West Metro Fire Protection District. Self-Assessment Manual

Transcription

1 West Metro Fire Protection District Self-Assessment Manual

2 The West Metro Fire Rescue family is committed to protecting the community s quality of life through prevention, preparedness, and all-hazards emergency response. Board of Directors Pam Feely, President Kristina Moeder, Vice President Wendy Volmer, Secretary Cassie Tanner, Treasurer Kent Johnson, Director Mike Munden, Director Marta Murray, Director Fire Chief Don Lombardi Whatever It Takes To Serve i

3 WEST METRO FIRE PROTECTION DISTRICT Self-Assessment Manual TABLE OF CONTENTS Page I. GOVERNANCE AND ADMINISTRATION... 1 Criterion 1A: Governing Body A.1 CC A.2 CC A A A A A A A A Criterion 1B: Agency Administration B.1 CC B B II. ASSESSMENT AND PLANNING Criterion 2A: Documentation of Area Characteristics A A A.3 CC A.4 CC A ii

4 Page 2A A A A Criterion 2B: All Hazard Risk Assessment and Response Strategies B.1 CC B B B.4 CC B B Criterion 2C: Current Deployment and Performance C.1 CC C.2 CC C C.4 CC C.5 CC C C.7 CC C Criterion 2D: Plan for Maintaining and Improving Response Capabilities D.1 CC D D.3 CC D D D.6 CC iii

5 Page 2D.7 CC D D D III. GOALS AND OBJECTIVES Criterion 3A: Strategic Planning A.1 CC A Criterion 3B: Goals and Objectives B.1 CC B B B B B Criterion 3C: Implementation of Goals and Objectives C.1 CC C.2 CC C C Criterion 3D: Measurement of Organizational Progress D.1 CC D.2 CC D iv

6 Page IV. FINANCIAL RESOURCES Criterion 4A: Financial Planning A A.2 CC A A A A Criterion 4B: Financial Practices B B B B B.5 CC B B B B B Criterion 4C: Resource Allocation C.1 CC C C C C C C C v

7 Page V. PROGRAMS Criterion 5A: Community Risk Reduction Program A.1 CC A.2 CC A.3 CC A A.5 CC A A A Criterion 5B: Public Education Program B.1 CC B.2 CC B.3 CC B B Criterion 5C: Fire Investigation, Origin, and Cause Program C.1 CC C.2 CC C.3 CC C C.5 CC Criterion 5D: Domestic Preparedness, Planning and Response D.1 CC D D D vi

8 Page 5D D D D Criterion 5E: Fire Suppression E.1 CC E.2 CC E.3 CC Criterion 5F: Emergency Medical Services (EMS) F.1 CC F.2 CC F.3 CC F.4 CC F.5 CC F F.7 CC F Criterion 5G: Technical Rescue G.1 CC G G.3 CC Criterion 5H: Hazardous Materials (Hazmat) H.1 CC H H.3 CC H vii

9 Page Criterion 5I: Aviation Rescue and Firefighting Services Criterion 5J: Marine and Shipboard Rescue and Firefighting Services Criterion 5K: Wildland Fire Services K.1 CC K.2 CC K K.4 CC VI. PHYSICAL RESOURCES Criterion 6A: Physical Resources Plan A A.2 CC Criterion 6B: Fixed Facilities B B B.3 CC Criterion 6C: Apparatus and Vehicles C.1 CC C C Criterion 6D: Apparatus Maintenance D.1 CC D D D D D.6 CC viii

10 Page Criterion 6E: Tools, Supplies, and Small Equipment E E E.3 CC E E Criterion 6F: Safety Equipment F.1 CC F F F F VII. HUMAN RESOURCES Criterion 7A: Human Resources Administration A.1 CC A A Criterion 7B: Recruitment, Selection, Retention, and Promotion B B B.3 CC B B B.6 CC B B B B ix

11 Page Criterion 7C: Personnel Policies and Procedures C.1 CC C.2 CC C C C Criterion 7D: Use of Human Resources D.1 CC D D D D D Criterion 7E: Personnel Compensation E.1 CC E Criterion 7F: Occupational Health, Safety, and Risk Management F F F F F.5 CC F F F x

12 Page Criterion 7G: Wellness/Fitness Program G.1 CC G G G G VIII. TRAINING AND COMPETENCY Criterion 8A: Training and Education Program Requirements A.1 CC A A A A Criterion 8B: Training and Education Program Performance B B B.3 CC B B Criterion 8C: Training and Education Resources C.1 CC C.2 CC C C C C C C.8 CC xi

13 Page IX. ESSENTIAL RESOURCES Criterion 9A: Water Supply A.1 CC A.2 CC A A A A A A A Criterion 9B: Communication Systems B.1 CC B B B B B B B B B.10 CC B B xii

