DENVER FIRE DEPARTMENT 2010 ANNUAL REPORT

FIRE INCIDENT REPORTING SYSTEM ANNUAL STATISTICAL REPORT PREPARED

BY THE DENVER FIRE DEPARTMENT TECHNICAL SERVICES DIVISION 2011

ENGINE 3 IN FIVE POINTS

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.

Respecting each other through trust, pride,

diversity, integrity, and training, and;

Working together to achieve the highest lev-

els of preparedness, prevention, and commu-

nity involvement with a dedication to pur-

pose.

TABLE OF CONTENT

LETTER FROM THE CHIEF OF THE DEPARTMENT 3

DEPUTY CHIEF OF THE DEPARTMENT 4

DIVISION 1—OPERATIONS 7

DIVISION 2—FIRE PREVENTION 9

DIVISION 3—TECHNICAL SERVICES 14

DIVISION 4—ADMINISTRATION 18

DIVISION 5—SAFETY AND TRAINING 21

DIVISION 6—DENVER INTERNATIONAL AIRPORT 24

2010 ANNUAL STATISTICS 26

ENGINE COMPANIES DATA 27

TRUCK COMPANIES DATA 29

RESCUE AND HAMER COMPANY DATA 30

DISTRICT CHIEFS DATA 31

DISTRICT ACTIVITY 32

INJURY / CASUALTY SUMMARY 33

STRUCTURE FIRE LOSS REPORT 34

RESCUE CALLS 36

CHARTS 37

FIRE STATION LOCATION 40

CITY AND COUNTY OF DENVER FIRE DISTRICT MAP 42

FEATURED FIRE STATION 43

It is an honor to present to the 2010 annual report detailing the activities and accomplishments of the

Denver Fire Department and its members. This report reflects the hard work and dedication of the

members of the Department who have made significant sacrifices to ensure that the citizens and visi-

tors of the City and County of Denver continue to receive the quality level of service they have be-

come accustomed to.

2010 was a year of transition both within the City Administration and the Department Administration.

Fiscal challenges have remained a constant part of the equation when it comes to maintaining service

levels. Fortunately, the membership and administration have continued to work hard to find creative

solutions to ensure the Department‘s mission is met. Regional cooperation continues to be a top prior-

ity and was enhanced this year by entering into an inter-governmental agreement with the City of

Sheridan to provide fire service protection.

It is important to note that Emergency response and adequate staffing levels in operations were never

compromised, although other priorities in support had to be delayed or re-evaluated. Special thanks

go out to the members who had to be temporarily re-assigned in order to defray overtime costs and

ensure operational staffing levels.

In October 2010, I became Fire Chief and provided direction to our command staff to find solutions to

ever increasing budgetary pressures while at the same time increasing not only our efficiency but our

effectiveness. Beginning in 2011 we have started to aggressively modernize our systems and increase

both accessibility and use of technology. Some achievements have included the Tote Board, vacation

selection tool, and online searchable memos, directives, and guidelines.

Denver Fire Department responded to over 80,000 calls for service last year and continues to be com-

mitted to the community by actively engaging with our schools, neighborhood groups, and community

events. Our continued success relies on our strong community partnership and it is truly a privilege to

serve both a quality Department and outstanding City.

LETTER FROM THE CHIEF OF DEPARTMENT

Chief Eric C. Tade

Marie Madrid Executive Assistant

Eric C. Tade

Chief of Department

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DEPUTY CHIEF OF DEPARTMENT

Deputy Chief Todd A. Bower

Barbara Butler—Director of Finance

Kim Coleman—Executive Assistant

The Deputy Chief is second in command at the Fire Department. A few of the Deputy Chief‘s

general duties include:

Responsibility for the day-to-day operation of the Department

Development and management of a budget of approximately $100 million

Fiscal oversight of all six divisions within the agency

Supervision of the Office of Emergency Management Liaison, Psychological Services, and

Finance sections of the Department.

Providing policy and procedure development and review

Serving as a Department 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 2010 included:

Supervising a committee to overhaul outdated Departmental policies and procedures

Tracking the use of overtime with the goal of reducing the Department‘s Overtime spend-

ing

New online vacation selection

Online Fire Chief Memos, Directives, and SOGs

Tote Board implementation

OFFICE OF EMERGENCY MANAGEMENT

The DFD OEM liaison‘s role is to sustain a joint relationship with the OEM in order to facili-

tate local and regional emergency preparedness and response. The OEM team provides plan-

ning, training, and exercises to address homeland security and disaster-related issues. Through

the efforts of the OEM liaison, the Department is able to fully participate in all preparedness

activities that ensure the City can effectively respond to and recover from all types of disasters.

The OEM liaison helps staff the Emergency Operations Center (OEC) during any major emer-

gency or disaster, providing coordination through the National Incident Management System

(NIMS) and procuring resources beyond the initial response. The OEM coordinates local re-

sponse capabilities for terrorism and other major emergencies by aligning our mission with

State and Federal priorities.

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PSYCHOLOGICAL SERVICES

Dr. Karen Jackson provides psychological services to Department employees, spouses, and

their children. Dr. Jackson was hired in August, 2007. Due to budget cuts, the Department

Psychologist position was eliminated in the fall of 2010. During the first half of 2010, there

were a total of 304 psychological sessions provided for 77 members and their families

Dr. Jackson also coordinates the Department‘s Peer Support program. Peer Support has

proven to be an effective resource for members to access, especially for issues that are work-

related in nature. Four new Peer Support members were recruited during the first half of 2010.

Training provided by Psychological Services in 2010 included a workshop for CSA employees

on the topic of depression and a two-day training on communication skills and Critical Inci-

dent Stress Management for new Peer Support members at the Fire Academy.

FINANCIAL MANAGEMENT

Barbara Butler, Finance Director, provides oversight and direction of the financial manage-

ment, budgeting, and accounting responsibilities for the Denver Fire Department as mandated

by the Mayor‘s Office. Funds managed are: General, Grant/Special Revenue, and Capital

Equipment Funds. Responsibilities include managing all finance and accounting activities in

accordance with City fiscal and budget practices. The Finance Director oversees the annual

budgeting process and managed 2010 budget expenditures in excess of $102 million—capital

equipment was significantly reduced to meet budget reduction mandates. Other budget reduc-

tions impacted Career Service personnel as a result of citywide consolidation of services dur-

ing the latter half of 2010. Fire Department revenue in 2010 increased to $19 million due to

the sale of the Department Line Shop Facility ($1.8 million).

Additional staff responsibilities include general ledger monthly reports, accounts payable

(review and process payments for goods/services, travel, P-Card, official functions, petty

cash), accounts receivable, payroll salary schedules, internal auditing, and grant management

activities. In September 2010, the City transitioned to a Procure-to-Pay Program (P2P), which

extensively revised internal payment, purchasing, and other business processes within the De-

partment.

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 Program, and Colorado Task Force (CO-TF1).

Grant activities managed were the FEMA Assistance to Firefighter Grant for the purchase of

85 mobile data terminals and the ―Simply Safe!‖ fire prevention program for Denver Public

Schools. Contract administration for the Department included the initiation of various con-

tracts such as cell phone towers, sandtrap services, bilingual pay certifications, and intergov-

ernmental agreements. The financial management team also began training for the new city-

wide contract automation program (DenverDOCS/Alfresco) to improve the efficiency of the

contracting process. This system will automate the workflow of a contract request from initia-

tion to a final official contract record.

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The Finance Director also manages the DFD Warehouse distribution/financial operations for

requisitioned items or specialized orders distributed daily to fire stations and support facilities.

