. An Assistant Chief has the overall command responsibility of the group as well as working with the command/ supervisory staff to the other agencies to maintain and operate the Combined Communication Center. Line Shop The Line Shop is responsible for providing electronic, electric and technology research services for the Denver Fire Department and other city agencies. The Line Shop staff consists of the Superintendent and Assistant Superintendent of Fire Alarm, fifteen Fire Technical System Specialist (formerly known as Linemen) and one Care Service-Building Maintenance Technician. Each System Specialist possess a variety of skills, experience and education. Their unique abilities allow the Line Shop to provide a comprehensive array of technical support for the DFD. The Line Shop performs a broad range of technical functions including the installation, maintenance and repair of all mobile and portable radios; fire apparatus intercom and communication systems, and the new Automatic Vehicle Location equipment and Mobile Computer Terminals. They also maintain Denver s radio firebox reporting system, Denver s communication tower equipment with their certified tower crew, and all vehicular exhaust evacuation systems installed in each fire station. The group also designs, installs, repairs and maintains Denver s Emergency Warning System and all electrical equipment within Fire Department facilities. During 26, the Line Shop replaced the last of the fire station alerting system equipment that had been installed and in continuous operation since This equipment was 18

23 replaced with computer controlled equipment designed, programmed, and maintained by the Line Shop. The goal for 27 is to begin the replacement of the existing radio firebox reporting system originally installed in the mid 7 s with a new computerized system which will enhance the capability and reliability of the system. The Technical Services Division is involved in many supporting roles which are vital to the continued efficient operation of the Denver Fire Department. The Technical Services Division looks forward to facing future challenges and providing an excellent standard of service to the Denver Fire Department and the citizens of the City and County of Denver. 19

24 Denver Fire Department Division Chief James W. Hunsaker Human Resources Director Marinda Kincaid

25 The Fire Department Administration Division, under the direction of Division Chief Jim Hunsaker, operates to provide a comprehensive range of services to department members and Denver s citizens. In keeping with Mayor Hickenlooper s objectives, the Administration Division s Human Resources and Finance sections focus on offering exemplary customer service. Human Resources is responsible for researching, managing and administering benefit programs, personnel actions (Civil and Career Services), risk management, employee records, and internal investigations. Marinda Kincaid is the Human Resources Director for the department. ADMINISTRATION TEAM COMMITMENT STATEMENT The Administration and Human Resources Team of the Fire Department is committed to serving the employees and families of the Department and the citizens of Denver in the areas of Human Resources, Payroll, Staffing, Time & Leave Accounting, Employee Benefits, and Internal Investigations. We strive to make the best possible use of new technologies to streamline reporting practices and reduce the use of paper forms and documents. We also seek to incorporate best practices whenever possible to enhance our ability to provide high quality customer service. We provide service to all employees of the Fire Department in the areas of Peer Support & Employee Assistance, ADA, EEO, & FML management and contribute to the efforts of the Department and the Civil Service Commission to identify, select, and hire a workforce that meets the operational needs of the Department and that will benefit from enriched diversity. The team also responds to Denver citizen requests for information regarding Department demographics and dayto-day emergency and non-emergency activities. Health, Dental and Life Insurance, payroll Payroll & Benefits deductions, dependent and beneficiary changes, roster updates, W-4 updates, Deferred Retirement Option Plan (D.R.O.P) enrollment, normal retirement enrollment, leave accounting and Family Medical Leave counseling, and Time and Leave accounting. Pension Board application and review, survivor benefits, and legal/payroll issues and pay adjustments are also handled by the Administration Division Team. Personnel Civil Service and Career Service staffing, roster management, leave management. Processing of new hires, reclassifications, promotions, longevity, resignations. Position and rank management. Public Safety Cadet assignments and coordination. Requests for hiring and promotion, procuring and distribution of badges. Response to major incidents to provide administrative support. 2

