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Evergreen Fire Protection District 2016

State of the District

Correction: page 20; POV – 03.16.17

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Mission Statement

Protect life, property, and the environment through prevention, preparedness, education and emergency response.

Vision

Achieve our highest potential by:

• Recognize change in our community and respond accordingly.

• Cultivate a safe and effective environment for the public and our members.

• Create a positive work environment through effective internal communication, relationships and

leadership.

• Strive to be role models in the community and leaders in our profession.

• Promote responsible stewardship of the resources afforded to us by the community.

• Utilize technologies and methods to evaluate and enhance current practices.

Values

• Respect & Integrity

• Communicate effectively

• Responsibility & Accountability

• Team Work

• Encourage and value all contributions

• Commitment & Pride

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Evergreen Fire Protection District

The Evergreen Fire Protection District (EFPD) is a Colorado Revised Statute (C.R.S.) Title 32 Special District centered on Evergreen, Colorado, and dedicated to providing Fire and Emergency Services to the citizens and visitors of the district. The EFPD is located in unincorporated Jefferson and Clear Creek Counties. The citizens established the Evergreen Volunteer Fire Department in 1948, followed by the EFPD in 1950 to fund and be responsible for these needed emergency services.

Special District Governments date back to the 1700’s in the United States following English customs. Special district borders can geographically cross other government boundaries as they are only dedicated to the purpose they are empowered and responsible for. In addition to the EFPD, the unincorporated Evergreen area hosts the Evergreen Park and Recreation District, Evergreen Metropolitan District (water and wastewater) plus a few other districts each with their own geographical area and purpose.

Geographically the Evergreen Fire Protection District is roughly defined by the intersection of I-70 and the Evergreen Parkway, to Floyd Hill (Clear Creek County), west through the Bear Creek drainage, south to Brook Forest, south and east of Marshdale (back in Jefferson County), Kittredge and back to I-70. This area also corresponds with terrain limitations for road access that is critical for a timely emergency response. Within this 120 square miles approximately 28,000 citizens reside. The district does business as Evergreen Fire/Rescue.

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The EFPD Board of Directors works with our staff and volunteers to meet the challenges of the district. Our focus is to continue the exceptional emergency services our citizens expect and have enjoyed since the fire department was formed in 1948.

We welcome you to attend our discussions as we manage your Fire District. For meeting times and additional information please visit www.evergreenfirerescue.com/efpd-board/. The Board of Directors consists of five members who are elected by the voters to serve four year terms.

The Evergreen Fire Protection District, 2016 - 2017 Board of Directors:

John Anderson, President

David Christensen, Vice President

Jeff deDisse, Treasurer

Mike Gregory, Secretary

Dr. Jim Mosby, Director

(L-R) Dr. Jim Mosby, Jeff deDisse, John Anderson, Mike Gregory, Dave Christensen

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Evergreen Fire Protection District Board President – George Kling

In 2016, Evergreen Fire / Rescue thanked Mr. George Kling for his many years of service to the district. Mr. Kling began his career in the fire service in 1985 with Auburn University. He joined EFR as a volunteer firefighter in 2003 and within a few years was promoted through the ranks to Captain. He finished his career with EFR as President of the Evergreen Fire Protection District.

Chief Weege presented an axe to Mr. Kling on behalf of the department in April 2016.

To The Residents of the Evergreen Fire Protection District:

On behalf of the 145 volunteers, full time and part time staff that make up Evergreen Fire/Rescue, I would like to thank the residents of the Evergreen Fire Protection District for approving the mill levy increase which was requested on the November, 2016 election. The additional funding will allow your fire department to continue to provide the level of service asked of us, as well as allow us to adapt and improve that service as our environment changes.

Chief Mike Weege

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Financial Report

The Evergreen Fire Protection District uses a combination of governmental fund accounting and business accounting practices to keep the district in line with auditing requirements and allow for financial reporting that is straight forward. Below is a list of the Funds that make up the Evergreen Fire Protection District. The District has five funds each with its own budget.

