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DENVER FIRE DEPARTMENT
2012 ANNUAL REPORT
FIRE INCIDENT REPORTING SYSTEM
ANNUAL STATISTICAL REPORT PREPARED BY THE
DENVER FIRE DEPARTMENT
TECHNICAL SERVICES DIVISION
2013
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DENVER FIRE DEPARTMENT
MISSION STATEMENT
The Denver Fire Department is dedicated to:
Providing quality, timely, and professional emergency services to those who live in, work in, and visit the City and County of Denver and the communities we serve.
Respecting each other through trust, pride, diversity, integrity, and training, and;
Working together to achieve the highest levels of preparedness, prevention, and community involvement with a dedication to purpose.
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TABLE OF CONTENTS
LETTER FROM THE CHIEF OF THE DEPARTMENT 4
DEPUTY CHIEF OF THE DEPARTMENT 6
DIVISION 1—OPERATIONS 7
DIVISION 2—FIRE PREVENTION 10
DIVISION 3—TECHNICAL SERVICES 13
DIVISION 4—ADMINISTRATION 18
DIVISION 5—SAFETY & TRAINING 22
DIVISION 6—DENVER INTERNATIONAL AIRPORT 25
2012 ANNUAL STATISTICS 27
ENGINE COMPANIES DATA 28
TRUCK COMPANIES DATA 30
RESCUE AND HAMER COMPANY DATA 31
DISTRICT CHIEFS DATA 32
DISTRICT ACTIVITY 33
INJURY / CASUALTY SUMMARY 34
STRUCTURE FIRE LOSS REPORT 35
RESCUE CALLS 37
CHARTS 38
CITY AND COUNTY OF DENVER FIRE DISTRICT BOUNDARY MAP 42
FIRE STATION LOCATION 43
FEATURED FIRE STATION 44
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This 2012 Annual Report contains some of the highlights and accomplishments achieved by the Denver Fire Department and its dedicated members, who strive to deliver the highest quality emergency services possible. As Chief of the Denver Fire Department, I am honored to share this information with you. In 2012, the Denver Fire Department responded to 101,530 calls for service. We continued to work with our partners to reduce the time it takes to respond to medical emergencies, and fortu-nately we continued to make great strides. The Department engaged in the practice of providing professional standards training for all of our members in addition to standard emergency services training. The Department continues to expand its Wildland firefighting capability in order to help our neighbors and jurisdictions across the country meet the demands of controlling these types of devastating fires. In 2012 we identified a public/private partnership that allowed the Department to hire a Well-ness Coordinator/Physical Therapist to provide in-house services that will result in faster return times, along with reductions in initial injuries and re-injuries. The members will receive a better level of care at lower cost to the City. Funding and plans to build Fire Station 18 in the Lowry neighborhood were finalized, with an an-ticipated opening in early 2014. This report provides much greater detail into the year’s activities. Should you need further infor-mation, please fell free to contact us.
Letter from the Chief of Department Eric Tade
Marie Madrid, Executive Assistant
Robert M. Watson, Public Information Officer
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Eric Tade Chief of Department
Todd Bower Deputy Chief of Department
Steve Garrod Technical Services
Joseph Gonzales Fire Prevention
Charlie Drennan Operations
Angela Cook Denver International Airport
Scott Heiss Safety & Training
Tony Berumen Administration
COMMAND STAFF
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OFFICE OF THE DEPUTY CHIEF OF DEPARTMENT TODD A. BOWER, DEPUTY CHIEF
BARBARA BUTLER, FINANCE DIRECTOR KIM COLEMAN, EXECUTIVE ASSISTANT
The Deputy Chief is second in command at the Fire Department. A few of the Deputy Chief’s gen-eral duties include:
Responsibility for the day-to-day operation of the Department. Development and management of a budget of over $116 million. Fiscal oversight of all six divisions with the agency. Supervision of the Finance section of the Department. Providing policy and procedure development and review. Serving as the statewide firefighter representative on the FPPA Board. Coordinating with other City agencies to develop new programs. Acting as Chief of the Department during the Fire Chief’s absence.
Projects in 2012 included:
Continuing supervision of the systematic overhaul of outdated Departmental policies and procedures. Participating on the Mayor’s PEAK Performance Committee. Continuing participation on Local Emergency Planning Commission. Pursuing additional grant funding opportunities to offset operating costs. Participating in Public Safety Fleet Analysis Project discussions. Working on RFP for DFD Wellness Coordinator. Overseeing uniformed members’ conversion to Kronos timekeeping. Performing duties related to DFD’s hosting of the Fire Rescue International Conference in Au-gust 2012.
PSYCHOLOGICAL SERVICES Dr. Karen Jackson provided psychological services to Department employees, spouses, and their children since she was hired in August, 2007. Due to budget cuts, the Department Psychologist position was eliminated in fall of 2010. Since that time, Dr. Jackson has been retained on a con-tractual basis to guide the Department’s Peer Support Program and provide Critical Incident Stress Management (CISM) support to our members. FINANCIAL MANAGEMENT Barbara Butler, Finance Director, provides oversight and direction of the financial management, budgeting, and accounting activities for the Denver Fire Department. Funds managed are: Gen-eral, Project/Grant, Special Revenue, and Capital Equipment Funds. Responsibilities include man-aging all finance and accounting functions in accordance with City fiscal and budget practices. The Finance Director oversees the annual budgeting process and manages 2012 appropriated general fund expenditures in excess of $116 million and $2.1 million in capital equipment. Fire Department revenue in 2012 increased to $22.3 million, which included a significant increase in Wildland Firefighting reimbursable revenue due to an extraordinary wildland fire season.
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Additional staff responsibilities include general ledger monthly reports, accounts payable (review and process of payments for goods/services—P2P), travel, P-Card, official functions, petty cash, accounts receivable, payroll salary schedules, internal auditing, promotional uniform distribution, and grant management activities. Financial management also includes City internal billings and reimbursable billing projects for special events such as the Urban Area Security Initiative (UASI) training exercises, Wildland Firefighting Cooperative Agreement Program, and Colorado Task Force (CO-TF1). An increase in reimbursable revenue required the establishment of a “Wildland Firefighting Reimbursement and Other Fee-Based Programs Fund” (special revenue fund) to seg-regate and allow expenditures from the fund. The Denver Fire Department was awarded a $95,656 FEMA Assistance to Firefighter Grant for the purchase of new tablet technology to support and streamline the fire inspection process. The $1.7 million prior year FEMA grant was closed out in late 2012 following the purchase of 265 sets of protective turnout gear. Expenditure and revenue contracts processed during 2012 include: “Simply Safe” (Denver Public Schools) revenue program for smoke trailer educational presentations, a new license agreement for the installation and operation of a cell tower, psychological services, sand trap services, City of Sheridan Intergovernmental agreement, and bilingual proficiency certification contact with Metropolitan State University of Denver. In 2012, the City transitioned to a new bank (Citibank) for its P-Card Program. The Finance staff coordinated the processes of deactivating and activating new credit cards for approved cardhold-ers of the Fire Department. The new program went live on October 26, 2012, but at year-end required the reconciliation of both the former and new programs due to the overlap in card clos-ing dates.
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The Operations Division of the Denver Fire Department provides Fire Suppression, Rescue Opera-tions, Hazardous Materials responses, Water and Ice Rescue, Confined Space and Trench Rescue, High Angle Rope Rescue, Wildland Firefighting, and Emergency Medical Services within the City and County of Denver, Sheridan, Skyline, and Glendale. Operations Division personnel responded to 101,531 emergency calls in 2012. The busiest companies were: Engine Company 08 which responded to 6071 emergency calls, Tower 04 responded to 5216 emergency calls, and Chief 02 responded to 3799 emergency calls. In addition to emergency responses, the members of the Operations Division are responsible for:
Conducting 22,000 fire prevention building inspections. Daily training for Fire Suppression, Technical Rescue, and Emergency Medical Service re-sponse. Hazmat/Weapons of Mass Destruction (WMD)/Chemical Biological Radiological and Nuclear (CBRN) training and certification. Daily apparatus, equipment, and station maintenance. Developing and implementing community outreach programs which include attendance at HOA meetings, school and firehouse tours, school fire drills, mentoring and reading programs, and other special events.
The city is divided geographically into six responses districts, with Denver International Airport (DIA) designated as a separate Division. Each district operates under the command of an Assis-tant Chief who is responsible for daily staffing, ensuring compliance with Department Directives and Standard Operating Guidelines, and serving as the Incident Commander during emergency incidents. The Operations Division operates under a three platoon system which includes an A Shift, B Shift and C Shift with 182 sworn personnel on duty daily. The City and County of Denver, Sheridan, Skyline, and Glendale are protected by 44 apparatus operating out of 30 strategically placed firehouses covering approximately 157 square miles.
