Town of Castle Rock. Agenda Memorandum. Agenda Date: 4/28/2015

Transcription

1 Town of Castle Rock 100 North Wilcox Street Castle Rock, CO Agenda Memorandum Agenda Date: 4/28/2015 Item #: 2. File #: ID To: From: Honorable Mayor and Members of Town Council Jack Cauley, Police Chief Art Morales, Fire Chief Presentation: State of Public Safety in Castle Rock Executive Summary The safety and security of our community is the Castle Rock Police and Fire departments number one priority. Castle Rock is defined as a safe and secure community, providing a quality environment in which to live, work and play. The Castle Rock Police Department has prepared a report to include statistical data, performance measures and comparative benchmarking information (Attachment A). The Castle Rock Fire and Rescue Department has prepared a report to include current level of service provision, performance data, major Department accomplishments, and future objectives for the Department (Attachment B). Attachments Attachment A: Police Attachment B: Fire Town of Castle Rock Page 1 of 1 Printed on 4/23/2015 powered by Legistar

2 Attachment A State of Public Safety in Castle Rock - Police Everyone wants to live in a safe community. Castle Rock is recognized as one of the safest communities in the country. But how do you define safe, and what role does the Castle Rock Police Department play? It s about more than patrolling the streets. It s about setting goals and working with the community to achieve them. It s about analyzing data and being strategic. Most importantly, it s about listening to our residents and business owners and building trust with the community we serve. Understanding how to build the trust of and respect from our community is a core priority that Castle Rock Police values. We instill this philosophy in our organizational culture, with every officer. We know that trust is earned in drops but lost in buckets. As an organization, we are striving to achieve continued trust and respect every day, in every contact and in every possible way, while we serve and protect our community. Here is a look at the State of Public Safety in Castle Rock. Setting goals and working with the community To answer these complex questions, let s look at how the Castle Rock Police Department utilizes our Five-Year Strategic Plan. This provides a guide of strategic priorities, goals and measurements required to effectively carry out our mission. The Strategic Plan is essentially a road map that steers our organization to meet our number one priority of keeping the community of Castle Rock safe and secure. The plan emphasizes the importance of communitywide cooperation to successfully accomplish each priority. It also demonstrates how deeply committed the Castle Rock Police Department is to its residents and employees and to providing a high level of service to the community. The Strategic Plan consists of six strategic priorities. These priorities include: Strategic Priority 1: Crime Strategic Priority 2: Traffic safety Strategic Priority 3: Employees Strategic Priority 4: Prepare for future growth Strategic Priority 5: Community policing and partnerships Strategic Priority 6: Technology and equipment Our performance measures are benchmarked against a group of comparable-sized cities across the country called the Benchmark Cities. There are 29 participating cities with each agency collecting key data for benchmarking purposes. Throughout this document you will find references to the Benchmark Cities Survey data. 1

3 Also in this report we will provide strategic information, clarity and data on the state of public safety. By using these tools we are able, as an organization, to gauge the trust we are creating and enhancing with our residents, business owners and the community we serve. Rather than going over in detail the Strategic Plan and its many goals attached to each priority, we will emphasize some of our goals in each area. Strategic Priority 1: Crime Goal: Maintaining and reducing the crime rate and perception of crime First, let s examine data from the Town s 2013 Community Survey. This subjective information tells us to what extent we are meeting the needs of Castle Rock s residents and business owners. Respondents who had contact with the Police rated our department on 11 different factors. On a scale from 1 (poor) to 5 (excellent), the Castle Rock Police Department was rated 4.22 overall. TOWN SURVEY: Police Services (2011 & 2013) 2