14 Page Criterion 9C: Administrative Support Services and Office Systems C.1 CC C C C C.5 CC C C X. EXTERNAL SYSTEMS RELATIONSHIPS Criterion 10A: External Agency Relationships A.1 CC A A A Criterion 10B: External Agency Agreements B.1 CC B xiii

15 CATEGORY I: GOVERNANCE AND ADMINISTRATION For purposes of this Category, Governance is defined as the recognition of the authority that allows an organization or agency to legally form and operate. In fulfilling this responsibility, the legal entity that oversees this formation process reflects the public interest, protects the agency from undesirable external interference, determines basic policies for providing services, and interprets the agency s activities to its constituency. Administration is defined as the activities that carry out the implementation of the policies established by the authority having jurisdiction. In fulfilling this responsibility, the agency or organization carries out the day-to-day operations. The legal entity and governing authority define the duties and responsibilities of the agency in an official policy statement. An organization s charter or local or state/province general statutes likely contain an agency s official policy statement. The chief executive or chief fire officer should provide staff leadership in developing policy proposals for the legal civil authority having jurisdiction so those officials can take action to implement public policy based upon knowledgeable input from public safety leadership. Keeping an elected governing board and/or high ranking individual informed on all matters affecting the agency and delivery of emergency services is the primary responsibility of the agency leadership. It must be recognized that other organizations participate in the governance of the agency, such as the state/provincial and federal governments through legislation, regulations, and funding procedures, and other organizations through associations and bargaining units. The governing board coordinates all of these diverse interests to set the direction of the agency. The agency administration exercises responsibility for the quality of the agency through an organized system of planning, staffing, directing, coordinating, and evaluating. The agency administration is entrusted with the assets and is charged to uphold its mission and programs, to ensure compliance with laws and regulations, and to provide stability and continuity 1

16 For many volunteer fire service organizations, the governing board is within the municipal or county government and is the executive/legislative body for municipal or county governance, some elected directly by the public, such as special districts. In the absence of a municipally appointed fire chief or chief executive officer, for purposes of accreditation, the duly elected or appointed volunteer fire chief shall be the individual responsible for the criteria and performance indicators. In many city or county municipal organizations a separation of powers exists that gives the governing body legislative responsibility while giving administrative responsibility to a strong mayor or city manager. The chief fire officer/chief executive officer in such organizations generally reports directly to the mayor, manager, or designee. It is vital that the leadership of every agency understand who actually sets policy for the government structure they are working in and their role in implementing that policy. 2

17 Criterion 1A: Governing Body The governing body and/or agency manager is legally established to provide general policies to guide the agency, approved programs and services, and appropriated financial resources. Summary: West Metro Fire Protection District (District), also known as West Metro Fire Rescue (WMFR), is a special district formed under the Colorado Revised Statutes (CRS) Title 32, Article 1. In 1990, the Lakewood Fire Protection District and the Bancroft Fire Protection District were formed into the Lakewood Bancroft Fire Authority and were consolidated into a single fire protection district with operations beginning January 1, Voter elections concerning the consolidation of the Bancroft Fire District and the Lakewood Fire Protection District were held on November 8, Approval for consolidation was by a majority of the electors voting in each of the petitioning Districts. The November 22, 1994, Jefferson County District Court Order Regarding Consolidation officially established the District name as West Metro Fire Protection District, effective January 1, The District has a history of consolidations starting in the late thirties. The Lakewood Mountainair Fire Department was formed in 1938, as a non-profit corporation and was formed into the Lakewood Fire Protection District in the late 1940 s, consolidating three fire departments (Lakewood Mountainair, Green Mountain, and Applewood Fire Departments) into a single legal entity. The Bancroft Fire Protection District was formed into a fire protection district in the late 1940 s, consolidating two fire departments (Bancroft and Lochwood) into one entity. The Roxborough Metropolitan District was formed in 1972; the Roxborough Fire Protection District was established in 1980, and merged with West Metro Fire Rescue in The most recent addition was a merger with Wheat Ridge Fire Protection District on October 24, The District is governed by a board of directors. There are seven board members who represent individual districts. Districts are representative of the geographical response area and each district area represents one-seventh of the population served according to the most recent census and GIS information available. The board meets monthly and sets policy to guide the District, 3

