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Photograph is property of the Denver Firefighters Museum

LETTER FROM THE CHIEF OF THE DEPARTMENT 1

DEPUTY CHIEF OF THE DEPARTMENT BIOGRAPHY 3

DIVISION 1—OPERATIONS 6

DIVISION 2—FIRE PREVENTION 10

DIVISION 3—TECHNICAL SERVICES 16

DIVISION 4—ADMINISTRATIONS 21

DIVISION 5—SAFETY AND TRAINING 25

DIVISION 6—DENVER INTERNATIONAL AIRPORT 29

TOTAL INCIDENTS AND RESPONSES 31

ENGINE COMPANIES DATA 32

TRUCK COMPANIES DATA 34

RESCUE AND HAMER COMPANY DATA 35

DISTRICT CHIEFS DATA 36

DISTRICT ACTIVITY 37

INJURY / CASUALTY SUMMARY 38

STRUCTURE FIRE LOSS REPORT 39

RESCUE CALLS 41

TABEL OF CONTENT

Nick Nuanes Chief of Department

Firefighters and Staff of the Denver Fire Department: I am proud and humbled to have been selected as the Fire Chief of the Denver Fire Department, an organi-zation whose members continue to enhance a proud tradition of selfless service, continued commitment, and unparalleled professionalism while serving the citizens of Denver. I truly believe the Chief’s role is to provide the lead-ership and support which will move the organization forward through challenges and changes that bring progress to any organization. The Denver Fire De-partment’s role in protecting people and property of this City is carried on daily by all members of this organization. It is each of you doing your job every day, being consummate professionals in your interac-tion with the citizens, striving to gain expertise in your craft, and carrying that pride and personal integ-rity into your daily lives which makes the Denver Fire Department one of the finest in the country. In my position of Fire Chief, it has always been my goal to support programs and policies which allow each of you to reach your fullest potential. The Offi-cer Development Program continues to provide the support and education necessary to produce effective and competent leadership. It is a program that I con-tinue to support and will work to move forward. The Shift Commander concept has received mixed reviews; however, we believe it is helping us strengthen our communication and standardize prac-tices at the District level. The Division Chief of Op-erations now has increased opportunity to create vi-sion for the Department because of this change. The two most important issues to Firefighters work-ing in Operations revolve around the overtime and transfer policies, both of which seem to be policies in constant revision. Our hope is to have new policies rewritten by mid 2009. The Democratic National Convention has come and gone. It was the largest single event the City has hosted in its short 150-year life span.

A MESSAGE FROM THE CHIEF OF THE DEPARTMENT

The flood of business helped defray deeper cuts to the budget, which helped all City agencies in their quest to provide service. They City’s De-partment of Safety received overwhelming re-views for the way in which they planned and worked the event. Word has it that a future Winter Olympics may be in the offing. Through the adoption of sound business prac-tices, which include developing a matrix of staffing in the Operations and Airport Divi-sions, we will se a reduction in costs, along with an opportunity for more overtime. Policies on NLOD and LOD injuries have saved the City well over a half million dollars. Our continued focus on managing FTE resources will allow the Department to maintain its high level of ser-vice. I look forward to the upcoming challenges and, at the same time, know as I face those chal-lenges I will not be successful on my own. Each of you, working with me, working with each other, and ultimately, working to provide the citizens of Denver with the service they de-serve, will ensure our success, maintain our tra-dition of excellence, and prepare this Depart-ment to meet the future of this City and its citi-zens head-on. Your participation and collabora-tion are important to me at every level. I will continue to include a broad cross-section of par-ticipation and inclusiveness in all initiatives, committees, and programs.

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Rex King Deputy Chief

Office of the Deputy Chief of Department

The Deputy Chief is second in command at the Denver Fire Depart-ment. 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 with the agency. • Providing policy and procedure development and review. • Acting as Chief of the Department during the Fire Chief’s absence. • Supervision of the Psychological Services and Finance sections of

the Department.

Projects in 2008 included:

• Oversight of the scheduling of Department members during the Democratic National Convention, and numerous other ancillary duties associated with the event.

• Establishing a committee to overhaul outdated Departmental policies and procedures. • Setting up a system to enter members’ information into a database for easier access/more accurate

record keeping throughout the Department. • Participated in Collective Bargaining negotiations for the 2009 Local 858 Contract, along with Re-

gional Transportation Facility meetings and Wildland Firefighting strategy sessions. • Mentoring officer candidates for upcoming promotional exams. • Securing an intern to assist with Department statistical analysis.

PSYCHOLOGICAL SERVICES Dr. Karen Jackson provides psychological services to Department employees, spouses, and their chil-dren. Dr. Jackson was hired in August 2007. There were 86 firefighters and family members who received psychological services in 2008, with an average quarterly utilization rate of 158 sessions. The 2008 rate represents an increase by fifteen percent over 2006, the year prior Dr. Jackson’s being hired by the Department. Long-range factors attributing to this increased utilization may include; greater awareness and acceptance of psychological services by a changing population of firefighters, and the insufficiency of mental health services provided by health care plans. 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. Five new members joined the Peer Support team in the past year. Beginning in 2008, the Peer Support team developed vision and mission statements as follows: Vision: We are committed to strive to provide quality support, assistance, and linkage to resources for our fellow firefighters and their families. Mission: We will educate ourselves and invest time into the group. We will present a trustworthy, well re-spected resource by maintaining high standards of confidentiality and reviewing our effectiveness. We will invest time and effort into providing awareness of the peer support program to ensure that those in need know there is someone to help who has walked in their shoes.

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Critical Incident Stress Management (CISM) is another program that has been established to assist firefighters in dealing with significant incidents of traumatic stress. A critical incident debriefing was conducted by Dr. Jackson at Station 22 following a child drowning. Training provided by Psychological Services in 2008 included: New Peer Support member training; How to Parent when Couples are Divorcing; CISM training; Alcohol/substance Abuse seminar; Suicide Prevention, Managing Workplace Stress for Career Service employees, and a “Probie Tour” for the graduating academy.

FINANCIAL MANAGEMENT Barbara Butler, Finance Director, provides oversight and direction of the financial management, budgeting, and accounting responsibilities for the Denver Fire Department as mandated by the Mayor’s Office. Funds managed include: General, Grant/Special Revenue, and Capital Equip-ment Funds. Responsibilities include managing all finance and accounting activities in accor-dance with City Fiscal and Budget practices. The Finance Director oversees the annual budget-ing process and managed 2008 budget expenditures in excess of $100 million and the process-ing of over $2 million in approved capital equipment for the Department. 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, grant management, and tracking Old Hire Pension payments. During 2008, the accounts payable work unit processed 5,207 pay-ment vouchers for Department-wide supply expenditures. Financial management also includes City internal billings and reimbursable billing projects for special events such as the Urban Area Security grants. Other reimbursable programs and total invoices/journals prepared include: the Wildland Firefighting Assistance Program ($415,850) and Snow Removal Operations Program for Denver International Airport ($506,579). Finance coordinated the purchasing of Democratic National Convention equipment/supplies and proc-essed $3 million in journals to ensure the Fire Department received full compensation of expen-ditures under the Department of Justice Grant. Other financial grant activities managed in-cluded the FEMA Assistance to Firefighters Grant and “Simply Safe!” a fire safe contract pro-gram for students in the Denver Public Schools. In 2008, a staff accountant was hired to assist with the above increase in billing projects. Dur-ing the performance period the audit process included managing proper contributions for new hire post employment plan participants for the years 2006-2008. The Finance Director also manages the DFD warehouse distribution and financial operations for requisitioned items or specialized orders distributed daily to 33 fire stations and support fa-cilities. Inventory items include specialized firefighting tools, office supplies, protective equip-ment, and household supplies. The Warehouse also provides backup supplies and support for major incidents.