4 Information from the Community Survey tells us we are doing a good job of meeting the needs of the community, and the community is pleased with the services provided by the Police Department. The Town of Castle Rock is frequently recognized with national and local awards and honors. Perception of a safe community is validated when our community receives these recognitions. Castle Rock is considered a safe community, providing a high quality of life to its residents and is a sought after location to raise a family. Listed below are a few examples of recognition the Town of Castle Rock received in 2014: No. 4 in Money Magazine s 50 Best Places to Live in America No. 4 in Apartment List s Best community in the nation for raising children No. 9 in Movoto s 10 Safest Places in Colorado No. 9 in Nerdwallet s Best Places for Young Families in Colorado No. 27 in Safewise s 30 Safest Cities in Colorado We also examine hard data, starting with crime statistics. Crime statistics are broken down by crime categories such as crimes against persons (aggravated assault, homicide and sex offenses) and crimes against property (burglary, fraud, motor vehicle theft, robbery, and theft). Major Crimes and Trends Castle Rock has a low crime rate well below our benchmark cities in both person and property crimes. See charts on page 5 and 6. In 2013, total Person Crimes decreased by 10 incidents from There were decreases in each of the categories: aggravated assault, homicide and sex offenses. 100 In 2014, total Person 0 Crimes increased in Aggravated Assault Aggravated Assaults, Sex Offenses and Homicides. We had 14 more crimes against persons in 2014 than we had in PERSON CRIME ( ) Homicide Sex Offenses TOTAL

5 In 2013, Property Crimes also decreased in all crime types, except for theft. Property Crime consists of burglary, fraud, motor vehicle theft, robbery, and theft. Theft increased by 11 percent from 2012 to This is likely attributed to retail stores reporting thefts more often than was previously reported. Burglary decreased by 9 incidents or -8% from 2012 to Motor vehicle theft decreased by 2 incidents or -6% from 2012 to PROPERTY CRIME ( ) Burglary Fraud Motor Vehicle Theft Robbery Theft TOTAL

6 In 2014, total Property Crimes increased by 167 incidents, or an 18% change. While Burglaries and Motor Vehicle Thefts were lower in 2014 than in 2013, thefts for 2014 were 21% higher than in Part of the 21% increase for thefts is because retailers are more accurately reporting thefts. By working closer with our retailers, we train and help guide retailers to report thefts more often than was previously reported. By doing this, we are able to identify trends and individuals involved in organized retail crime (127 more thefts in 2014 than in 2013). Burglary decreased by 23 incidents or -24% change from 2013 to Motor vehicle theft decreased by 5 incidents or -17% change from 2013 to Goal: Maintain an investigative capability to identify, apprehend and assist with the prosecution of criminal offenders Performance measurements we examine in this area are the percentage of crimes that are solved or cleared. Our investigators have done an admirable job in this area. Our clearance rates exceed the Benchmark Cities average rate for both Person and Property crimes. See chart below and on page % 80% 60% 40% 20% 0% CLEARANCE RATES - Person Crimes ( ) 91% 77% 68% Aggravated Assault 100% n/a 100% 77% 64% 48% 71% Homicide Sex Offenses Total 83% 59%

7 CLEARANCE RATES: Property Crimes ( ) 100% 80% 60% 40% 20% 0% 27% 22% 22% 28% 22% 20% 44% 34% 29% Burglary Fraud Motor Vehicle Theft 86% 33% 37% 30% 33% 30% 31% 28% n/a Robbery Theft Total

8 The Castle Rock Police response times for emergency calls for service have greatly reduced since We met our goal of 5:55 (min:sec) the Benchmark Cities average in both 2013 at 5:24 and 2014 at 5:38. Crime Strategies The Castle Rock Police Department utilizes a number of strategies to address Crime. CRPD BENCHMARK CITIES Maintaining a Crime Analyst function to support data-driven, intelligence-led policing methods. What this means is the Castle Rock Police Department CRIME MAP (12/23/14 1/23/15) deploys resources to areas most needed based on data compiled by our Crime Analyst. We deploy police officers to hot-spot areas in an effort to proactively deter crime. Monthly COMPSTAT meetings are held where police commanders and supervisors are provided with the latest crime data and other community concerns. Strategic discussions address these issues. Participating with the Colorado Organized Retail Crime Alliance and Burglaries, Assaults, Thefts, Motor Vehicle Thefts the Douglas County Impact Team (formerly Pattern Crime Unit). Actively participating with these organizations allows us to more effectively address criminal activity in and around our community. The Castle Rock Police Department also provides onsite training to retailers on how to identify and deter retail theft. Strategic Priority 2: Traffic Safety Goal: Increase traffic safety on the roadways in the Town of Castle Rock Traffic Safety within the Town of Castle Rock is a key element in keeping our community safe. Castle Rock has experienced substantial growth in the last three years. We have added thousands of residents and our businesses continue to grow. This growth has significantly increased the traffic volumes on our roadways. 9:36 4:48 0:00 RESPONSE TIMES (min:sec) ( ) 8:08 5:31 5:24 5:55 5: n/a We measure our performance in this area by how we compare to our Benchmark Cities as well as analyzing annual traffic accident data. Although our traffic volumes have increased, we have only experienced a modest increase in traffic accidents, and we continue to meet our benchmark performance objectives. Chart on page 9. 7