28 Engine companies whose primary responsibility is fire extinguishment. 14 Truck companies whose primary responsibilities are to perform Search and Rescue, Forci-ble Entry, Victim Rescue and Extrication. One Heavy Rescue company designated for technical operation involving Water and Ice res-cue, Complex Extrications, Hazardous Materials, Emergency Response, High Angle Rope Res-cue, Structural and Trench Collapse Rescue, and general firefighting. One Hazardous Materials Response Team responsible for the mitigation of Hazardous Materi-als releases.
The Operations Division coordinates the Special Operations functions of the Denver Fire Depart-ment. In addition to the primary responsibilities stated above, designated companies are trained to perform technical operations which include:
Hazardous Materials Response: Investigates and mitigates hazardous materials releases.
DIVISION 1—OPERATIONS CHARLES DRENNAN, DIVISION CHIEF STEVE ELLIS, ASST. DIVISION CHIEF
C.J. HABERKORN, SPECIAL OPERATIONS CHIEF JAMES HART, CAPTAIN OF OPERATIONS AND EMS
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Collapse, Confined Space, and Trench Rescue: Provides the expertise and equipment neces-sary to perform specialized rescue in collapsed structures and trenches and stabilizes unsafe structures. Water Rescue: Team members are able to perform rescues in underwater, ice, and swift wa-ter environments. High Angle Rope Rescue: Provides the expertise and equipment to perform high angle rope rescue. Urban Search and Rescue (USAR): Made up of members from the Operations Division, they are the majority of the deployable roster for Colorado Task Force One (COTF1). COTF1 is a State resource that may be forwarded in the case of catastrophic events, such as the Tusca-loosa Tornado and Hurricane Katrina. Wildland Firefighting: Denver Fire has a wide range of skilled Wildland Firefighters who are utilized locally for wildland firefighting and structure protection.
2012 accomplishments:
Established and organized one of the largest Wildland Firefighting teams in FEMA Region 8. Updated the entire bid process to reflect current pricing in the industry in order to maximize spending potential, which resulted in a significant savings in excess of $30,000. Secured $1.75 million in funds from the Assistance to Firefighters Grant for new “state of the art” self contained breathing apparatus for every riding position in the Operations Division. Secured additional funding from the Fire Prevention and Safety Grant to purchase tablet technology in order to provide members of the Operations Division with a more efficient way to complete company level fire inspections. Found community partners, such as Air Liquide, Yaffee House and St. Anthony’s Hospital to perform live hands-on-training for members of the Operations Division. Worked diligently to establish regional relationships with our neighboring cities to establish benchmark criteria for Interagency Operations, if the need may ever arise. Streamlined the Cost Recovery process to ensure faster turn-around times for invoicing and payment. Maintained a high level of involvement within the North Central Region, UASI, and State to maximize grant potential, trends, and networking for sustaining the highest level of safety for members assigned to the Operations Division. Completed Phase Two of Three for standardizing extrication equipment on every Truck Com-pany in the City. Developed a Technical Rescue Certification curriculum, test bank, and job performance re-quirements for the areas of Rope Rescue, Trench Rescue, Confined Space, and Heavy Equip-ment Extrication for the members assigned to the Special Operations Group. Certified every member of the Dive Team to the level of DR-1, which meets and exceeds NFPA 1006 and 1670 criteria for water rescue. Successfully hosted an 80-hour Hazardous Materials Technician course with twenty-six stu-dents who all passed and are now certified in the discipline of Hazardous Materials Emer-gency Response.
2013 Goals:
Increase the communications, cooperation, and ultimate collaboration of the Operations Divi-sion with regional partners in the areas of Hazmat/WMD response, USAR, and Wildland Fire-fighting.
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Continue to refine and design an effective policy review mechanism that will ensure that all Department policies and operating guidelines are up to date with the current NFPA, USFA, and City policies. Redefine and quantify the Operations Division budget and purchasing process. Continue to develop and enhance the Company Standards program. Make a realistic timeline to bring our Technical Rescue capabilities to ESF9 Light and Heavy Status. Develop an Incident Action Plan for the building of a Denver Fire Incident Management Team. Continue to pursue grant opportunities that will sustain the overall health and safety of our members in the Operations Division.
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The members of the Fire Prevention Division achieved significant accomplishments during 2012 despite a steadily increasing workload fueled by a record growth of multi-family residential con-struction in the City and County of Denver, a large percentage of the Denver Public School facili-ties having life safety systems upgrades, and a rise in other activities. Throughout 2012, the Division continued to take on new challenges in an effort to provide excel-lent service to the citizens of Denver. To date, we have seen successes in:
Providing higher levels of training to our staff; certification by the National Fire Protection Association (NFPA) is a requirement for continued assignment to the Division. Facilitating 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.; result-ing in improved employee actions during workplace emergencies, fewer and less severe em-ployee injuries, and less structural damage to the facilities. Improvements in tracking and expediting our workload.
The 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, loss of employment, etc. During 2012, the workload increased significantly in two units:
The Warehouse Inspections Unit, managed by Lieutenant Rodney Sherrod and Technician Nicole Bundy. Inspecting 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 configurations, including high-piled and rack stor-age. The workload has increased in this unit because the Department, recognizing the in-creasing hazards presented by this occupancy use, has designated a higher proportion of warehouse inspections to be conducted by Fire Prevention personnel.
The Emergency Procedures Unit, managed by Lieutenant Debra Thorson in accordance with other Fire Prevention units. This unit provides training for building occupants in developing emergency procedures as well as training in those procedures, portable fire extinguisher training, etc. The increased workload is the result of Homeland Security mandates that facili-ties considered target hazards, i.e., hospitals, prominent high rises, schools, etc., receive training from the Denver Fire Department.
One of the greatest challenges we faced was to fulfill our daily obligations to customers and De-partment members while simultaneously investing sufficient resources to permit the Division to meet long-term goals. This difficult balancing act is even further complicated by the City’s growth and Division activity and responsibility in the form of plan review and inspection for Fed-eral and State of Colorado facilities as well as the cities of Glendale, Skyline, and Sheridan. The Denver Fire Department’s Fire Prevention Division is involved with all activities that decrease the incidence of uncontrolled fire and the safety of those who occupy the City’s structures. Fire
DIVISION 2—FIRE PREVENTION JOSEPH GONZALES, DIVISION CHIEF
STEVE LINQUIST, ASST. CHIEF MIMI SAYLOR, OPERATIONAL SUPERVISOR
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prevention methods used by the Denver Fire Department focus on inspection, which includes en-gineering and code enforcement and public fire safety education. Inspection, including enforcement, is the legal means of discovering and correcting deficiencies that pose a threat to life and property from fire. Enforcement can be a simple “order to comply,” where pursuing a legal path is the last resort, or it can be a process carried out over many months while working closely with a company on a phased program of compliance. Good engi-neering by the Division’s Fire Protection Engineering Unit, supervised by Chief Fire Protection En-gineer David Clark, ensures that built-in safeguards such as fire and smoke alarms, sprinkler sys-tems, smoke control systems, radio enhancement systems, and emergency communication sys-tems 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 firefight-ers to effectively manage fire incidents. Every hostile fire requires an initial heat source, an initial fuel source, and something to bring them together. That 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 in-stallation. The Fire Prevention Unit uses the three components of heat, fuel, and human error as a framework for fire prevention. The Division’s Fire Prevention Unit has been remarkably suc-cessful at keeping the brakes on the City’s annual fire loss in commercial properties, and main-taining low fire loss figures through action on the heat source, the fuel source, and the behavior that brings them together. This success is the result of targeting efforts toward all three compo-nents rather than just one. The Denver Fire Department conducts annual fire safety inspections of nearly 26,000 commercial properties, a large percentage of which require at least one follow-up inspection to ensure com-pliance. Many require several re-inspections and court appearances. Operations Division per-sonnel conduct approximately seventy percent of these inspections, with the Fire Prevention Unit responsible for the remaining properties which require greater technical knowledge to inspect. Fire company fire inspection procedures include conducting building surveys, correcting common problems concerning life-safety conditions, verifying that all hazardous processes/operations have been approved by Fire Prevention personnel and have current permits, locating fire haz-ards, and directing the property owner or business owner to correct the violations to obtain com-pliance. The Fire Prevention Unit is continually called upon to assist Operations Division inspec-tors with inspections or to assume responsibility for inspection of a property to control hazards or to educate and motivate occupants on the rules of fire safety.