18 approve programs and services and appropriate financial resources. 4

19 Performance Indicator - 1A.1 CC The agency is legally established. Description: West Metro Fire Protection District (District) is legally established as a fire protection district organized pursuant to Title 32 of the statutes of the state of Colorado. The District consolidated the Lakewood Fire Protection District and the Bancroft Fire Protection District under the Lakewood Bancroft Fire Protection District Consolidated Service Plan effective May 19, District bylaws appoint the board of directors as the body through which the District shall exercise all powers and privileges set forth specifically or implied in the bylaws. Appraisal: District bylaws have reaffirmed the legal status of the District under Title 32 of the statutes of the state of Colorado. Since the initial establishment of the District there have been no changes in state statute that have impacted the District s legal status. Plan: The District will continue to operate and comply as a fire protection district formed as a special district pursuant to Title 32 of the Colorado Revised Statutes. The District s legal counsel will continue to monitor changes in state statutes regarding special districts and will advise the District of compliance issues. References: Colorado Revised Statutes Title 32 (master reference folder) Jefferson County District Court Order Regarding Consolidation (page 2) Lakewood Bancroft Fire Protection District A Consolidated Special District Service Plan (Exhibit H) West Metro Fire Protection District Bylaws (pages 1 and 11) 5

20 Performance Indicator - 1A.2 CC The agency complies with legal requirements of local, state/provincial, and federal governments (i.e. inspection reports, regulatory references, meeting minutes, and legal opinions). Description: The District complies with relevant legal requirements as advised by legal counsel and the various divisions of the District. Legal counsel is provided by the law firm of Lyons Gaddis Kahn Hall Jeffers Dworak & Grant, PC, (Lyons Gaddis) which keeps the District apprised of law and correspondence from local, state and national organizations. The District has adopted the 2015 International Fire Code and ensures compliance through new construction plan review, field inspections, construction and operational permits, company level building inspections, fire investigations, community education, and direct questions received by telephone or . Hazard abatement is achieved by resolving fire code violations found during inspections and the enforcement of fire code requirements when issuing operational and construction permits. The District is required by and complies with Colorado Revised Statutes (CRS) Title 32 in holding monthly board of directors meetings and maintaining meeting minutes. Meetings are open to the public and minutes are transcribed by the recording secretary and posted electronically to the District s website for public inspection. Annually, the District complies with the legal requirement to submit a copy of Comprehensive Annual Financial Report to the Office of the State Auditor. Audits are filed with the Office of the State Auditor by July 31 of each year. The District levies property taxes and submits required annual budgets to the Division of Local Government by January 31. The District also complies with the legal requirement to submit a special district transparency notice to the Division of Local Government by January 15 of each year. 6

21 Appraisal: The District has complied with legal requirements as specified in the International Fire Code, CRS Title 32, the Office of the State Auditor, and the Division of Local Government. Plan: The District will continue to comply with legal requirements of local, state, and federal governments. The District will continue to comply with legal requirements within Title 32 of the Colorado Revised Statutes. References: 2015 CAFR West Metro Fire Protection District (master reference folder) 2015 International Fire Code with District Amendments (available in the Life Safety Division) 2017 Special District Transparency Notice Colorado Revised Statues Title 32 (master reference folder) Lyons Gaddis Special District New Year Requirements Memo West Metro Fire Protection District 2017 Budget (master reference folder) 7

22 Performance Indicator - 1A.3 The agency has a methodology to monitor and track applicable local, state/provincial, and federal requirement changes. Description: The District utilizes legal counsel to monitor and track legal requirements. Legal counsel is provided by the law firm of Lyons Gaddis Kahn Hall Jeffers Dworak & Grant, PC, (Lyons Gaddis) which keeps the District apprised of changes in local, state and federal requirements. Lyons Gaddis also provides, as a standing agenda item at each meeting of the board of directors, a legal update on any pending legislation, etc., that would affect the District. Appraisal: The District s utilization of legal counsel to monitor and track changes in legal requirements has been adequate to ensure compliance in each respective area. Plan: This District will continue to retain Lyons Gaddis to monitor legal requirements. References: Lyons Gaddis Special District New Year Requirements Memo 8

23 Performance Indicator - 1A.4 The governing body of the agency periodically reviews and approves services and programs. Description: The District s elected seven-member board of directors (BOD) has governing authority over the District and reviews and approves services and programs. The BOD, through regular meetings, reviews and approves programs primarily through budget appropriations, contract authorizations, and BOD quarterly summary reports. The board of directors reviews and approves the Strategic Plan and is annually apprised of the Risk Assessment and Standard of Cover. Appraisal: The periodic review and approval of services and programs by the BOD has been adequate as part of the District s continuous improvement process. Plan: The BOD, through its monthly meetings, will continue to review services and programs for approval. References: Board Meeting Minutes of January 17, Adoption of Strategic Plan Board of Directors Summary Report 1 st Quarter 2016 Colorado Revised Statutes Title 32 (master reference folder) Resolution Appropriating Sums of Money for