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DIVISION 1 OPERATIONS

OPERATIONS DIVISION OVERVIEW

Randy Stewart Division Chief

The members of the operations Division are responsible for the delivery of fire protection and emergency ser-vices to those citizens who live, work in, and visit the City and county of Denver. Service is provided to over 500,000 people dispersed over a geographic area of ap-proximately 155 square miles. Further, the Division is also charged with providing similar fulltime services to the cities of Glendale and Skyline, as provided for through intergovernmental agreements. Further still, the Operations Division is responsible for assisting sur-rounding municipalities with emergency service provi-sion when requested in the form of mutual aid. Suppression forces within the Operations Division re-spond to a myriad of calls for service including incidents involving fire, medical calls, automobile accidents, re-leases of hazardous substances, technical rescue inci-dents, and community service requests to name several broad categories. Of course, there are numerous addi-tional sub-call types within each of those general de-scriptions. The City is divided into six response dis-tricts, excluding Denver International Airport which is designated as a separate and distinct Division. Person-nel within those districts are allocated using a three-platoon (shift) system. Each district and shift operates under the direction of an Assistant Chief who is charged with managing/administrating the day-to-day operations of up to eight fire companies within their respective dis-trict. Each fire company is managed by a company offi-cer. The Denver Fire Department (DFD) utilizes the Incident Command System (ICS) for command and control at all incidents. The ICS is a standardized, on-scene, all-hazard incident management concept based upon a flexi-ble, scalable response organization that provides a com-mon framework within which people can work together, from the same and/or different agencies, in mitigating incidents effectively . The ICS provides immediate inci-dent management capability upon arrival of the first re-sponders. The Operations Division includes 27 Engines, 14 Trucks, 1 Heavy/Technical Rescue Unit, 1 Hazmat Unit,

1 Water Rescue Unit, 1 Collapse Rescue Unit, 1 Air-Light Unit, 1 Command and Control Vehicle, and a number of other re-serve apparatus, chief’s vehicles, and util-ity apparatus. These resources, and the members that staff them, can be used inde-pendently or in conjunction with one an-other to effect fire extinguishment, search and rescue, forcible entry, basic life sup-port, technical rescue, and many other tasks in the context of emergency incident miti-gation as well as community service en-deavors.

COMMUNITY INVOLVEMENT

The members of the Operations Division remain actively involved in the community by participating in community based func-tions such as attending homeowner’s asso-ciation meetings to address homeowners about numerous safety topics, attending town hall meetings to provide support for safety related issues, and supporting educa-tional endeavors by participating in various

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reading programs. Similarly, members of the Operations Division participate in tu-toring programs, conduct fire-safety talks in schools, and provide fire department demonstrations to all types of groups and organizations within the community. It is the desire of the Operations Division, as well as the Denver Fire Department as a whole, to show continued support to the communities that we serve.

EMERGENCY MEDICAL SERVICE

In association with Emergency Medical Service (EMS) provision, the Operations Division is responsible for the coordina-tion of Emergency Medical Technician (EMT) certification for all members of the Department and associated continuing edu-cation requirements. For example, in 2008, DFD personnel received 2,076 hours of EMS continuing education through Denver Health and Hospitals EMS educa-tors. These educational contract hours are not only a requirement to maintain EMT certifications; but as important, they are critical for DFD members to remain cur-rent regarding the latest advances in emer-gency medical science and field treatment of patients. As an example, educational topics include OB and pediatric assess-ment and treatment, trauma patient assess-ment and treatment, airway assessment and management, medical/behavioral assess-ment and management, and other pertinent emergency medical topics. Additionally, in the context of the two-tiered emergency medical response system that the Cit of Denver employs, the EMS Coordinator Officer within the Operations Division acts as a liaison with Denver Health and Hospitals. This relationship ensures effective communication between the agencies with the ultimate goal of

providing the highest quality emergency medi-cal service possible.

SPECIAL OPERATIONS The Operations Division provides full technical rescue capability in the form of water rescue (open water, swift water, and under the ice); Hazardous Materials Mitigation; Collapse, Confined Space, and Trench Rescue; Complex Extrication and High Rise Rescue. Special Operations Teams are comprised of members from multiple companies including Engine 1, Engine 6, Engine 9, Tower 1, Truck 9, Rescue 1 and Hazardous Materials Emer-gency Response (HAMER) 1. Members from these companies work and train in conjunction with one another to efficiently form teams in each technical rescue discipline in support of the Department’s daily operational mission. It is important to note that Special Operations Teams are in no way meant to replace engine and ladder truck companies; but instead, they are designed to complement them. The Denver Fire Department utilizes a variety of special-ized equipment and apparatus to augment gen-eral operational capability.

COLORADO TASK FORCE 1, URBAN SEARCH AND RESCUE TEAM

Over 30 members of the Denver Fire Depart-ment are involved with the Colorado Task Force 1, Urban Search and Rescue Team (CO-TF1). CO-TF1 is one of 28 Urban Search and Rescue Task Forces nationwide operating un-der the Department of Homeland Security and the National Urban Search and Rescue Re-sponse System. CO-TF1 is a self sufficient team, designed and trained to be readily de-ployable to local, state, and national disasters. Primary funding for CO-TF1 and the Search and Rescue Response System is generally pro-vided by the Federal Emergency Management

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Agency (FEMA), through the Department of Homeland Security.

Over 40 Denver Firefighters are members of the Denver Wildland Firefighting Team. The Denver Fire Department has been des-ignated as a state cooperator by the National Multi-Agency Coordination Group (NMAC) working through the National In-teragency Coordination Center (NICC) to deploy Denver wildland assets to fight wildfires nationally. Denver’s Wildland Firefighting Team members are deployed regularly to wildfires across the country. These endeavors by the Denver Fire Depart-ment have only served to create goodwill and build cooperative relationships with federal, state, and local governments and emergency service providers, but have also expanded the operational capability of the Operations Division as a whole. The ulti-mate effect of that has been to enhance the services that we provide.

DENVER WILDLAND FIREFIGHTING TEAM

2008 ACCOMPLISHMENTS

• The Operations Division faced a number of challenges in 2008, but perhaps none more prominent than the Democratic National Convention. During the seven day event, some 373 Operations Divi-sion members staffed numerous posi-tions in the Pepsi Center, Invesco Field at Mile High, and other locations within and outside the established security pe-rimeters. The Operations Division also played an integral role in the planning phases of the event.

• An additional challenge included the

implementation of three new positions within the management structure in the form of Shift Commanders. The Shift

Commander concept was designed to in-crease efficiencies within the department by decreasing the span of control of the Division Chief, enhancing communica-tions between the Administration and suppression forces and improve consis-tency between response Districts. The position continues to evolve, being largely driven by the efforts of Shift Commanders Greg Champlin, Joe Hart, and Steve Garrod. These officers ac-cepted a difficult challenge in terms of stepping into a position not fully defined. They continue to do an excellent job in moving the position forward.