26 Risk Management Review and follow-up of injuries subject to Worker s Compensation rules. Line-of-duty and non-line of duty injury management. Modified duty assignments and monitoring coordination with Denver Health employee medical personnel. Wellness Program in support of Department motto Everyone Comes Home. members with completions of retirement documents. Processes Detail payroll and tracks special events for future reference and billing purposes. Records Management Maintenance of all administrative and medical records. Contract and administrative grievance file maintenance. Legal, Fair Labor Standards, ADA, Division Directives and Guidelines, Field Operating Guidelines control and updates. Off-duty employment records. Internal Investigations Investigation of internal matters involving discipline, grievances, and liaison with the Office of the City Attorney. Time & Labor/Leave Accounting This section processes all leave and exception pay (overtime/acting pay) documents into automated accounting systems. Develops department s annual leave liability report. Maintains and audits timesheets for compliance with CSA and CBA rules/ regulations. Separation pay administrationcomputes and processes all separation pay for members leaving the department. Assists 21

27 Denver Fire Department Division Chief Charles McMillan Assistant Chief Stephen Sauls Captain Angela Cook Executive Assistant Marsha Madison

28 The Safety and Training Division has the primary responsibility of providing training to all firefighters. Our goal has been, and will continue to be to provide quality training to each member of the Department, specific to their job description and needs. The Division is responsible for the following: Research and Development, provides an evaluation of firefighting tools and equipment, protective clothing and gear, and use-testing items for the fire service. This is accomplished by working with purchasing to make recommendations, review and approve new contracts. In-service training is provided to all line firefighters by the training division. A Driver Coordinator certifies new drivers and investigates accidents. This individual is part of the drivers review committee and also instructs new recruits and incumbents. The Drillmaster is responsible for coordination of all training for new recruits, along with coordinating (outside agencies training) and generating revenue for the academy, as well as in-service instructor. 26 Accomplishments In-Service Training RIT (Rapid Intervention Team) 85 department members out of 93 completed the training. This was achieved with the assistance from the Denver Public Schools. 6 members went through the Rocky Mountain News Building highrise training. Research and Development was heavily involved with the new Scott Air Packs (NXG2). This transition resulted in the need for two in-service SCBA (Self Contained Breathing Apparatus) training classes for all department members. Recruit class 25-2 Twenty firefighters were certified as Firefighter II Nov. 26. Search Trailer a new search training facility area was built using a semi trailer. Skills that can be utilized and evaluated are: following a hose-line, working in a confined space, clearing a wall space through studs, and dealing with floor collapse. Continual training of outside agencies Colorado Department of Transportation, coal mine groups, mine rescue groups, volunteer and paid fire departments are just some of the agencies that have utilized the RMFA (Rocky Mountain Fire Academy) and, more importantly, have utilized staff expertise in matters of firefighting. Recruit Class 26-1 started December 1, 26 with 24 members. Validation of test bank Staff members from Denver along with participating CMCB (Colorado Metropolitan Certification Board) departments took part in the validation of over 5, test questions in order to comply with Pro Boards recommendation. Evaluators - Provided teams of Level III evaluators to, Colorado Springs Fire Department, West Metro Fire Rescue and Aurora Fire Department for supporting their testing activities. Burn Building All windows and door hinges were welded to the structure, and the burn pan was updated for safety. A majority of the doors and windows were also fitted with new handles to meet NFPA standards. 22