24 Performance Indicator: 1A.5 The method used to select the agency s chief fire officer/chief executive officer includes evaluation of candidate qualifications and credentials. Description: The District s chief fire officer is the fire chief. The fire chief is selected through a competitive and objective process/method. The fire chief s job description outlines the required and preferred candidate qualifications and credentials. Candidates for fire chief must meet the job description in order to be eligible and considered for the position as outlined in Board of Directors Policy B Fire Chief Selection Process. When the position is vacant, the board of directors (BOD) facilitates a competitive and objective assessment process. The BOD has the option to select internal or external candidates for the position. The position is then posted for the application period. The BOD directs the Human Resources Division to pare down the qualified candidates that meet the requirements for the interview process. Ultimately, the BOD selects the final candidate. Appraisal: The qualifications and credentials required in the hiring process have provided the District with qualified fire chiefs. Plan: The District will continue to evaluate candidate qualifications and credentials in the fire chief hiring process. References: Job Description Fire Chief WMFR Board of Directors Policy B Fire Chief WMFR Board of Directors Policy B Fire Chief Selection Process 10

25 Performance Indicator - 1A.6 The role and composition of various policy making, planning, and special purpose bodies are defined by the governing body in an organization chart. Description: The District maintains an organizational chart that recognizes governing and key management positions and level of authority. The District s organizational chart presents the organizational structure and notates the District s governing, planning and policy making structure through division levels. Divisions are presented by program function and are identified with levels of authority. Compositions of divisions are detailed and reporting structures are delineated within the organizational chart. The District s organizational chart also presents special purpose committees such as the Civil Service Committee and the Recruitment Candidate Selection Committee. Appraisal: The District s organizational chart has been adopted by the board of directors and meets the needs of the District. Plan: The District will continue to maintain and publish an organizational chart and update it as structural changes occur to identify the policy making, planning and operations, and special purpose committees. References: Board Meeting Minutes of January 17, Adopting 2017 Organizational Chart WMFR Organizational Chart (master reference folder) 11

26 Performance Indicator - 1A.7 The governing body or designated authority approves the organizational structure that carries out the agency s mission. Description: The District s administrative structure is outlined in an organizational chart which is created by the fire chief to show all divisions of the District, and is adopted by the board of directors (BOD). Appraisal: The BOD has adopted the organizational structure when needed to meet the needs of the District. Plan: The BOD will continue to adopt the organizational chart as changes are presented by the fire chief. References: Board Meeting Minutes of January 17, Adopting 2017 Organizational Chart WMFR Organizational Chart (master reference folder) 12

27 Performance Indicator - 1A.8 The governing body has policies to preclude individual participation of governing board members and staff in actions involving possible conflict of interest. Description: The District has policies that preclude individual participation of governing board members and staff in actions involving possible conflict of interest. In Administrative Procedure #1001 Code of Conduct, conflicts of interest are addressed for uniformed employees. Board of Directors Policy B-1620 Conflict of Interest, addresses conflict of interest for all employees, elected officials and appointed officials. Appraisal: Administrative Procedure #1001 and Board of Directors Policy B-1620 have been adequate to meet the needs of the District regarding conflict of interest. The District has no known past or current complaints or actions that have involved a conflict of interest by employees, elected or appointed officials. Plan: All policies will continue to be monitored and will be adjusted as necessary. References: WMFR Administrative Procedure #1001 Code of Conduct WMFR Board of Directors Policy B-1620 Conflict of Interest 13

28 Performance Indicator - 1A.9 A communication process is in place between the governing body and the administrative structure of the agency. Description: The District s board of directors (BOD) and senior administrative staff maintain ongoing communications through board meetings and through committee representation. Appointments to specific committees are done annually based on board members interest and area of expertise. Appointments are made by the board president subsequent to board members requests to serve on various committees. The District s board of directors policy on board meetings stipulates the board shall meet monthly and agenda items will be determined in coordination with the District s administrative staff. The District s senior administrative staff prepares the agenda and is present at board meetings to present information pertinent to the on-going business of the District. Committees also interact with senior administrative staff as necessary; both staff and committee members report activity to the BOD. Board minutes are provided subsequent to each meeting via posting of approved minutes to the internet under the Board of Directors tab. Committees present to the BOD on their activity. Appraisal: The communication process in place between the BOD and the senior administrative staff meets the needs of the District. Plan: The District and senior administrative staff will continue to participate in communications at board meetings, committee meetings and other special meetings called for the purpose of conducting District business. 14

29 References: Board Meeting Minutes Sample WMFR Board of Directors Policy B-8008 Board Meetings 15

30 Performance Indicator - 1A.10 The governing body publishes a mission statement. Description: The District maintains the mission statement within the Strategic Plan. Appraisal: The District s board of directors has approved the current Strategic Plan to include the mission statement, vision, values, and strategic priorities and objectives. The mission statement has addressed the commitment of all divisions to the service of the District s constituents. Plan: The District will continue to annually review the mission statement in the strategic planning process and update the mission statement as necessary. The Strategic Plan will continue to be published as changes are made. References: WMFR Strategic Plan (master reference folder) 16