• Special operations continues to be a focus

within the Operations Division. With that, 2008 saw the completion of a Special Op-erations Training Manual encompassing Technician, Operations, and Awareness level training information. A number of individuals within the Operations Division devoted a significant amount of time in this project’s completion. Their efforts will serve to provide a learning tool for training members of the Operations Divi-sion on the art and science of various spe-cial operations disciplines.

• All incumbent members of the Hazardous

Materials Team are now certified Hazard-ous Materials Technicians. This accom-plishment was driven by the members of the Safety and Training Division with as-sistance of members from Operations and Denver International Airport (DIA). Fur-ther, the Safety and Training Division has worked diligently to build a records man-agement system that will track the current and future status of Operation’s Division Technicians as well as other training re-cords.

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DIVISION 2 FIRE PREVENTION

FIRE PREVENTION DIVISION OVERVIEW

During 2008, the members of the Fire Prevention and Investi-gation 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 Depart-ment members, have been served and our goals achieved, even as we have had to transform our organizational structure and procedures to meet these challenges. One significant challenge is the continuing absence of the Assistant Chief po-sition, which was cut in 2007 and had previously been instru-mental in many of the administrative and planning functions of the Division. Another great challenge we faced was to fulfill daily obliga-tions to customers and Department members while simultane-ously 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 re-sponsibility, 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. During 2008 the City hosted the Democratic National Con-vention and Division members were intimately involved in the planning and execution phases. Their participation di-rectly resulted in: • Zero safety-related incidents during the events at the Pepsi

Center and Invesco Field, due to excellent site preparation and crowd management.

• Zero cases of overcrowding despite near-capacity occu-pancy loads (30,000 at the Pepsi and 84,000 at Invesco).

• Smoothly flowing crowd traffic and safe operations dur-ing all official DNC events so that the events were suc-cessful for the producers, enjoyable and safe for all par-ticipants, and showed Denver off in its best light to a watching world. This was the ultimate result of months of behind-the-scenes work and knowledgeable application of safety principles. Fire continued to be the most costly public safety problem in the United States during 2008 as it has been for the past several decades. The losses in hu-man 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.

Joseph Gonzales Division Chief

The Denver Fire Department’s Fire Pre-vention 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 meth-ods used by the Denver Fire Department focus on inspections, which includes engineering and code enforcement; pub-lic fire safety education; and fire investi-gation. Inspection and enforcement are the legal means of discovering and correcting de-ficiencies that pose a threat to life and property from fire. Enforcement is im-plemented 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, radio amplification systems and sprin-kler systems) are designed and installed properly. These systems 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 condi-tions.

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Education carried out during inspections, investiga-tions and emergency procedures drills informs 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 correc-tive educational efforts, inspection emphasis or leg-islation. 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; car-rying out public education, and accurately and effi-ciently identifying the causes of all fires, whether they are accidental or incendiary. The staff consists of firefighters, fire protection en-gineers and Career Service Authority employees. The senior management consists of Division Chief Joseph L. Gonzales, Captain Russ Bray (Fire Inves-tigations), Captain Anthony Martin (Institutions, High-rise), Captain Glen Travis (Systems Accep-tance Testing, Occupancy Assembly Occupancies), Captain Donald Randolph (Hazardous Materials, Flammable/Combustible Liquids and Warehouses), and Chief Fire Protection Engineer David M. Clark. Office Manager 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 Operations and Airport Divisions who are engaged in fire safety inspection efforts. As a unit, the Division accomplished a great deal during 2008. Not only did they conduct the techni-cal inspections of the City’s more complex occu-pancies, but they also responded to hundreds of re-ferrals from citizens; federal, state and local agen-cies and DFD Operations Division personnel (see table below). Division personnel document and maintain files on all Fire Prevention and Investiga-tion Division activities as well as the inspection re-cords for the Operations Division.

Fire investigation includes cause determination and subsequent investigation. The term “fire in-vestigation” describes a broad range of activities that deal with post-fire data gathering and analy-sis to document fire ignition scenarios, fire devel-opment, 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 concerned with ignition scenarios and area of origin determination, with particular emphasis on the investigation of incen-diary and suspicious or fatal fires. Fire incidents are also investigated for loss analysis and preven-tion 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 prop-erty damage in addition to fire cause and origin details. The Fire Investigation unit, headed by Captain Russ Bray and Lieutenant Glenn Lopez, con-sists of investigators who have completed the Denver Police Academy and are certified by the National Association of Arson Investigators and the National Fire Protection Association. Fire setting by juveniles can extend far beyond vandalism, since it can occur with children too young to form intent or understand the conse-quences of losing control of a fire or flame. In the mid 1990’s, recognizing that a full seven per-cent of those arrested annually for arson in the

Referring Party Number of Referrals

Operations Division 413

City Council 81

Residents/Citizens 216

State Agencies 20

Federal Agencies 11

City Agencies 116

Referrals Responded to During 2008 (initial response only; does not reflect follow-up visits)

Fire Investigation

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United States were under the age of 10, the De-partment’s investigators had to learn to recog-nize the critical patterns and features and fea-tures differentiating “fire play” from deliberate fire-setting so that the problem could be ad-dressed. With a recidivism rate of one percent during the first ten years since the program was initiated in Denver, the unit’s Juvenile Fire Set-ters Intervention Program has made great pro-gress in addressing the problem of juvenile fire setting.

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

Activity Number

Investigations 497

Cases Filed 89

Court Appearances 37

Juveniles Counseled 401

During 2008, Fire Investigation unit activity totals were as follows:

Fire Investigation Unit—2008 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 and education related to a specific area:

Section Working Group(s)

Special Inspections Led by Captain Glen Travis

• 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 Anthony Martin

• High-rise Occupancies • Institutions (hospitals, health care, child

care and elderly care occupancies) • Emergency Procedures Training

Hazardous Materials/Flammables Led by Captain Don Randolph, with assis-

tance from Lieutenant Darwin Neiman (City of Denver hazardous materials Coordinator and representative 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 Occu-

pancies

Fire Protection Engineering Led by Chief Fire Protection Engineer David M. Clark

• Engineering (plan review, highly technical inspections, on-site engineering analysis at emergency incidents)

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The Fire Prevention unit manages the Denver Fire Department’s Fire Safety Inspection program, which provides annual safety inspections to Denver’s ap-proximately 24,018 commercial properties. The Fire Prevention unit handles the scheduling and all asso-ciated record keeping, invoicing and collections for this program citywide. This would not be possible without the expertise of Department Technical Spe-cialist Mike Stutz, who also serves as the Depart-ment’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 com-pliance 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 op-erations 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 prop-erty.

Fire Safety Inspections

Many properties require at least one follow-up inspection to ensure compliance, and some re-quire several re-inspections and court appear-ances. Although Operations Division personnel con-duct the majority of these inspections, Fire Pre-vention personnel inspect Denver’s larger and more complex occupancies such as high-rise buildings, factories, hospitals, schools and thea-tres, warehouses, and manufacturing facilities using hazardous materials or processes, because inspections of those properties require special-ized training. Division personnel ensure that all safety systems (e.g., smoke detection, fire de-tection, fire alarm, smoke control, emergency communication systems) in these occupancies are installed in accordance with applicable stan-dards and that these systems are inspected and tested on a regular basis. They ensure that oc-cupancies that use, store or produce hazardous materials and substances have disclosed accu-rate reports of quantities and that the operations are in compliance with applicable standards.

