THE DENVER FIRE DEPARTMENT 2011 ANNUAL REPORT

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2 M he Denver ire Department is dedicated to: Providing quality, timely, and professional emergency services to those who live in, work in, and visit the ity and ounty of Denver. especting each other through trust, pride, diversity, integrity, and training, and; M Working together to achieve the highest levels of preparedness, prevention, and community involvement with a dedication to purpose. 2

3 L M H H H DPM 5 DPUY H H DPM 6 D P 8 D 2 P D 3 HL 4 D 4 DM 22 D 5 Y D G 25 D 6 D L P 28 KWLDGM 3 2 UL 3 G MP D 32 UK MP D 33 U D HM MPY D 34 D H D 35 D Y 36 JUY / ULY UMMY 39 UU L P 4 UUL L BY D 42 DL UU BY XD PPY 43 DL UU WH UL 44 B L U LL 45 D 47 D BUDY MP Back over 3

4 H ric ade hief of Department M M odd Bower Deputy hief of Department D harles Drennan Joseph Gonzales teve Garrod hief of perations hief of ire Prevention hief of echnical ervices Division Division 2 Division 3 ony Berumen cott Heiss ngela ook hief of dministration hief of afety & raining hief of Denver nternational Division 4 Division 5 irport Division 6 4

5 t is my honor to present the 2 nnual eport which details the activities and accomplishments of the Denver ire Department and its members. his report reflects the continued dedication of the members of the Department who have made significant sacrifices to ensure that the citizens and visitors of the ity and ounty of Denver continue to receive the quality level of service they have become accustomed to. n 2, fiscal challenges continued to have major impact on all that we do. ur membership and administration have worked tirelessly to find creative solutions to ensure the Department s mission is met without a reduction in service levels. egional cooperation continues to be a top priority and we have completed our first full year of providing fire service protection to the ity of heridan. Beginning in 2, we began to aggressively modernize our systems to increase both accessibility and the use of technology. We continue to enhance our ability to operate digitally with online Kelly Day selection, L designations, and vacation selection tools. n 2, we set an objective to increase our Wildland fire fighting capabilities and aspired to be recognized as a regional asset in Wildland firefighting. We have successfully been able to increase our Wildland firefighting capabilities nearly three-fold and plan for additional growth in 22. he Department s insurance ervice ffice () audit process was also completed during 2, and we have successfully retained our lass 2 rating. his rating has a direct impact on all business within the ity and county of Denver by allowing for lower insurance rates. he Department was able to significantly decrease response times to mergency Medical ervice (M) calls by instituting changes in the processing of the M calls. n 2, the Department applied for the extremely competitive ssistance for irefighters Grant (G). his labor intensive project was well worth the effort, as our Department was awarded a.4 million dollar grant. he grant fund will be utilized to secure elf ontained Breathing pparatus (B) and turnout gear. his will allow for increased personal safety of our members. ur afety and raining Division was also able to increase our capabilities for handson training scenarios with the addition of a new connex training structure at our ocky Mountain ire cademy facility. his addition will also enhance our revenue by providing increased training opportunities for other fire related agencies in the region. Denver ire Department responded to over, calls for service last year and continues to be committed to the community we serve by actively engaging with our schools, neighborhood groups, and community events. ur continued success relies on our strong community partnership and it is truly a privilege to serve both a quality Department and outstanding ity. L M H H 5

6 H D P U Y H he Deputy hief is second in command at the ire Department. few of the Deputy hief s general duties include: esponsibility for the day-to-day operation of the Department. Development and management of a budget of over $ million. iscal oversight of all six divisions with the agency. upervision of the inance section of the Department. Providing policy and procedure development and review. erving as a Department representative on the PP Board. oordinating with other ity agencies to develop new programs. cting as hief of the Department during the ire hief s absence. Projects in 2 included: upervising the systematic overhaul of outdated Departmental policies and procedures. Participating on the mayor s PK Performance ommittee. ontinuing participation on Local emergency Planning ommission. Working to attain DD accreditation through the enter for Public afety xcellence (P). raveling to ambridge, Massachusetts after being selected for 2 Harvard ire xecutive ellowship Program July -29. mplementing Denver ire nline. PYHLGL Dr. Karen Jackson provided psychological services to Department employees, spouses, and their children since she was hired in ugust 27. Due to budget cuts, the Department Psychologist position was eliminated in the fall of 2. ince that time, Dr. Jackson has been retained on a contractual basis to guide the Department s Peer upport Program and provide ritical ncident tress Management (M) support to our members. L MGM Barbara Butler, inance Director, provides oversight and direction of the financial management, budgeting, and accounting responsibilities for the Denver ire Department as mandated by the Mayor s ffice. unds managed are: General, Project/Grant, pecial evenue, and apital quipment unds. esponsibilities include managing all finance and accounting activities in accordance with ity fiscal and budget practices. he inance Director oversees the annual budgeting process and managed 2 budget expenditures in excess of $ million capital equipment was significantly reduced and three positions held vacant to meet budget reduction mandates. ire Department revenue in 2 increased to $2 mill 6

7 ion, which included a significant increase in Wildland irefighting reimbursable revenue. dditional staff responsibilities include general ledger monthly reports, accounts payable (review and process of payments for goods/ services, internal auditing, promotional uniform distribution, and grant management activities. inancial management also includes ity internal billings and reimbursable billing projects for special events such as the Urban rea ecurity nitiative (U) training exercises, Wildland irefighting ooperative greement Program, and olorado ask orce (-). n December 23, 2 the Denver ire Department was awarded a $.7 million M ssistance to irefighter Grant for the purchase of protective equipment. previous grant of mobile data terminals was closed on in early ebruary 2. he imply afe! (Denver Public chools) revenue program has another successful year of smoke trailer educational presentations. he inancial management team also completed training for the new citywide contract automation program (Denver D/lfresco) to improve the efficiency of the contracting process. everal ontracts were processed through the new system, including the amended Glendale G and ire tation Lease. ther contract administration activities for the Department included the initiation of other annual contracts such as psychological, sandtrap, and bilingual certification services. inance staff updated and implemented several new tracking reports to provide immediate access to various Department activities such as vacancy savings, protective equipment tracking, and special revenue fund reports. inance also implemented the ity s new print/mail services program under a partnership with the tate of olorado and the copier lease program with new vendor contracts for the Department. L M H H 7