31 Criterion 1B: Agency Administration The organizational structure aligns with or supports the agency s mission, purpose, goals, strategies, and objectives. Summary: The District s mission statement commits to protecting the community s quality of life through prevention, preparedness, and all-hazards emergency response. The District s administrative structure specifically reflects the mission by structuring, through the organizational chart, divisions that align directly with the District s mission, strategic priorities and objectives established in the Strategic Plan. 17

32 Performance Indicator - 1B.1 CC The administrative structure reflects the agency s mission, goals, objectives, size, and complexity. Description: The District s mission statement commits to protecting the community s quality of life through prevention, preparedness, and all-hazards emergency response. The District s administrative structure specifically reflects the mission by outlining, through the organizational chart, divisions that align directly with the District s mission, strategic priorities and objectives. The District s current organizational chart details five major divisions consisting of Finance, Operations, Administration, Life Safety and the Colorado Task Force 1. The Operations Division consists of the Training Division, the EMS Division, Staffing/Accreditation and Field Operations Division. The divisions under Operations address the mission of prevention, preparedness, and all-hazards emergency response. Administration has been further organized under Human Resources, Information Technology, Wellness/Workers Compensation and Support Services. The Life Safety Division specifically addresses the mission of prevention via fire prevention programs, investigation and community education. The Finance, Human Resources, Information Technology and Support Services Divisions serve to provide specific functions that address the District s strategic priorities and objectives. They are organized to reflect the organization s information and support needs. Appraisal: The District has managed programs and program goals effectively under the current structure with priorities and objectives that bridge various divisions. The current structure has been successful for ongoing programs. 18

33 Plan: The District will continue to maintain an administrative structure that aligns with the agency s mission based on the strategic priorities, operational and informational objectives, size and complexity. The administrative structure is reviewed annually during the budget process. References: WMFR Organizational Chart (master reference folder) WMFR Strategic Plan (master reference folder) 19

34 Performance Indicator - 1B.2 Financial, equipment, and personnel resource allocation reflects the agency s mission, goals, and objectives. Description: The District s mission statement commits to protecting the community s quality of life through prevention, preparedness, and all-hazards emergency response. The District s financial, equipment, and personnel resource allocation reflects the mission of fire suppression and EMS service delivery through Operations. Resource allocation for life safety occurs in Life Safety. The District s expenditures for costs associated with fire and EMS services to the community comprise approximately 85% of the annual budget. The costs associated with Life Safety comprise approximately 5% of the annual budget. The costs associated with Administration comprise the remaining 10% of the annual budget. Appraisal: The District has appropriately allocated personnel and other resources to enable the District to carry out the mission of the organization. Personnel costs comprise the majority of expenditures for the District and those costs have been allocated to the Operations budget in addition to other resource allocations. Administrative resources have adequately met the support needs to assist in accomplishing the strategic priorities and objectives of the District. Plan: The District will continue to maintain an appropriate allocation of resources to support the operational and administrative needs of the District in fulfilling the District s mission, strategic priorities and objectives. 20

35 References: West Metro Fire Protection District 2017 Budget (master reference folder) WMFR Organizational Chart (master reference folder) WMFR Risk Assessment (master reference folder) WMFR Standard of Cover (master reference folder) WMFR Strategic Plan (master reference folder) 21

36 Performance Indicator - 1B.3 Personnel functions, roles, and responsibilities are defined in writing and a current organization chart exists that includes the agency s relationship to the governing body. Description: The District s personnel functions, roles and responsibilities are defined in writing and are maintained by the Human Resources Division. All job descriptions for personnel functions include the nature of the work, essential duties, education and experience, required knowledge, skills and abilities, the working environment, and physical demand characteristics of the job. The nature of the job, essential duties, education and experience are all dependent on the specific positions within the organization and specialized knowledge necessary to perform each position. The organization chart provides District employees and the public with an understanding of the relationship between the citizens, the board of directors, special committees, divisions and staffing within divisions. The organization chart is posted on the District s learning management platform and is updated as necessary and adopted by the board of directors. Appraisal: District personnel functions, roles and responsibilities have been adequately defined. The organization chart is current and has been adopted by the board of directors (BOD). Job descriptions for all positions are maintained through the Human Resources Division. The hierarchical relationship between the BOD, various divisions and personnel has been expressed within the organizational chart. Plan: The District will continue to update functions, roles and responsibilities as needed. The division directors will work with the Human Resources Division to ensure compliance. The BOD will be presented with a current organizational chart for adoption as needed. 22

37 References: Job Description - Administrative Assistant Recruiting and Personnel Job Description Finance Director Job Description Firefighter/Paramedic WMFR Organizational Chart (master reference folder) 23