During 2008, Annual Fire Safety Inspection totals were as follows:

Fire Safety Inspections—2008 Activity

Division Number of Inspections Completed

Operations 19,983

Fire Prevention and Investigation 5,470

Licensing

The Fire Prevention unit tests and licenses professionals who install and inspect fire sprinklers, spe-cial extinguishing systems, fire alarms and fire extinguishers, and registers apprentices in those disci-plines. As of December 31, 2008, a total of 834 licenses and 610 apprentice registrations had been issued.

Permits

The unit also issues permits for a wide range of hazardous materials and processes, including propane (LPG), 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 2008 was 5,211.

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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 involv-ing 300 or more people. During 2008, the Division coordinated Special Detail services for 3,099 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. Of-fice Manager Mimi Saylor and the Division’s small, dedicated clerical unit in Fire Prevention handled invoicing and accounts receivable for almost $3.5 million dollars in 2008.

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DIVISION 3 TECHNICAL SERVICES

TECHNICAL SERVICES OVERVIEW

Robert Tade Division Chief

The Technical Services Division, under the direction of Division Chief Bob Tade continues to strive for excel-lence in 2008. During this period, Technical Services has been able to add to its fleet a new apparatus, several se-dans and several Expeditions. The division have installed cell phones in all of its rigs for a better variety of commu-nications in conjunction with the updated radio equipment that proved instrumental during the 2008 Democratic Na-tional Convention. DFD DISPATCH Denver Fire Dispatch is part of the “Denver 911” Emer-gency Call Center. The center includes Career Service Authority 911 Call Takers, Police and EMS Dispatchers. Denver Fire Dispatchers processed over 96,000 requests for assistance in 2008. In the Summer of 2008, Denver was honored to host the Democratic National Convention. The 10 day event ac-counted for a total of 864 DNC specific responses by the DFD. Additional personnel were used to staff the ROC (Remote Operations Center) on a 24-hour basis during the entire convention. Fire Dispatchers are sworn uniformed personnel with street experience. The staff consists of 1 Assistant Chief, 1 Captain, 4 Lieutenants, and 14 Firefighters. The Chief and Captain operate on a 40-hour work week, Lieutenants and Firefighters are scheduled on 12 hour shifts consisting of 4 shifts A,B,C, and D. Shifts operate with two day shifts A & C, and 2 night shifts B & D and rotate four shifts on with four shifts off. The Assistant Chief at the Communications Center has several responsibilities. He oversees day to day opera-tions, verifies the records, cross checks performance analysis data, maintains open and on-going communica-tion between Denver Fire Communications, Denver Fire’s upper management, Denver 911 Administration, city lead-ers, and the general public. The Captain of the Communications Center supervises the internal workings within the Denver Fire Dispatch cu-bical. Handles all of the personnel issues as far as sched-uling and maintaining a professional staff at all

times. Researches and verifies run data, and other documentation upon the request of outside person-nel. Fire Dispatchers are responsible for interacting with the public during emergency and non-emergency situations. They monitor and assist with multiple events on several radio channels. Dispatchers communicate with several city agen-cies, private companies and outside city agencies when mutual aid is needed. Computer Aided Dispatch (CAD) is the com-puter operating system that Denver 911 uses to help handle and manage emergency incidents. One Fire Department Lieutenant/System Analyst along with employees from other agencies main-tain the city’s CAD system. FLEET MANAGEMENT The Denver Fire Department Fleet Management is comprised of one Master Mechanic and one Assis-tant Master Mechanic, fourteen Mechanics, one Stock Keeper, and one Administrative Assistant. Our operation proudly performs all aspects of re-pair and maintenance, both preventative and emerg

16

ency, to nearly every piece of equipment and vehicle used within all Divisions of the Denver Fire Depart-ment. We also provide assistance to various other agencies within the City and County of Denver. We operate on normal Monday through Friday business hours but are on-call every minute of every day to make sure our firefighters and the citizens of Denver are always properly protected. On any given day, you will find a Denver Fire De-partment mechanic performing tasks such as; vehicle preventative maintenance on one of our 75 pieces of fire apparatus, accident repairs, major vehicle com-ponent overhauls such as heavy diesel engines. transmissions and suspensions. Other normal tasks include fire pump and aerial ladder testing and certi-fication, managing daily apparatus breakdowns, maintaining and repairing our light vehicle fleet of over 135 vehicles, repairing rescue tools and self contained breathing apparatus, operating our mobile service van, and heavy metal working and fabrica-tion; just some of our daily highlights! Each year seems to bring new and different chal-lenges to Fleet Management and 2008 was certainly no exception. With the City of Denver hosting the Democratic National Convention, it seemed most of that year was dedicated to making the event work flawlessly. There were numerous logistical needs that required our assistance. In a nutshell, the DNC required a separate ‘stand alone” fire department to be operated within a controlled perimeter around the Pepsi Center. From the vehicle aspect alone, it dic-tated the we not send any apparatus to the surplus auction, hold on to all reserve apparatus, and keep them available and in service throughout the DNC event. Also, during the DNC planning stages it was determined that additional apparatus would be needed to safely protect the city and the event. The DFD Fleet Management burned the candle at both ends to ensure that this apparatus was specified, de-signed, and built in time for the August convention where under normal circumstances, a similar appara-tus takes approximately 9 to 11 months to be manu-factured. The order for these vehicles was not com-pleted until April and yet through inconceivable ef-forts of DFD Fleet Management and the vehicle manufacturer, we were able to have these vehicles

completed, delivered, and ready to go for the August event. For this event, there was also a large amount of event specific rescue equipment and tools that were ordered. All of this loose equipment, nearly 1,000 items, was shipped to DFD Fleet Management, inventoried and bar coded, and kept in a secure storage by our personnel. We then issued it and signed it out for the event and then checked it back in and stored it after the event. While this major event consumed a great deal of our time, it also provided us with some major benefits. The greatest benefit was the ability to retain approximately two million dollars worth of apparatus and equipment following the event. This was equipment that was very much needed by the Fire Department. Additionally, by skipping the summer city auction and holding our old vehicles through the DNC, we were presented with a new opportunity to dispose of those vehicles after-wards. In coordination with the City’s Purchasing division, we have started using a web based online auction to dis-pose of retired fire apparatus. This process should prove to be more efficient and in the years to come, we will gain more national exposure for our surplus vehi-cles and bring in higher revenues. 2008 Accomplishments • Modification of breathing apparatus inspection pro-

gram from a two year cycle to a one year cycle.

17

FACILITY MAINTENANCE The facility Maintenance section of the Denver Fire Department is responsible for the on-going service and maintenance for over 766,192 sq.ft. of property and 268,589 sq.ft. of building space in 33 separate locations. With 84,953 call responded to in 2008, the constant need for mainte-nance and repairs to our facilities is paramount, and the Facility Maintenance section is always ready to meet the challenge. Our members are assured that Facility Maintenance will continue to provide them a facility of high standards so in turn they will give quality emergency service to the citizens and guests of the City and County of Denver. Goals accomplished for 2008 in-clude: • Begin the exterior remodel and improvement scope of work on five fire stations included in

a bond initiative approved by the voters Denver. . Concrete work at Stations 23 and 25 New windows at Station 23, 24 and 25 New roofs on Stations 23, 25, and 11 • Start design phase of interiors scope of work that will begin in the Summer of 2009. • Negotiations on land acquisition for Stations 18 (Lowry Vista) and 35 (Northfield). • New cell phone tower site at Station 28.