Inventory items include specialized firefighting tools, office supplies, protective equipment,

and household supplies. During the fourth quarter of 2010, management of the facility was

transferred to the Technical Services Division to ensure adequate supervision at its new loca-

tion at 5440 Roslyn St.

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DIVISION 1 OPERATIONS Division Chiefs Stephen Maddock and Charles Drennan

Asst. Chiefs Douglas Wilder and Brad Balding

Captains Wendi Moeder and Mike Shepherd

Telissa Adams—Executive Assistant

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, and emergency medical services within the City and County of Denver,

Sheridan, Skyline and Glendale. Operations Division personnel responded to 80463 emergency

calls in 2010. The busiest Companies were: Engine Company 08 who responded to 5132 emer-

gency calls, Tower 04 who responded to 4202 emergency calls and Chief 02 who responded to

3810 emergency calls. In addition to emergency responses, the members of the Operations Divi-

sion are responsible for:

Conducting 18,000 fire prevention building inspections.

Daily training for fire suppression, technical rescue and emergency medical service response.

Daily apparatus, equipment, and station maintenance.

Developing community outreach programs which include attendance at HOA meetings,

school and firehouse tours, school fire drills, mentoring and reading programs, and other spe-

cial events.

The City is divided geographically into six response districts with DIA designated as a separate

Division. Each district operates under the command of an Assistant Chief who is responsible for

daily staffing, ensuring compliance with Department Directives and Standard Operating Guide-

lines and serves as the Incident Commander during emergency incidents. The Operations Divi-

sion operates under a 3 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.

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.

1 Heavy Rescue company designated for technical operations involving water and ice rescue,

complex extrications, Hazardous Materials Team response, high angle rope rescue, structural

and trench collapse rescue, and general firefighting.

1 Hazardous Materials Response Team responsible for the mitigation of Hazardous Materials

releases.

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The Operations Division coordinates the Special Operations functions of the Denver Fire De-

partment. 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.

Collapse, Confined Space and Trench Rescue. Provides the expertise and equipment neces-

sary to perform specialized rescue in collapsed structures, stabilizing unsafe structures, per-

forming rescues in confined spaces and trench rescues.

Water Rescue. Team members are able to perform rescues in underwater, ice, and swift

water environments.

High Angle Rope Rescue. Provides the expertise and equipment to perform high angle

rope rescues.

The following is a list of accomplishments for 2010:

Redefined functional areas for Assistant Chiefs.

Implementation and continued revision of outdated Directives and Guidelines.

Utilized ready reserve apparatus for short term repairs to ensure proper fire protection and

emergency medical response.

Special Operations Chief has been staffed.

2011 Goals:

Ensure up to date and accurate policies and procedures are in place.

Implementation of Company Standards.

Proactively identify training opportunities and provide needs assessment of Operation per-

sonnel.

Position the Hazardous Materials Team to be utilized as a regional asset.

Ensure the Department‘s Wildland Team is properly funded and able to be utilized and de-

ployed.

Provide thorough Research and Development of all equipment.

Develop and implement a Quality Assurance, Quality Improvement program.

Develop and ensure compliance of Cost Recovery measures.

Provide assistance and expertise to the Office of Emergency Management.

Ensure all personnel are properly trained and equipped to operate safely.

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DIVISION 2 FIRE PREVENTION Division Chief Joseph L. Gonzales

Operations Captains Charles Chase and Donald Randolph,

Administration Captains James Martinez and Derek Warlum,

Mimi Saylor, Operational Supervisor

During 2010, the members of the Fire Prevention and Investigation Division were challenged

to keep pace with continued growth, change and rise in activity. Yet our customers—those

who live in, work in, and visit the City, including all Department members—have been served

and our goals achieved, even as we have had to transform our organizational structure and pro-

cedures to meet these challenges.

One challenge we faced was to fulfill daily obligations to customers and Department members

while simultaneously investing sufficient resources to permit the Division to meet long-term

goals. This difficult balancing act is further complicated by the reality of the City‘s rapid

growth and change, and the explosive growth of Division activity and responsibility, including

several revenue-generating programs. All Division employees went above and beyond the call

of duty to do the right thing for the Department and the City.

Fire continued to be the most costly public safety problem in the United States during 2010 as

it has been for the past several decades. The losses in human lives and injuries due to fire are

exceeded only by those due to traffic accidents. Fire-caused property losses are far in excess of

those caused by all classes of crime, and rival those produced by hurricanes and earthquakes.

The Denver Fire Department‘s Fire Prevention and Investigation Division is involved with all

activities that decrease the incidence of uncontrolled fire and the safety of those who occupy

the City‘s buildings. Fire prevention methods used by the Denver Fire Department focus on

inspection, which includes engineering and code enforcement; public fire safety education; and

fire investigation.

Inspection, including enforcement, is the legal means of discovering and correcting deficien-

cies that pose a threat to life and property from fire. Enforcement is implemented when other

methods fail. Good engineering by the Division's fire protection engineering group ensures

that built-in safeguards (such as fire and smoke alarms, smoke-control systems, Department of

Safety radio amplification systems and sprinkler systems) are designed and installed properly

to help prevent fires from starting, limit the spread of fire should it occur, and improve condi-

tions for firefighters who may be called upon to operate under extreme conditions.

Education carried out during inspections, investigations, and emergency procedures drills in-

forms and instructs the general public about the dangers of fire and about fire-safe behavior.

Fire investigation aids fire prevention efforts by indicating problem areas that may require cor-

rective educational efforts, inspection emphasis, or legislation.

The Fire Prevention and Investigation Division has a dedicated staff charged with enforcing

federal, state, and local laws; ensuring that the required safety systems are installed in all

buildings and that installation complies with applicable standards; carrying out public educa-

tion; and accurately and efficiently identifying the causes of all fires, whether they are acciden-

tal or intentional.

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The staff consists of officers, firefighters, fire protection engineers, and Career Service Authority em-

ployees. The senior management consists of Division Chief Joseph L. Gonzales, Assistant Chief

Lou Keller (Nov.-Dec.), Captain Russ Bray (Fire Investigations), Captain James Martinez

(Institutions, High-rise), Captain Charlie Chase (Systems Acceptance Testing, Occupancy, Assem-

bly Occupancies), Captain Donald Randolph (Hazardous Materials, Flammable/ Combustible Liq-

uids and Warehouses), and Chief Fire Protection Engineer Dave Clark. Operational Supervisor

Mimi Saylor and a small unit of Career Service Authority employees support not only the uniformed

personnel of the Fire Prevention and Investigation Division, but also those members of the Opera-

tions and Airport Divisions who are engaged in fire safety inspection efforts.

As a unit, the Division accomplished a great deal during 2010. Not only did they conduct the techni-

cal inspections of the City‘s more complex occupancies, but they also responded to hundreds of refer-

rals from citizens, federal, state, and local agencies, and DFD Operations Division personnel (see ta-

ble, below). Division personnel document and maintain files on all Fire Prevention and Investigation

Division activities as well as the inspection records for the Operations Division.

Referrals Responded to During 2010

(initial response only; does not reflect follow-up visits)

Fire Investigation

Fire cause determination and subsequent investigation are the responsibility of the Fire Investigation

unit. The term ―fire investigation‖ describes a broad range of activities that deal with post-fire data

gathering and analysis to document fire ignition scenarios, fire development, material identification,

human behavior and fire safety lessons learned. Investigation with respect to the origin of the fire

may begin at any time after a fire has begun or after it has ended. Investigations are usually con-

cerned with ignition scenarios and area of origin determination, with particular emphasis on the in-

vestigation of incendiary and suspicious or fatal fires. Fire incidents are also investigated for loss

analysis and prevention purposes. Investigations conducted for loss analysis purposes focus on the

reasons for fire spread, performance of fire protection features, and those factors contributing to life

loss or property damage in addition to fire cause and origin details.