38 CATEGORY II: ASSESSMENT AND PLANNING Assessment and planning are defined as the processes used to identify the community s fire protection and other emergency service needs to identify potential goals and objectives. All agencies should have a basic source of data and information to logically and rationally define the organization s mission. Assessment and planning is critical to the establishment of service level objectives, standards of cover, and ultimately, the quality of program outcomes. The overall purpose of using these processes is to establish a long-range general strategy for the operation of the system. 24

39 Criterion 2A: Documentation of Area Characteristics The agency collects and analyzes data specific to the distinct characteristics of its legally defined service area(s) and applies the findings to organizational services and services development. Summary: The District collects and analyzes data using a range of software and data analysis techniques based on standard industry practices. Geospatial information system (GIS) is used to capture, store, analyze and present data with reference to geographic location data or map layers. The response data resides within the records management system (RMS) and is incorporated into the GIS software and placed within the map layers for analysis. From these data sets the District is able to determine response data based on planning zones, urban population density, and other areas needing analysis. The District is divided into 161 geographic planning zones, 17 station planning zones, and three special planning zones as listed in the Risk Assessment. Only the station planning zones are detailed in the Risk Assessment. Other sources of data include census data, water district data, and city of Lakewood data as examples. The internal source is the RMS. Occupancy data resides within the RMS and response data is based on service areas. The RMS provides analysis of apparatus placement (concentration) and station locations (distribution). The District has chosen to separate the Risk Assessment from the Standard of Cover. The Risk Assessment is targeted to the firefighters, to provide risk information to new officers or officers not normally assigned to the station planning zone. The Standard of Cover is targeted to a broader audience; the community and the board of directors. These data sets are developed by the Metropolitan Area Communications Center, and analyzed for the Risk Assessment and the Standard of Cover by the accreditation manager and the Standard of Cover Strategic Planning Team. 25

40 Performance Indicator - 2A.1 Service area boundaries for the agency are identified, documented, and legally adopted by the authority having jurisdiction. Description: The District s service area boundaries are identified using geospatial information systems (GIS) and are documented in the WMFR Public Safety Atlas. The service area boundaries are reflected in the District s Standard of Cover and Risk Assessment documents. The board of directors for the District legally adopts the service area boundaries by voting to include new additions to the boundaries. In the case of the merger with Wheat Ridge Fire Protection District, which was formalized on October 24, 2016, the new District boundaries were adopted via legal action. The District contracts with Metropolitan Area Communications Center (MetCom) for data analysis and GIS services. MetCom provides the District with monthly, quarterly, annual and asneeded data and reports, to include map layer updates for service area boundaries. Appraisal: The District s methods of identification, documentation and adoption of service area boundaries have been adequate. MetCom services have been sufficient to meet the strategic priorities and objectives of the District. Plan: The District will continue to maintain GIS data and update the map layers as required. References: Court Order Dissolving the Wheat Ridge Fire Protection District Court Order Granting Inclusion of Wheat Ridge Fire Protection District into West Metro Fire Protection District WMFR District Boundaries Map WMFR Public Safety Atlas (master reference folder) WMFR Risk Assessment (see Planning Zones beginning on page 28) (master reference folder) 26

41 WMFR Standard of Cover (page 7) (master reference folder) 27

42 Performance Indicator - 2A.2 Boundaries for other service responsibility areas, such as automatic aid, mutual aid, and contract areas, are identified, documented, and appropriately approved by the authority having jurisdiction. Description: The District s service responsibility area boundaries are identified using geospatial information systems (GIS) based on automatic aid and mutual aid agreements and contracts such as Denver Federal Center, South Metro Fire Protection District, Colorado Department of Public Safety, and the National Renewable Energy Laboratory. The District s board of directors reviews and approves agreements and contracts as needed during board meetings. The District s computer aided dispatch software documents boundaries with layered electronic maps that include street, local highway network, jurisdictional boundaries and other geospatial data. This information is available to all units via mobile data terminals. These areas are also documented in the WMFR Public Safety Atlas which is available to all units on a network drive. The District contracts with the Metropolitan Area Communications Center (MetCom) for data analysis and GIS services. MetCom provides map layer updates for service responsibility area boundaries. Service area boundaries are reflected in the District s Standard of Cover and Risk Assessment documents. Appraisal: The District s methods for identifying and documenting service responsibility areas have functioned adequately. MetCom has been able to accurately map the areas represented in the agreements and contracts and provide those maps to the District. 28