8 D P he perations Division of the Denver ire Department provides fire suppression, rescue, operations, hazardous materials responses, water and ice rescue, confined space and trench rescue, high angle rope rescue and emergency medical services within the ity and ounty of Denver, heridan, kyline and Glendale. perations Division personnel responded to 892 emergency calls in 2. he busiest companies were: ngine company 8 who responded to 553 emergency calls, tower 4 responded to 48 emergency calls and hief 2 who responded to 3966 emergency calls. n addition to emergency responses, the members of the perations Division are responsible for: onducting 22, fire prevention building inspections. Daily training for fire suppression, technical rescue and emergency medical service response. Daily apparatus, equipment and station maintenance. Developing community outreach programs which include attendance at H meetings, school and firehouse tours, school fire drills, mentoring and reading programs and other special events. he city is divided geographically into six response districts with D designated as a separate Division. ach district operates under the command of an ssistant hief who is responsible for daily staffing, ensuring compliance with Department Directives and tandard perating Guidelines and serving as the ncident ommander during emergency incidents. he perations Division operates under a 3 platoon system which includes an hift, B hift and hift with 82 sworn personnel on duty daily. he ity and ounty of Denver, heridan, kyline and Glendale are protected by 44 apparatus operating out of 3 strategically placed firehouses: 28 ngine companies whose primary responsibility is fire extinguishment. 4 ruck companies whose primary responsibilities are to perform search and rescue, forcible entry, victim rescue and extrication. Heavy escue company designated for technical operations involving water and ice rescue, complex extrications, Hazardous Materials eam response, high angle rope rescue, structural and trench collapse rescue, and general firefighting. Hazardous Materials esponse eam responsible for the mitigation of Hazardous Materials releases. he perations Division coordinates the pecial perations functions of the Denver ire Department. n addition to the primary responsibilities stated above, designated companies are trained to perform echnical operations which include: Hazardous Materials esponse. nvestigates and mitigates hazardous materials 8

9 releases. ollapse, onfined pace and rench escue. Provides the expertise and equipment necessary to perform specialized rescue in collapsed structures, stabilizing unsafe structures, performing rescues in confined spaces and trench rescues. Water escue, eam members are able to perform rescues in under water, ice and swift water environments. High ngle ope escue. Provides the expertise and equipment to perform high angle rope rescues. he following is a list of accomplishments for 2: mplementation of ompany tandards. dentified training opportunities and provided needs assessment of peration personnel. he Denver ire Department s Wildland eam is properly funded and able to be utilized and deployed. Provided thorough esearch and Development of all equipment. Developed and ensured compliance of ost ecovery measures 22 Goals: Position the Hazardous Materials eam to be utilized as a egional sset. Develop and implement a Quality ssurance, Quality mprovement program. ontinue to ensure all personnel are properly trained and equipped to operate safely. nsure up to date and accurate policies and procedures are in place. mplement a recognized certification requirement for the pecial perations eams. mplement an employee performance review process. D P 9

10 D 2 P he members of the ire Prevention Division achieved significant accomplishments during 2 despite a steadily increasing workload fueled by a record growth of multi-family residential construction in the ity and ounty of Denver, a large percentage of the Denver Public chool facilities having life safety systems upgrades, and a rise in other activities. hroughout 2, the Division continued to take on new challenges in an effort to provide excellent service to the citizens of Denver. We have seen particular successes in: Providing higher levels of training to our staff; certification by the ational ire Protection ssociation (P) is a requirement for continued assignment to the Division. acilitating improved training and support for employees and employers in facilities that have been identified as potential targets for terrorism due to their size, occupancy use, etc.; the resulting improved employee actions during workplace emergencies will result in fewer and less severe employee injuries and less structural damage to the facility. mprovements of tracking and expediting our workload. he above efforts are in addition to our continued focus on our primary mission: to prevent and eliminate the incidence of fire and explosions, and their associated injuries, deaths, property damage, loss of business, During 2, the workload increased significantly in two units: he Warehouse nspections unit, managed by Lieutenant odney herrod and echnician Mark Watson, who are specialists in this area. nspecting a warehouse requires a significantly higher level of expertise than the average inspection because of the wide range of operations, various types of storage, hazardous materials, and a wide variety of storage configurations, including high-piled and rack storage. he workload has increased in this unit because the Department, recognizing the increasing hazards presented by this occupancy use, has designated an increasing proportion of warehouse inspections to be conducted by ire Prevention personnel. he mergency Procedures unit, managed by Lieutenant Debra horson and echnician Jennifer anderson. his unit provides training for building occupants in developing emergency procedures as well as training in those procedures, portable fire extinguisher training, etc. he increased workload is the result of Homeland ecurity mandates that facilities considered target hazards, i.e. hospitals, prominent high rises, schools, etc., receive training from the Denver ire Department. ne Division promotion in 2 calls for special recognition. ormer echnician odney herrod, inspector in the Warehouse nspect-

11 ion Unit, was promoted to the rank of Lieutenant and assumed command of the Warehouse nspections unit. His experience and expertise in warehouses are invaluable and he has since developed a training program to pass on his knowledge to others. ne of the greatest challenges we faced was to fulfill our daily obligations to customers and Department members while simultaneously investing sufficient resources to permit the Division to meet long-term goals. his difficult balancing act is even further complicated by the ity s growth and Division activity and responsibility in the form of plan review and inspection for ederal and tate of olorado facilities as well as the cities of Glendale, kyline and heridan. he Denver ire Department s ire Prevention Division is involved with all activities that decrease the incidence of uncontrolled fire and the safety of those who occupy the ity s structures. ire prevention methods used by the Denver ire Department focus on inspection, which includes engineering and code enforcement and public fire safety education. nspection, including enforcement, is the legal means of discovering and correcting deficiencies that pose a threat to life and property from fire. nforcement can be a simple order to comply, where pursuing a legal path is the last resort, or it can be a process carried out over many months while working closely with a company on a phased program of compliance. Good engineering by the Division s ire Protection ngineering Unit, supervised by ire hief Protection ngineer David lark, ensures that built-in safeguards such as fire and smoke alarms, sprinkler systems, smoke control systems, radio enhancement systems, and emergency communication systems are designed and installed properly to help prevent fires from starting and to limit the spread of fire and products of combustion should fire occur, and to enable responding firefighters to effectively manage fire incidents. very hostile fire requires an initial heat source, an initial fuel source, and something to bring them together. hat something nearly always has a human component, usually an immediate act or omission that brings heat and fuel together or the delayed effects of an error in design or installation. he ire Prevention Unit uses the three components of heat, fuel and human error as a framework for fire prevention. he Division s ire Prevention Unit has been remarkably successful at keeping the brakes on the ity s annual fire loss in commercial properties, maintaining low fire loss figures through action on the heat source, the fuel source, and the behavior that brings them together. his success is the result of targeting efforts toward all three components rather than just one. he Denver ire Department conducts annual fire safety inspections of nearly 26, 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 ap- D 2 P