The Fire Investigation unit, headed by Captain Russ Bray and Lieutenant Glenn Lopez, consists of

investigators who have completed the Denver Police Academy and are certified by the National As-

sociation of Arson Investigators and the National Fire Protection Association.

Referring Party Number of Referrals

Operations Division 516

City Council 76

Residents/Citizens 261

State Agencies 27

Federal Agencies 7

City Agencies 127

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Fire setting by juveniles can extend far beyond vandalism, since it can occur with children too

young to form intent or understand the consequences of losing control of a fire or flame. In the

mid-1990s, recognizing that a full 7 percent of those arrested annually for arson in the United

States were under the age of 10, the Department's investigators had to learn to recognize the

critical patterns and features differentiating ―fire play‖ from deliberate fire-setting so that the

problem could be addressed. With a recidivism rate of 1% during the first ten years since the

program was initiated in Denver, the unit‘s Juvenile Fire Setters Intervention Program has

made great progress in addressing the problem of juvenile fire setting.

Also, Fire Investigation personnel use experience and scientific methods to solve the puzzles

of fire and explosion, while maintaining a comprehensive database of fires and explosions that

can make a real and substantial contribution to reducing losses in many ways, including

through the regulatory and code-making process.

During 2010, Fire Investigation unit activity totals were as follows:

Fire Investigation Unit - 2010 Activity

Fire Prevention

The Fire Prevention unit is divided into four major sections and a total of nine working groups,

each of which represents an expertise targeted to ensure code compliance and provide safety

SECTION WORKING GROUP(S)

Special Inspections Led by Captain Charlie Chase

Licenses, Certificates of Occupancy (COs) and

Temporary Certificates of Occupancy (TCO)

Life Safety Systems Acceptance Testing

Special Detail/Public Assembly

Institutions/High Rise/Emergency Procedures Led by Captain James Martinez

High-rise Occupancies

Institutions (hospitals, health-care, child care and

elderly care occupancies)

Emergency Procedures Training

Hazardous Materials/Flammables Led by Captain Don Rudolph, with assistance

from Lieutenant Jeff Fletcher (City of Denver

Hazardous Materials Coordinator and representa-

tive on state and federal HAZMAT committees)

and Division Fire Protection Engineer J.D. Lanz,

P.E., who has extensive HAZMAT experience.

Flammables

Hazardous Materials and Warehouse Occupancies

Fire Protection Engineering Led by Chief Fire Protection Engineer Dave

Clark

Engineering (plan review, highly technical inspections,

on-site engineering analysis at emergency inci-

dents)

Activity Number

Investigations 517

Cases Filed 112

Court Appearances 42

Juveniles Counseled 285

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Fire Safety Inspections

The Fire Prevention unit manages the Denver Fire Department‘s Fire Safety Inspection program,

which provides annual safety inspections to Denver‘s approximately 24,018 commercial proper-

ties. The Fire Prevention unit handles the scheduling and all associated record keeping, invoic-

ing, and collections for this program citywide. This would not be possible without the expertise

of Department Lineman Mike Stutz, who also serves as the Department‘s IT Manager. He has

written and continues to maintain various database modules to support the inspection and permit

programs.

An annual inspection is conducted to ensure that (1) all life-safety factors at a given property are

in compliance with Denver‘s Fire Code, including such components as exits, structural condition

of the building, fire apparatus access, fire safety systems, and many more; (2) any hazardous

processes or operations have appropriate, up-to-date permits in place; and (3) the local firehouse

crew is aware of any fire hazards in case of an emergency at the property. Many properties re-

quire at least one follow-up inspection to ensure compliance, and some require several re-

inspections and often court appearances.

Although Operations Division personnel conduct the majority of these inspections, Fire Preven-

tion personnel inspect Denver‘s larger and more complex occupancies such as high-rise build-

ings, factories, hospitals, schools and theatres, warehouses, and manufacturing facilities using

hazardous materials or processes, because inspections of those properties require specialized

training. Division personnel ensure that all safety systems (e.g., smoke detection, fire detection,

fire alarm, smoke control, emergency communication systems) in these occupancies are installed

in accordance with applicable standards and that these systems are inspected and tested on a regu-

lar basis. They ensure that occupancies that use, store, or produce hazardous materials and sub-

stances have disclosed accurate reports of quantities and that the operations are in compliance

with applicable standards.

During 2010, Annual Fire Safety Inspection totals were as follows:

Licensing

The Fire Prevention unit tests and licenses professionals who install and inspect fire sprinklers,

special extinguishing systems, fire alarms and fire extinguishers, and registers apprentices in

those disciplines. During 2010, a total of 1,081 licenses and 934 apprentice registrations had

been issued.

Permits

The unit also issues permits for a wide range of hazardous materials and operations, including

LPG (propane), hot works, chemical storage, flammable and combustible liquids, etc., as well as

for special events. Issuance of a permit requires a separate, dedicated inspection. Total number

of permits issued during 2010 was 7,757.

Division Number of Inspections Completed

Operations 25,518

Fire Prevention and Investigation 4,325

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Special Detail Program

Finally, the Fire Prevention unit runs the Special Detail Program, which coordinates the hiring of

off-duty firefighters by event managers to ensure public safety during public events involving 300

or more people. During 2010, the Division coordinated Special Detail services for 2,696 events.

Fee-based Program Management

Fees are charged to offset administrative costs for Fire Safety Inspections, Fire Safety Permits,

Fire Safety Licensing, Contractor-Paid Overtime and Firefighter Special Detail Program. Opera-

tional Supervisor Mimi Saylor and the Division‘s small, dedicated clerical unit in Fire Prevention

handled invoicing and accounts receivable for over $4.3 million dollars in 2010.

Mission Statement

The mission of the Denver Fire Department's Fire Prevention Division is to save

lives, property and the environment by understanding and preventing disasters in

the first place. We accomplish this through active code enforcement, public educa-

tion, engineering, plan review and hazardous material monitoring. These activities

are executed by well-trained and highly motivated professionals with in-depth un-

derstanding of life-safety principles, current life-safety technology, Homeland Secu-

rity protocol, and the importance of customer service when interacting with Den-

ver’s residents and visitors.

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DIVISION 3 TECHNICAL SERVICES Division Chiefs Dave Frank and Steve Garrod

Asst. Chiefs Glen Travis and Patrick Hynes

Superintendent of Fire Alarms Leonard Leeper and Don Smith

Master Mechanic Dan Freix

Captains Pete Vandermiller and Steven Bales

Lt. Tom Pastorius

Martez Johnson—Executive Assistant

The Technical Service Division under the outstanding leadership of Division Chief Dave Frank,

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, and the Line Shop.

Each of these groups provides vital services that, when performed correctly, are invisible but in-

valuable to the seamless operation of the entire Department. It is with great pride that these groups

describes below their individual responsibilities.

Fleet Management

Denver Fire Department Fleet Management is comprised of one Master Mechanic, one Assistant

Master Mechanic, fourteen Mechanics and three Career Service Authority employees.

Our highly experienced and skilled Mechanics proudly perform all aspects of repair and mainte-

nance to all equipment and vehicles utilized by the Denver Fire Department. In addition to our du-

ties within the Department we also provide assistance when needed to other Denver City and

County agencies.