43 Plan: The District will continue to maintain GIS data regarding aid agreements and contracts and will update the map layers as required. The District will continue to review and revise agreements and contracts as needed. References: Auto Aid of State Wildland Fire Engine - Colorado Dept. of Public Safety Division of Fire Prevention & Control Board Meeting Minutes of October 21, 2014 Approval of NREL Contract Renewal Denver Federal Center Contract Denver Federal Center Contract Amendment MetCom Services Agreement Mutual Aid and Automatic Response Agreement - South Metro FPD NREL - Contract Renewal WMFR Mutual and Auto Aid with South Metro FPD Map WMFR Public Safety Atlas (master reference folder) WMFR Risk Assessment (master reference folder) WMFR Standard of Cover (master reference folder) 29

44 Performance Indicator - 2A.3 CC The agency has a documented and adopted methodology for organizing the response area(s) into geographical planning zones. Description: The District maintains a Risk Assessment (RA) document that describes the methodology used for establishing geographic planning zones and special planning zones, as well as detailing each station planning zone. Geographic planning zones are based on the District s map pages. The map pages are arranged in continuous, one-mile squares with alpha-numeric labels as shown in the Planning Zones Aerial View document. Special planning zones are also addressed in this document. The RA describes the District s use of geographic planning zones but does not detail them. Details are addressed in the Planning Zones Aerial View document. Analysis of each geographic planning zone and special planning zone is shown in the Geographic Planning Zone Analysis spreadsheet. Special planning zones include the National Renewable Energy Laboratory, the Denver Federal Center, and the Federal Correctional Institute Englewood. The station planning zones are associated with the first due areas of the District s 17 fire stations. Details for each station planning zone include a map of the zone followed by the subtitles description, risk analysis, water supply, high to moderate-high risks, special risks, a response data table, and an occupancy classification table. The District also maintains a Standard of Cover (SOC) document that details the geographic and demographic makeup of the District as well as baselines and benchmarks for emergency response timeframes. The RA and SOC documents define the District s methodology for organizing the response areas. 30

45 Appraisal: The District s RA and SOC have functioned adequately as a method for describing planning zones. Since 2012, the RA and SOC have been updated annually and have served as the central resource for planning zone information and analysis. Development of the new geographic planning zones within the RA has created a need to look beyond the obvious special planning zones for areas that are also unique. It has also created the need to fully analyze each planning zone, beyond the basic information provided in the first analysis that was completed in February Plan: The District will continue to annually update and utilize the RA and SOC documents as the geographical and demographic nature of the District changes. New special zones will be considered and further analysis of each planning zone will be completed by January References: Geographic Planning Zone Analysis Spreadsheet (master reference folder) Planning Zones Aerial View (master reference folder) WMFR Public Safety Atlas (master reference folder) WMFR Risk Assessment (master reference folder) WMFR Standard of Cover (master reference folder) 31

46 Performance Indicator - 2A.4 CC The agency assesses the community by planning zone and considers the population density within planning zones and population areas, as applicable, for the purpose of developing total response time standards. Description: The District maintains 161 planning zones, organized in three ways. First, the community is divided into geographic planning zones based on the map pages identified in the WMFR Public Safety Atlas. Second, the District uses 17 station planning zones which are associated with each station s traditional first-due response area. This allows for detailed analysis of station-area characteristics. Third, the District uses special planning zones which include the Denver Federal Center, the National Renewable Energy Laboratory, and the Federal Correctional Institution Englewood. Special planning zones are those which contain hazards, populations or conditions which require special response considerations. Geographic planning zones are arranged in continuous, one-mile squares with alpha-numeric labels as shown in the Planning Zones Aerial View map set. Special planning zones are also addressed in this document. The Risk Assessment (RA) document describes the District s use of geographic planning zones but does not detail them. Details for each geographic planning zone and special planning zone are addressed in the Planning Zones Aerial View map set. Analyses of each geographic planning zone and special planning zone are shown in the Geographic Planning Zone Analyses spreadsheet. Station planning zones are based on the station response districts and are detailed in the RA. The details of each station planning zone include a map, a description, a risk analysis, a water supply analysis, a list of high to moderate high risks and special risks, response baselines, and occupancy classification. The District maintains a map called the Fire Station Drive Time Analysis Population Classification, which contains population density and planning zone layers. 32

47 The District analyzes population density to determine response time benchmarks and baselines. Using GIS the District determined that its response area is urban, as defined by the 2010 U.S. Census Bureau guidelines. Benchmarks and baseline response standards are determined using the 90 th percentile. Appraisal: The station planning zones and population density map have been kept up to date annually and the District has used them effectively for analyzing service protection. Forecasting has been effective and has allowed for analytical planning, including the assessment of total response time standards. The District established the use of geographic and special planning zones in 2016, and researched a basic set of data for each zone. The District will need to work toward developing detailed data for each zone. A drive-time analysis map was developed as an initial tool for analyzing response times within planning zones. Plan: The District will continue to use these planning zones and their associated population density maps for future data analysis. Assessment of planning zones and population densities will occur quarterly as part of the Risk Assessment and Standard of Cover revision process. The District will review each geographic and special planning zone through 2017, in order to build a detailed data set for each zone. References: 2010 Census Urban and Rural Classification and Urban Area Criteria Fire Station Drive Time Analysis Population Classification Geographic Planning Zone Analysis (master reference folder) Planning Zones Aerial View Map (master reference folder) WMFR Public Safety Atlas (master reference folder) WMFR Risk Assessment (master reference folder) WMFR Standard of Cover (master reference folder) 33