Referrals Responded to During 2012*
Referring Party Number of Referrals
Operations Division 462
City Council 44
Residents/Citizens 317
Federal Agencies 13
State Agencies 29
City Agencies 72
Business Owners/Managers 88
* Initial inspections only. Number does not reflect re-inspections.
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In addition to annual fire safety inspections of commercial properties, the Fire Prevention Unit is responsible for a wide range of fire-related regulations, including reviewing construction plans for new and remodeled buildings, issuing 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. Fire 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. In all these efforts, the Division strives to create and maintain positive and productive partner-ships with the City’s business, commercial, and design/development communities. The Fire Prevention Unit is divided into four major sections based on occupancy use or specific activity:
The Special Inspections Group, led by Assistant Chief Steve Linquist and assisted by Lieuten-ants Mike Berlin, Shawn Lord, and Scott Buccieri (occupancy licenses, business licenses, sys-tems acceptance testing, and special events/assembly occupancies). The Institutions/High Rise/Emergency Procedures Group, led by Captain Colley Fisher and as-sisted by Lieutenants David Tade, Quentin Schamber, and Debra Thorson. The Hazardous Materials/Flammables Group led by Captain Don Randolph and Lieutenant Roy Johnson, serving also as the City’s representative on State and Federal hazardous mate-rial committees with Lieutenant Tom Pastorius. The groups Fire Protection Engineer’s J.D. Lanz, P.E., whose knowledge of hazardous operations and handling, storage, and manufac-ture of hazardous substances is well respected throughout the industry. The Fire Protection Engineering Group, led by Chief Fire Protection Engineer David Clark and assisted by Fire Protection Engineers George Morkovin, Brad Emerick, J.D. Lanz, Tony Caro and Brian Lukus. This 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.
Fire Prevention Unit—2012 Activity
Description Number
Construction plans reviewed* 8,276
Inspections conducted** 6,411
Order Notices Issued 3,914
Court Summonses Issued 235
Fire Safety Permits Issued 1,219
Occupancy Permits Issued 386
Business Licenses Issued 358
People Trained in Emergency Procedures 2,212
System Tests Completed 1,910
*Includes Federal, State, Glendale, Skyline, Sheridan, and Denver Public School facilities. **Initial inspections only. Number does not reflect re-inspections.
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DIVISION 3—TECHNICAL SERVICES STEVE GARROD, DIVISION CHIEF MARK ALLEN, CAPTAIN—FACILITY MAINTENANCE
PATRICK HYNES, ASST. CHIEF-DISPATCH SCOTT HORTON, CAPTAIN—DISPATCH DAN FREIX, MASTER MECHANIC FLOYD SCHILLER, ASST. MASTER MECHANIC
DON SMITH, SUPERINTENDENT OF FIRE ALARMS MIKE STUTZ, ASST. SUPT OF FIRE ALARMS MARTEZ JOHNSON, EXECUTIVE ASSISTANT ANDREW DRAPEAU, CAPTAIN—WAREHOUSE
The Technical Services Division, under the leadership of Division Chief Steve Garrod, provides a wide range of logistical services for the Fire Department. The Division is made up of Facility Maintenance and Management, Fire Dispatch, Fleet Management, the Line Shop, Quartermaster and Warehouse. Each of these groups provides vital services that, when performed correctly, are invisible but invaluable to the seamless operation of the entire Department. The Facility Maintenance section of the Denver Fire Department Technical Services Division is re-sponsible for maintaining 766,000 square feet of property and 270,000 square feet of building space at 33 different locations. The 2012 budget for Capital Improvements was approximately $1.2 million. Capital improvements include major upgrades to DFD facilities such as: HVAC im-provements, boiler replacements, bathroom and kitchen remodels, concrete replacement, roof repairs, and window replacements. In addition, Facilities Maintenance is also responsible for ini-tiating the construction of new firehouses. Fleet Management The Denver Fire Department Fleet Management is comprised of one Master Mechanic, one Assis-tant master Mechanic, fourteen highly experienced and skilled Mechanics, one Stock Keeper, and one Accounting Assistant. On any given day, you will find DFD Mechanics performing a variety of tasks such as vehicle component rebuilds including: transmissions, diesel engines, fire pumps, aerial ladders and vehicle suspensions. Additional tasks include vehicle preventive maintenance, fire pump and aerial ladder testing and certifications. Given the large size and weight of today’s fire apparatus and the very strenuous demands placed on that apparatus over the 101,000 an-nual emergency responses, a substantial amount of our mechanics’ time is spent keeping up with unscheduled vehicle wear and tear breakage items. Our fleet consists of seventy-six heavy fleet vehicles and a light vehicle fleet made up of one hundred thirty-six administrative and support vehicles. We also provide a fully equipped mobile service vehicle that takes care of minor vehicle issues in the field maximizing the time that our fire crews are able to be in service. Our mobile service also minimizes unnecessary travel on our heavy apparatus by reducing the need to travel to our shop with minor service issues. Some of our lesser known but equally important jobs include maintenance, repair, and recertification of all Self Contained Breathing Apparatus (SCBA) as well as all mobile and stationary high pressure breathing air compressors for the Department. In addi-tion, we provide all repairs and maintenance of the Department’s numerous and diverse assort-ment of rescue tools. We also operate a well equipped machine and fabrication shop that is criti-cal in preparing new vehicles for service, keeping old vehicles in-service, and enabling us to manufacture certain specialty rescue tools and equipment for the Department that are not avail-able elsewhere. DFD Fleet Management operates on a Monday through Friday schedule and provides DFD with a twenty-four hour a day on-call service to address any issues that may arise in an effort to ensure that our firefighters are properly protected and the citizens of Denver receive the highest level of service.
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DFD Fleet Management has a long standing goal to work together with the City in its effort to op-erate in an environmentally friendly and sustainable manner. In 2012, through combined efforts we accomplished three endeavors with the City and County of Denver to reduce our environ-mental impact. Our first endeavor was working with Environmental Services to have some old and suspect fuel tanks removed and replaced with new and improved EPA approved tanks at Sta-tions 15 and 30. The second endeavor was removing in ground hydraulic vehicle lifts and all asso-ciated hydraulic plumbing. These lifts were replaced with portable mechanical above ground lifts that pose no potential threat to the environment. Lastly, we replaced two gas powered SUVs from our light vehicle fleet with two Toyota hybrid SUVs. Additional 2012 highlights for DFD Fleet Management were the preparation and replacement of four engines and two trucks to the fleet. Fleet Management also played an instrumental role in working with Operations to distribute newly acquired upgraded SCBA equipment throughout the Department in just under a two week time period. DFD Fleet Management strives to lessen our environmental impact through operational, procedural, and equipment improvements while pro-viding quality services to keep DFD firefighters and our communities protected. Warehouse The Denver Fire Department Warehouse is currently staffed by one Fire Department Captain, two full-time Career Service Authority) Stock Keepers, and one part-time Public Safety Cadet. The Warehouse serves as the central point of contact for a large portion of the Fire Department’s per-sonal safety equipment, small tools, cleaning and office supplies, and uniforms. A major portion of the daily activities performed by the Warehouse staff is delivering goods. Deliveries include distribution of oxygen and other goods to the Fire Department work locations as well as facilitat-ing the movement of tools and equipment between stations and other work locations. These de-liveries allow fire suppression personnel to remain in their first due response areas, thereby im-proving customer service to the citizens. Warehouse staff also assists in some of the research and development activities by which the Department evaluates new goods and services. The Denver Fire Department Warehouse is located at 5440 Roslyn Street, Building B in the City’s Ros-lyn Street municipal services complex. Supplying the Fire Department The DFD Warehouse operations include the distribution/financial functions for requisitioned items or specialized orders distributed daily to fires stations and support facilities. Inventory items include specialized firefighting tools, office supplies, medical equipment, protective equip-ment, and station supplies. The 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. Reconciliation of Central Services orders. Updating and distribution of annual warehouse catalog. Ordering special equipment requests. Development of procedures to assure internal controls. Managing annual inventory processes. Ensuring proper accounting data for tracking and payment purposes.
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Issuing warehouse budget reports on a monthly basis. Distributing protective equipment reports as requested. Ensuring sufficient levels of inventory items maintained at all times. Managing, auditing, and tracking City bids to ensure proper distribution of costs to fire houses. Ordering supplies and materials and ensuring adequate inventory levels. Processing protective equipment requests (bunking gear, boots, hoods, goggles, etc.) and dis-tributes as required (i.e., helmets, fire gloves). Addressing vendor inquiries. As required pulling firehouse budget reports. Managing Material Safety Data Sheets and ensuring compliance with safety regulations. Pulling orders for distribution the following day. Daily receiving and distribution of supplies/equipment to firehouses and support facilities. Transportation of non-inventory items upon request. Transportation of expired files to Fire Department file storage facility. Surplus coordination and assistance with special orders. Participating in annual Inventory count. Processing of equipment returns upon member retirement/separation. Distribution of protective equipment. Bunker cleaning and tracking program. Uniform recycling program. Central Services Orders (printing, business cards, etc.) Emergency delivery of supplies/equipment to firehouses, support facilities, major fires or spe-cial events. Daily maintenance and upkeep of warehouse truck and warehouse facility.