On any given day, you will find Denver Fire Department Mechanics performing a variety of tasks

such as vehicle component rebuilding, including: transmissions, diesel engines, fire pumps, aerial

ladders and vehicle suspensions. Additional tasks for us include vehicle preventive maintenance,

fire pump and aerial ladder testing and certification. Given the large size and weight of today‘s fire

apparatus and the very strenuous demands placed on that apparatus during the 90,000 plus annual

emergency responses, we spend a substantial amount of time keeping up with unscheduled wear

and tear breakage items. In addition to the 76 units in our heavy fleet, we also manage and main-

tain a light vehicle fleet made up of 125 various administrative and support vehicles.

We also staff a well equipped mobile service vehicle that takes care of problems in the field to

maximize the time that our crews can be in service and also minimize unnecessary travel by not

having our heavy vehicles run to our shop with minor problems. Some of our lesser known, but

equally important jobs include maintaining, repairing, and re-certifying all of the Department‘s self

contained breathing apparatus as well as all mobile and stationary high pressure breathing air com-

pressors. We also perform all repair and maintenance of the Department‘s numerous and diverse

assortment of rescue tools. We operate a well equipped machine and fabrication shop which is criti-

cal in preparing new vehicles for service, keeping old vehicles in service, and even to this day al-

lows us to manufacture certain specialty rescue tools and equipment for the Department that are not

available elsewhere. This is a good sample of what we do on a daily basis.

DFD Fleet Management operates on a normal Monday through Friday schedule but is on call

twenty-four hours a day to address any issue that may arise to ensure that our firefighters and the

citizens of Denver are properly protected and the citizens of Denver receive the high level of ser-

vice they deserve.

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A long standing goal of DFD Fleet Management has been to cooperate with the City in its effort to

operate in an environmentally friendly and sustainable manner. In 2010, two major accomplish-

ments were realized. Fleet Management replaced its antiquated heating system with highly effi-

cient radiant tube heaters. This substantially reduces the use of natural gas and electricity. We

have also instituted the usage of a ‗contained‖ vehicle wash pad specifically designed to accom-

modate service and cleaning of large aerial fire apparatus. This system eliminates wash water

from entering into the storm sewer system. We continue to strive to lessen our environmental im-

pact through operational, procedural, and equipment improvements. Any time you see a Denver

Fire Department vehicle in action or a firefighter utilizing a rescue tool, you can rest assured that

DFD Fleet Management has done its job well.

Facility Maintenance

2010 Accomplishments DFD Capital Improvements and Facility Maintenance Operating Budgets for 2010

The facility maintenance section of the Denver Fire Department Technical Services Division is

responsible for maintaining 766,000 square feet of property and 270,000 square feet of building

space at 33 different locations.

The 2010 budget for Capital Improvements was approximately $410,000.00. Capital Improve-

ments include major upgrades to DFD facilities such as: HVAC improvements, kitchen and bath-

room remodels, concrete replacement, roof repairs, and window replacement.

Infrared Radiant Heating systems were installed in Stations 15, 17, and 28 utilizing C.I.P.

funds. Station 04 was also completed with grant funding from the Sustainability/Energy Con-

servation Fund through the City of Denver Department of General Services.

Concrete replacement was completed at Stations 03, 04, 08, 09, 15, and 28.

Station 01 received new kitchen cabinets while bathroom remodels were completed at Stations

03, 04, 08, and 13.

All of the windows at Station 19 were replaced to increase the energy efficiency. This was a

50/50 funding split through C.I.P. and Sustainability/Energy Conservation funding.

Major masonry repairs were completed to the hose towers at Stations 19 and 22.

Station 14‘s hardwood flooring was refinished and Station 15 received new carpet throughout.

The Facility Maintenance operating budget was approximately $405,000.00 for 2010. Facility

Maintenance issues are the everyday repairs needed to keep the DFD facilities operating effi-

ciently and comfortably such as:

Emergency HVAC, plumbing, roofing, and garage door repairs.

Major appliance replacement or repair.

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Pest and rodent control.

Also in 2010, cell sites were added to the communications towers at Stations 28, 29 and 30.

Multiple cell service providers lease these locations for approximately $2500/mo.

Dispatch

The Denver Fire Department is part of the ―Denver 911‖ Combined Communications Center.

The center includes Career Service Authority 911 call takers, Police and EMS Dispatchers.

Denver Fire Dispatchers processed for Denver Firefighters a total of 80,463 incidents requiring

assistance in 2010. Fire Dispatchers are sworn uniformed personnel with valuable street experi-

ence. The staff consists of one Assistant Chief, one Captain, four Lieutenants, and sixteen Tech-

nicians. The Assistant Chief and Captain serve as the administrative positions and work a 40

hour work week. Lieutenants and Technicians are scheduled on four different shifts (A, B, C

and D) consisting of 12 hour shifts. Shifts operate on a rotating basis between the twos day (A

and C) and tow night shifts (b and D), four shifts on and four shifts off.

The Assistant Chief at the communications center for 2010 was Assistant Chief Todd Bower un-

til his promotion to Division Chief of Administration in October. New promoted Assistant Chief

Glen Travis was transferred in to assume the role. Responsibilities include oversee day to day

operations, verifying records, cross checking performance analysis data, maintaining open and

on-going communication between Denver Fire Communications, Denver Fire Command Staff,

Denver 911 Administration, City leaders, and the general public, and serving on numerous com-

mittees related to 911 service.

The Captain for 2010 was Captain Dave Burke until his retirement in November. Newly pro-

moted Captain Dale Chavez was assigned to assume this role. The Captain of the Communica-

tion Center supervises the internal workings within the Denver Fire Dispatch cubicle. The Cap-

tain is responsible for handling all of the personnel issues as far as scheduling and maintaining a

professional staff at all times. They are assisted greatly by the Dispatch Lieutenants, Kelly Cito,

Judy Clark, Debra Peterson and Leon Scott. They are also responsible for the research and veri-

fication of run data and other document requests.

Fire Dispatchers are responsible for interacting with Denver Police, Denver Health and Hospi-

tals, 911 operators, and the general public during emergency and non-emergency situations.

They monitor and assist with multiple events on several radio channels. The Dispatch Techni-

cians for 2010 included Johnny Adams, Troy Bjorklund, John Browdy, Nicole Bundy, Otho

Burton, Glenn Colton, Dave Cordova, Pat Gold, Guillermo ―Will‖ Gomez, John Gonzales, Don-

ald Gossard, Heather Green, James Hee, Carly Helwich, Anthony Hernandez, Rick Horn, Kathy

Johnson, Matt Lancaster, Rich Martin, Todd Odendahl, Chris Santopietro, Toby Trujillo, and

Sean Wendt.

Computer Aided Dispatch (CAD) is the computer operating system that Denver 911 uses to help

handle and manage emergency incidents. Lieutenant/System Analyst Dave Richards, with the

assistance of employees from the city‘s TSS group, maintains the City wide CAD system.

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Communications Center and Line Shop

The Line Shop staff consists of the Superintendent and Assistant Superintendent of Fire Alarm,

fifteen Fire Technical System Specialists, (formerly known as Linemen), and one Building Main-

tenance Technician. Each System Specialist possesses a variety of skills, experience, and educa-

tion. Their unique abilities allow the Line Shop to provide a comprehensive array of technical

support for the Denver Fire Department.