12 D 2 P pearances. perations Division personnel conduct approximately 8 percent of these inspections, with the ire Prevention Unit responsible for the remainder properties that require greater technical knowledge to inspect. ire company fire inspection procedures include conducting building surveys, correcting common problems concerning lifesafety conditions, verifying that all hazardous processes/operations have been approved by ire Prevention personnel and have current permits, locating fire hazards, and directing the property owner or business owner to correct the violations to obtain compliance. he ire Prevention Unit is continually called upon to assist perations Division inspections or to assume responsibility for inspection of a property to control hazards, or to educate and motivate occupants on rules of fire safety. eferrals esponded to During 2* eferring Party umber of eferrals perations Division 47 ity ouncil 6 esidents/itizens 244 ederal gencies 2 tate gencies 23 ity gencies 86 Business owners/managers 43 *nitial inspections only. umber does not reflect re-inspections. n addition to annual ire afety inspections of commercial properties, the ire Prevention Unit is responsible for a wide range of firerelated regulations, including reviewing construction plans for new and remodeled buildings, issuance of fire safety permits, approval of occupancy permits and business licenses, acceptance testing of all fire safety systems, and licensing of the installers of all safety systems. ire Prevention is also responsible for informing and instructing the general public about the dangers of fire and about fire safe behavior, providing training on development of emergency procedures and evaluating emergency evacuation procedures. n all these efforts, the Division strives to create and maintain positive and productive partnerships with the ity s business, commercial and design/development communities. he ire Prevention Unit is divided into four major sections based on occupancy use or specific activity: he pecial nspections Group, led by ssistant hief teve Linquist and assisted by Lieutenants Mike Berlin, hawn Lord and cott Buccieri (occupancy licenses, business licenses, systems acceptance testing and special events/assembly occupancies). he nstitutions/high ise/mergency Procedures Group, led by aptain Derek Warlum and assisted by Lieutenants David ade, Quentin chamber and Debra horson. he Hazardous Materials/lammables Group, led by aptain Don andolph. aptain andolph was assisted in 2 by Lieutenant oy Johnson, who serves also as the ity s Hazardous Materials oordinator and the ity s representative on tate and ederal hazardous materials committees with Lieutenant om Pastorius. Division ire Protection ngineer J. D. Lanz, P.., whose know- 2

13 D ledge of hazardous operations and handling, storage and manufacture of hazardous substances is well respected throughout the industry. he ire Protection ngineering Group, led by hief ire Protection ngineer David lark and assisted by ire Protection ngineers, George Morkovin, Brad merick, J.D. Lanz, ony aro and Brian Lukus. his group provides review of all design documents for new construction and renovation, conducts technical inspections, provides emergency response to incidents that have the potential for structural collapse, conducts acceptance testing of complex safety systems, and provides technical training to Division and Department members. ire Prevention Unit 2 ctivity 2 Description umber onstruction plans reviewed* 82 nspections conducted** 5 rder otices ssued 374 ourt ummonses ssued 225 ire afety Permits ssued 6 ccupancy Permits ssued 48 Business Licenses ssued 322 People trained in emergency procedures 899 ystem ests completed 727 *ncludes federal, state, Glendale, kyline, heridan, and Denver Public chool facilities **nitial inspections only. umber does not reflect re-inspections. P 3

14 D 3 H L he echnical ervices Division, under the leadership of Division hief teve Garrod, provides a wide range of logistical services for the ire Department. he Division is made up of acility Maintenance and Management, ire Dispatch, leet Management, the Line hop, Quartermaster and Warehouse. ach of these groups provides vital services that, when performed correctly, are invisible but invaluable to the seamless operation of the entire Department. he acility Maintenance section of the Denver ire Department echnical ervices Division is responsible for maintaining 766, square feet of property and 27, square feet of building space at 33 different locations. he 2 budget for apital mprovements was approximately $87,.. apital mprovements include major upgrades to DD facilities such as: H improvements, kitchen and bathroom remodels, concrete replacement, roof repairs, and window replacement. apital mprovements (P): nfrared adiant Heating systems were installed in the Line hop and at fire stations, 3, 6, 2, and 2 utilizing P funds, whereas stations 7, 6, 9 and 27 were completed with grant funding from the ustainability/nergy onservation und provided through the ity of Denver Department of General ervices at a cost of $22,5 per system. 4 he H system for station 2 has been recommissioned to provide better efficiency at a cost of $35, which was also funded by the ustainability/nergy onservation und provided through the ity and ounty of Denver Department of General ervices. ire tation received and had installed a new boiler at the cost of $45,. which was also funded through the ustainability/ nergy onservation und through the ity and ounty of Denver Department of General ervices. he roofs at stations 7, 22 and 27 were replaced while major roof repairs were completed at stations 8 and 9. tations 3, 4, 3 and 6 received concrete replacement. ew countertops were purchased and installed at stations 8 and 27 while bathrooms were remodeled and completed at stations 7, 8, 9, 2, 2, 28 and Headquarters. ew rubber flooring was installed at tations, 8 and 9 while carpeting was installed in a few offices at Headquarters. n addition to this project, a new epoxy floor was installed in the kitchen at fire station 26. n BG grant for approximately $4, was obtained to upgrade lighting fixtures for stations 3, 4, 7, 8,, 3, 4, 5, 6, 7, 2, 2, 22, 27 and 3.

15 he acility Maintenance budget was approximately $45,. for 2. acility Maintenance issues are the everyday repairs needed to keep the DD facilities operating efficiently and comfortable such as: mergency H, plumbing roofing and garage door repairs. Major appliance replacement or repair. Pest and rodent control. new Line hop building was purchased at 464 Lipan t. for $925,. which required some significant remodeling and H upgrades. t should also be noted that in 2, cell sites were added to the communications towers at stations 28, 29 and 3. L MGM Denver ire Department leet Management is comprised of one Master Mechanic, one ssistant Master Mechanic, fourteen Mechanics and two areer ervice uthority employees. ur highly experienced and skilled Mechanics proudly perform all aspects of repair and maintenance to all equipment and vehicles utilized by the Denver ire Department. n addition to our duties within the Department, we also provide assistance when needed to other Denver ity and ounty agencies such as; M/olorado ask orce ne and egional Wildland irefighting efforts. n any given day, you will find Denver ire Department Mechanics performing a variety of tasks such as vehicle component rebuilding, 5 including: transmission, diesel engines, fire pumps, aerial ladders and vehicle suspensions. dditional tasks for us include vehicle preventive maintenance, fire pump and aerial ladder testing and certification. Given the large size and weight of today s fire apparatus and the very strenuous demands placed on that apparatus during, plus annual emergency responses, each year we spend a substantial amount of time keeping up with unscheduled wear and tear breakage items. n addition to the 76 units in our heavy fleet, we also manage and maintain a light vehicle fleet made up to 25 various administrative and support vehicles. We also staff a well equipped mobile service vehicle that takes care of problems in the field to maximize the time that our crews can be in service and also minimize unnecessary travel by not having our heavy vehicles run to our shop with minor problems. ome of our lesser known, but equally important jobs include maintaining, repairing, and recertifying all of the Department s numerous and diverse assortment of rescue tools and breathing apparatus. We operate a well equipped machine and fabrication shop which is critical in preparing new vehicles for service, keeping old vehicles in service, and even to this day allows us to manufacture certain specialty rescue tools and equipment for the Department that are not available elsewhere. his is simply a good sample of what we do on a daily basis. DD leet Management operates on a normal D D 3 2 H P L