29 Interior Tower stairwell the stairwell on the interior of the tower was completely redone. The new design allows for better water drainage and adds a non-slip surface for cold weather use. Forklift shed A forklift shed was built by training staff members. Video Production RMFA staff started working toward hi-tech video production with recently purchased video editing equipment. Regional Academy staff has been and is currently working on laying the groundwork for a Regional Academy through the Regional Academy Committee. Work Performance Evaluation members of our staff have been working diligently on preparing a new incumbent test for DFD (Denver Fire Department) firefighters, based on the Fairfax County Virginia model. Cadet Mini-Academy was held for a large group of cadets in 26. (With much success due to the participation from training staff members.) Officer Development - Completed three Officer Development Programs: (Nov. 6-11) Lieutenants, (Feb. 6-12) Captains and (Jun. 5-13) Assistant Chiefs. Officer Development classes are part of the eligibility requirements for promotional testing. SCBAFace piece Fit-test - On going. 27 Forecast Vent Prop a new roof training structure, with combined efforts from Denver Fire Department and Aurora Fire Department, will be built where the current large flammables pit currently sits. The model is for a twostory prop that will include flat, slanted, and steep pitched roof cutting surfaces. Video Camera a high-definition moviestyle camera will be purchased with the intent of filming all in-service training, recruit training and eventually posting drills and evolutions on the DFD web. DFD Training Web site RMFA is currently looking at building our own web site with training tidbits, upcoming classes and general info for the Department this Recruit class graduated May 4, 27. Triple-wide trailer and new bunker trailer Purchased in February 27 to enhance the ability to provide training at the Rocky Mountain Fire Academy. Driving Simulator DFD initiated the purchase of a driving simulator in 26. Delivery and installation with support programs should be in place no later than midyear 27. For effective use, training will be held every week with an emphasis on the reduction of preventable accidents. All Firefighters, Engineers, Captains, and Chief Officers will participate in this training. We are striving for a reduction of 25% in preventable accidents 23

30 Department Training Curriculum for 6 annual district trainings: (1) Self-Rescue Mayday Techniques; (2) RIT Techniques; (3) SCBA Familiarization; (4) Live burn building; (5) Communications Drills; (6) IMS Review Develop curriculum and implement department wide in-service training to be conducted by training staff. In-Service training on Coaching and Leadership (completed Feb. 27). Plans are in the works to update our training and record keeping procedures Recruit class of 24 new hires in August 27. Research & Development - Continue to work with Purchasing to review and approve new contracts. Continue to research and evaluate clothing, tools and equipment. 24

31 Denver Fire Department Division Chief Nick Nuanes Assistant Chief Jeff Mees Executive Assistant Celina Salgado

32 The Denver Fire Department Aircraft Rescue Firefighting (ARFF) Division is responsible for providing emergency services at Denver International Airport (DIA) and the surrounding five mile area. Established in 1998, ARFF has a staff of 9 line firefighters who protect the 5th busiest airport in the world. The division includes 3 twenty-four hour Assistant Chiefs who manage the dayto-day operations providing firefighting and coverage for all structures on the airport property and ARFF coverage. ARFF has one Division chief who works as a liaison between Airport Operations and the Department of Safety. This individual is responsible for ensuring that the Division is in compliance with all federal regulations and for creating a vision for better, less-costly service while providing a safe environment for the traveling public and the Firefighters at Denver International Airport. DIA ARFF Training Academy The DIA ARFF Training Academy is managed by Assistant Chief Rex King and a staff of 3 full time employees and a contingent of adjunct instructors. The Academy is a Support Battalion for the Airport Division. In addition to providing training and certification to DIA firefighters, the Academy is marketed to national, regional and state airports to provide training services for them. The Academy and it s cadre of instructors have recently been certified by IFSAC to issue ARFF certifications and is one of a limited number of training centers across the country to do so. 25 firefighters staff six pieces of ARFF equipment as well as four pieces of structural equipment for cover of 5 square miles of some of the most expensive and sensitive real estate in the Rocky Mountain region. Due to the airports isolated location, these fire companies are not utilized to respond to any other City incidents. 25

33 Division Six Aircraft Rescue Firefighting The Academy facility has a stationary crash simulator, multiple classrooms, drill ground, ARFF apparatus, breathing equipment, and cache of tools and equipment. Chief King and his crew can design custom curricula for any subject area for which an organization seeks training from live burns to confined space rescue. 11 ft. Aerial Platform (1) Pump equipped Hummers, for tunnel Operations (2) 3, gal first line response vehicles. ARFF CRASH RIGS (7) 26

34 26 STATISTICAL SUMMARY 2nd Alarm Fires 3rd or Greater Alarms 1 Total Alarms Structure Fires 769 Other Fires Within Structures 13 Vehicle Fires 436 Other Fires 58 Total Fires 1276 Over Pressure Ruptures 49 Medical Calls 3828 Auto Accidents 8681 Other Rescues 4794 Hazardous Conditions 2816 Service Calls 5294 Good Intent Calls 527 Malicious False Alarms 718 System Malfunctions 345 Other False Alarms 6152 Community Service 828 Other Calls