The Line Shop is responsible for providing all electronic and electrical maintenance services for

the Denver Fire Department and specialized support for selected City agencies including the elec-

trical systems at the City‘s 911 Combined Communications Center and maintenance of the 72

siren emergency warning system. Included in its role is research, development, and implementa-

tion of future technologies designed to allow the fire communication systems to perform flaw-

lessly and seamlessly.

The Line Shop performs a broad range of technical functions including the installation, mainte-

nance and repair of all mobile and portable radios used by the Department; fire apparatus inter-

com and communication systems, and the new automatic Vehicle Location equipment and Mo-

bile Computer Terminals. They also maintain Denver‘s radio firebox alarm reporting system,

Denver‘s communication tower equipment with their certified tower safety and rescue crew, all

vehicular exhaust evacuation systems installed in each fire station, and fire station electrical sys-

tems remodels. The group designs, installs, repairs, and maintains Denver‘s Emergency Warning

System and all electrical equipment within Fire Department facilities.

17

DIVISION 4 ADMINISTRATION Division Chiefs Todd A. Bower and Anthony Berumen

Marinda Kincaid, Human Resource Director

Asst. Chief Robert Kmak, Internal Affairs Bureau

Lt. Dan Diaz, Internal Affairs

Lt. Gary Pierce, HRB

The Fire Department‘s Administration (Human Resources) Division, under the direction of Division

Chief Anthony Berumen, is focused on providing exemplary customer service. The Administration

Division is responsible for managing and administering benefit programs, providing all human re-

sources related functions, as well as coordinating risk management, employee records, fire investiga-

tions, internal investigations, and other employee relation issues including recruitment.

ADMINISTRATION TEAM COMMITMENT STATEMENT (MISSION)

The Administration Team of the Fire Department is committed to providing services to all employees

of the Fire Department in the areas of Peer Support, Employee Assistance, ADA, EEO, and FMLA

management. We contribute 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 and that

will benefit from enriched diversity. The team also responds to Denver citizen requests for informa-

tion regarding Department demographics, and day-to-day non-emergency activities.

THE GOAL OF THE ADMINISTRATION TEAM

We strive to ensure that all services provided to employees of the Department and to the citizens will

be professional, effective and delivered in a timely manner. Our team incorporates ―best practices,‖

which ensures high quality customer service is provided at all times with emphasis on continual moni-

toring and consistent, progressive improvements.

Benefits

The Human Resources Benefits Team is responsible for administering Benefit programs for approxi-

mately one thousand (1,000) active Civil Service and Career Service Authority employees as well as

nine hundred (900) Old Hire Retirees. Services include but are not limited to the following: counsel-

ing and enrollment of medical, dental, vision, life insurance programs, Time Off leave, and Family

Medical Leave counseling and accounting. Additional services include:

Coordinating and counseling members regarding Family Status changes.

Retirement counseling for both New and Old Hire which includes calculation of Old Hire De-

ferred.

Retirement Option Plan (DROP) amounts.

Facilitating 457 Deferred Compensation communications and education

Flexible Spending Account counseling

Support to the Old Hire Pension Fund Board

18

Personnel

Roster management: Civil Service and Career Service staffing, is handled through

TeleStaff and the Kronos time keeping system.

Leave management: (Military, Funeral and Court), processing of new hires, reclassifica-

tions, promotions, longevity, and resignations.

Position and rank management: Facilitation of member transfers and vacation selection.

Funeral liaison for active and retired members.

Requests for hiring and promotion, procuring and distribution of badges, recruitment.

Respond to major incidents to provide administrative support.

Risk Management

Review and follow-up of injuries subject to Worker‘s Compensation rules.

Line-of-duty and non-line of duty injury and attendance management.

Modified duty assignments and monitoring coordination with Denver Health employee

medical personnel. Support of Department Wellness Program by tracking and reimburse-

ment of member physicals.

Records Management

Maintenance of all administrative and medical records.

Contract and administrative grievance file maintenance. Legal, Fair Labor Standards,

ADA, Division Directives and Guidelines, Field Operating Guidelines control and up-

dates.

Maintenance of Off-duty employment records.

Internal Investigations

Conduct investigation of internal matters involving disciplines and grievances. The division is

also involved in the following:

Work closely with the Office of the City Attorney and the Manager of Safety.

Consult with EEO Coordinator when dealing with matters related to EEO.

HUMAN RESOURCES

ACCOMPLISHMENTS - 2010

The Human Resources department of DFD was instrumental in examining and enhancing features

that are now available on the TeleStaff system for the operational needs of the Department, ie, va-

cation selections.

In partnership with Civil Service and the Denver Fire Department‘s Training Division, the Human

Resources department has been diligent in increasing participation in employee physicals through

the ―Wellness Initiative‖ and also provides HIPPA training to the Peer Support Group which will

allow increasing support for fitness evaluations.

19

Human Resources has made significant improvements to processes involved with two various types of

leave management:

Military

FMLA

The Human Resources staff educated and counseled members on the various types of leave involving

FMLA. HR was also instrumental in providing continued cross training for Human Resources team

members to better serve customers and improved processes in the timely submittal of information by

posting forms on the Department website:

http://www.denvergov.org/safety/SafetyHumanResources/tabid/440475/Default.aspx

Additional Human Resource data:

Over two hundred ninety (290) Active and Retirees attended this year‘s Open Enrollment/Wellness

Fair.

Partnered with the Denver Fire Department‘s Fit for Fire team

Provided an Open Enrollment fair to DIA members.

One Hundred Ninety Three (193) Active and Retirees received Flu shots.

Processed sixty (60) post-retirement applications including members who entered into the Deferred

Retirement Option Plan (DROP).

Conducted quarterly Personal Training Workshops for CSA employees.

Implemented and trained 100% of Supervisors of CSA employees on the E-Performance system.

During 2010 Open Enrollment, over three hundred (300) members enrolled/or made changes to their

benefits on line.

Provided quarterly educational seminars to inform members of retirement options.

20

DIVISION 5 SAFETY & TRAINING David M. Quintana, Division Chief

James Lynch, Assistant Chief

Manuel Almagure, Captain /Drill Master

Colley Fisher, Captain/ Safety Officer

Lorene Garcia, Staff Assistant

Mission Statement:

The Mission of the Safety and Training Division is to promote the safety of the public and the

people of the Denver Fire Department by providing professional quality up to date training

and wellness programs for the members and the leadership of the Department. Training is

based on NFPA, OSHA and Pro Board recommendations and designed to accommodate the

diverse needs and qualities of our responders. Training is compiled to foster teamwork and

the safe delivery of state of the art emergency services.

The Safety and Training Division has primary responsibility for providing for the safety, training, and well-

ness of the members of the Department. Our ongoing goal is to provide the training and support the mem-

bers of the Department need to promote their health safety and their ability to perform at the highest, most

professional level.

The Division’s staff and their responsibilities include:

Training Chief who manages the academy and the drill ground. Sets policy for and coordinates drill

ground usage, in concert with the assigned Aurora Chief. This assignment is also responsible for

managing cadets and light duty personnel assigned to the Division.

Safety Captain who is responsible for conducting safety investigations and evaluations of fire-

fighting protective clothing / gear and equipment. This is best accomplished through collaboration

with the Operations Division, developing recommendations for new and existing protective equip-

ment, reviewing, revising, and updating existing practices, and contracting and researching the new-

est innovations in safety, personal protective equipment, and clothing.

Driver Coordinator who investigates accidents and facilitates the drivers‘ review committee. In

addition, this individual instructs new recruits, conducts initial driver certification, 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 operations, completing an annual driver‘s license

review of all members of the DFD, supporting the Engineers test, serving as an SME, and developing

yearly engineer training program.