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Communication 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 Maintenance Tech-nician. Each System Specialist possesses a variety of skills, experience and education. 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 electrical sys-tems at the cities 911 Combined Communications Center and maintenance of the 72 siren emergency warning system. Included in it’s role is research, development, and implementation of future technolo-gies designed to allow the fire communications systems to perform flawlessly and seamlessly. The Line shop performs a broad range of technical functions including the installation, maintenance and repair of all mobile and portable radios used by the department; fire apparatus intercom and com-munication systems, and the new Automatic Vehicle Location equipment and Mobile Computer Ter-minals. 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 systems remodel. The group designs, installs, repairs and maintains Denver’s Emergency Warning System and all electrical equipment within Fire Department facilities. During 2007, the Line Shop installed a segmented vocal alarm system in the newly built fire station 26. The updated system allows alarm and lighting segmentation which can provide alarms directed to the responding apparatus individual quarters rather than the complete house. This required a complete re-design of the existing fire station electrical and audio systems and the new design was incorporated in the construction of the new fire station. System design was completed for the new backup Communications Center. Upon final implementa-tion in 2010, the backup center will have the same capabilities as the existing Combined Communica-tions Center. Current projects include the complete replacement of the existing 420 municipal fire alarm box system that is currently installed in schools, hospitals, day care centers, and municipal buildings with new technology completely updating the aging current system. The new system will allow the department to monitor the operational state of the remote alarm systems vastly improving the reliability of the sys-tem.

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DIVISION 4 ADMINISTRATION

ADMINISTRATION’S OVERVIEW

Charles McMillan Division Chief

The Fire Department Administration Division, under the direction of Division Chief Charles McMillan is focused on offering exemplary customer service. Hu-man Resources is responsible for researching, manag-ing, and administering benefit programs, personnel actions (Civil and Career Service, risk management, employee records and internal investigations.

The administration Team of the Fire Department is committed to serving the members of the Department, their families, visitors and citizens of the City and County of Denver in the areas of Human Resources, Payroll, Staffing, Time & Leave Accounting, Em-ployee Benefits, Employee Relations and Internal In-vestigations. We strive to make the best possible use of new technologies to streamline reporting practices and reduce the use of paper forms and documents. We provide service to all employees of the Fire De-partment in the areas of Peer Support & Employee As-sistance, ADA, EEO, and FMLA management. We contribute to the efforts of the Department and the Civil Service Commission to identify, select and hire a workforce which meets the operational needs of the Department and that will benefit from enriched diver-sity. The team also responds to Denver citizen re-quests for information regarding Department demo-graphics and day-to-day emergency and non emer-gency activities.

We strive to ensure that all services provided to em-ployees of the Department and to the citizens will be professional, effective and delivered in a timely man-ner. Our goal is the seek to incorporate “best prac-tices” whenever possible to enhance our ability to pro-vide high quality customer service, which supports the Department’s commitment to excellence.

ADMINISTRATION TEAM COMMITMENT STATEMENT

THE GOAL OF THE ADMINISTRATION TEAM

The Human Resources Benefits Team is responsi-ble for administering Benefit programs for ap-proximately one thousand (1,000) Civil Service and Career Service Authority employees. Services include, but are not limited to the following: En-rollment of medical, dental, vision, life insurance, leave accounting and Family Medical Leave coun-seling, payroll deductions, W-4 updates, legal/payroll issues and pay adjustments. Additional services include: • Coordinating family status changes • Retirement counseling and calculation of De-

ferred Retirement Option Plan (DROP) amounts.

• 457 Deferred Compensation • Flexible Spending Account • Support to the Old Hire Pension Fund Board • Financial planning benefits

BENEFITS AND PAYROLL

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PERSONNEL Civil Service and Career Service staffing, roster management through Telestaff. Leave manage-ment (Military, Funeral and Court). Processing of new hires, reclassifications, promotions, longevity, resignations. Position and rank management, fa-cilitation of member transfers and vacation selec-tion

RISK MANAGEMENT Review and follow-up of injuries subject to Worker’s Compensation rules. Line-of-duty injury management. Modified duty assignments and monitoring coordination with Denver Health em-ployee medical personnel. Support of Department Wellness Program by tracking and reimbursement of member physicals.

RECORDS MANAGEMENT

Maintenance of all administrative and medical re-cords. Contract and administrative grievance file maintenance. Legal, Fair Labor Standards, Ameri-cans With Disabilities Act (ADA), Division Direc-tives and Guidelines, Field Operating Guidelines control and updates. Off-duty employment re-cords.

INTERNAL INVESTIGATIONS

Investigation of internal matters involving disci-pline, grievances. Work closely with Office of the City Attorney and the Manager of Safety. Consult with EEO Coordinator when dealing with matters, which relate to EEO.

DIVISION IV—ADMINISTRATION/HUMAN RESOURCES ACCOMPLISHMENTS 2008

• Instituted new investigation processes which enhanced investigation procedures • Made enhancements to the TeleStaff tracking records and attended training on TeleStaff version 2.5 • Oversight of Telestaff utilization and functions by implementation of TeleStaff Coordinator • Reorganization and redesign of HR Division position responsibilities to reflect current Department

needs and hired a new Benefits Manager. • Completed cross training for Human Resources team members to better serve customers. • Provided leadership and coordination for the Department-wide Career Service Authority, (CSA) Bo-

nus Plan. • Implemented “HR Alert” notification to ensure members are advised, in a timely manner, of changes

to benefits and/or payroll. • Improved processes and timely submittal of information by posting forms on the Department website. • Created a Department Newsletter, the “CSA Communicator” to keep employees abreast of changes,

highlights accomplishments and provides recognition for employees. • Successfully implemented LAG Payroll for Civil Service Employees • Redefined and implemented new processes for Performance Evaluation Program Reports, (PEPR)

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• Collaborated with the Management Team from the Office of the Controller to transfer all payroll functions for Civil Service and Career Service Authority employees.

• Processed paperwork and coordinated Benefits orientation for 2 new Recruit Academies • Counseled, assisted and completed paperwork for 28 active retirements • 377 Active and retirees attended 2008 open Enrollment • 264 Active and retirees received Flu shots • Coordinated the New Employee Orientation and processed paperwork for new Career Ser-

vice Authority Employees • Process 42 post-retirement applications • The submittal of 1065 applications through recruitment efforts

DNC ACCOMPLISHMENTS

• Coordination with the US Secret Service in credentialing over 500 department members. • Coordination and distribution of apparatus placards. • Collaborated with the Department Psychologist, Peer Support, Hearts of Fire and PIO to

set up the DNC Critical Incident Plan. • Completion and submittal of DNC “After Action Report.”

23

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DIVISION 5 SAFETY AND TRAINING

DIVISION OVERVIEW

MISSION Our mission is to prepare and equip the members of our depart-ment with the knowledge, skills, and abilities to perform safely and effectively.