16 D 3 H L Monday through riday schedule but is on call twenty-four hours a day to address any issue that may arise to ensure that our firefighters and the citizens of Denver are properly protected and that the citizens and guests of Denver receive the high level of service they deserve. long standing goal of DD leet Management has been to cooperate with the ity in its effort to operate in an environmentally friendly and sustainable manner. n 2, DD leet Management was able to replace five 2+ year old environmentally dirty fire apparatus with new emission compliant fire apparatus. hese new apparatus feature state of the art safety features. he features provide additional protection to our firefighters, while enhancing the operational effectiveness creating a safer environment for our citizens. We continue to strive to lessen our environmental impact through operational, procedural and equipment improvements. here are 375 XG@ 45 psi air packs, over regulators and air cylinders in the system. nnual testing, certification and repair of this equipment continue to it service. ome of this equipment is nearing the of it its useful life. hrough grant funds, a portion of this equipment will be replaced sometime in 22. ny time you see a Denver ire Department vehicle in action or a firefighter utilizing a rescue tool, you can be rest assured the DD leet Management has done its job well. DPH he Denver ire Department Dispatch function is part of Denver 9. he ombined omm- 6 unication enter includes 9 all akers, Police Dispatchers, Denver Health Medical enter M Dispatchers and uniformed ire personnel. Denver 9 handled approximately.5 million phone calls in 2. f these calls, the Denver ire Dispatchers processed over, calls for assistance. Denver irefighters staff the ire Dispatch positions; they are all sworn, uniformed irefighters. he staff consists of four Lieutenants and 6 irefighter/ Dispatch echnicians assigned to four shifts, each working a modified 24-hour work schedule. ire Dispatchers are responsible for interacting with the public through emergency and non-emergency phone calls; dispatching all fire units, tracking all ire Department related radio communications and operating other emergency warning systems located within the center. ne additional Lieutenant/ ystem nalyst along with employees from other agencies maintain the ity s omputer ided Dispatch ystem (D). aptain is responsible for the day to day administration, operations, scheduling of firefighters, training, and testing of ire Dispatchers. n ssistant hief has the overall command responsibility of the group as well as working closely with the entire ombined ommunications enter leadership team to maintain and operate the Denver 9 enter. L HP he Line hop s primary function is to provide maintenance and repair support for the Denver ire Department s electronic and electrical systems. lso, technical support is provided to the ffice of mergency Management in the maintenance and repair of Denver s emergency sirens and facility support at the ombined ommunication enter. his support is provided in a manner that has a positive impact

17 on capability and minimal impact on operations. n addition, the Line hop designs and implements special one-time projects to upgrade and enhance fire technical systems. Listed below are some of the non routine tasks performed in the last year. 2 Line hop ccomplishments: eplaced and standardized all fire station control systems. ome computers and control circuits were more than eighteen years old. he new system will function 24 hours longer in the event of an extended power failure. eplaced all fire station voc-alarm receive radios with ones that are capable of receiving the new narrow band transmissions. ome of these radios were more than twenty-five years old. eplaced the last five ife fire station power supply/chargers. hey were approximately 3 years old and prone to failure. eplace all mobile computer terminals and their associated docking stations. nstalled hard wired access points in all fire stations for the nspection ablet program. reated the DD adio tatus Monitor ystem for Dispatch to replace the one the radio system vendor stopped supporting. Upgraded the DD irebox nterface software to include a uisance feature so the dispatchers are not inundated with 7 rouble unaways from a customer s P. Upgraded DD oc-alarm software at the fire stations as part of a computer upgrade. Provided electrical installation for the remodel of the ire and M work stations at the ombined ommunication enter. During the renovation, the Line shop had two to three electricians / technicians working daily to ensure project was completed on schedule. eplace the voc-alarm audio and transmitter control system. nstalled hardware and software to allow monitoring of all fire stations power status and provide error alarms to Dispatch as required by the. ssisted in the installation of new communications towers at stations 7 and 29. ontinued the conversion from the old firebox system to the firebox system. n 2, one hundred forty-eight facilities irebox systems were replaced. he project is expected to take three years and must be coordinated with the fourhundred plus firebox users. elocation of Line hop from 35 lati to its new permanent home at 464 Lipan with minimal disruption of service to the DD. ssisted in the installation of a new security and camera system at the ombined ommunication enter. D D 3 2 H P L

18 D 3 H L et up a conference room at the ombined ommunication enter with power, data, and radio antennas to Ham perators in the event of an emergency where normal communications have failed. upport as they begin full support of the ablet based inspections. member of the Line hop has earned their omm-l certification for leading communications interoperability environments. ssisted with installation of new dge network switches in all fire stations. Developed modification to radio vehicle chargers to repair them after mountings have stripped out, currently saving over $9 per charger, over chargers per year. mplemented the Department s online vacation pick process and integrated with elestaff. dded one new staff member to the Line hop. Goals for 22 ontinue to provide professional repair and maintenance of ire Department technical infrastructures. omplete transition from old radio firebox system to the new system. he number of fireboxes will increase from the original 48 facilities to over 5 facilities when complete. 8 omplete the conversion of Denver ire voc-alarm system from wide band to narrow band per rules. omplete and activate the installation of the microwave data link from the ombined ommunication enter to stations, 6 and 2. mprove management and tracking of licenses for central stations and central station operators. Upgrade DD oc-alarm software to accept real-time rig status changes from the DD M software and display rig status on the DD Manual Dispatch program so that rig status changes happen automatically when D is down. dd PP-UP reminders for Dispatch and provide synthesized voice for daily announcements. Upgrade server software to include a time service reference. Upgrade the DD Manual Dispatch software to allow dispatchers to create a U so it can be tracked and the appropriate fire stations will automatically be keyed, display the run text to be spoken, and generate real-time synthesized dispatch audio. Upgrade the DD irebox software (). onvert and upgrade the electronic system from 24 to 2 volt in the last five fire stations with the old 24 volt equipment.