Wellness Fitness Officer who is charged with promoting the wellness fitness initiative developed by

the IAFF and the IAFC to the members of the organization within the economic and logistical pa-

rameters of the Department. The goal of which is to provide an ongoing comprehensive wellness pro-

gram that strives to improve physical fitness, health, and wellness through enhanced education, re-

search, and training in an effort to minimize injuries, enhanced job performance, and to promote an

overall healthier lifestyle. This is accomplished, in part, by acting in partnership with the Union‘s

wellness representative and outside resources including Occupational Health, Kaiser Permanente, and

Risk Management. The wellness fitness officer is also responsible for the coordination of the Depart-

ment‘s physical fitness trainers. In addition, 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 mentor-

ing / conditioning program throughout the recruit academy.

21

Drillmaster who is responsible for coordination of all training for new recruits, along with co-

ordinating outside agencies training and generating revenue for the academy, as well as in-

service instructor.

Training Officers - The training Lieutenants and Technician conduct the real work of the Di-

vision developing, organizing, and training our members. Without the dedication of this rare

group of dedicated people, the Division would become irrelevant.

Facility Technician - This position requires the ultimate in versatility and people skills to pro-

vide the logistical support to the entire Division. Exceptional expertise is also required to man-

age inspect and service all of the Department‘s bunking gear.

2010 Accomplishments

In-Service Training – The Training Division completed a total of four of what is now called HOT

training (Hands-On Training) sessions; most companies attend each.

New –The staff, with the support of the Department‘s Peer fitness trainers, conducted fitness evalua-

tions for all interested members while (newly reinstated) face piece fit testing was being conducted

SAFE replaced the SET - The staff reintroduced Fireground capability testing. The new test is called

the SAFE (Skills based Annual Fireground fitness Evaluation). The new SAFE includes an SCBA

competency skill station and moves on to a simulated fireground operation. However, cognitive re-

sponses and functions are a key component of the test. This new system teaches our members to think

while they work as opposed to teaching them to blindly run as fast as you can into an emergency.

Diversity Evaluation - The Division brought Kwame Cooper and Associates in to evaluate the diver-

sity or better yet ―inclusion‖ training needs of the Department. Out of the study came the desire to

pursue Professional Standards training for all members, senior staff on down. The Department is ex-

cited about next steps in the process (training development with stakeholders, May 2011 and senior

Officer training in July of 2011). The credit for this crucial step forward for our organization goes to

all of the stakeholders that were brave enough and trusting enough to make the initial evaluation proc-

ess meaningful and productive.

Recruit Training - The training staff also conducted a 6-week ―academy‖ for the former Sheridan

firefighters. The budgetary challenges required the recruits and staff to really apply themselves to

meet the training and transition challenges in such an abbreviated time.

Research & Development - Continue to work with purchasing to review and approve new contracts.

Continue to research and evaluate clothing, tools, and equipment.

Records Management Program – The Division continued with the records documentation program

and, we believe, stood the test of ISO scrutiny well. Kudos to the Officers and Chiefs in Operations

that really made the program work.

Chief Officer and Lieutenant ODP classes delivered. – Transitions in the staff assigned to the Divi-

sion made the process for both classes challenging, but reviews were positive.

22

Goals for 2011

Staffing reductions and movements for budgetary necessities will again limit the Division‘s

ability to provide the training we would like. That said, we are doing our best to provide the

highest priority services to the membership. Our goals for 2011 are: Full recruit Academy first quarter of the year (possible second academy in the fall)

Personal Fitness evaluations

SAFE test

Professional Standards training committee and initial deliveries

Driver operator training and continuing education program

Moving all FFI, FFII, and HazMat Ops certifications over to CMCB (through reciprocity)

for ―lifetime‖ certification

Refining partnership with Aurora Community College and Metro State College. This will

enable members to receive college credit for courses taken at RMFA

Using joint RMFA funds to build an additional reconfigurable burn building

Revamping and reorganizing the site to maximize capacity and efficiency of the facility

Address bunking gear issues and promote a standardized replacement cycle

23

DIVISION 6

DENVER INTERNATIONAL AIRPORT

Mission Statement for DIA

“To provide the employees and the flying public at Denver International Airport with safety

through excellence in service and training.”

DIVISION OVERVIEW

The Denver Fire Department Aircraft Rescue Firefighting (ARFF) Division is responsible for

providing emergency services and all associated administrative functions at Denver International

Airport and the immediate outlying area. The Division has an authorized strength of 100 uni-

formed personnel to protect what is the fifth busiest airport in the United States and the tenth

busiest in the world. With its landmass of 53 square miles, population of over 30,000 regular

employees and, last year, over 53 million visitors, DIA is often referred to as a city in and of it-

self by the people who work there.

A Fire Division Chief works as a liaison between Airport operations and the Department of

Safety. There are three Assistant Chiefs that handle the day-to-day emergency operations and

associated administrative responsibilities and 24 total company officers, engineers, and firefight-

ers on duty every day staffing, two structural firefighting companies, seven ARFF vehicles, and

an All Hazards response unit. Currently there are 35 firefighters in the DIA Division trained to

the Hazardous Materials Technician level. They act as a strike team to provide early interven-

tion and supplement the hazardous materials team from the Operations Division. Due to the iso-

lated location of the airport DIA companies are not utilized in the response to any other City in-

cidents.

In the summer of 2010, Division 6 continued to update its fleet, receiving two more 4500 Air-

craft Rescue Oshkosh Strikers (shown below) at a cost of $1.2 million each. These 4500 Strik-

ers are 8WD, carry 4,500 gallons of water, 600 gallons of foam, 500 pounds of dry chemical ex-

tinguishing agent, and are equipped with 1200gpm Turrets. They are outfitted with first rate

firefighting systems that include top of the line GPS navigation, state of the art radios, and infra-

red cameras. Two people are staffed on each rig. The Strikers weigh 106,000 pounds fully

loaded and their 950HP engines have the capacity to go from 0 to 50 mph in 35 seconds.

24

The DIA ARFF Training Academy is managed by an Assistant Chief. On his staff are a Train-

ing Technician, a Fuel Inspector Technician, and a contingent of adjunct instructors. A Fire

Prevention Technician is also housed at the ARFF Training facility. In addition to providing

training and certification to DIA firefighters, the Academy is marketed to local, regional, and

national airports to provide joint training and certification. The Academy facility has a state-of

– the-art aircraft crash simulator, drill ground, multiple classrooms, ARFF apparatus, breathing

equipment, and a full cache of tools and equipment. The DIA ARFF Academy is one of a lim-

ited number of training centers certified to issue airport firefighter accreditation from the Inter-

national Fire Service Accreditation Congress.

A 4WD 1500 Striker (shown below) is stationed at the ARFF Training Academy. Having this

training apparatus, which has an interior that is identical to the 4500 Striker‘s, allows the ARFF

training academy to use it for crew training and familiarization.

The Division responded to 5301 incidents in 2010 with the majority of those being medical or

rescue related. There are typically two fire related incidents per month and an average of one

aircraft emergency standby per day.

The Denver Fire Department at DIA works closely with the Airport Operations Division to co-

ordinate preparedness and response for both airside and landside emergencies. A close working

relationships with the DIA Planning & Development, Engineering, Maintenance, and Business

& Technologies Divisions is also essential to the successful partnership that we have with the

Department of Aviation.