9 TRAFFIC ACCIDENTS ( ) Accident-Total Non-Injury Injury Fatality 2012 YTD 2013 YTD 2014 YTD *2012 data includes private property whereas data does not. Traffic Safety Strategies Identify and monitor high crash locations Townwide and increase visibility and enforcement efforts in those areas. Chart on page 10. Implement Data-Driven Approaches to Crime and Traffic Safety (DDACTS). Identify and monitor school zones from traffic law compliance. 8

10 TOP 10 HIGH ACCIDENT LOCATIONS US Factory Shops Blvd/ Castleton Dr SH Allen Way SH Front St SH Meadows Pkwy I-25 SB US Meadows Pkwy SH Allen St/Woodlands 11 7 Meadows Meadows Blvd/ Prairie Hawk Dr Wilcox 10 3 SH Trail Boss Dr Strategic Priority 3: Employees Goal: Recruit, develop and retain the highest quality employees Maintaining a well-trained and well-equipped workforce ensures the highest level of community service and attracts the highest-quality candidates for future employment. Providing quality learning and development opportunities for our employees is paramount to providing quality public safety service to our community. Our recruitment and hiring efforts have resulted in hiring quality employees over the last three years. However, with an improving job market, we have experienced a lower number of applicants during the last 18 months. 100% 80% 60% 40% 20% SWORN ATTRITION RATE & STAFFING LEVELS ( ) 92.59% 93.33% 93.85% 7.41% 6.67% 6.15% Although we have lost some officers to larger 0% departments during the last three years, we believe the public safety SWORN ATTRITION RATE STAFFING LEVELS compensation plan recently approved will lower our attrition rate. It is imperative to provide our employees with high-quality training. On average our officers receive 120 hours of training per year. Some examples of training include: emergency driving, tactical, firearms, and legal training. 9

11 Employee Strategies Optimize hosting opportunities to bring outside training instructors to Castle Rock, and open registration to surrounding agencies. Continue to provide supervisory development training for all employees. Encourage short-term assignments of personnel between divisions to provide crosstraining opportunities. Castle Rock Police and Fire departments partnered to secure a Public Safety Training Facility. During the last year, Castle Rock Police has hosted numerous training classes such as Crime Prevention Through Environmental Design (CPTED), supervisor training and peer support training. In 2014, we provided supervisory development training for our employees and provided short-term assignments for officers to work in different divisions, such as Public Safety Training Facility assigning an officer from the Patrol Division to work in the Investigations Division for career development. 10

12 Strategic Priority 4: Prepare for future growth Goal: Monitoring Townwide population growth, monitoring police workload and evaluating efficient methods of service delivery To effectively provide service to a growing community, the Castle Rock Police Department will need to expand appropriately. With several new neighborhoods under construction and with the addition of many new commercial properties, the department must monitor growth and respond accordingly. Community Growth Strategies Analyze growth and geography to determine future resource allocation. Analyze number of calls for service and their geographic location. Analyze calls for service response times. Develop estimates of projected work increases and determine if other staffing schedules or staffing models would be more effective. Strategic Priority 5: Community policing and partnerships The Castle Rock Police Department s policing philosophy is firmly rooted in connecting with our community. Community policing is a value system that permeates our organization. The primary organizational goal is working cooperatively with residents, community groups, and public and private organizations. Community-based police departments recognize the fact that police cannot effectively deal with issues alone and must partner with others who share a mutual responsibility for resolving problems. Our officers embrace this philosophy, created community partnerships with organizations such as the Downtown Merchants Association, Downtown Development Authority, Chamber of 11