19 D valuate/implement pads as a replacement for tablet based inspections. that we order uniforms. s with any imple- new system will be a paradigm shift in the way Develop process for accessing pre-plan mentation of a new program there will be data on the mobile computer terminals. some growing pains, and adjustments will be needed to tweak the program for improvement. he new Quartermaster ystem will be Develop and implement process for DD members to be active in Kronos. overseen by aptain raig arter, with assistance from cott chneider and James Harris dd up to two new members to the Line hop due to forecasted retirements. (areer ervice uthority) at the Warehouse. QUM n the past, the Denver ire Department had an annual dollar allotment for each member. Uniforms Members were allowed to spend that allotment at their discretion, on an as needed ba- n pril 2, a committee was formed to explore potential solutions to the problems encountered with current methods of providing sis. he allotment, if not spent, was lost and not available to the member for later use. uniforms to the personnel of the Denver ire his encouraged the members to spend their Department. his committee was a joint partnership between the Denver ire Department maximum allotment annually. hrough research, the committee found numerous variations of the Quartermaster ystems in place. and ity and ounty of Denver Purchasing Division. Members of the committee were ssistant hief Mark uzycki, ssistant hief point system that accrues to a maximum after he committee s suggestion was to utilize a yan uanes, aptain Brian orton and Jessica izemore from the Purchasing Division. three years. his type of system allows the member to have access as needed throughout Goals of the committee were to develop a system that would provide cost savings and im- the year, as well as save up or bank points for later requests and bigger ticket items. prove efficiency, customer service and product selection. afety Gear he other component of the Quartermaster he research conducted by the committee indicated that a Quartermaster ystem would program is afety Gear. afety and safe gear are the highest priorities of the Quartermaster best suit the Denver ire Department by meeting all of the above goals. Quartermaster sys- Program. afety Gear responsibilities include Bunking Gear, Helmets, Hoods, tructural irefighting Gloves and tructural irefighting tems are common place in ire Departments throughout the country, both locally and nationally. he Denver Police Department has Boots. pecifications and procurement for safety gear are a joint partnership between this type of program already in place. his the Denver ire Department and the ity and 9 D 3 2 H P L

20 D 3 H L ounty of Denver Purchasing Division. he largest segment of afety Gear is specifically the Bunking oat and Bunking Pant. ccurate record keeping is paramount. dvanced Protective racking, a software program for record keeping of bunking gear, has been set-up and updated to accurately reflect which irefighters possess which gear. Maintaining accurate record keeping is a continual process. WHU he DD Warehouse operations include the distribution/financial functions for requisitioned items or specialized orders distributed daily to fire stations and support facilities. nventory items include specialized firefighting tools, office supplies, medical equipment, protective equipment, and household supplies. he Warehouse also provides backup supplies and support for major incidents. Warehouse responsibilities include but are not limited to: Management of overall warehouse operations in procurement and distribution of supplies, material, parts and equipment. Distributing proper allocation of costs to assigned locations. econciliation of entral ervices orders. Updating and the distribution of annual warehouse catalog. rdering special equipment. Development of procedures to assure internal controls. 2 Managing annual inventory processes. nsuring proper accounting data for tracking and payment purposes. ssuing warehouse budget reports on a monthly basis. Distributing Protective equipment reports distributed as requested. nsuring sufficient levels of inventory items are maintained at all times. Managing, auditing, and tracking ity bids to ensure proper distribution of costs to the fire houses. Participating in special projects such as bunking gear grants, preparing reports and processing special orders. Processing protective equipment requests (bunking gear, boots, hoods, goggles, etc.) and distributing as required (i.e. helmets, fire gloves). ddressing vendor inquiries. Pulling fire house reports as required. Managing MD sheets and ensuring compliance with safety regulations. Pulling orders for distribution for the following day. Daily receiving and distribution of supplies/equipment to firehouses and support facilities. ransportation of non-inventory items upon request.

21 ransportation of expired files to ire Department ile torage acility. urplus coordination and assistance with special orders. Participating in annual inventory count. Processing of equipment returns upon member retirement/separation. Distribution of protective equipment. Uniform recycling program. entral ervices orders (Printing, Business ards, etc.) mergency delivery of supplies/equipment to firehouses, support facilities, major fires or special events. Daily maintenance and upkeep of warehouse truck and warehouse facility. 2 ccomplishments he Quartermaster Program for the Denver ire Department was created and established. his program will provide cost savings for both the Denver ire Department and the ity and ounty of Denver. t will also provide better customer service to the irefighters of the Denver ire Department. dvanced Protective racking, a software program for record keeping of bunking gear, has been setup and updated to accurately reflect which irefighter possesses which gear. By fulfilling the above listed duties, the warehouse continued to operate effectively and efficiently while taking on the added responsibilities of the newly created Quartermaster program. 2 Goals for 22 ur goals for 22 are to: ontinue what has been started in the Quartermaster Program by continuing to provide cost savings and customer service for the irefighters of the Denver ire Department, continue to keep accurate records and tracking for the bunking gear. dditionally, on an as needed basis, to replace old bunking gear with new gear/sets in order to honor a grant for 262 sets of gear, and continue to operate effectively and efficiently at the Warehouse. D D 3 2 H P L

22 D 4 D M he dministration Division provides overall policy direction and management of the ire Department. t deals with contract management, staffing, labor relations, public education and media relations functions. he nternal nvestigation Unit conducts inquiries into internal and external complaints, professional conduct management and education, and maintains relations with the Manager of afety, and the ity ttorney s ffice. nformation and data relating to staffing, benefits and personnel records are managed in the dministration Division in coordination with the Manager of afety Human esources group. he ire nvestigation Unit identifies the origin and cause of all fires, collects evidence, interviews witnesses and suspects, aids in criminal prosecution and maintains relations with the Denver Police Department, Bureau of lcohol, obacco and irearms, ederal Bureau of nvestigation and the Denver District ttorney s ffice. he M Liaison maintains a position dedicated to both the M in planning, implementing and maintaining the ire Department s counterterrorism and disaster policies and procedures including documentation, coordination and certifications. he goal of the dministration eam is to demonstrate commitment to providing services to all employees of the ire Department in the areas of Professional Development, mployee ssistance, D,, ML Management, Peer upport and Policy eview and evision. We contribute to the efforts of the Department and the ivil ervice ommission as they identify, select, and hire a workforce that meets the operational needs of the Department, demonstrating our commitment to diversity and providing an environment that cultivates personal growth and opportunities to contribute to the vision of a World lass ity. dministrative Division Goals for 22: he dministration eam, through trust, pride, diversity, integrity and training will continue to contribute to the Department s vision of providing the highest quality professional services and to be recognized as a national leader in the fire service community by establishing realistic measurable goals for the upcoming year. Use of media opportunities to enhance communication. he dministration Division of DD is instrumental in examining and enhancing current intranet based features that are now available for members to review their pay, schedules and assignments. or the year 22 we will be working to provide members with additional access to information by developing the My DD website that will allow members updated access to their personnel records, training videos and policy communications. Policy eview he dministration Division will be reviewing all administrative policies to assure accuracy and relevance and that all revisions will be communicated to members. 22