25

2010 Annual Statistics

2nd Alarm Fires 0

3rd or Greater Alarms 2

Total Alarms 80463

Structure Fires 633

Other Fires Within Structures 11

Vehicle Fires 307

Other Fires 44

Total of Above 995

Other Fires 1083

All Fires 2078

Over Pressure Ruptures 50

Medical Calls 43796

Auto Accidents 8323

Other Rescues 3033

Hazardous Conditions 2483

Service Calls 2951

Good Intent Calls 7012

Malicious False Alarms 622

System Malfunctions 2385

Other False Alarms 5606

Community Service 616

Other Calls 2592

26

TYPE OF CALL E01 E02 E03 E05 E06 E07 E08 E09 E10 E11

Structure Fires 70 0 70 67 53 38 65 29 35 77

Other Fires in Structures 2 0 2 1 1 1 2 1 1 2

Vehicle Fires 13 0 16 10 13 12 8 18 12 17

Other Fires 11 0 4 3 4 1 2 1 1 5

ALL FIRES 96 0 92 81 71 52 77 49 49 101

Over Pressure Ruptures 4 0 3 3 2 1 4 1 3 2

Medical Calls 2207 0 1645 1236 829 1245 3248 943 1266 1752

Auto Accidents 431 0 248 292 243 358 412 346 233 551

Other Rescue Calls 458 0 8 22 260 16 155 26 51 35

TOTAL EMS/RESCUE 3100 0 1904 1553 1334 1620 3819 1316 1553 2340

Hazardous Conditions 96 0 94 82 80 68 109 57 73 101

Service Calls 91 0 77 94 63 55 73 31 66 84

Good Intent Calls 493 0 278 384 277 190 372 151 217 494

Other False Alarms 421 0 322 289 372 126 303 129 183 165

Other Calls 667 0 324 253 442 139 379 191 162 287

TOTAL CALLS 4964 0 3091 2736 2639 2249 5132 1924 2303 3572

TYPE OF CALL E12 E13 E14 E15 E16 E17 E18 E19 E20 E21

Structure Fires 57 42 49 51 55 25 0 68 71 61

Other Fires in Structures 1 0 2 1 1 0 0 2 0 3

Vehicle Fires 13 9 6 5 8 8 0 9 18 7

Other Fires 2 3 2 2 4 1 0 0 2 1

ALL FIRES 73 54 59 59 68 34 0 79 91 72

Over Pressure Ruptures 0 0 1 0 4 0 0 2 2 4

Medical Calls 1447 1185 1455 1438 1010 1019 0 2274 2057 650

Auto Accidents 288 277 262 313 378 181 0 341 564 228

Other Rescue Calls 237 30 189 25 10 20 0 54 37 113

TOTAL EMS/RESCUE 1972 1492 1907 1776 1402 1220 0 2671 2660 995

Hazardous Conditions 56 72 70 89 79 46 0 74 77 123

Service Calls 40 60 62 54 34 45 0 56 80 66

Good Intent Calls 244 141 257 225 243 131 0 356 453 151

Other False Alarms 214 168 199 208 150 122 0 299 172 189

Other Calls 197 150 176 230 233 91 0 223 263 173

TOTAL CALLS 2796 2137 2730 2641 2209 1689 0 3758 3796 1769

ENGINE COMPANIES

27

TYPE OF CALL E22 E23 E24 E25 E26 E27 E28 E29 E30

Structure Fires 54 92 69 56 69 50 22 41 10

Other Fires in Structures 0 2 1 0 2 1 0 1 0

Vehicle Fires 10 26 13 25 16 18 5 3 2

Other Fires 3 1 4 1 5 4 2 6 1

ALL FIRES 67 121 87 82 92 73 29 51 13

Over Pressure Ruptures 4 2 3 2 1 0 2 1 2

Medical Calls 1273 2435 1329 1692 1279 1027 701 516 287

Auto Accidents 355 353 360 248 326 305 82 103 63

Other Rescue Calls 13 224 24 20 50 41 39 91 28

TOTAL EMS/RESCUE 1645 3014 1716 1962 1656 1373 824 711 380

Hazardous Conditions 66 112 87 83 61 68 41 29 19

Service Calls 59 67 88 73 51 54 29 62 45

Good Intent Calls 182 285 220 235 226 162 106 73 48

Other False Alarms 120 151 167 214 215 185 82 117 21

Other Calls 134 196 192 164 179 202 86 80 46

TOTAL CALLS 2273 3946 2257 2813 2480 2117 1197 1123 572

TYPE OF CALL E31 E32 E36 M31

Structure Fires 0 4 6 0

Other Fires in Structures 0 0 0 0

Vehicle Fires 0 9 2 0

Other Fires 0 0 0 0

ALL FIRES 0 13 8 0

Over Pressure Ruptures 0 6 0 0

Medical Calls 0 475 94 0

Auto Accidents 0 15 18 1

Other Rescue Calls 0 149 2 0

TOTAL EMS/RESCUE 0 645 114 1

Hazardous Conditions 0 251 6 0

Service Calls 0 76 5 0

Good Intent Calls 0 251 5 0

Other False Alarms 0 137 29 0

Other Calls 0 115 18 0

TOTAL CALLS 0 1488 185 1

ENGINE COMPANIES

28

TYPE OF CALL T02 T08 T12 T15 T16 T19 T26 T28

Structure Fires 48 113 72 58 89 106 66 21

Other Fires in Structures 1 3 2 1 3 2 2 0

Vehicle Fires 5 2 2 1 6 1 1 1

Other Fires 4 4 1 1 5 3 4 1

ALL FIRES 58 122 77 61 103 112 73 23

Over Pressure Ruptures 1 4 0 0 7 3 2 4

Medical Calls 437 678 243 257 208 655 211 162

Auto Accidents 110 75 67 82 106 81 75 20

Other Rescue Calls 45 31 75 69 11 41 41 11

TOTAL EMS/RESCUE 593 788 385 408 332 780 329 197

Hazardous Conditions 75 61 154 164 153 158 104 77

Service Calls 58 178 128 126 107 171 125 83

Good Intent Calls 92 216 272 140 168 319 116 62

Other False Alarms 116 405 421 330 282 541 263 170

Other Calls 104 447 324 309 366 465 191 138

TOTAL CALLS 1096 2315 1761 1538 1511 2546 1201 750

TYPE OF CALL T31 TR1 TR04 TR09 TR22 TR23 TR27

Structure Fires 4 107 92 38 81 123 44

Other Fires in Structures 0 2 4 0 0 2 1

Vehicle Fires 13 6 4 2 1 9 2

Other Fires 0 9 7 2 5 5 2

ALL FIRES 17 124 107 42 87 139 49

Over Pressure Ruptures 9 5 1 1 3 2 0

Medical Calls 518 479 2100 142 293 563 157

Auto Accidents 44 99 111 90 94 103 91

Other Rescue Calls 232 55 64 7 11 19 46

TOTAL EMS/RESCUE 803 638 2276 240 401 687 294

Hazardous Conditions 274 122 107 72 125 164 60

Service Calls 82 127 163 81 171 165 90

Good Intent Calls 169 275 446 52 152 175 75

Other False Alarms 146 550 478 204 316 193 149

Other Calls 124 699 626 211 282 220 168

TOTAL CALLS 1615 2535 4203 902 1534 1743 885

TRUCK COMPANIES

29

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31

TYPE OF CALL DIST 2 DIST 3 DIST 4 DIST 5 DIST 6 DIST 7 DIA

Structure Fires 121 128 127 66 73 112 4

Other Fires in Structures 2 2 2 2 1 2 0

Vehicle Fires 54 48 47 32 48 66 12

Other Fires 13 8 6 8 4 5 0

ALL FIRES 190 186 182 108 126 185 16

Over Pressure Ruptures 7 15 7 3 1 7 9

Medical Calls 10638 6792 10073 3004 5818 6492 921

Auto Accidents 1664 1961 1533 827 1264 1013 47

Other Rescue Calls 935 222 527 262 379 344 361

TOTAL EMS/RESCUE 13244 8990 12140 4096 7462 7856 1338

Hazardous Conditions 367 489 460 197 294 317 353

Service Calls 593 569 595 324 338 441 90

Good Intent Calls 1821 1187 1483 468 915 813 307

Other False Alarms 1390 926 1363 502 704 560 157

Other Calls 1896 989 1248 493 766 636 135

TOTAL CALLS 19501 13336 17471 6188 10605 10808 2396

DISTRICT ACTIVITY

32

* 163 additional runs for mutual aid, etc.