VISION The Safety & training Division is a mission-driven organ-izational unit of the Denver Fire Department and is posi-tioned to support the accomplishment of the strategic goals of the City and County of Denver. As an entity of the Den-ver Fire Department, the Safety & Training Division is dedicated to reducing life and economic losses due to fire and related emergencies. We will achieve training excel-lence through superior educational opportunities in all as-pects of emergency services. We will utilize a standardized records management system to ensure we deliver all the necessary training and education for our members in their respective roles throughout the job. The Safety and Training Division has begun the process of achieving international accreditation through the Interna-tional Fire Service Accreditation Congress (IFSAC). In pursuit of the accreditation of our programs, we will utilize direct delivery, internet media, correspondence courses, out-side experts, and the National Fire Academy. We intend to provide our programs to outside agencies to generate revenue to so that we may have the necessary re-sources to train our member to the highest quality and stan-dards.

STRATEGIC OBJECTIVES • Developing, selecting, and conducting educationally-

valid and technically up-to-date courses addressing the professional development needs of all our members.

• Developing and maintaining a cadre of certified and

competent instructors to teach our curriculums. • Providing a means of professional certification and ac-

creditation of our training through the International Fire Service Accreditation Congress (IFSAC).

• Regularly review and update all aspects of our curriculum and delivery system.

• Serve as the educational hub of all other

fire and emergency service training in Colorado (Regional Training Facility).

• Provide training in our Firehouse based

records management and how it relates to obtaining and maintaining both job skill and certification requirements.

• Implement the CPAT. • Continue the development of our wellness

program.

2008 ACCOMPLISHMENTS

• Trained 45 recruits. • Remodeled the main lobby of the Rocky

Mountain Fire Academy. • Supported the Department of Defense in

the production of cultural education train-ing systems now being utilized in Iraq and Afghanistan.

• Trained and certified 60 firefighters to

conduct and mentor candidates for the Candidate Physical Agility Test (CPAT)

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• Developed a Driver Training Program based on the IFSAC accredited Driver Operator Program utilized by the Colorado Division of Fire Safety that signifi-cantly reduced accidents in 2008.

• Finished phase I of the wellness program and

started phase II and III.

• Increased adult wellness checkups (physicals) from 34% in 2007 to 49.1% in 2008.

• Increased overall health of the Denver Fire

Department (Thrive index) by 5%. • Established a baseline for implementing a

sustainable wellness program. • Conducted Technician certification training for the

entire Haz Mat and Dangerous Goods Response Teams.

• Certified all members of the Technical Decon Team

at Station 9 to the Haz Mat Operations and Techni-cian level.

• Conducted Denver’s first IFSAC accredited multi-

jurisdictional Haz Mat Technician courses that in-cluded participants from jurisdictions throughout Colorado’s North Central Region and the Urban Area Security Initiative.

• Conducted an extensive training program in prepa-

ration for the highly successful Democratic Na-tional Convention that included:

• Response to and removal of protestor de-

vices. • Hosted the Homeland Security “Incident

Response to Terrorist Bombings” course for operations personnel.

• Conducted a job-wide in-service collapse

rescue training.

• Continued work on the revision of the de-partment-wide training records manage-ment system.

• Developed a system for capturing

all certification and training through the firehouse software.

• The safety & Training Division published a

new, state of the art website. Our new website centralizes training information and provides a single point of reference for all Safety and Training related issues.

• Established a user friendly site that

can be accessed by non DFD mem-bers to obtain information relevant to the Denver Fire Department.

2009 GOALS

FACILITY UPGRADES TO ROCKY MOUNTAIN FIRE ACADEMY (RFMA)

The construction of a new 900 square foot live burn facility is well underway and will be util-ized by the recruit and incumbent firefighters in mid-2009. Additionally, the lobby, form and classrooms are being remodeled. Utilize the portable burn building to train the current recruit academy with live burns.

REVISIONS TO RMFA RECRUIT TRAN-ING POLICIES

Currently we are developing a contract for re-cruits covering drill ground participation re-quirements. Additionally, the department driv-ing policies are being revised and reorganized to provide a simpler and more accessible refer-ence for department members.

PERFORMANCE EVALUATION/REKINDLE

A new performance evaluation is being devel-oped for members returning to suppression from extended sub-division assignments and injuries.

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The planning phase is complete and department members will be photographed in March and April 2009 with an anticipated release in August 2009.

YEARBOOK

SAFETY OFFICER PROGRAM

The ongoing RMFA safety officer program is be-ing refined to ensure that the highest level of sup-port and service are provided to those who sched-ule weekend training sessions.

HAZ MAT

The Safety & Training division, in cooperation with the Urban Area Security Initiative (UASI), has embarked on an ambitious training program that will serve not only our Department but juris-dictions throughout Colorado’s North Central Re-gion and the UASI. The first Technician level class will be held in late March and will be con-ducted by our state certified HazMat instructors and will ensure that our personnel will be able to maintain the highest level of certification and training.

RECORDS MANAGEMENT

The ongoing overhaul of the Department’s training records management system contained in Fire-house software is well underway. Our goal is by the end of 2009 all members will have their train-ing logged into Firehouse in a manner consistent with NFPA standards.

CPAT (Certified Physical Agility Test)

The Safety & Training division has formally im-plemented the CPAT for all recruits hired after January 2009, to date, 60 department personnel have been trained as mentors and CPAT facilita-tors. The first CPAT for new hires began February 2009. The possibility of hosting the CPAT test for other front range fire departments as a revenue generat-ing prospect is under consideration.

SPECIAL OPERATIONS TRAINING AND CERTIFICATION PROGRAM

The special operations training and certification program is well underway. Members of our department are serving as the lead program de-velopers for the Colorado Division of Fire Safety and will be implementing the Confined Space Rescue program in mid-2009. nine addi-tional technical disciplines will follow by the end of 2010. Upon completion of the project, the Rocky Mountain Fire Academy will be the only agency in the world to offer 20 technical rescue certifications (level I and level II) ac-credited by IFSAC, utilizing the Haz Mat model already being utilized by the rocky Mountain Fire Academy, this program will enable our de-partment to conduct internal certification train-ing and provide certification training to jurisdic-tions throughout the State of Colorado.

OUTSIDE AGENCY TRAINING

The DFD Training Division is currently devel-oping classes that can be given to multi-jurisdictional agencies, as well as sending some DFD members to the national Fire Academy.

RESEARCH & DEVELOPMENT

There are several new projects in the works that include a fiscally responsible revision of depart-ment uniforms. Given our difficult financial environment we have the challenging task of providing the highest quality safety gear while ensuring we have the funds to provide that equipment to all personnel in a manner consis-tent with the high-level of service our citizens have come to expect. Some of the uniform revi-sions include standardizing the black helmet for all suppression members, which results in a sig-nificant cost-savings by eliminating the future purchase of the substantially more expensive red helmets. REGIONAL TRAINING FACILITY Research is currently underway to explore the possibility and expenses associated with either expanding our current facility or moving to a new location.