Quartermaster Program The Denver Fire Department Warehouse staff has continued to develop and grow the Quarter-master system initially developed in 2011. This internal support service has received feedback that is consistently positive from our members. This positive feedback centers around two main points that were objectives of the proposal to develop the Quartermaster system. First, DFD members enjoy ready access to the materials that they need to perform their jobs. Second, the close proximity to the Rocky Mountain Fire Academy, Denver Fire Department Repair Shop and City Roslyn Street fueling location makes accessing the Warehouse relatively convenient. 2012 Accomplishments
Increased firefighter safety by more accurate recordkeeping of firefighters’ personal protec-tive equipment utilizing Web-APT. Completed an audit to ensure improved accuracy for the records. Reduced costs and increased efficiency by operating the Quartermaster Program. Provided increased supplies and services without an increase in staffing. The Warehouse has taken positive steps to comply with the Greenprint Denver Initiative by recycling office waste, batteries, and light bulbs. Further, we reuse cardboard boxes and pal-lets from shipping activities.
2013 Goals
Minimize the amount of time that firefighter personal protective equipment (PPE) is out of service due to cleaning and repair. This will be accomplished through two changes in operat-ing procedure. First, the DFD Warehouse will pick up PPE every day that the Warehouse truck is in operation. Second, we will utilize the new contract for PPE cleaning and the timelines
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spelled out in it to ensure that vendors return completed work in a timely fashion. Our goal is to return all equipment to service within 14 days for cleaning and basic repairs. Our goal for ad-vanced is 24 hours.
Maximize the physical resource of the warehouse facility. We hope to accomplish this by a couple of actions. First, we aim to increase organization following the addition of uniform items. Second, we plan to implement rolling inventories to monitor the stock on hand. Third, by using the average times to procure specific products, we can use the storage capacity of vendors’ warehouses to minimize the space we need here. These goals are consistent with the concept of “just in time” inventory. If successful, we will be able to reduce costs associated with carrying excess inventory and potential obsolescence of current inventory. All of these goals should be accomplished by the end of 2013. Accomplishing these goals will facilitate storing more of the critical supplies the Department might need in the event of a major emer-gency (e.g. , medical gloves, bottled water) and items that are customized and require longer lead times for procurement (e.g., fire hoods). Increase safety in the Warehouse. Steps to accomplish this include the following items. First, make the Warehouse more ergonomically friendly by moving heavy items from top shelves to lower shelves in order to avoid lifting injuries. Second, ensure proper egress by implementing daily checks to verify that all stock is properly stowed and minimizing crowding caused by ex-cess inventory. Third, daily checks for hazardous conditions; such as tools leaned against the wall, and improperly placed ladders, etc. Examine current procedures in place to ensure that shipments in and out are accurate and timely documentation is completed. Ensure that an efficient flow is maintained/established. Work with current vendors to identify effective, environmentally friendly, and economically feasible cleaning products to facilitate the Department’s compliance with both the spirit and language in the Greenprint Denver Initiative. Improve the Warehouse Catalog to make the internal process of ordering supplies more user friendly and informative.
Fire Dispatch The Denver Fire Department Dispatch function is part of “Denver 911”. The Combined Communi-cations Center includes 911 Call Takers, Police Dispatchers, Denver Health Medical Center EMS Dis-patchers, and uniformed Fire personnel. Denver 911 handled approximately 1.5 million phone calls in 2012. Of these calls, Denver Fire Dispatch processed over 100,000 calls for assistance. Denver Firefighters staff the Fire Dispatch positions; they are all sworn, unformed Firefighters. The staff consists of one Captain, two Lieutenants, and fifteen Firefighter/Dispatch Technician assigned to three eight hour per day shifts. However, this will change in 2012/2013 as they will start work-ing a 24 - hour work schedule that mirrors the Operations Division. Fire Dispatchers are responsible for interacting with the public through emergency and non-emergency phone calls dispatching all fire units, tracking all Fire Department related radio commu-nications, and operating other emergency warning systems located within the center. Employees from other agencies maintain the City’s Computer Aided Dispatch (CAD) System. The Captain is responsible for day to day administration, operations, scheduling of firefighters, training, and test-ing of Fire Dispatchers. An Assistant Chief has the overall command responsibility of the group as well as working closely with the entire Combined Communication Center leadership team to main-tain and operate the Denver 911 Center.
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Line Shop The Line Shop’s primary function is to provide maintenance and repair support for Denver Fire Department’s electronic and electrical systems. Technical support is provided to The Office of Emergency Management in the maintenance and repair of Denver’s emergency sirens and facility support at the Combined Communication Center. This support is provided in a manner that has a positive impact on capability and minimal impact on operations. In addition, the Line Shop de-signs 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. 2012 Accomplishments
Continued the conversion from the old firebox system to the Automated Emergency Service firebox system. In 2012, over 300 facilities were replaced. The project is expected to con-clude in February of 2013. Supported Technical Services as they begin full support of tablet based inspections. Expanded the Department’s online vacation pick process to include waiving of cycle “rounds” and vacation sell-back to achieve cost savings. Added one new staff member to the Line Shop. Developed interlock to turn off Infrared Radiant heat systems when station doors were open. Assisted the Office of Emergency Management and its contractor in placement, installation, and implementation of a completely new outdoor warning siren system. Developed repair of David Clark’s microphones saving the Department $2,250 for the year and about $700 per month thereafter. Placed four engines and one truck in service. Replaced voc-alarm transmitters with narrow band capable transmitters.
2013 Goals
Continue to provide professional repair and maintenance of Fire Department technical infra-structures. Complete transition from old radio firebox to the new AES system. The number of fireboxes will increase from the original 408 facilities to over 500 facilities when complete. Activate the installation of the microwave data link from the Combined Communication Cen-ter to stations 20, 6 and 1. Improve management and tracking of licenses for central stations and central station opera-tors. Deploy IPads as a replacement for tablet based inspections. Develop process for accessing pre-plan data on the mobile computer terminals. Add one new member to the Line Shop due to forecasted retirements. Develop replacement for Truck repeaters. Send two members to radio repair classes for Harris 7300 series radios. Install IR heater interlocks at the remaining stations that don’t have them yet. Train one member in web design and development to support the Department’s needs. Upgrade operating software in 119 AES fireboxes. Bring on-line the option of using computer generated voice for dispatching of calls. Replace the 30 year old radio monitor system in 17 fire stations.
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DIVISION 4—ADMINISTRATION TONY BERUMEN, DIVISION CHIEF
RUSS BRAY, ASST. CHIEF WENDI MOEDER, CAPTAIN-ARSON
CHARLES CHASE, CAPTAIN-OEM TELISSA ADAMS, EXECUTIVE ASSISTANT
The Administration Division provides overall policy direction and management of the Fire Depart-ment. It deals with contract management, staffing, labor relations, public education, and media relations functions. The Internal Investigation Unit conducts inquiries into internal and external complaints, professional conduct management and education, and maintains relations with the Manager of Safety, EOC, and the City Attorney’s Office. Information and data relating to staffing, benefits, and personnel records are managed in the Administration Division in coordination with the Manager of Safety Human Resources group. The Fire Investigation Unit identifies the origin and cause of all fires, collects evidence, interviews witnesses and suspects, aids in criminal prose-cution, and maintains relations with the Denver Police Department, Bureau of Alcohol, Tobacco, and Firearms, Federal Bureau of Investigation, and the Denver District Attorney’s Office. The OEM Liaison maintains a position dedicated to planning, implementing, and maintaining the Fire Department’s counterterrorism and disaster policies and procedures including documentation, coordination, and certification. The goal of the Administration Team is to demonstrate commitment to providing services to all employees of the Fire Department in the areas of professional development, employee assis-tance, ADA, EEO, FMLA management, peer support and policy review and revision. We contrib-ute to the efforts of the Department and the Civil Service Commission as they identify, select, and hire a workforce that meets the operational needs of the Department, demonstrating our com-mitment to diversity and providing an environment that cultivates personal growth and opportu-nities to contribute to the vision of a World Class City. 2012 Accomplishments
Department moved to Kronos in June of 2012. 66 discrepancies submitted and resolved. Vacation Sell Back program initiated with training to Assistant chides for implementation. Office of Emergency Management (OEM) Coordinator position has established a position on the LEPC and updated the Tier II information and has secured a position as the OEM Duty Of-ficer (rotational basis). OEM Coordinator has worked with the Citizen Emergency Response Team to coordinate the fires safety/HazMat instructors for this program. Using the Automated Critical Asset Management System (ACAMS) program we have assisted in developing the evaluation team for the City and have coordinated with State and Federal agencies to develop Critical Infrastructure assessments. Initiated the assessment and development of the Incident Management Team. Juvenile Fire Setter Intervention Program has been staffed and has served 143 attendees since the March initiation. Fire Investigation has investigated 458 fires with 107 becoming active Arson cases.