• General Fund: The purpose of this fund is to account for the main operating expenses of the District, which are emergency medical services, fire protection services and administrative costs. This includes but is not limited to 911 dispatch , fire equipment and personal protective equipment, training, administrative personnel, station and apparatus maintenance expenses, emergency medical services personnel, supplies and training, ambulance billing and collections.

• Debt Service Fund: The purpose of this fund is to account for the resources accumulated and payments made for principal and interest on the current bond issue.

• Fiduciary Fund: The purpose of this fund is to account for the income and expenses related to the

• 401(a) Defined Contribution Pension Account and the Volunteer Fire Pension Account. • Strategic Capital Fund: The purpose of this fund is to capture the strategic expenses for capital

building improvements, tools and equipment, software and hardware. • Apparatus Fund: The purpose of this fund is to capture the expenses of vehicle and apparatus

purchases or replacements.

The General Fund is divided into the following sections: • Payroll and Benefits: Salaries, wages, benefits, payroll taxes, Worker’s Compensation, and

pension expenses (both paid and volunteer personnel). • Commodities and Supplies: Tangible items purchased for the operation of the District.

Examples include office supplies, maintenance and repair parts, firefighting and EMS (Emergency Medical Services) equipment, uniforms, training books and manuals, and fuel.

• Contractual Services: Legal services, Accounting services, IT support, annual auditing, and other professional fees.

• Other Operating Expenses: Services required for the operation of the District. Examples include postage, janitorial services, internet fees, telephone and other utilities, insurance, and travel expenses.

• Capital Expenditures: Equipment, tools, hardware, software, vehicles, furniture and buildings needed to support the operations of the District.

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Revenue Expenses

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November 2016 Ballot Measure The 2008 recession, which significantly impacted the housing market, had a direct impact on Evergreen Fire / Rescue and all Special Districts that rely on a property tax mill levy for revenue. For EFR 75% of revenue comes from a mill levy on the assessed value of property. Changes in health care have affected EFR’s second largest source of revenue, medical transport billing.

Transport billing collections have decreased over the years as changes in Medicaid and Medicare reimbursements occurred, as well as private insurers transferring more of the costs to the patients. The Medicaid and Medicare patient population in Evergreen has grown substantially in the past 4 years. For six consecutive years EFR has been cutting the budgets and reached a point where service was going to be impacted if we did not ask the community for additional financial support. In 2015, we began actively educating our community on what our options were. A community task force was formed and our options were explained to them. EFR spoke at many community meetings and two town hall style meetings were held to inform the public of our situation.

Two solutions to the financial position were presented to the task force and studied thoroughly. One solution was to ask the residents for a mill levy increase. A second solution included the formation of an EMS Special District called a Health Service District (HSD). Although a Health Service District is meant for fixed facilities such as hospitals and clinics, there is language in the law that provides for an emergency medical service to operate under this political sub-division. This form of special district allows for a sales tax to be assessed as well as a mill levy for funding. A HSD at the time of these meetings was the only avenue that EFR could utilize to become licensed to add the service of Community Para-medicine or Mobile Integrated Health. This is an additional service that agencies can provide which is meant to allow for in-home medical care or transport to urgent care facilities or doctor’s offices rather than taking to the hospital. On a 911 call for service EMS currently can transport to a hospital emergency department or have the patient refuse the transport. HSD’s can be licensed to perform this additional service, but fire based EMS could not as a Fire Protection Special District. EFR recognized this as a change in health care that was needed and would benefit the residents of the EFPD. EFR’s legal firm, Collins Cockrel and Cole and the Special Districts Association of Colorado were contacted to assist us with answering the question “why can’t a fire based emergency medical service get licensed to provide this service.” We could not believe that all fire based EMS agencies would have to create a HSD in order to offer this service. In meeting with our legal team, the Special District’s Association, and the Metro Denver Fire Chief’s, we found that legislation in the form of Senate Bill 69 had already been introduced to resolve this and was being presented to the Colorado legislature in the upcoming session. We chose to back this legislation, which would allow EFR as we are now, a fire based EMS system, to get licensed to perform this additional service, rather than separating our EMS service, and asking the residents of Evergreen to fund another special district.