13 Commerce and Douglas County Schools. Castle Rock Police officers strive daily not only to meet but exceed community expectations. At the core of this philosophy are strong community engagement and our ongoing efforts to earn the trust with the community we serve. Goal: Increase community engagement, outreach and education During 2014, we implemented many successful strategies to meet our goal of increased community outreach. Those strategies included: Art Around The Rock Bike Patrol Unit Bike Rodeos Citizens Police Academy Coffee with a Cop Crime Prevention Through Environmental Design Crime-Free Multi Housing Homeowner Association meetings National Night Out Partnering in community events i.e. Trick or Treat Street Art Around the Rock and Officer Torrens with a future police officer As is evidenced above, the Castle Rock Police Department is actively engaged with the community. One performance measure we use to determine the level of success with our community policing efforts is a Community Policing Project Survey. This survey is provided to individuals who have had the opportunity to engage with us during community policing activities such as Coffee with a Cop. During 2014, we averaged 4.95 out of a possible 5.0 on our Community Policing Project Surveys. Strategic Priority 6: Technology and equipment Goal: Maintain and utilize the latest in technology and equipment The Castle Rock Police Department works to implement technology to reduce crime, improve employee safety, promote department transparency, increase efficiency and anticipate crimes. One of our goals in this area is to maintain and utilize the latest in technology and equipment. During the last 24 months, a number of technological advancements were implemented to improve the department s efficiency and effectiveness. 12

14 These implementations included: Crime-mapping software epolicereporting eticketing In-car cameras Live Scan electronic fingerprinting Online investigation software Upgraded public safety radios Upgraded security access Future Challenges Staff has identified challenges our organization will face in the next few years. Those challenges include: Attracting and retaining quality talent. Managing levels of service as the Town continues to experience substantial growth. Providing police service to the new Promenade shopping development. Providing police service for the growing number of special events and for new recreational areas such as the Philip S. Miller Park. Philip S. Miller Park Swearing-in 2014 Promenade ground breaking 13

15 2015 Strategic Plan Implementation In 2015 the following strategic priorities have been identified for implementation: Establish a Professional Standards Unit. Implement a Police Chaplain program. Design and deliver Castle-Rock-Police-specific leadership development training. Secure a permanent drug take back box in the police lobby. Establish a retail crime prevention team. Launch a Peer Support Team. Research, test and evaluate body cameras for possible 2016 implementation. Conclusion The safety and security of Castle Rock is the Police Department s number one priority, and we are honored to serve and protect our community. The state of public safety in Castle Rock is strong because of the goals we set as an organization and emphasis we place on the importance of working with the community to achieve them. It s about analyzing data and being strategic. We are listening to our residents and business owners, and we are continuing to build trust within the community. We are proud that Castle Rock is recognized as one of the safest and best communities in America to live and raise a family. 14

16 Attachment B 2015 Status of Public Safety -Fire The Castle Rock Fire and Rescue Department will present and discuss current level of service provision, performance data for 2014, major Department accomplishments for 2014, and future objectives for the Department. (Attachment B) The Castle Rock Fire and Rescue Department is a full service department that provides: Fire: structural, wildland, and vehicle response Rescue: trench, confined space, building collapse, high/low angle rope rescue, heavy extrication, and water rescue services Emergency Medical Services (EMS): Advanced Life Support (ALS) (paramedic ambulance transportation) with all field personnel, at a minimum, certified as EMT Basics Hazardous Materials (HAZMAT): operations level response and mitigation with technician level response and mitigation through a regional HAZMAT team Specialized: Tracked Rescue Vehicle (TRV) Fire prevention / inspection services Public and risk reduction education Emergency Management and coordination for the Town of Castle Rock The Department is guided by its Vision, Mission, and Values (VM&V). Every member of the Department is aware of the VM&V and uses them in their decision making and planning process. How are we meeting our Vision To be the Best at providing Emergency and Prevention Services? 1. By being internationally accredited, the Castle Rock Fire and Rescue Department is among the top 1% of the departments in the nation. In order to maintain its accreditation, the department must file an Annual Compliance Report with the Commission on Fire Accreditation International (CFAI) The CRFD 2014 Annual Compliance Report was accepted by the CFAI in December. Improvements that were identified in the report include the following: 1

17 1st Due Total Response Times decreased from 8:10 to 8:00 in the suburban population densities and 9:40 to 9:20 in rural populations densities. A full time Fire and Life Safety Educator has been hired one year ahead of plan. By placing Medic 153 in service July 24th 2013, ERF times in Station 153 s coverage area are comparable to the rest of the jurisdiction as verified in the first year statistical analysis. The department added one medic unit to all wildland responses in May of Station 153 renovations were completed. The Town of Castle Rock Fleet Services is working to schedule two (2) Fleet Services members to obtain Emergency Vehicle Technician certifications. Annual minimum training standards have been established, formalized within a Standard Operating Guideline, and all personnel educated on the changes. Performance based measurements have been included in the minimum annual training requirements. The Public Safety Training Facility was opened. A full time Accreditation Manager / Emergency Manager position was approved and budgeted for implementation in The cardiac arrest save rate continues to exceed the national average of 7.5% with a Castle Rock cardiac save rate of 28%. A save requires the patient to return to their life as it was prior to the event. 3. The Fire Prevention Bureau continues to perform at an exceptional level by meeting Plan Review and Site Inspection objectives 99% of the time. 2