27

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DIVISION 6 DENVER INTERNATIONAL AIRPORT

Patrick Hynes Division Chief

DIVISION OVERVIEW

The Denver Fire Department Aircraft Rescue Fire-fighting (ARFF) Division is responsible for pro-viding emergency services and all associated ad-ministrative functions at Denver International Air-port and the surrounding five mile area. The Divi-sion has a staff of 99 firefighters to protect what is the 4th busiest airport in the United States and the 11th busiest airport in the world. A Division Chief of the Fire Department works as a liaison between Airport Operations and the De-partment of Safety. There are three 24-hour Assis-tant Chiefs who manage day-to-day Fire Depart-ment operations and all associated administrative responsibilities. There are 24 firefighters on duty every day staffing two traditional, structural fire-fighting companies and seven ARFF vehicles. Due to the airport’s isolated location, these fire companies are not utilized to respond to any other City incidents. In 2008, the Airport Division continued to support a Dangerous Goods Response Team (DGRT) to supplement the hazardous materials (HAMER) response of the Operations Division. Thirty fire-fighters at DIA are trained to the Hazardous Mate-rials Technician level. In anticipation of the De-mocratic National Convention coming to Denver and the related traffic and profile at the Airport, the entire Department of Aviation planned and trained for any contingency. Denver Firefighters have become an integral part of the Snow Emergency Plan at DIA. Under the guidance of Assistant Chief Bill Davis, over 200 firefighters from throughout the city have been trained in the complexities of working the snow removal teams on the airfield. With our back-ground of responding 24 hours a day under all conditions, firefighters are a natural fit to be called in extreme situations. Working in close coordina-tion with all the heavy equipment operators, Air-field Maintenance and the on-duty Airport Oper-tions Managers, the movement of hundreds of

pieces of snow removal equipment around the runways and taxiways resembles a ballet pro-duction a stage. On December 20, 2008 flight 1404 departed from Runway 34R on departure, broke in two and caught fire. Responding firefighters as-sumed command of fire operations when they arrived on scene of the 737 with smoke and heavy fire showing on the right side of the air-craft. Smoke was showing from the aircraft’s doors and from a crack amid ship on the fuse-lage. The aircraft was on its belly and the left engine had separated from the aircraft. Passen-gers had begun evacuating the aircraft and were standing away from the aircraft on the left side. All the preparation and training that continually occurs for the Fire Department crews at the airport came into play at this event. There were no fatalities and no burn injuries. The fight crew did a fantastic job of helping get the passengers off the plane. The DIA ARFF Training Academy is managed by an administrative Assistant Chief, a staff of three full time employees and a contingent of

29

adjunct instructors. In addition to providing training and certification to DIA firefighters, the Academy is marketed to local, regional and na-tional airports to provide joint training and certi-fication. The Academy facility has a state-of-the –art aircraft crash simulator, multiple class-rooms, drill ground, ARFF apparatus, breathing equipment, and a full cache of tools and equip-ment. The DIA ARFF Academy is on of a lim-ited number of training centers certified to issue Airport Firefighter accreditation from the Inter-national Fire Service Accreditation Congress. The Division responds to over 2000 incidents a year with the majority of those being medical and rescue related. There is typically two fire related incidents per month and an average of one aircraft emergency standby per day. The Fire Department works closely with the Air-port Operations Division to coordinate prepared-ness and response for both airside and landside emergencies. Coordination with the Airport Maintenance and Engineering Division and the Business and Technologies Division is also es-sential to the successful partnership we have with the Department of Aviation.

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2nd Alarm Fires 0

3rd or Greater Alarms 1

Total Alarms 84953

Structures Fires 668

Other Fires Within Structures 17

Vehicle Fires 317

Other Fires 41

Total Fires 1043

Over Pressure Ruptures 39

Medical Calls 45688

Auto Accidents 8525

Other Rescues 4201

Hazardous Conditions 2483

Service Calls 3659

Good Intent Calls 6513

Malicious False Alarms 719

System Malfunctions 2874

Other False Alarms 6225

Community Service 657

Other Calls 2600

Total Incidents and Responses for 2008

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TYPE OF CALL E01 E02 E03 E05 E06 E07 E08 E09 E101 E102

Structure Fires 73 0 91 77 59 42 99 42 0 0

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

Vehicle Fires 17 0 16 12 8 17 15 23 0 0

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

ALL FIRES 94 0 109 93 69 59 120 65 0 0

Over Pressure Ruptures 5 0 2 2 4 2 3 2 0 0

Medical Calls 2333 5 1823 1432 1035 1416 3050 955 2 0

Auto Accidents 371 4 233 293 245 398 384 361 0 0

Other Rescue Calls 444 0 21 29 167 85 562 33 0 0

TOTAL EMS/RESCUE 3153 9 2079 1756 1451 1901 3999 1351 2 0

Hazardous Conditions 106 1 103 85 112 67 126 99 0 0

Service Calls 141 0 108 123 73 90 87 34 0 0

Good Intent Calls 458 9 322 254 260 201 376 193 0 0

Other False Alarms 458 1 390 301 454 155 396 178 0 0

Other Calls 727 4 372 323 474 166 385 195 3 3

TOTAL CALLS 5137 24 3483 2935 2893 2639 5489 2115 5 3


Structure Fires 84 62 45 59 93 72 17 0 74 78


Vehicle Fires 13 10 9 3 14 14 7 0 13 24

Other Fires 5 5 2 0 3 3 0 0 4 5

ALL FIRES 105 77 57 63 112 92 24 0 91 110


Medical Calls 1735 1612 1251 1430 1605 1254 795 0 2151 2159

Auto Accidents 528 221 291 260 323 390 127 1 360 523


TOTAL EMS/RESCUE 2369 2169 1566 1855 1988 1657 962 1 2679 2714


Service Calls 122 75 52 81 56 48 63 0 78 105



Other Calls 336 286 151 194 236 276 81 0 250 304

TOTAL CALLS 3701 3120 2208 2685 2895 2584 1366 1 3751 4036

ENGINE COMPANIES

32


Structure Fires 68 44 117 72 73 64 30 40 28 18


Vehicle Fires 13 11 26 11 20 15 13 4 5 2

Other Fires 2 1 8 3 3 2 0 0 3 0

ALL FIRES 84 57 157 88 99 81 44 45 36 20


Medical Calls 591 1245 2257 1476 1852 1324 954 662 536 343

Auto Accidents 221 344 339 343 282 376 275 67 105 69


TOTAL EMS/RESCUE 1051 1620 2889 1839 2155 1741 1416 795 676 425


Service Calls 57 54 78 96 102 57 63 36 77 64



Other Calls 170 139 226 188 186 202 206 110 74 40

TOTAL CALLS 1795 2258 3901 2729 3057 2567 2202 1197 1060 656

TYPE OF CALL E31 E32 M31 M32 Q10 Q103

Structure Fires 0 3 0 0 73 0

Other Fires in Structures 0 0 0 0 2 0

Vehicle Fires 0 11 0 0 20 0

Other Fires 0 0 0 0 1 0

ALL FIRES 0 14 0 0 96 0

Over Pressure Ruptures 0 3 0 0 6 0

Medical Calls 18 693 0 2 1410 0

Auto Accidents 0 12 0 0 247 0

Other Rescue Calls 3 60 0 0 16 0

TOTAL EMS/RESCUE 21 768 0 2 1679 0

Hazardous Conditions 1 252 10 0 82 0

Service Calls 0 65 0 1 68 0

Good Intent Calls 4 153 0 0 244 1

Other False Alarms 1 148 0 0 201 0

Other Calls 0 80 0 0 166 3

TOTAL CALLS 27 1480 1 3 2536 4

ENGINE COMPANIES

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TYPE OF CALL T02 T08 T101 T102 T12 T15 T16 T19 TR23 T26