The EFPD Board of Directors voted unanimously to pursue a 3.5 mill levy increase on the November, 2016 ballot. EFR had also studied asking the community for a 0.7 mill levy for repayment of a new bond, which would be sold to re-construct the aging Station 1 by the dam in downtown Evergreen. The EFPD Board of Directors chose not to pursue this additional funding and to concentrate on the operational funding needs of EFR. It was decided that funds would be made available from the Strategic Capital Reserve Fund to update and fix existing issues with Station 1.

The ballot measure passed 58% to 42% allowing EFR to increase the operational mill levy from 7.626 to 11.126. An additional 1.355 mills is currently collected by EFR to pay for a bond debt from 2001. This bond debt was refinanced in 2012, saving the taxpayers $600,000 over the remaining life. It will be paid in full in 2023, and the 1.355 mills will drop from the tax collection by EFR.

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Administration Division The Administration Division represents the Evergreen Fire Protection District in daily business operations and provides day-to-day support to the divisions that make up EFR. The administrative team is comprised of the Fire Chief, an Office Manager, a Human Resource Specialist, a Staff Accountant, a Training Coordinator/Community Educator, and contract support for Information Technology and Financial Management.

Fire Chief Mike Weege was hired in May of 2012 after having served as a volunteer firefighter and officer with the Evergreen Volunteer Fire Department for 12 years. Chief Weege is responsible for all of the EFR divisional operations and represents the district on various committees as a leader in fire protection and fire communication.

Our staff accountant handles all accounts payable and receivable as well as ambulance transport billing and payroll. She works closely with Pinnacle Consulting Group Inc., which provides contracted financial oversight and she is a Certified Ambulance Biller.

Our Training Coordinator/Community Educator, providing public education with the Fire Prevention Division as well as the oversight of the training records of the volunteer firefighters, paramedics, and staff members.

During 2016 EFR personnel participated in 9,304 hours of training. Of these trainings:

• 1625 hours were spent in wildland fire training • 267 hours of driver engineer training • 1347 hours of rescue training • 4145 hours of structure fire training • 1711 hours of medical training • 209 hours of other trainings.

As Community Educator this position also serves as one of our Public Information Officers with duties including visiting 18 Evergreen Schools during Fire Prevention Week (this takes all month) teaching fire safety to over 2600 children and young adults. This position coordinated our annual Health & Safety Day, participated in the Jefferson County Safety Day and visited many of the Evergreen non-profits and high occupancy locations to teach fire safety and bring awareness about EFR services.

Setting up for the annual Health & Safety Day started before sunrise but turned out to be a beautiful autumn day!

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The office manager greets visitors to the administration office and manages all administrative activities within EFR. She completes wildland fire deployment billing, maintenance billing, transcribing meeting minutes and other functions in support of each division. During 2016 she also performed the duties of Human Resource Specialist until we hired for this part time position late in 2016. We attained our cost containment certification for the third year in a row through the Colorado Department of Labor. This certification and participation in the Colorado Emergency Services Association (CESA) safety group provide the district with a very important culture of safety. This program formalizes processes and procedures for safety in the work place and through complying with this program EFR strives for a safer work place and is eligible for workers compensation insurance premium savings. During 2016 the administration building training rooms and auditorium have continued to experience record use by the community of Evergreen. There were 553 meetings and events over the year. The district and volunteers use the facility for monthly EFPD meetings, EMS staff meetings, Fire Department business meetings, company and rescue training nights, and for fire academy classes. These uses in 2016 totaled 203 meetings or trainings. EFR also hosts training for Wildland Certification and Mass Casualty Training that bring other fire and rescue groups to the fac i l i t y for a day, a night, or a week. Evergreen nonprofit clubs may use the training rooms and auditorium for meetings, classes and events. The public used the facility 347 times in 2016.

Administration Division Strategic Plan Initiatives:

The EFR Strategic Plan that was revised and released in 2014 has the following Administration initiatives.