20
2013 Goals The Administration Team, 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, meas-urable goals for the upcoming year.
Use of media opportunities to enhance communication. The Administration Division of DFD is instrumental in examining and enhancing current intranet based features that are now available for members to review their pay, schedules, and assignments. In 2013 we will con-tinue to provide members with additional access to information by increased usage of the My DFD website that will allow members updated access to their personnel records, training vid-eos, and policy communications. Policy Review—The Administration Division will be working with supervisors from each Divi-sion in reviewing all administrative policies to assure accuracy and relevance. All revisions will be communicated to members. Paperless Records Management—In coordination with the City Records Manager we are par-ticipating in the Citywide effort to convert paper files and records to an electronic archive. The space previously occupied with hard copy files is being utilized by personnel who were previously assigned in inadequate workspaces. Internal Affairs—The Internal Affairs Unit will be examining ways to consolidate the investiga-tive process to shorten the time needed for investigations while maintaining the thorough-ness required to achieve a fair and consistent process. The use of after action reports and lesions learned review will be developed to enhance the efficiency of Internal Affairs proc-esses. Kronos—The Administration Division will continue working to educate members on the use of the Kronos timekeeping for all uniformed personnel. This will be accomplished by tailoring Kronos components to provide members the information needed to verify their pay, assign-ment, and hours. This will involve continuing efforts in training and the monitoring of pro-gress as members begin to become more familiar with the program. Office of Emergency Management—The OEM Coordinator will be working to increase the communication between the OEM and specific Divisions of the Department as it relates to trainings, events, responses, and certifications needed to increase the capability of the City’s response systems. Additionally, the OEM Coordinator will be establishing the specific criteria and training needed to develop an IMT group within the Command Staff of the DFD, with plans for redundancy and saturation throughout the Department.
The Office of Human Resources The Safety HR team’s mission is to provide world-class HR services in support of the Department of Safety, their clients, their partners and other stakeholders, with excellence, innovation and in-tegrity. Safety Human Resources Services Benefits and Retirement Programs
Counsel members regarding available Retirement options. Provide education programs for members entering the Deferred Retirement Option Program (DROP).
21
Support the Old Hire Pension Fund Board. Counsel and enroll members in the medical, dental vision insurance programs. Partner with the Training department and CSA to implement Wellness programs.
Employee Relations
Facilitate mediations and participate in management of workplace dispute for CSA employ-ees. Coach and counsel employees and managers of CSA employees on a variety of personnel is-sues. Assist in providing Managers and Supervisors of CSA employees with recommendations and interpretation of CSA rules. Partner with agencies for the development of Performance Evaluation Plans (PEPs), Perform-ance Evaluation Plan Reports (PEPRs) and Performance Improvement Plans (PIPs).
Personnel Administration
Facilitate the Interactive Leave Process. Certify and counsel employees to be placed on Family and Military Leave. Process New Hire paperwork. Process employee Personnel Actions (new hire, probation, promotion, demotion, transfer, resignation, termination).
Training and Development
Partner and Coordinate with CSA and other groups to provide Quarterly training to CSA mem-bers. Coordinate with the Department of Training to conduct orientation for new Academy Recruit classes. Conduct required Defensive Driving Class for CSA and Civil Service members as needed. Streamline the DROP and Retirement process. Conduct quarterly educational seminars to inform members of retirement options.
Department of Safety Human Resources Accomplishments for 2012
Partnered with Risk Management, Department of Finance and Training Department to suc-cessfully provide the bid process for an in-house Physical Therapist. Provided one-on-one training to all Supervisors and Managers of CSA employees with regards to Pay for Performance which created better understanding of the City’s strategic goals. During the 2012 Health/Open Enrollment fair over 300 members participated. Over 200 members received flu shots during the Open Enrollment period. For 2012 processed over 40 post-retirement applications. Facilitated week one and conducted two new Fire Recruit Academy classes for 2012. Facilitated the hiring of three new CSA employees.
22
The Safety and Training Division is dedicated to establishing and maintaining the knowledge, skills, and abilities to perform emergency services safely, at the highest professional level. We accomplish this by learning from the past and adapting for the future. Individuals come to us with the desire to serve; we enhance their ability to perform, thereby instilling within them the courage to act. The Safety and Training 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. The Division’s staff includes
Training Chief—Also known as the Assistant Chief, The Training Chief train on and assist with all duties of Division Chief, be able to substitute for the Division Chief as scheduling requires, and manages the academy and the drill ground. He sets policy for and coordinates drill ground usage in concert with the assigned Aurora Chief. Manages all academy staff and light duty personnel assigned to the division. This assignment is also responsible for Officer Devel-opment, coordinating outside agencies, training, generating revenue for the academy, as well as in-service instruction. The chief also responds on all major incidents as NFPA required Safety Officer and attend training classes and conferences as directed by the division Chief. Recruiting Captain—This position is responsible for working with the Civil Service Commission as well as with other Department of Safety organizations to recruit the very best candidates for the Denver Fire Department. The Captain is also the Safety Cadet Coordinator for the De-partment. Drillmaster Captain—This position is responsible for coordination of all training for new re-cruits. This position oversees all personnel associated with recruit training. The Drillmaster also coordinates training with outside agencies. Driver Coordinator—This position Investigates accidents and facilitates the Drivers’ Review Committee. In addition, this individual instructs new recruits, conducts initial driver certifica-tions, and serves as a resource for the District Driving Instructors. The Driver Coordinator is also responsible for researching issues relevant to fire streams, pumping, and aerial opera-tions. The Driver Coordinator helps in supporting the Engineer test, serving as SME (Subject Matter Expert) and developing yearly engineer training programs. Training Officers—The Training Lieutenants and Technician conduct the main work of the Di-vision. This includes, but is not limited to, developing, organizing and training our members. Training Technician—This position requires the ultimate in versatility and people skills to pro-vide logistical support to the entire Division. This position also provides instruction and edu-cation to recruits and Department members.
DIVISION 5—SAFETY & TRAINING SCOTT HEISS, DIVISION CHIEF ROBERT KMAK, ASST. CHIEF
RANDALL WELLS, CAPTAIN-DRILLMASTER DESMOND FULTON, CAPTAIN-RECRUITER
LORENE GARCIA, STAFF ASSISTANT
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Wellness Fitness Officer—This position is charged with promoting the wellness fitness initia-tive developed by the IAFF and the IAFC to the members of the organization within the eco-nomic and logistical parameters of the Department. The goal is to provide an ongoing com-prehensive 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. This is accomplished in part by acting in partnership with the Union’s wellness representative and outside resources includ-ing Occupational Health, Kaiser Permanente, and Risk Management. The Wellness Fitness Officer is also responsible for the coordination of the Department’s Peer Fitness Trainers. The Wellness Fitness Officer is charged with coordinating the mentoring and administration of the Department’s CPAT testing program in collaboration with the Civil Service Commission and the Recruiting Office, as well as coordinating the continued mentoring/conditioning program throughout the recruit academy.