35 CIVILIAN INJURIES AND DEATHS IN RESIDENTIAL STRUCTURES CIVILIAN DEATHS IN RESIDENTIAL STRUCTURE FIRES BY AGE DEATH BY AGE 28

36 Casualty Summary Number of Casualties CIVILIAN DEATHS (FIRE RELATED) TOTAL CASUALTIE S TOTAL CASUALTIES FIREFIGHTER INJURIES FIREFIGHTER DEATHS CIVILIAN INJURIES (FIRE RELATED) CIVILIAN DEATHS (FIRE RELATED) Total Casualties 655 Firefighter Injuries 283 Firefighter Death 1 Civilian Injuries 318 Civilian Injuries (Fire Related) 87 Civilian Deaths 53 Assist police or other government agency 1 EMS call, excluding vehicle accident with injury 2 Extrication of victim(s) from vehicle 6 Medical assist, assist EMS crew 3 Motor vehicle accident with injuries 6 Rescue, EMS incident, other 9 Water & ice-related rescue, other 1 Civilian Deaths (Fire Related) 7 29

37 STRUCTURE FIRE LOSS REPORT PROPERTY USE $. to $. $1. to $999. $1,. to $4,999. $5,. to $9,999. $1,. to $14,999. $15,. to $19,999. $2,. to $49, Assembly $. 9 2 Educational $ Health Care, Detention & Correction $ Residential $ Mercantile, Business $. 3 6 Industrial, Utility, Defense, Agriculture, Mining $. 7 Manufacturing, processing $. 4 8 Storage $. 2 9 Outside or special property $. 12 O Property Use, Other $. 2 $2,26. 7 $ $ $24, $1,47. 7 $. $32. 3 $1,11. 5 $ $ $15,1. 8 $1,. 1 $2,. 1 $226, $25,2. 11 $. $. $26,2. 14 $1,. 1 $6,. 3 $14,. 2 $5,. 1 $12,. 2 $27,6. 34 $26,5. 4 $. $1,. 2 $19,. 3 $7,. 1 $11,. 2 $35,6. 3 $. $1,. 1 $32,. 27 $1,. 1 $. $12,. 1 $44,. 4 $11,. 1 $11,. 1 $15,. 1 $. $. $244,. 16 $. $. $. $49,. 3 $. $. $2,. 1 $. $. $1,446,. 5 $. $. $125,. 4 $13,. 4 $. $21,. 1 $5,. to $99,999. $1,. to $1,,. TOTALS $. $. $. $869,. 14 $11,. 2 $5,. 1 $. $8,. 1 $51,. 1 $. Fires Loss $1, $21,96. $. $. 27 $6, $24,255. $9,825, $13,144,355. $1,3,. 2 3 $1,473,17. $. $. 1 $5,. 14 $147,32. $1,1, $1,35,211. $. $. 2 $7, $49,141. Grand Totals 769 $16,517,563. 3

38 STRUCTURE FIRE LOSSES BY DISTRICT District Fires Losses $959, $7,655, $3,18, $884, $967, $2,738,276. DIA 5 $4,. Total 764 $16,317,543. RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY 26 Property Use Fires Residential, Other (4) 6 1 or 2 family dwelling (419) 251 Multifamily dwelling (429) 281 Boarding/rooming house, residential hotels (439) 4 Hotel/motel, commercial (449) 14 Residential board and care (459) 8 Dormitory-type residence, other (46) 2 Sorority house, fraternity house (462) Barracks, dormitory (464) 1 31