Structure Fires 31 133 0 0 74 105 105 102 143 75


Vehicle Fires 5 5 0 0 4 6 5 2 10 3

Other Fires 2 6 0 0 5 2 3 3 3 2

ALL FIRES 38 147 0 0 83 115 116 107 161 80


Medical Calls 416 819 0 0 251 331 214 541 581 256

Auto Accidents 111 102 0 0 71 87 94 97 133 101


TOTAL EMS/RESCUE 556 1012 0 0 429 460 311 688 735 378


Service Calls 79 226 0 0 236 162 142 259 180 153



Other Calls 105 475 2 0 388 313 403 459 246 207

TOTAL CALLS 1019 2781 2 0 1966 1656 1569 2446 1855 1335

TYPE OF CALL T28 T31 TR1 TR22 TR27 TR04 TR09

Structure Fires 42 3 102 74 32 101 47

Other Fires in Structures 2 0 3 1 0 1 0

Vehicle Fires 3 13 10 2 2 7 3

Other Fires 1 0 6 2 1 3 0

ALL FIRES 48 16 121 79 35 112 50

Over Pressure Ruptures 1 4 5 0 2 3 2

Medical Calls 94 661 440 285 168 2099 144

Auto Accidents 21 37 103 100 103 151 108

Other Rescue Calls 8 264 114 23 21 227 17

TOTAL EMS/RESCUE 124 966 662 408 294 2480 271

Hazardous Conditions 47 285 140 127 60 96 91

Service Calls 101 77 194 165 102 186 85

Good Intent Calls 50 137 289 151 61 463 65

Other False Alarms 177 154 609 327 212 624 269

Other Calls 166 90 804 269 122 693 178

TOTAL CALLS 713 1725 2819 1526 886 4654 1009

TRUCK COMPANIES

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TYPE OF CALL AL CLPSE HM1 HM3 RES UW1

Structure Fires 48 0 232 0 412 0

Other Fires in Structures 1 0 0 0 6 0

Vehicle Fires 0 0 4 0 14 0

Other Fires 1 0 4 0 9 0

ALL FIRES 50 0 240 0 441 0

Over Pressure Ruptures 0 1 6 0 7 0

Medical Calls 13 0 154 2 300 2

Auto Accidents 1 7 40 8 141 3

Other Rescue Calls 0 0 68 0 31 1

TOTAL EMS/RESCUE 14 8 268 10 479 6

Hazardous Conditions 11 16 747 26 145 0

Service Calls 60 1 76 1 107 3

Good Intent Calls 6 0 266 1 321 4

Other False Alarms 0 0 74 0 45 0

Other Calls 2 8 86 1 337 24

TOTAL CALLS 143 33 1757 39 1875 37

RESCUE AND HAM-ER COMPANIES

35

TYPE OF CALL D02 D03 D04 D05 D06 D07 RED CHIEF

Structure Fires 260 207 270 46 120 193 3


Vehicle Fires 20 7 12 2 4 11 8

Other Fires 9 9 7 1 7 5 0

ALL FIRES 291 228 294 49 132 216 11


Medical Calls 63 36 49 22 16 50 21

Auto Accidents 115 116 142 68 86 125 9


TOTAL EMS/RESCUE 202 160 204 98 114 184 38


Service Calls 185 132 150 60 153 100 61



Other Calls 1529 697 851 209 557 393 82

TOTAL CALLS 4826 2568 3293 916 2055 1646 636

DISTRICT CHIEFS

36

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

Structure Fires 59 110 148 55 69 134 2


Vehicle Fires 34 48 54 28 49 66 11

Other Fires 3 6 9 4 6 10 0

ALL FIRES 96 168 215 88 124 217 13


Medical Calls 8544 5697 10171 4255 4819 7448 1198

Auto Accidents 1326 1487 1520 953 1062 1222 38


TOTAL EMS/RESCUE 10797 7502 12657 5582 6470 9094 1533


Service Calls 565 473 847 440 456 510 75



Other Calls 1629 893 1404 613 812 784 78

TOTAL CALLS 16220 11027 18349 8264 9696 12578 2340

DISTRICT ACTIVITY

37

TOTAL CASUALTIES 360 FIREFIGHTER INJURIES 137 FIREFIGHTER DEATHS 0 CIVILIAN INJURIES 182 CIVILIAN INJURIES (FIRE RELATED) 87 CIVILIAN CASUALTIES 41

INJURY / CASUALTY SUMMARY 2008

Building or structure weakened or collapsed 1 EMS call, excluding vehicle accident with injury 21 Extrication or victim (s) from vehicle 4 Medical assist, assist EMS crew 3 Motor vehicle accident with injuries 2 Motor vehicle / pedestrian accident (MV Ped) 2 Rescue, EMS incident, other 4 Swift water rescue 1 Water & ice-related rescue, other 2

CIVILIAN DEATHS (FIRE RELATED) 1

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District Fires Losses

02 102 $1,184,630.00

03 132 $4,158,085.00

04 161 $6,175,832.00

05 47 $774,325.00

06 80 $832,852.00

07 136 $3,678,165.00

DIA 3 $11,500.00

Total 661 $16,815,389.00

STRUCTURE FIRE LOSSES BY DISTRICT

Property Use Fires

Residential, Other (400) 4

1 or 2 family dwelling (419) 248

Multifamily dwelling (429) 227

Boarding/rooming house, residential hotels (439) 2

Hotel/motel, commercial (449) 12

Residential board and care (459) 5

Dormitory-type residence, other (460) 2

Sorority house, fraternity house (462) 1

Barracks, dormitory (464) 0

RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY

DETECTOR STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALTIES

Detector Status Casualties

Operated 6

Fail to Operate 5

Undetermined 13

No Detector 4

One & Two Family Apartment Hotels/Motels Detector Status Casualties

Operated 11

Fail to Operate 3

Undetermined 18

No Detector 1

Detector Status Casualties

Operated 12

No Detector 1

SPRINKLER STATUS IN RESIDENTIAL STRUCTURE FIRES WITH CASUALITIES

Sprinkler Status Casualties

Undetermined 2

No Sprinklers 26


Undetermined 6

No Sprinklers 27


Operated-Effective 1

No Sprinklers 12

One & Two Family Apartment Hotels/Motels

40

RESCUE CALLS

Situation Number Auto Accidents 8252

Medical Calls 45689

Other Rescue Calls 4201

Lock In 69

Search 5

RESCUE CALL BY TYPE OF SITUATION

Action Taken Number

Assistance 1512

EMS & Transport 41937

Fill-In, Standby 113

Fire Control or Extinguishment 3

Fires, Rescues & Hazardous Conditions 6

Hazardous Condition 3

Information, Investigation & Enforcement 2108

Other 177

Search & Rescue 3

Systems & Services 2

45864

MEDICALS BY ACTION TAKEN

Action Taken Number

Assistance 167

EMS & Transport 6129

Fill-In, Standby 21

Fires, Rescues & Hazardous Conditions 6

Hazardous Condition 48

Information, Investigation & Enforcement 1944

Other 81

Search & Rescue 36

Systems & Services 2

8434

AUTO ACCIDENTS BY ACTION TAKEN

41

050100

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45

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. 7 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

DENVER FIRESTATIONS

31 DIA Station 1 32 DIA Station 2 33 DIA Station 3 34 DIA Station 4

8525 New Castle St. 8525 New Castle St. 8525 New Castle St. 8525 New Castle St.

FIRESTATIONS AT DENVER INTERNATIONAL AIRPORT

ACKNOWLEDGMENT


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 report possible. Without your help it would have been impossible to complete this report. Respectfully, Martez Johnson Patrick Hynes Editors

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