Continue to seek alternative revenue sources including grant funding. EFR has committed to seeking alternate sources of revenue to relieve the pressures on the taxpayers. In 2016 in cooperation with our neighboring fire districts EFR received an additional amount of $409,000 from the Department of Home Land Security, North Central Region to continue the development and construction of a wide area microwave backhaul system that will carry an interoperability radio frequency pair to be accessible by all fire agencies within Jefferson County south of I-70. This radio channel will complete a VHF Red Southwest (Red SW) channel, partnering with a VHF Red Northwest (Red NW) channel used by agencies north of I-70. Both of these channels connect to a gateway allowing connectivity to the Red SW and Red NW channels used by the digital 800 radio frequency users mostly in the Denver metro area. The initial grant, received in 2015 for $550,000, is being used to construct the tower upgrades and microwave system along with a dispatch channel that can be used to tone alert all the agencies dispatched by EFR on VHF. Both of these projects are projected to be complete in late 2017.

In 2016 the EMS division received a matching grant for the purchase of electronically operated prams. The prams raise, lower and load into the ambulance under electric power. Loading and unloading patients has proven to be a major cause of back injuries in the fire service. The addition of this equipment will help eliminate these injuries and lost work time. The four prams including installation cost $156,850. EFR will receive a reimbursement through the grant for 50% of this total, or $78,425.

Identify administrative tasks that burden the volunteers and support these through administrative personnel. EFR continues to support the Evergreen Volunteer Fire Department and the importance of maintaining the volunteer corp. of firefighters. We have identified through the years that the increased requirements on the volunteer firefighters, which includes maintaining their certifications through training, has reduced their available time towards administrative activities required within their division. An example

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from the 2001 Strategic Plan was to hire a Training Coordinator to maintain the certification compliance. As further opportunities present themselves, EFR will adjust support accordingly.

Re-evaluate compensation and benefits every three years. EFR is scheduled to perform a compensation and benefits analysis in 2017.

Pre-plan the remodel/replacement of Station 1. In 2016 a committee was formed to evaluate the condition of Station 1 at 4751 Hwy 73. Built in 1965 this station is in need of replacement or significant repairs. The committee studied the existing station, the stations location, alternate locations, and the possibility of combining Stations 1 and 4. Initially a 0.7 mill levy on the November 2016 ballot was being studied to raise approximately $5,000,000 for the replacement of Station 1. This was removed by a decision of the EFPD Board of Directors. The decision was made to invest in upgrades to Station 1 to allow for the station to last several more years.

Sell the Troutdale property Commercial property has not recovered from the 2008 recession. EFR had an appraisal done on the property at 29733 Troutdale Scenic Drive in 2015. The appraisal verified that commercial property was lagging behind residential property in recovery. The EFPD Board of Directors decided that EFR should maintain the property until the value recovers. EFR invested in cleaning up the property by having two small cabins demolished and hauled away. The cabins, estimated to be built in the late 1940’s or early 1950’s had been abandoned for years.

Re-zone and sell the Marshdale property EFR owns a property at 7665 Malamute Drive in Evergreen Meadows. This property was donated to the EFPD in the form of a deed in 1975, which states “Site number 82 may be used for fire house purposes.” The deed and the covenant will not allow EFR to sell the property. In 2007, EFR attempted to have the Covenant changed, which requires a 67% approval of the unit owners. Approximately 40% of the signatures were gathered so the change was not completed. EFR is planning on another attempt to have the covenant changed within the next three years to allow the sale of the property.

Continue to add replacement computer/server/software upgrades to fixed asset long term planning. EFR has invested in upgrading our computer server and network infrastructure beginning in 2014 with annual assessment and replacement equipment built into the Strategic Capital Replacement schedule.

Keep pace with technological changes especially as they pertain to cyber-security. The infrastructure and cyber security are assessed annually with replacement equipment built into the Strategic Capital Replacement schedule. The importance of security in relation to HIPAA and patient records cannot be over emphasized. Update ISO information annually to document improvements. EFR began the process of an Insurance Services Office (ISO) audit in 2016. In 2012, ISO released an updated and revised schedule and encouraged update audits every five to ten years rather than performing complete audits every ten years or more. EFR last held an audit in 2010 and will schedule an updated audit in 2017.