2012 Accomplishments
The Training Division hired, hosted, and scheduled the Professional Standards Class to the entire Department that was taught by Linda Willing and also hosted a class that was taught by FDNY Battalion Chief John Salka. Recruit Training staff finished the Academy for Recruit Class 11-02 and conducted a full Acad-emy for Recruit Class 12-01. The Training Chief planned, developed and implemented a Lieutenant’s and Assistant Chief’s Officer Development Program using resources within the Department. The Training Division and Local 858 hosted the Fire Ops 101 mini academy for City Councilper-son Herndon and youth from his District (District 11). This was an opportunity to educate our guests while enhancing interagency relationships. The Training Division delivered a class on Air Management and Cancer Awareness to support the new Air Management SOG to be more efficient and keep companies in-service. Micro Trainings and Website Development—The long overdue ability to bring training to the Department via the internet has arrived. The Drillmaster Captain has spearheaded this new technology based training. It will help our Division as well as the Department achieve training goals much more efficiently. We have implemented the new micro-training program and phi-losophy. This program now brings to the members video training online that maximizes our members’ time and scheduling. The benefits of this new type of training includes savings on fuel costs, preventing wear and tear on apparatus, and keeping the fire companies in-service and able to respond in their districts. The Training Division has partnered with Community College of Aurora to help deliver their students Firefighter 1 certification. Community College of Aurora will partner with Denver Fire Department to provide college credit for the Recruit Academy, EMT, and Officer Develop-ment. National Fallen Firefighter Foundation—The Denver Fire Department has been selected to partner with the National Fallen Firefighter Foundation to produce a documentary and lead-ership training to help reduce line of duty injuries and firefighter deaths. Our Training Divi-sion will spearhead this task. We have completed the “Train the Trainer” portion and are ready to implement the training not only to our Department but also regionally. We have ex-panded this partnership and have taught “Leadership So Everyone Goes Home” for the NFFF to several major locations throughout the United States, including Orlando, Florida; Colum-bia, Missouri; Philadelphia, Pennsylvania; Salem, Oregon; and Aurora, Colorado. The NFFF
24
filmed a documentary video of the Denver Fire Department to aid in lessons learned and prevent future firefighter line of duty deaths. 2013 Goals
Conduct operational in-service training to the entire Department on the Command and Con-trol portion of the High-Rise standard operating guidelines with an emphasis on National Inci-dent Management System (NIMS) and Incident Command System (ICS). The Training Division will bring in another recognized leader/expert in the fire service to speak and teach about cutting edge technology. Utilizing experts from within our Department, the Training Division will deliver classes open to outside agencies to share our knowledge and expertise. The Training Division will continue to teach the class “Leadership So Everyone Goes Home” for not only the Denver Fire Department but other departments regionally and nationally. This division will complete the documentary showcasing the Denver Fire Department that ac-companies the “Leadership So Everyone Goes Home” mission. The Training Division will provide the Officer Development Certification for Fire Officer 1 and 2. Linda Willing will return to build upon the Professional Standards class.
25
The Denver Fire Department Aircraft Rescue Firefighting (ARFF) Division is responsible for provid-ing emergency services and all associated administrative functions at Denver International Air-port and the immediate outlying area. The Division has an authorized strength of one hundred uniformed personnel to protect what is the fifth busiest airport in the United States and the elev-enth busiest in the world. With a landmass of 53 square miles, population of over 30,000 regular employees, and over 50 million visitors traveling through the airport every year, DIA is often re-ferred to as a city in and of itself by the people who work there. The Airport Fire Division Chief works as a liaison between Airport Operations and the Department of Safety. There is an Assis-tant Chief who coordinates day-to-day emergency operations and associated administrative re-sponsibilities, and 24 company officers, engineers, and firefighters on duty every day staffing two structural firefighting companies, seven ARFF vehicles, and a Special Operations response unit. A Career Service employee provides executive administrative support to the Division Chief. The Airport Division fields a Special Response Team (SRT) from within their structural firefighting ranks that is trained in confined space rescue, industrial extrication, and hazardous materials re-sponse. Thirty-five firefighters in the DIA Division are certified as Hazardous Materials Techni-cians. The SRT acts as a strike team to provide early intervention and supplement the HazMat Team and Special Rescue Unit from the DFD Operations Division. On average, the Airport Divi-sion SRT responded to 10 incidents per month in 2012. In 2012, the Division as a whole re-sponded to an average of 380 incidents per month. This included at least one monthly aircraft fire and 40 aircraft standbys. In 2012, DIA received a new 4500 Aircraft Rescue Oshkosh Striker, which completed the upgrade of the entire ARFF fleet to the 4500 series. In addition, the Denver Fire Department Airport Divi-sion also received a new Pisten Bulley Snow Cat which will assist with passenger recovery efforts during snow emergencies. In 2012, the Airport Division also upgraded all of the portable radio systems from the P700 to the Harris . The DIA ARFF Training Academy is managed by an Assistant Chief. On his staff are an Executive Assistant (Career Service Authority), a Training Technician, a Fuel Inspector, and a contingent of adjunct training instructors. A Fire Prevention Technician is also housed at the ARFF Training fa-cility. In addition to providing training and certification to DIA firefighters, the Academy is mar-keted to local, regional, and national airports to provide joint training and certifications. The Academy facility has a “state-of-the-art” aircraft crash simulator, drill ground, multiple class-rooms, ARFF apparatus, breathing equipment, and a full cache of tools and equipment. The DIA ARFF Academy is one of a limited number of training centers in the U.S. that is certified to issue airport firefighter accreditation from the International Fire Service Accreditation Congress. In 2012 some of the notable training events were:
SWAT training with Loveland Police Department. Hosted five VIP Academy for DIA management, staff and employees. Hosted six and participated in six Accelerated Mind Performance training with Airport Opera-tions.
DIVISION 6—DENVER INTERNATIONAL AIRPORT ANGELA COOK, DIVISION CHIEF
CHARLES R. STEWART, ASSISTANT CHIEF CELINA ELLIS, EXECUTIVE ASSISTANT
26
The ARFF Training Academy also created a Wide Area Search “Train the Trainer” program and a Snow Cat training program in addition to refining the structure and expanding the scope of DFD/DIA Special Operations training. This year, two Assistant Chiefs from the Denver Fire Airport Divi-sion were asked to join with DIA Airport Operations staff to present an Airport Incident Com-mand seminar for the Colorado Springs Airport Fire Department and the United States Air Force. The DFD Airport Division is also active in community service events. Throughout the year, the Division participated in the DIA Employee Picnic, Bring your Child to Work Day, and for the fourth consecutive holiday season, Airport Division members and CSA funded and staff filled over 40 Christmas stockings for orphaned children through Denver Human Services.
27
2nd Alarm Fires 1
3rd or Greater Alarms 4
Total Alarms 101531
Structure Fires 778
Other fires Within Structures 14
Vehicle Fires 288
Other Fires 60
Total of Above 1140
Other Fires 1108
All Fires 2248
Over Pressure Ruptures 39
Medical Calls 54350
Auto Accidents 8103
Other Rescues 3270
Hazardous Conditions 2764
Service Calls 3729
Good Intent Calls 16317
Malicious False Alarms 603
System Malfunctions 2135
Other False Alarms 5647
Community Service 771
Other Calls 2663
2012 ANNUAL STATISTICS
28
TYP
E O
F C
ALL
E0
1
E03
E0
5
E06
E0
7
E08
E0
9
E10
E1
1
E12
E1
3
E14
E1
5
E16
E1
7
E19
E2
0
E21
E2
2
E23
E2
4
FIR
ES IN
ST
RU
CTU
RES
8
2
10
8
58
6
9
34
1
05
5
6
68
6
3
50
5
2
53
7
5
49
1
9
74
5
2
21
6
7
98
6
3
OTH
ER F
IRES
IN
STR
UC
TUR
ES
0
2
0
1
0
3
2
1
2
0
0
0
0
0
1
1
1
0
0
1
0
VEH
ICLE
FIR
ES
12
8
1
0
14
1
3
11
1
8
16
1
5
7
14
1
1
9
10
7
7
2
0
6
14
2
3
11
OTH
ER F
IRES
3
1
2
1
4
0
5
5
8
3
0
2
1
1
3
0
3
2
1
3
11
2
ALL
FIR
ES
97
1
30
6
9
88
4
7
12
4
81
9
1
83
5
7
68
6
5
85
6
2
27
8
5
75
2
8
84
1
33
7
6
PR
ESSU
RE
R
UP
TUR
ES
2
7
4
1
0
4
3
2
2
0
0
2
1
0
0
2
3
1
3
1
0
MED
ICA
L C
ALL
S 2
80
0
22
42
1
26
1
12
60
1
42
2
34
81
1
21
7
17
02
2
14
3
20
03
1
26
2
15
57
1
42
1
12
89
1
11
9
25
54
2
56
6
58
8
18
72
2
91
5
14
98
AU
TO A
CC
IDEN
TS
32
5
16
6
19
8
21
0
35
1
34
2
33
0
18
0
41
2
29
1
26
8
20
5
26
0
46
3
19
9
33
5
48
1
18
7
43
4
31
4
31
1
RES
CU
E C
ALL
S 2
43
2
0
11
2
43
1
5
12
0
13
2
7
17
8
0
20
4
13
2
46
1
3
39
5
7
17
8
7
38
1
01
9
TOTA
L EM
S/R
ESC
UES
3
37
0
24
35
1
47
4
17
14
1
78
8
39
47
1
56
3
19
11
2
57
4
23
74
1
55
0
21
77
1
92
8
17
65
1
35
7
29
48
3
06
7
86
3
23
47
3
33
1
18
18
HA
ZAR
DO
US
C
ON
DIT
ION
S 1
20
8
7
58
6
9
85
1
12
9
6
82
1
33
7
9
64
8
4
11
5
12
5
52
8
6
73
9
6
10
7
12
0
70
SER
VIC
E C
ALL
S 8
1
97
1
00
7
8
96
9
6
46
9
3
80
6
1
72
8
0
79
9
4
43
7
3
12
4
70
7
6
85
9
1
GO
OD
INTE
NT
CA
LLS
93
3
83
2
48
1
61
0
51
3
10
61
3
52
5
15
7
51
5
21
3
75
5
36
5
45
4
72
3
26
7
61
8
83
2
23
5
04
7
17
3
87
OTH
ER F
ALS
E A
LAR
MS
30
0
26
0
27
0
34
6
15
7
34
3
17
7
18
9
20
4
20
1
14
9
20
1
21
8
15
4
13
2
30
0
13
3
17
6
15
9
16
7
19
1
OTH
ER C
ALL
S 5
19
3
26
2
26
4
70
1
36
3
88
1
87
1
75
2
29
2
19
1
24
1
50
2
60
1
47
1
02
2
52
2
82
1
11
1
75
2
59
1
74
TOTA
L C
ALL
S 5
42
0
41
67
2
67
8
33
75
2
82
4
60
71
2
50
2
30
56
4
05
4
35
12
2
40
2
32
93
3
23
0
28
19
2
03
9
45
05
4
63
7
15
69
3
45
2
48
12
2
80
7
ENG
INE
CO
MP
AN
IES
29
E25
E2
6
E27
E2
8
E29
E3
0
E31
E3
2
E36
68
5
8
45
2
7
42
9
0
5
5
0
1
3
1
1
4
1
0
0
1
11
2
2
27
3
1
8
1
0
10
9
6
6
3
1
4
0
0
1
2
86
8
9
76
3
2
68
1
1
0
16
6
2
1
1
2
0
0
0
0
3
1
16
70
1
21
4
13
42
6
99
6
97
3
82
0
5
41
8
04
19
1
31
5
34
7
91
1
02
5
6
0
11
2
70
18
3
2
10
1
35
3
8
80
2
1
38
9
2
18
80
1
56
2
17
92
8
25
8
37
5
18
2
6
93
1
16
7
84
7
4
75
3
2
43
1
9
0
22
5
69
88
5
5
58
2
9
10
0
37
0
1
02
3
4
52
2
37
2
38
7
16
3
18
9
74
1
2
41
1
96
14
2
18
6
18
6
74
1
22
3
6
0
11
6
13
5
16
5
18
6
22
1
69
1
15
5
4
0
71
1
62
29
67
2
52
4
27
95
1
22
4
14
74
7
49
3
1
46
4
18
25
ENG
INE
CO
MP
AN
IES
E22
E2
3
E24
67
9
8
63
0
1
0
14
2
3
11
3
11
2
84
1
33
7
6
3
1
0
18
72
2
91
5
14
98
43
4
31
4
31
1
38
1
01
9
23
47
3
33
1
18
18
10
7
12
0
70
76
8
5
91
50
4
71
7
38
7
15
9
16
7
19
1
17
5
25
9
17
4
34
52
4
81
2
28
07
TYP
E O
F C
ALL
FIR
ES IN
ST
RU
CTU
RES
OTH
ER F
IRES
IN
STR
UC
TUR
ES
VEH
ICLE
FIR
ES
OTH
ER F
IRES
ALL
FIR
ES
PR
ESSU
RE
R
UP
TUR
ES
MED
ICA
L C
ALL
S
AU
TO A
CC
IDEN
TS
RES
CU
E C
ALL
S
TOTA
L EM
S/R
ESC
UES
HA
ZAR
DO
US
C
ON
DIT
ION
S
SER
VIC
E C
ALL
S
GO
OD
INTE
NT
CA
LLS
OTH
ER F
ALS
E A
LAR
MS
OTH
ER C
ALL
S
TOTA
L C
ALL
S
30
TYP
E O
F C
ALL
T0
2
T08
T1
2
T15
T1
6
T19
T2
3
T26
T2
8
T31
TR
1
TR4
TR
9
TR2
2
TR2
7
STR
UC
TUR
E FI
RES
4
3
16
4
91
1
23
1
08
1
14
1
28
4
6
45
5
1
64
1
41
8
5
97
4
1
OTH
ER F
IRES
IN
STR
UC
TUR
ES
2
4
0
2
1
0
2
2
1
0
1
3
3
0
2
VEH
ICLE
FIR
ES
7
8
8
7
2
6
4
8
0
10
5
1
0
8
5
7
OTH
ER F
IRES
3
8
4
1
7
4
6
3
1
1
5
6
6
3
4
ALL
FIR
ES
55
1
84
1
03
1
33
1
18
1
24
1
40
5
9
47
1
6
17
5
16
0
10
2
10
5
54
OV
ER P
RES
SUR
E R
UP
-TU
RES
0
8
1
1
1
2
2
2
1
4
4
5
3
2
2
MED
ICA
L C
ALL
S 6
14
1
41
1
41
4
43
7
25
1
10
36
1
16
2
19
9
11
7
68
2
12
34
2
48
0
24
8
40
6
20
5
AU
TO A
CC
IDEN
TS
18
5
12
3
18
9
12
9
30
9
15
7
17
3
19
9
26
5
5
22
2
25
0
25
6
28
2
23
9
OTH
ER R
ESC
UE
CA
LLS
10
1
65
9
0
22
3
2
56
1
9
63
8
3
45
7
6
81
1
5
22
7
1
TOTA
L EM
S/R
ESC
UE
CA
LLS
90
0
16
07
6
94
5
89
5
93
1
25
1
13
56
4
63
1
52
1
08
6
15
36
2
81
6
52
2
71
2
51
7
HA
ZAR
DO
US
C
ON
DIT
ION
S 7
4
16
3
18
2
18
7
18
8
14
9
16
1
10
0
10
9
23
9
15
1
97
1
17
1
78
6
0
SER
VIC
E C
ALL
S 9
7
24
8
16
5
15
5
15
7
19
5
22
1
14
6
86
1
05
1
84
1
46
6
5
20
9
12
0
GO
OD
INTE
NT
CA
LLS
18
5
52
8
22
8
23
6
22
4
51
7
41
3
15
1
58
1
78
4
49
9
92
1
49
2
05
1
93
OTH
ER F
ALS
E A
LAR
MS
12
1
43
0
39
7
34
7
30
7
50
2
24
6
25
5
20
9
11
8
46
4
45
9
26
7
33
6
14
7
OTH
ER C
ALL
S 1
27
5
20
3
63
3
05
2
69
4
32
2
97
2
26
1
66
8
6
64
6
54
6
17