23 Paperless ecords Management in accordance with the ity ecords Manager we will be participating in the ity-wide effort to convert paper files and records to an electronic archive. nternal ffairs the nternal ffairs Unit will be examining ways to consolidate the investigative process to shorten the time needed for investigations while maintaining the thoroughness required to achieve a fair and consistent process. Kronos he dministration Division will be working to implement the use of Kronos timekeeping for all uniformed personnel. his will be accomplished by tailoring Kronos components to provide members the information needed to verify their pay, assignment and hours. his will involve the continuing efforts in training and the monitoring of progress as members begin to utilize the program. M he M oordinator will be working to increase the communication between the M and specific Divisions of the Department as it relates to trainings, events, responses and certifications needed to increase the capability of the ity s response systems. Department of Human esources he mission of the afety H team is to provide world-class human resource services in support of the Department of afety, it s clients, partners, and other stakeholders, with excellence, innovation and integrity. afety H was created to provide consistent and streamlined H support services to the Department of afety which includes ire, Police, heriff and the Manager of afety s ffice. he afety ire H staff supports over 9 ire retirees, 95 active sworn employees and 3 civilian employees. afety Human esource ervices Benefits & etirement Programs nterpret and inform clients of various benefit and retirement programs. Liaison with and other groups to coordinate and implement wellness programs. ounseling and enrollment of medical, dental, vision, life insurance programs. ounseling to both ew and ld Hire retirees. upport to the ld Hire Pension und Board. mployee elations acilitate mediation and participate in management of workplace dispute. Provide support for grievance, complaint and appeal resolution. oach and counsel employees and managers on a variety of personnel issues. upport for employee recognition programs. D 4 D M 23

24 D 4 D M Policy Management ssist with areer ervice ule interpretation. Liaison with and other ity groups to resolve compensation issues and implement job classification reviews. Partner with agencies for the development of Performance valuation Plans (PPs), Performance valuation Plan eports (PPs) and Performance mprovement Plans (PPs). Leave dministration acilitate the interactive leave process. ertify and counsel employees to be placed on amily and Military Leave. ecords Management ollect and process new employee paperwork. Process employee actions (new hire, probation, demotion, resignation, termination). raining & Development Develop and implement individual and professional development programs. Liaison with and other ity groups to provide access to training and education. acilitate and conduct orientation for new cademy classes. onduct equired Defensive Driving lass for ivil ervice members. Department of afety Human esources ccomplishments for 2 he Department of afety Human esources. Partnered with the ffice of the ontroller and the Denver ire dministration Division to implement and bring online the Kronos imekeeping system for uniformed employees. Partnered with the isk Management, Local 858, the Denver ire raining Division and Kaiser Permanente to successfully promote the Denver ire Wellness nitiative. Partnered with isk Management to complete the rain the rainer and receive certification to conduct Defensive Driving for Denver ire which has resulted in % training for the ire Prevention Division and employees. During the 22 Health/pen nrollment air three hundred twenty (32) etired and ctive (ivil and areer ervice) members participated. ver two hundred (2)members received flu shots. Processed fifty-five (55) post-retirement applications. onducted quarterly educational seminars to inform member of retirement options. acilitated and conducted orientation for two (2) ire cademy classes. onducted ongoing -Performance trainingfor upervisors and Managers. 24

25 he afety and raining Division has a primary responsibility of providing for the safety, training and wellness of the members of the Department. We will do our best to promote their health and safety while enhancing their ability to perform at the highest, most professional level. he Division taff includes: raining hief he raining hief manages the cademy and the drill ground. ets policy for and coordinates drill ground usage, in concert with the assigned urora hief. his assignment is also responsible for managing cadets and light duty personnel assigned to the Division. ecruiting aptain he ecruiting aptain s position is new to the raining Division. his position is responsible for working with ivil ervice as well as with the other Department of afety organizations to recruit the very best candidates for the Denver ire Department. he aptain is also the afety adet oordinator for the Department. Drillmaster aptain he Drillmaster is responsible for coordination of all training for new recruits, along with coordinating outside agencies training and generating revenue for the cademy, as well as inservice instruction. Driver oordinator he oordinator investigates accidents and facilitates the Drivers eview ommittee. n addition, this ngineer instructs new recruits, con- ducts initial driver certifications, and serves as a resource for the District Driving nstructors. he Driver oordinator is also responsible for researching issues relevant to fire streams, pumping and aerial operations. he Driver oordinator helps in supporting the ngineers test, serving as an M, and developing yearly ngineer training programs. Wellness itness fficer his officer is charged with promoting the wellness fitness initiative developed by the and the to the members of the organization within the economic and logistical parameters of the Department. he goal is to provide an ongoing comprehensive wellness program that strives to improve physical fitness, health, and wellness through enhanced education, research, and training in an effort to minimize injuries, enhance job performance, and promote an overall healthier lifestyle. his is accomplished, in part, by acting in partnership with the Union s wellness representative and outside resources including ccupational Health, Kaiser Permanente and isk Management. he Wellness itness fficer is also responsible for the coordination of the Department s Peer itness rainers. he Wellness itness fficer is charged with coordinating the mentoring and administration of the Department s P testing program in collaboration with the ivil ervice ommission and the ecruiting ffice as well as coordinating the continued mentoring / conditioning program throughout the ecruit cademy. D 5 Y & G 25