48 Performance Indicator - 2A.5 Data that includes property, life, injury, environmental, and other associated losses, as well as the human and physical assets preserved and or saved, are recorded for a minimum of three (initial accreditation agencies) to five (currently accredited agencies) immediately previous years. Description: The District records property, life, injury, and environmental loss and save data over a five year period, and publishes the results in the Risk Assessment (RA). Property loss and save outcomes are shown in the Fire Experience table in the District s Quarterly Report, and are measured in cost/savings as well as in number of fires contained to room of origin. Life and injury loss/save outcomes are classified into civilian and firefighter data sets. In regards to civilian life and injury losses and saves, the Risk Assessment shows emergency medical services (EMS) outputs for the January 2012 through August 2016 timeframe as reported from the former electronic patient care report (epcr) system. These include total EMS incidents, total patient transports, medical and trauma incident counts, incident counts by patient symptom, and EMS mutual aid activity. In September 2016, the District changed to a new epcr system. The 2016, September through December, WMFR ESO Report comes from the new epcr system and shows the results of this change by reporting outcomes as well as outputs. Outcomes that reflect on EMS training include sepsis notifications, ST-elevation myocardial infarction alerts, stroke alerts, and trauma alerts that were activated by medic units enroute to the hospital. Outcomes that relate to patient response to treatment include return of spontaneous circulation data gathered from cardiac arrest incidents. Outputs are shown in the form of dispositions, total transports, primary impressions, medications given, and procedures completed. Firefighter injury outcome data is gathered from the District s report management system and is shown in the WMFR Firefighter Casualty Report. The report shows firefighter injuries by incident type and by activity. 34

49 Environmental loss/save outcomes are associated with the containment or confinement of hazardous materials and are shown in the Environmental Outcomes Report. The District performs containment and confinement as part of its mitigation responsibilities, while cleanup and removal are managed by the appropriate Designated Emergency Response Authority, which is the city of Lakewood, Colorado, the city of Wheat Ridge, or the Colorado Highway Patrol. Incident mitigation program outcomes are evaluated by looking at the community impact of prevention programs, to include plan review, code enforcement, community education, investigations and fire protection systems performance. The data and results of these efforts are reported in the annual Life Safety Year-End Report. Appraisal: The District began including loss/save evaluations in the 2017 RA, and the report management system and new epcr system have allowed for easy access to data. Regarding prevention outcomes, the District has found that the annual Life Safety Year-End Report has been adequate in reporting input and outcome data. This report was first produced in 2013, resulting in four years of consistent data. Plan: The District will continue to use its report management system and epcr system, as well as the Life Safety Year-End Report, to evaluate property, life, injury, environmental, and other associated losses. The District will continue to publish the information in the RA. References: Environmental Outcomes Report WMFR Firefighter Casualty Report 2015 Life Safety Division Year-End Report 2016 September through December WMFR ESO Reports WMFR Quarterly Report Q4 35

50 WMFR Risk Assessment (master reference folder) Performance Indicator - 2A.6 The agency utilizes its adopted planning zone methodology to identify response area characteristics such as population, transportation systems, area land use, topography, geography, geology, physiography, climate, hazards and risks, and service provision capability demands. Description: The District uses a variety of maps to identify response area characteristics. The maps are available from the Metropolitan Area Communications Center, and from city and county sources. Each can be referenced to the geographic, special, and station planning zones. The maps cover naturally occurring characteristics, human characteristics, and technology-related characteristics. Population demographics are derived from the U.S. Census Bureau and are shown in the Population Density District Wide Census Tracts map. Transport systems, area land use and topography are available in the WMFR Public Safety Atlas, or from interactive maps available through the city of Lakewood, Jefferson County and Douglas County. Response time predictions are shown in the First Due maps, while wildland urban interface planning examples are shown on the Station 9 Wildland Urban Interface maps. Geography, geology, physiography, climate, hazards and risks, and service provision capability demand data has also been identified and documented in the Standard of Cover and Risk Assessment. Appraisal: The District has identified and documented the features of the area served. The District merged with Wheat Ridge Fire Protection District on October 24, 2016, and the geographic and demographic features of the new area were incorporated into the WMFR Public Safety Atlas, computer aided dispatch software, and the Risk Assessment and Standard of Cover documents as appropriate. Many of the maps described above are new and will need to be incorporated into the planning process. 36