6
25
2
16
4
TOTA
L C
ALL
S 1
55
9
36
80
2
13
2
19
52
1
85
6
31
70
2
83
4
14
00
8
27
1
82
8
36
05
5
21
6
13
98
1
99
7
12
55
TRU
CK
CO
MA
PN
IES
31
TYPE OF CALL AL CLPSE HM1 HM3 RES UW1
STRUCTURE FIRES 38 0 361 0 375 0
OTHER FIRES IN STRUCTURES 0 0 5 0 8 0
VEHICLE FIRES 1 0 18 0 23 0
OTHER FIRES 0 0 14 0 11 0
ALL FIRES 39 0 398 0 417 0
OVER PRESSURE RUPTURES 0 0 7 0 5 0
MEDICAL CALLS 4 3 337 0 435 1
AUTO ACCIDENTS 1 8 103 3 437 5
OTHER RESCUE CALLS 0 0 76 0 42 1
TOTAL EMS/RESCUE 5 11 523 3 919 7
HAZARDOUS CONDITIONS 2 21 809 17 203 1
SERVICE CALLS 1 0 95 0 97 5
GOOD INTENT CALLS 8 1 493 0 333 8
OTHER FALSE ALARMS 1 0 127 0 89 2
OTHER CALLS 7 3 146 0 358 27
TOTAL CALLS 63 36 2591 20 2416 50
RESCUE AND HAM-ER COMPANIES
32
TYPE OF CALL D02 D03 D04 D05 D06 D07 RED CH
STRUCTURE FIRES 299 189 287 63 145 167 4
OTHER FIRES IN
STRUCTURES 5 1 6 4 2 2 0
VEHICLE FIRES 17 6 14 10 8 2 8
OTHER FIRES 11 10 11 6 6 7 0
ALL FIRES 332 206 318 83 161 178 12
OVER PRESSURE RUPTURES 12 3 6 2 3 2 3
MEDICAL CALLS 86 34 44 7 20 42 11
AUTO ACCIDENTS 137 73 98 66 77 63 9
OTHER RESCUE CALLS 10 2 7 7 6 5 2
TOTAL EMS/RESCUE 245 112 155 82 106 112 25
HAZARDOUS CONDITIONS 281 259 334 108 173 207 196
SERVICE CALLS 170 120 125 47 93 78 94
GOOD INTENT CALLS 431 234 341 107 163 145 112
OTHER FALSE ALARMS 1030 622 1058 280 540 397 112
OTHER CALLS 1310 462 836 219 470 395 65
TOTAL CALLS 3799 2015 3167 926 1706 1512 616
DISTRICT CHIEFS
33
TYPE OF CALL D02 D03 D04 D05 D06 D07 DIA
STRUCTURE FIRES 22 118 179 62 59 142 5
OTHER FIRES IN
STRUCTURES 4 0 3 4 1 2 0
VEHICLE FIRES 38 49 43 54 42 50 12
OTHER FIRES 19 6 8 8 1 17 1
ALL FIRES 273 173 233 128 103 211 18
OVER PRESSURE RUPTURES 13 6 9 2 1 4 4
MEDICAL CALLS 14586 7686 11438 3852 7597 7984 1156
AUTO ACCIDENTS 1536 1852 1421 933 1239 1039 57
OTHER RESCUE CALLS 802 217 864 366 212 341 463
TOTAL EMS/RESCUE 16937 9761 13732 5153 9049 9368 1680
HAZARDOUS CONDITIONS 412 563 497 206 383 407 292
SERVICE CALLS 760 683 734 442 445 525 135
GOOD INTENT CALLS 4813 2303 3429 1116 2225 2090 300
OTHER FALSE ALARMS 1288 964 1384 544 691 643 126
OTHER CALLS 1775 867 1280 584 744 785 90
TOTAL CALLS 26258 15314 21289 8173 13640 14029 2641
DISTRICT ACTIVITY
34
TOTAL CASUALTIES 175
FIREFIGHTER INJURIES 46
FIREFIGHTER DEATH 0
CIVILIAN INJURIES 107
CIVILIAN INJURIES (FIRE RELATED) 66
CIVILIAN DEATHS 22
INJURY / CASUALTY SUMMARY 2012
EMS call, excluding vehicle accident with injury 16
Extrication of victim(s) from vehicle 2
Medical assist, assist EMS crew 3
Motor vehicle accident with injuries 1
CIVILIAN DEATHS (FIRE RELATED) 0
DISTRICT FIRES LOSSES
02 212 $1,500,760.00
03 118 $3,050,795.00
04 179 $1,391,310.00
05 62 $390,070.00
06 59 $487,550.00
07 142 $749,800.00
DIA 5 $31,000.00
TOTAL 777 $7,601,285.00
STRUCTURE FIRE LOSSES BY DISTRICT
RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY 2012
PROPERTY USE FIRES
RESIDENTIAL, OTHER (400) 15
1 OR 2 FAMILY DWELLING (419) 229
MULTIFAMILY DWELLING (429) 312
BOARDING/ROOMING HOUSE, RESIDENTIAL HOTELS (439) 0
HOTEL/MOTEL, COMMERCIAL (449) 13
RESIDENTIAL BOARD AND CARE (459) 9
DORMITORY-TYPE RESIDENCE, OTHER (460) 2
SORORITY HOUSE, FRATERNITY HOUSE (462) 2
BARRACKS, DORMITORY (464) 1
35
PR
OP
ERTY
USE
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STR
UC
TUR
E FI
RE
LOSS
REP
OR
T
36
DETECTOR STATUS CASUALTIES
FIRE TOO SMALL 1
OPERATED 4
FAILED TO OPERATE 1
UNDETERMINED 10
NO DETECTOR 5
DETECTOR STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALTIES
DETECTOR STATUS CASUALTIES
OPERATED 13
FAILED TO OPERATE 1
UNDETERMINED 17
ONE & TWO FAMILY
APARTMENTS
HOTELS/MOTELS 0 CASUALTIES
DETECTOR STATUS CASUALTIES
SPRINKLER STATUS CASUALTIES
UNDETERMINED 1
NO SPRINKLERS 20
ONE & TWO FAMILY
DETECTOR STATUS CASUALTIES
SPRINKLER STATUS CASUALTIES
UNDETERMINED 11
NO SPRINKLERS 20
APARTMENTS
HOTELS/MOTELS 0 CASUALTIES
37
SITUATION NUMBER
AUTO ACCIDENTS 8103
MEDICAL CALLS 54350
OTHER RESCUE CALLS 3270
LOCK IN 51
SEARCH 3
65777
ACTION TAKEN NUMBER
ASSISTANCE 2256
EMS & TRANSPORT 50408
FILL-IN, STANDBY 464
FIRE CONTROL OR EXTINGUISHMENT 1
FIRES, RESCUES & HAZARDOUS CONDITIONS 16
HAZARDOUS CONDITION 4
INFORMATION, INVESTIGATION & ENFORCEMENT 1859
OTHER 433
SEARCH & RESCUE 11
SYSTEMS & SERVICES 6
55458
ACTION TAKEN NUMBER
ASSISTANCE 317
EMS & TRANSPORT 6216
FINN-IN, STANDBY 25
FIRE CONTROL OR EXTINGUISHMENT 4
FIRES, RESCUES & HAZARDOUS CONDITIONS 6
HAZARDOUS CONDITIONS 44
INFORMATION, INVESTIGATION & ENFORCEMENT 1603
OTHER 195
SEARCH & RESCUE 48
SYSTEMS & SERVICES 1
8459
RESCUE CALLS BY TYPE OF SITUATION
RESCUE CALLS
MEDICALS BY ACTION TAKEN
AUTO ACCIDENTS BY ACTION TAKEN
38
CIV
ILIA
N IN
JUR
IES
AN
D D
EATH
S IN
RES
IDEN
TIA
L ST
RU
CTU
RE
FIR
ES B
Y TI
ME
OF
DA
Y FO
R 2
01
2
39
01234567
0 -
56
-1
01
1 -
15
16
-2
02
1 -
25
26
-3
03
1 -
35
36
-4
04
1 -
45
46
-5
05
1 -
55
56
-6
06
1 -
65
66
-7
07
1 -
75
76
-8
08
1 -
85
86
-9
09
1 -
95
96
-1
00
Civ
ilian
Inju
ries
in R
esid
enti
al S
tru
ctu
re F
ires
by
Age
Nu
mb
ers
by
Age
Zero
Civ
ilian
dea
ths
for
20
12
40
Rescue Calls for 2012
Alarms and Fire Volume for 2012
Average call volume for time of day
Average call volume for time of day
41
FIR
ES B
Y M
ON
TH
42
43
Station Number Address District Number
HQ 745 W. Colfax Ave. 2
1 745 W. Colfax Ave. 2
2 5300 Memphis St. 5
3 2500 Washington 2
4 1890 Lawrence 2
5 999 S. Clermont St. 4
6 1300 Blake St. 2
7 2195 W. 38th Ave. 6
8 1616 Park Ave. 4
9 4400 Brighton Blvd. 6
10 3200 Steele St. 4
11 40 W. 2nd Ave. 2
12 2575 Federal Blvd. 6
13 3683 S. Yosemite St. 3
14 1426 Oneida 5
15 1375 Harrison St. 4
16 1601 Ogden St. 3
17 4500 Tennyson St. 6
19 300 S. Ivy St. 4
20 501 Knox Ct. 6
21 1500 E. Virginia Ave. 3
22 3530 S. Monaco Pkwy. 3
23 850 S. Federal Blvd. 7
24 2695 S. Colorado Blvd. 3
25 2504 S. Raleigh St. 7
26 7934 Martin Luther King Blvd. 5
27 12927 E. Albrook Ave. 5
28 4306 S. Wolff St. 7
29 4800 Himalaya 5
30 4898 S. Dudley St. 7
36 4101 S. Federal Blvd. 7
FIRESTATIONS AT DENVER INTERNATIONAL AIRPORT
31 DIA Station 1 8525 Newcastle St.
32 DIA Station 2 8525 Newcastle St.
33 DIA Station 3 8525 Newcastle St.
34 DIA Station 4 8525 Newcastle St.
44
FIRESTATION 18 at LOWRY To Open In Early 2014
The Technical Services Division would like to thank all of the Denver Fire Department Chiefs, The Denver Firefighters Museum, staff and Oz Construction (rendition) for their continued as-sistance in making this report possible. Without your help it would have been difficult to com-plete this project. Martez Johnson Editor
Firestation 18 at City Park (Retired) Circa 1920’s