39 District Chiefs Responses TYPE OF CALL CH1 D2 D3 D4 D5 D6 D7 RED CH SPOPS1 Structure Fires Other Fires in Structures Vehicle Fires Other Fires ALL FIRES Over Pressure Ruptures Medical Calls Auto Accidents Other Rescue Calls TOTAL EMS/ RESCUE Hazardous Conditions Service Calls Good Intent Calls Other False Alarms Other Calls TOTAL CALLS DISTRICT ACTIVITY TYPE OF CALL DIA OJ Structure Fires Other Fires in Structures Vehicle Fires Other Fires ALL FIRES Over Pressure Ruptures Medical Calls Auto Accidents Other Rescue Calls TOTAL EMS/ RESCUE Hazardous Conditions Service Calls Good Intent Calls Other False Alarms Other Calls TOTAL CALLS

40 TYPE OF CALL T2 T8 T12 T15 T16 T19 T23 T26 T28 T31 TR1 TR19 TR22 TR27 TR4 TR9 Structure Fires Other Fires in Structures Vehicle Fires Other Fires ALL FIRES Over Pressure Ruptures Medical Calls Auto Accidents Other Rescue Calls TOTAL EMS/ RESCUE Hazardous Conditions Service Calls Good Intent Calls Other False Alarms Other Calls TOTAL CALLS

41 RESCUE AND HAZARDOUS MATERIALS COMPANIES TYPE OF CALL AL CLPSE HM1 HM3 RES UW1 Structure Fires Other Fires in Structures 3 6 Vehicle Fires Other Fires 6 12 ALL FIRES Over Pressure Ruptures 11 3 Medical Calls Auto Accidents Other Rescue Calls TOTAL EMS/ RESCUE Hazardous Conditions Service Calls Good Intent Calls Other False Alarms Other Calls TOTAL CALLS

42 ENGINE COMPANIES TYPE OF CALL E1 E3 E5 E6 E7 E8 E9 E11 E12 E13 E14 E15 E16 E19 E2 E21 E22 E23 E24 E25 E26 E27 E28 E29 E3 E32 M31 M32 Q1 Q17 Structure Fires Other Fires in Structures Vehicle Fires Other Fires ALL FIRES Over Pressure Ruptures Medical Calls Auto Accidents Other Rescue Calls TO- TAL EMS/ RES- CUE Hazardous Conditions Service Calls Good Intent Calls Other False Alarms Other Calls TO- TAL CALL S

43 RESCUE CALLS RESCUE CALL BY TYPE OF SITUATION SITUATION NUMBER Auto Accidents 8681 Medical Calls 3828 Other Rescue Calls 4794 Lock In 81 Search MEDICALS BY ACTION TAKEN ACTION TAKEN NUMBER Assistance 891 EMS & Transport Fill-in, Standby 34 Fire 2 Fires, Rescue & Hazardous Conditions 16 Hazardous Condition 8 Information, Investigation & Enforcement 163 Other 14 Search & Rescue 6 System & Services AUTO ACCIDENTS BY ACTION TAKEN ACTION TAKEN NUMBER Assistance 28 EMS & Transport 6327 Fill-in, Standby 12 Fire 1 Fires, Rescues 7 Hazardous Conditions 22 Hazardous Condition 89 Information, Investigation & Enforcement 2143 Other 59 Search & Rescue 54 Systems & Services

44 RESCUE CALLS BY TIME OF DAY FIRE AND ALARAM RESPONSES BY TIME OF DAY 37

45 SPECIAL ACKNOWLEDGEMENTS The Denver Fire Department thanks The Denver Firefighters Museum located at 1326 Tremont St. in Denver, Colorado for photographs submitted for publication, and a special thanks to all of the photographers whom over the years provided a pictorial insight on the life of a Denver Firefighter. A special thanks to Omar Moreno (Intern), who provided the graphics and artwork which gave this publication more appeal and depth. To all of the Division Chiefs and their staff members who provided the biographies of their departments. Thanks to Mike Stutz who provided the editor with the technical tools to better extract information for all of the charts, graphs and statistical summaries presented in this publication. And a very special thanks to Division Chief Jim Hunsaker, Assistant Chief Pat Hynes and Division Chief Robert Tade for their excellent proofreading skills. Martez Johnson Executive Assistant Technical Services Editor 38

46 Fire Station 26 Grand Opening February 27