18 Service Delivery World class emergency services were provided throughout the Town via 4728 calls for service in This represents the highest call volume the department has ever experienced, and a 7% increase over The Total Calls per Year diagram below charts call progression since

19 Calls for service are directly correlated to population growth and the demographics of the population. Per the Fire Master Plan, it takes 12 residents of average demographics to generate 1 call per year. The senior population over 65 generates on average, 1 call per resident per year. Of the 4728 calls for service in % were medical. 27.5% were calls for service which include lock-outs, gas leaks, lift assists and odor investigations. 9.3% were alarms generated by smoke detectors and alarm system malfunctions. 1.6% were fires which include structure, wildling and car fires. The Total Incidents by Category diagram illustrates the call demand in the Town. With the majority of our calls being medical, CRFD ensures that every response vehicle is staffed with a paramedic and is equipped to handle any call requiring advanced life support measures. Transport to the hospital is accomplished by our Medic Units. Approximately 75% of our transports are taken to Castle Rock Adventist Hospital. 4

20 The highest demand area of the Town for Emergency Medical Services in 2014 was immediately next to Fire Station 154 in the Meadows. This is largely due to the Bonaventure senior facility. The chart below identifies by color and column, call demand throughout the Town. Fire stations are identified by their light blue numbers. Low demand areas are in green, mid-level demand areas are in yellow and high demand areas are in red. Castle Rock EMS Call Demand 5

21 Total call demand throughout the Town is illustrated below. The two red columns represent the area adjacent to Station 154 on the right, and Allen St/Founders Parkway on the left. Higher call demand followed east and west sides of the I-25 corridor. Low demand areas are in green, mid-level demand areas are in yellow and high demand areas are in red Castle Rock Total Calls 6

22 The Department s mission of High customer satisfaction through quality preparation and excellent service was met in the following ways: 1. Maintaining a rating of 4 out of 5 or better on customer survey cards 98% of the time in Achieving the highest rating of all Town services in the 2013 Town survey Ratings of Castle Rock Fire and Rescue Services Scale: 1 = poor to 5 = excellent The overall average was derived from the responses 3. In regards to Quality Preparation the Department logged 15,635 hours of cumulative training in order to ensure that our degree of preparation was as high as possible. The training fell into the majority of the 240 plus categories tracked by the department. 4. 7

23 As can be seen, in order to provide the broad range of high performance that we do, training in all of these areas is essential. In 2014, the Public Safety Training Facility (PSTF) was opened in order to assist in meeting the training demands placed on the Fire and Police departments. The PSTF is located at the corner of Park Street and Malibu St. and can accommodate 90 occupants in the main class room, and 20 occupants in the adjunct class room. Due to its proximity to the Fire Training Tower, the PSTF supports class room training followed by immediate hands-on training. The building also has two large bays that house training supplies and reserve training apparatus. Department Resources Emergency service to the Town is provided from four stations, namely Station 151, Station 153, Station 154, and Station 155. Station 151 Station 151 is home to an engine, medic unit, Battalion Chief, a type 6 brush truck, support unit, and a reserve engine. In addition to CRFD s standard extrication equipment, Engine 151 also carries a compliment of heavy extrication equipment and responds to all vehicle entrapments. Fire Headquarters, is co-located within Station 151. Fire Headquarters is home to the Fire Chief, Administrative Division, Operations Division, and the Life Safety Division. 8

24 Typical station assignments are: Engine 151: one Lieutenant, one Engineer, two Firefighter / EMTs or Paramedics as staffing allows with a minimum of three personnel on the apparatus at any given time. Medic 151: one Firefighter / EMT, one Firefighter / Paramedic. Battalion Chief 151: one Battalion Chief. Station 151 serves and protects: Wilcox Square, Plum Creek, Baldwin Park, Bell Mountain, Castle North, and the Woodlands, as well as other neighborhoods and business districts. Two elementary schools, two high schools, Castle Rock Town Hall, Douglas County administration buildings, parts of Interstate 25, and Rock Park are also in its service area. Station 151 is the busiest of all CRFD stations and with its central location, provides coverage to the surrounding stations when they are unavailable. Because of its locale, this station receives more requests for tours and provides support to community events like the Starlighting and Chili Supper. 9