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Emergency Medical Services Division (EMS) Evergreen Fire / Rescue saw an almost 10% increase in call response in 2016, compared to the previous year. Total call response in 2015 was 2,030 calls, comparatively, the department responded to 2,223 calls for service in 2016. Calls for Emergency Medical Services (EMS) accounted for 1,291 responses; or 58% of total call volume in 2016. Despite an increased total number of calls for EFR this year, EMS is down from 60% of total responses in 2015. These numbers are purely EMS related, and do not include structure fire or high occupancy alarm responses.

Out of the 1,291 EMS responses in 2016, there were 831 transports; compared to 1,228 responses and 775 transports in 2015. Patient transport to a hospital emergency department is still the only legal mechanism that allows for ambulance revenue opportunity.

EMS Staff

The EMS Division staffs two full-time Advanced Life Support (ALS) ambulances in our district at all time. Our structure allows us to split crews, utilizing firefighters as drivers, at a moment’s notice. This speaks to the dedication and commitment of our volunteer firefighter division. While this feature is unique and at times burdensome, it enables us to routinely double our ALS coverage by providing four ALS ambulances to our community 24/7. The advantage to the tax- payers is we can provide four Advanced Life Support ambulances for the price of two. The EMS staff consists of twelve full time paramedics and ten part-time paramedics as well as the EMS coordinator. All are able to back fill as ALS providers. The firefighters, under our neighborhood response program, give us the ability to provide a rapid response; having someone on scene within minutes of the call.

Due to our relatively low call volume, experience is key to the success of Evergreen Fire EMS. Our community has high expectations when it comes to Paramedic’s responding to their emergency. Our paramedics have over 500 years of experience; more than 20 years on average, and most in excess of 25 years. Providing services to an area that is a mix of rural, urban, and suburban, without a local hospital, and patient transport times that can range from 20 minutes to several hours, makes it imperative that we have experienced Paramedics who can handle the worst of the worst. And because we split crews, they could find themselves alone for a long time with a very sick person.

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Paramedics enjoyed a Hawaiian shirt day for their division photo. From L-R: Back – Shawn Foos, Bob Walter, Rob

Dorney, Quatro Roderick, Jessica Jensen, Terry Wehnes, Annie Dorchak. Front – Mike Sivertson, Larry Ferree, Dave Montesi, Danae Early, Tom Candlin (SAH Prehospital Education Services)

It is again, an honor, to announce that the Evergreen Fire EMS Division has been recognized by the American Heart Association for their Mission Lifeline® Gold EMS Recognition Award! Your Evergreen Fire Paramedics were one of nine agencies, state wide, to receive this award. For three years now, Evergreen Fire EMS has met and exceeded the standards for Mission Lifeline®. In order to be considered for this prestigious award, agencies must meet a number of requirements including a certain number of patients, recognition of heart attacks within X number of minutes, getting the patient to the hospital within X amount of time, etc. Our biggest hurdle is meeting the number of patients needed to be eligible. The EMS division takes great pride in patient care and staying on top of the latest practices so that we can best serve our community.

Tools of the Trade

The year 2016 brought some great enhancements to the EMS division, especially around the holiday months. We had put in, as part of a statewide grant, for a new type of pram system so we could better serve not only our patients but the department as well. A pram is what some people would call a cot, or stretcher. It is the bed we utilize for moving sick or injured patients. Traditional prams require the use of a minimum of two personnel to operate, in lifting and moving a patient. Sometimes even more people are needed to perform these operations. Several years ago, two of the major pram manufacturers

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developed battery powered / hydraulic operated prams, in an attempt to help combat back related injuries in EMS. Since the roll out of these prams, numerous agencies have seen a decline in work related injuries, specifically back injuries. The draw back to the power pram systems is, as with any new technology, cost.

EFR Paramedic Supervisor, Tony Shepperdson, worked hard in applying for this grant. Through his diligence and a lot of patience on our end, we are now the proud owners of four power pram systems. Each system was placed in one of four ambulances we operate. The system consists of a battery powered / hydraulic operated pram, and a “load system”. Whether we’re raising, lowering, or loading the pram, the entire unit can be operated by a single button push.