26 D 5 Y & G raining fficers n this Division the raining Lieutenants and echnicians conduct the main work of the Division. his includes, but is not limited to, developing, organizing and training our members. raining echnician he echnician s position requires the ultimate in versatility and people skills to provide logistical support to the entire Division. his position also provides instruction and education to recruits and Department members. 2 ccomplishments: ecruit raining he raining staff conducted two full ecruit cademies during 2. aptain s DP class delivered he raining hief planned, developed and implemented a aptain s DP using the resources within our Department. ire ps the raining Division and Local 858 hosted the ire ps mini academy for ity dignitaries and local media. his was an opportunity to educate our guests while enhancing our interagency relationships. Micro rainings and Website Development he long overdue ability to bring training to the Department via the internet has arrived. he Drillmaster aptain has spearheaded this new technology-based training. t will help our Division as well as the Department achieve training goals much more efficiently. We have implemented the new micro-training program and philosophy. his program now brings to the members video training online that maximizes our members time and scheduling. he benefits of this new type of training saves fuel costs, wear and tear on apparatus and keep the fire companies in-service and able to respond in the districts. ational allen irefighter oundation the Denver ire Department has been selected to partner with the ational allen irefighter oundation to produce a documentary and leadership training to help reduce line of duty injuries and firefighter deaths. ur raining Division will spearhead this task. We have completed the rain the rainer portion and are ready to implement the training not only to our Department but also regionally. Goals for 22: perational in-service training incorporating Big-box/Warehouse strategy and tactics. he raining Division will bring in recognized leaders/experts in the fire service to speak and teach about cutting edge techniques. Utilizing experts from within our Department, the raining Division will deliver classes open to outside agencies to share our knowledge and expertise. he raining Division will begin to teach the class Leadership so veryone Goes Home for not only the Denver ire Department but other departments regionally and nationally. 26

27 D omplete the documentary showcasing the Denver ire Department that accompanies the Leadership o veryone Goes Home mission. he raining Division will provide fficer Development ertification for hief fficer as well as Lieutenant 5 Y & G 27

28 D 6 D L he Denver ire Department ircraft escue irefighting () Division is responsible for providing emergency services and all associated administrative functions at Denver nternational irport and the immediate outlying areas. he Division has an authorized strength of uniformed personnel to protect what is the 5th busiest airport in the United tates and the th busiest in the world. With a landmass of 53 square miles, population of over 3, regular employees and, last year, over 53 million visitors, D is often referred to as a city in and of itself by the people who work there. ire Division hief works as a liaison between irport perations and the Department of afety. here is an ssistant hief handling day-to-day emergency operations and associated administrative responsibilities and 24 total company officers, engineers, and firefighters on duty every day staffing, two structural firefighting companies, seven vehicles, and a pecial perations response unit. areer ervice uthority () employee provides executive support to the Division hief. 35 irefighters in the D Division are trained to the Hazardous Materials echnician level. hey act as a strike team to provide early intervention and supplement the Haz-Mat eam from the perations Division. n average the DD/D pecial perations eam responded to seven incidents per month in 2. Due to the isolated location of the airport, D companies are not utilized in the response to any other ity incidents. n June 2 Division 28 6 received two new 45 ircraft escue shkosh trikers. hese 45 trikers are 8WD, carry 4,5 gallons of water, 6 gallons of foam, 5 pounds of Purple-K dry chemical extinguishing agent, and are equipped with 2 gpm turrets. he are outfitted with first rate firefighting systems that include top of the line GP navigation, state-of-the-art radios and apparatus mounted infrared cameras. ach apparatus is staffed with two firefighters. he trikers weigh 24, pounds fully loaded and their 95HP engines have the capacity to go from to 5 mph in 35 seconds. he Denver nternational irport raining cademy is managed by an ssistant hief. n his staff are an xecutive ssistant (), a raining echnician, a uel nspector and a contingent of djunct raining nstructors. ire Prevention echnician is also housed at the raining facility. n addition to providing training and certification to D firefighters, the cademy is marketed to local, regional and national airports to provide joint training and certifications. he cademy facility has a state-of-the-art aircraft crash simulator, drill ground, multiple classrooms, apparatus, breathing equipment, and a full cache of tools and equipment. he D cademy is one of a limited number of training centers in the U.. which is certified to issue irport irefighter accreditation from the nternational ire ervice ccreditation ongress. 4WD 5 triker is stationed at the raining cademy. his training apparatus

29 has an interior that is identical to the 45 triker s. his feature allows the raining cademy to use it for crew training and familiarization and prevents taking a front line apparatus out of service for training. he Division responded to an average of 2 incidents per month that included at least two monthly aircraft emergencies. n 2 the Division also responded to one under water eam response and one minor aircraft crash. he Denver ire Department at D works closely with the irport perations Division to coordinate preparedness and response for both airside and landside emergencies. lose working relationships with the D Planning & Development, ngineering, Maintenance, and Business & echnologies Divisions is also essential to the successful partnership that we have with the Department of viation. 2 ccomplishments: Developed Part 39 ueling raining program for D fuelers. ompleted the relocation of all irport training records including 39 training and training to date into HU. Built system to assure all special operations training is completed and documented. ubjected all DD/D facilities to energy audits and created improvement plans based on audit feedback. stablished a long term fleet replacement 29 cycle. Developed specifications for three new lpha igs to be purchased in trikers were accepted and placed into service. ompleted an airport-wide installation of a o-moke Diesel xhaust emoval system on all apparatus which prevents firefighters from being exposed to and/or living in areas contaminated by exhaust emissions. long with irport perations, two of our ssistant hiefs spoke and presented at an onference. Held a full scale exercise. 22 Goals: inish equipping reserve apparatus so that all reserve pieces are in a ready state. stablish a system for tracking dvisory irculars and overlaying them with regulations to ensure we are maintaining all required standards. Determine replacement cycle for training facilities and equipment. Develop a plan/budget for replacing the aircraft simulator at the raining enter. Begin planning for additional firehouse and structural apparatus. omplete the triker/ apparatus replacement program which includes accepting and placing four (4) more fire apparatus D 6 D L

30 D 6 D L into service (3 low profile and one full size lass ngine). raining 2 ccomplishments: Designed and delivered a comprehensive, hands-on, agent delivery course that has given DD/D members practical experience, and a greater understanding of delivering extinguishing agents under reallife conditions. rained over 8 outside agency firefighters, flight personnel, municipal workers, and others in a number of fire and safety related topics. reated a unique special operations training program that effectively addresses DD/D target capability needs, available resources, and operating environment. reated a comprehensive training and record keeping system that has been held up by the as an example of best practices to other airport emergency service agencies and providers. ompleted a multiphase Driver nhancement ision ystem (D) training program, affecting all DD/D members. 2 Goals: rain and deploy nine DD/D rope rescue instructors to provide support and advanced rope rescue training to DD/D members. Develop and offer special operations training courses to outside agency personnel. 3 reate computer based perations and echnician level hazardous materials training courses. reate a state-of-the-art 3-dimensional fire prop. Provide DD/D supervisory personnel with at least three managerial themed training courses. omplete redesign of X class () driver certification program and associated record keeping program. KWLDGM M H D he echnical ervices Division would like to thank all of the Denver ire Department s hiefs for their continued assistance in making this report possible. nd a special thanks to Mike tutz for his assistance with the statistical data, layton Waddell for his technical assistance and Kim oleman for proof reading. Without their assistance this report would have been difficult to complete. espectfully, Martez Johnson ditor