25 Station 153 Station 153 is home to an engine, a type 6 brush truck, medic unit, cross staffed (4 th out) reserve medic unit, TRV (tracked rescue vehicle), reserve battalion vehicle, and the antique fire truck. Typical Station 153 assignments are: Engine 153: one Lieutenant, one Engineer, and one Firefighter / EMT or Paramedic. Medic 153: one Firefighter / EMT, one Firefighter / Paramedic. Station 153 serves and protects Founders Village, Castle Oaks, Cobblestone Ranch, Castlewood Ranch, a small commercial area, a middle school, and three elementary schools. 10

26 Station 154 Station 154 is home to an engine, medic unit, a type 6 brush truck, structural collapse/trench rescue trailer, and a reserve engine. Typical station assignments are: Engine 154: one Lieutenant, one Engineer, and two Firefighter / EMTs or Paramedics as staffing allows with a minimum of three personnel on the apparatus at any given time. Medic 154: one Firefighter / EMT and one Firefighter / Paramedic. Station 154 serves and protects The Meadows, Highlands Vista, and Red Hawk areas. Also in the station's district are the Outlets at Castle Rock, a commercial area west of I 25, a high school, a middle school, four elementary schools, a large industrial area, and the Douglas County Sheriff's Office, which houses the Douglas County Regional Communication Center (DRCC). The Castle Rock Adventist Health Campus and Bonaventure Senior Facility are located in Station 154 s first due area as well. 11

27 Station 155 Station 155 is home to a quint, a type three brush truck, the hazardous materials unit (HAZMAT), and reserve quint. Typical station assignments are: Quint 155: one Lieutenant, one Engineer, and two Firefighter / EMTs or Paramedics as staffing allows with a minimum of three personnel on the apparatus at any given time. The other units are cross staffed as necessary. Station 155 serves and protects the residents on Crowfoot Valley Road, Founders Parkway, Silver Heights, Sapphire Point, Diamond Ridge, and Metzler Ranch, one elementary school, as well as a large commercial area east of I 25 on the north end of Town. The Quint also responds to structure fire calls in Franktown, Castle Pines and in the Jackson 105 Fire Protection District as a centrally placed aerial resource. 12

28 -Life Safety Division The Life Safety Division is responsible for fire safety inspections, fire investigation, fire suppression system plans reviews, site inspections, plans reviews, fire code enforcement, and public education. The Division is staffed by the Fire Marshal, 3 Fire Prevention Officers, and two Inspector/Public Educators. Training Division The Training Division is staffed by a single Division Chief, and is responsible for all department training. 13

29 -Administrative Division The Administration Division is responsible overall direction and management of the Department. The Fire Chief, Deputy Fire Chief in charge of Operations, an Administrative Supervisor, and a Senior Office Assistant staff this division. The new Accreditation/Emergency Manager will be assigned to this division Accomplishments Presenting the Fire Master Plan to Council Establishment of the Public Safety Training Facility Maintaining a 28% Cardiac Save rate in 2014 Implementing the Fire Inspector/Public Safety Educator position Successfully enhancing lighting to the Star Implementing the Special Events Response Unit Successfully completing the Annual Compliance Report Completion of the CRFD Workforce Plan Completion of the Town-wide elementary school fire safety coloring contest Painted 3 homes of the needy through the Paint-a-thon program 14

30 Completed the 7 th year of the Castle of Terror Haunted House benefiting Fire and Police Explorer programs Provided full support to the CRFD Explorer Academy Future Opportunities 2015-Complete ISO re-assessment 2015-Updating of the Strategic Plan 2015-Adoption of the Fire Master Plan 2015-Completion of the PSTF parking lot 2015-Hire the Accreditation/Emergency Manager 2015-Begin planning for the construction of Station 152 (Crystal Valley) 2016-Begin design work for Station Issue RFP for Station 152 apparatus 2016-Begin re-accreditation process 2017-Hire personnel for Station Open Station