TOTAL CASUALTIES 205

FIREFIGHTER INJURIES 50

FIREFIGHTER DEATHS 0

CIVILIAN INJURIES 112

CIVILIAN INJURIES (FIRE RELATED) 51

CIVILIAN CASUALTIES 43

INJURY / CASUALTY SUMMARY 2010

Building or structure weakened or collapsed 0

EMS call, excluding vehicle accident with injury 15

Extrication or victim (s) from vehicle 5

Medical assist, assist EMS crew 0

Motor vehicle accident with injuries 0

Motor vehicle / pedestrian accident (MV Ped) 0

Rescue, EMS incident, other 21

Swimming/recreation water areas rescue 1

Toxic condition, other 0

Water & ice-related rescue, other 0

CIVILIAN DEATHS (FIRE RELATED) 1

33

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34

District Fires Losses

1 $0.00

02 121 $1,919,501.00

03 128 $1,072,785.00

04 127 $1,142,836.00

05 66 $364,494.00

06 73 $1,086,181.00

07 112 $1,544,165.00

DIA 4 $30,000.00

Total 632 $7,159,962.00

STRUCTURE FIRE LOSSES BY DISTRICT

Property Use Fires

Residential, Other (400) 11

1 or 2 family dwelling (419) 208

Multifamily dwelling (429) 249

Boarding/rooming house, residential hotels (439) 1

Hotel/motel, commercial (449) 12

Residential board and care (459) 5

Dormitory-type residence, other (460) 3

Sorority house, fraternity house (462) 0

Barracks, dormitory (464) 3

RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY

DETECTOR STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALTIES

Detector Status Casualties

Operated 1

Fail to Operate 2

Undetermined 7

No Detector 5

One & Two Family Apartment Hotels/Motels

Detector Status Casualties

Operated 2

Fail to Operate 7

Undetermined 13

No Detector 1

Detector Status Casualties

Operated 0

No Detector 0

Undetermined 1

SPRINKLER STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALITIES

Sprinkler Status Casualties

Undetermined 3

No Sprinklers 12

Sprinkler Status Casualties

Undetermined 8

No Sprinklers 15

Operated-Effect 0

Sprinkler Status Casualties

Operated-Effective 0

No Sprinklers 1

One & Two Family Apartment Hotels/Motels

35

RESCUE CALLS

Situation Number

Auto Accidents 8323

Medical Calls 43797

Other Rescue Calls 3033

Lock In 67

Search 3

55223

RESCUE CALL BY TYPE OF SITUATION

Action Taken Number

Assistance 1947

EMS & Transport 40006

Fill-In, Standby 135

Fires, Rescues & Hazardous Conditions 15

Hazardous Condition 1

Information, Investigation & Enforcement 1788

Other 355

Search & Rescue 12

Systems & Services 1

44260

MEDICALS BY ACTION TAKEN

Action Taken Number

Assistance 266

EMS & Transport 6282

Fill-In, Standby 20

Fire Control or Extinguishment 2

Fires, Rescues & Hazardous Conditions 10

Hazardous Condition 39

Information, Investigation & Enforcement 1770

Other 146

Search & Rescue 38

Systems & Services 0

8573

AUTO ACCIDENTS BY ACTION TAKEN

36

January

March

May

July

September

NovemberS

tru

ctu

re

0

50

100

150

200

250

Mo

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er

of

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41

Station Number Address District Number

HQ 745 W. Colfax 2

1 745 W. Colfax 2

2 5300 Memphis St. 5

3 2500 Washington 2

4 1890 Lawrence 2

5 999 S. Clermont St. 4

6 1300 Blake 2

7 2195 W. 38th Ave 6

8 1616 Park Ave. 4

9 4400 Brighton Blvd. 6

10 3200 Steele 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 4

16 1601 S. 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

DENVER FIRESTATIONS

31 DIA Station 1 8525 New Castle St.

32 DIA Station 2 8525 New Castle St.

33 DIA Station 3 8525 New Castle St.

34 DIA Station 4 8525 New Castle St.

FIRESTATIONS AT DENVER INTERNATIONAL AIRPORT

42

The Five Points neighborhood originated in the 1880‘s as an upper middle class community

for professionals and businessmen, and at the time was also home to Denver‘s aristocracy to

include Mayors and Governors. Fire station number 3 aka ―Pride of the Points‖, located in the

historic Five Points neighborhood of the City and County of Denver, is the oldest fire station in

the City, organized on March 16, 1882 as Hose Company No. 3. Fire station 3 shares a rich

history in conjunction with the Five Points neighborhood that adds not only local and regional

history, but also a cultural history on a national level which spans from the 1860‘s to present.

On March 13, 1892, the City of Denver hired the first African American firefighters. Unfortu-

nately, due to the tragic line of duty deaths at the St. James Hotel on March 23, 1895, the entire

Engine 3 crew was lost when the floor collapsed to the basement. However, Fire station 3

would remain an African American Engine company until integration in 1957.

Between the years 1910 and 1930, Five Points experienced a large influx of Black Americans

as other areas in the City were being developed. The shift of population by Black Americans

to Five Points was due in large to newer homes with modern conveniences such as electrical

wiring, plumbing, and garages being built in the newly developed areas. The newer neighbor-

hoods encouraged the former residents to move, which opened up the more older stylish homes

to the Black residents of Denver, allowing Five Points to become the major focal point for

community activities and businesses for nearly six thousand Black American who resided in

the neighborhood at that time.

Five Points was blessed to have Black doctors, lawyers, dentists, clergy, railroad porters,

cooks, janitors, domestic servants, and a myriad of other hard working people in the commu-

nity. The Points also boasted three newspapers, baseball clubs, numerous churches a

YMCA,YWCA, a new Fire Station 3 located at 2500 Washington St. with a grand opening

date of April 4, 1931 (current location), and of course the night clubs that showcased jazz

greats such as Ms. Billie Holiday, Duke Ellington, Miles Davis, Nat King Cole, Count Basie,

and Dizzy Gillespie just to name a few. All of this together helped weave a beautiful mosaic

which made the Points a proud, strong, and vibrant neighborhood of Denver County.

Throughout all of the hardships, adversities, and pride, Fire Station 3 has contributed to the

Five Points Community and the City of Denver, with its long rich history and stories that make

it a very unique station, and an assignment that is cherished by many firefighters.

FIRE STATION 3 AND FIVE POINTS

43

44

The Technical Services Division would like to thank all of the Denver Fire Department Chiefs,

staff and The Denver Firefighters Museum for their continued assistance in making this re-

port possible. Without your help it would have been impossible to complete this report.

Respectfully,

Martez Johnson

Editor

45