31 2 2nd larm ires 2 3rd or Greater larms 6 otal larms 892 tructure ires 733 ther ires Within tructures 2 ehicle ires 258 ther ires 44 otal of bove 56 ther ires 5 ll ires 27 ver Pressure uptures 38 Medical alls 4834 uto ccidents 7852 ther escues 35 Hazardous onditions 2653 ervice alls 342 Good ntent alls 47 Malicious alse larms 659 ystem Malfunctions 2485 U L ther alse larms 5823 ommunity ervice 696 ther calls

32 ther ires in tructure G M P YP LL tructure ires ver Pressure uptures ehicle ires ther ires ther escue alls L M/ U Hazardous onditions LL Medical alls ther alse larms uto ccidents ervice alls Good ntent alls ther alls L LL

33 YP LL tructure ires ther ires in tructure ehicle ires ther ires LL ver Pressure uptures Medical alls uto ccidents ther escue alls L M/U Hazardous onditions ervice alls Good ntent alls ther alse larms ther alls L LL U K M P 33

34 U YP LL L LP HM HM3 UW tructure ires ther ires in tructures 7 7 ehicles ires 8 2 & ther ires 5 5 LL H M M P ver Pressure uptures 7 7 Medical alls uto ccidents ther escue alls L M/U HZDU D LL GD LL H L LM 5 8 H LL L LL

35 YP LL D2 D3 D4 D5 D6 D7 D H tructure ires ther ires in tructures ehicles ires ther ires LL ver Pressure uptures Medical alls D uto ccidents ther escue alls L M/U HZDU D LL H GD LL H L LM H LL L LL

36 D YP LL D2 D3 D4 D5 D6 D7 D tructure ires ther ires in tructures ehicles ires ther ires LL ver Pressure uptures Medical alls uto ccidents ther escue alls L M/U HZDU D LL GD LL H L LM H LL L LL

37 37

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39 otal asualties 89 irefighter njuries 6 irefighter Deaths ivilian njuries 9 ivilians njuries (ire elated) 49 J U Y & ivilian Deaths 9 ssist police or other government agency 2 hemical Hazard (no spill or leak) M call, excluding vehicle accident with injuries xtrication of (victims) from vehicles 2 Motor vehicle accident with injuries 2 U L Y escue, M incident, other ivilian Death (ire elated) U M M Y 39

40 4

41 PPY U to. ssembly 5 2. ducational 3. Health are, Detention & orrectional esidential Mercantile, Business 6. ndustrial, Utility, Defense, griculture, Mining 7. Manufacturing, Processing 4 8. torage 9. utside or pecial Property. Property Use, ther 9 3 $. to $999. $ $75. 3 $ $ $72. $62. 3 $2. 5 $52. 2 $25. $,. to $4,999. $73. 7 $2. 2 $32. 3 $ $45. 7 $4. $95. 9 $. $2. $5,. to $9,999. $7. 3 $8. $ $4. 2 $25. 3 $,. to $4,999. $. $2. $2. 9 $2. $. $5. $5,. to $9,999. $33. 2 $5. $ $5. $5. $2,. to $49,999. $2. $ $45. $3. $23. $5,. to $99,999. $9. 3 $5. $ $95. $55. $85. $,. to $,,. $3. 2 $ $. 3 $2. $275. L ires Loss 46 $589, $79,75. 2 $, $6,97,. 4 $,28, $4,. 6 $85, $375,. 3 $276,52. 7 $27,25. Grand otal 733 $8,926,824. U U L P 4

42 District ires Losses U 2 69 $,87,. U 3 3 $,436, $,33, $,25,87. L 6 66 $,273,955. B 7 36 $2,44,45. Y D D 3 $,5. L 732 $8,92,

43 Property Use ires D esidential, ther (4) 9 or 2 family dwelling (49) 224 L Multifamily dwelling (429) 278 U Boarding/rooming house, residential hotels (439) U Hotel/motel, commercial (449) 9 esidential board and care (459) B Dormitory-type residence, other (46) 2 Y orority house, fraternity house (462) X D Barracks, dormitory (464) P P 43 Y

44 D n t L t U t U f W t h D U ne & wo amily Detector tatus asualties ire too small perated 3 Undetermined 5 o Detector partment Detector tatus asualties ire too small 2 perated 5 Undetermined 5 Hotels/Motels Detector tatus asualties ailed to operate Dorms asualties PKL U ne & wo amily prinkler tatus asualties o sprinklers 9 partment prinkler tatus asualties Undetermined 2 o sprinklers Hotels/Motels Detector tatus asualties Undetermined U L t 44

45 escue alls By ype of ituation uto ccidents 7859 Medical alls 4834 ther escue alls 35 Lock n 56 earch 5 U otal 5976 Medicals By ction aken ction aken umber ssistance 984 M & ransport ill-n, tandby 263 ire ontrol or xtinguishment 2 ires, escues & Hazardous onditions 5 Hazardous onditions 3 nformation, nvestigation & nforcement 886 ther 384 earch & escue 2 ystems & ervices 3 otal 4979 L L uto ccidents By ction aken ction aken umber ssistance 236 M & ransport 587 ill-n, tandby 2 ire ontrol or xtinguishment 2 ires, escues & Hazardous onditions 7 Hazardous onditions 38 nformation, nvestigation & nforcement 72 ther 9 earch & escue 53 ystems & ervices 2 otal

46 46

47 tation umber ddress District umber HQ 745 W. olfax ve W. olfax ve Memphis t Washington Lawrence lermont t Blake t W. 38th ve Park ve Brighton Blvd teele t. 4 4 W. 2nd ve ederal Blvd Yosemite t neida Harrison t gden t ennyson t vy t Knox t irginia ve Monaco Pkwy ederal Blvd olorado Blvd aleigh t Martin Luther King Blvd lbrook ve Wolff t Himalaya Dudley t ederal Blvd. 7 D L P 3 D tation 8525 ewcastle t. 32 D tation ewcastle t. 33 D tation ewcastle t. 34 D tation ewcastle t. D 47

48 48