Along with the new pram systems we received six new laptop computers to perform our charting and report writing while in the field. Paramedic Rob Dorney spent several months working with our IT techs and spec’d out a new laptop for the EMS Division. The laptops we were using had far out lasted their expected life cycle by several years and were getting to the point where we were unable to keep upgrading them. Enter the Panasonic CF20 Toughbook. These new laptop computers are top of the line: ruggedized, solid state drive, wireless capable, and designed to withstand a pretty significant impact. With the design and specs of the system we ordered, we should be set for years to come for patient care documentation. Along with these major upgrades to our equipment, we were able to save over $5,000 in medical supplies by price shopping from different vendors.

(L)Panasonic CF-20 Toughbook, used to document all patient encounters. (R)The new Stryker Power Load system installed.

EMS Division Strategic Plan Initiatives:

Recruit and retain seasoned Paramedics to effectively and efficiently maintain the neighborhood response program. The division will continue its practice of recruiting paramedics with the skills and experience necessary to operate with a firefighter driver in our neighborhood response system. During 2016 the EMS division marked a couple of milestone anniversaries celebrating John Lock for 15 years with EFR, and Larry Ferree for 25 years. Both are long time paramedics and well respected among their peers.

(L-R) Larry Ferree (25yrs) John Lock (15yrs), Bob Walter

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Grow our first responders through promoting the EMS CADET program to middle and high school students within our district. To date five students have completed the EMS Cadet program. Two have gone on to join the fire academy at EFR, one has joined the communications division, and one is working in EMS in another county.

Continue to focus and measure response times in order to meet the National Fire Protection Association (NFPA) compliance. The EMS division goal is to decrease turnout time by 30 seconds over the coming year. The 2016 response time data is included in the Communications Division section of this report. See page 21.

Monitor the future of EMS – Changing from a Fee for Service model to one of Mobile Intergraded Healthcare (MIH). Research the addition of a prevention piece to its role within the community. With the passing of the Affordable Care Act (ACA) and several of its mandates now approaching implementation for the pre-hospital realm, we’re working towards being ahead of the game but with a measure of restraint as we await further reform. We have had several of our paramedics begin working on certification as community paramedics. These three paramedics are the first of our division to take this on, and in conjunction with St. Anthony’s Hospital, are helping build what the Evergreen Fire / Rescue community paramedic program will look like. With this program, we are hoping to use it as a major force for education and prevention within the community. Through these two mediums, we’re attempting to provide alternative means for care, and resolve common misconceptions regarding what is and isn’t an emergency.

Obviously, there will always be a need for 911 EMS response, and that is not changing within the community. Our goal is for a safer, healthier, well-educated community. Additionally we will continue working closely with the Senior Resource Center, Jefferson County Sheriff’s office and other assistance agencies to identify and help community members in need.

Maintain a working relationship with E.P.A.D. placing defibrillators throughout our community and educating the public on the importance of bystander CPR. Evergreen Public Access Defibrillation (EPAD), Evergreen Fire/Rescue and Centura Health (St. Anthony’s Hospital) have continued their public outreach program teaching more than 800 students Cardio Pulmonary Resuscitation (CPR) in both 2015 and 2016. This CPR program, run by Paramedic John Lock, has continued to successfully teach businesses, school students and Evergreen residents the life-saving skills needed to prepare people to react when a Sudden Cardiac Arrest event occurs.

The total number of AEDs in the Evergreen community has reached 73 and continues to grow. In the past two years CPR certified residents of Evergreen and our AEDs have played a role in saving the lives of 3 more people in Evergreen. This brings our total to 6 lives saved in our community because the people of Evergreen have taken the time to learn CPR and place AEDs in strategic place throughout the community.

The annual EPAD golf tournament held the first Monday in June at Hiwan Golf Club continues to be the primary fundraiser providing funds so these three organizations can continue to help Evergreen be a “Heartsafe” Community.

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Continue to offer fall prevention and CPR classes, Health & Safety Day and promote File of Life.

Along with these programs, the EMS division has been working with the Senior Resource Center (SRC), Mt. Evans Home Healthcare, and local retirement facilities in helping with fall prevention education. Our growing elderly population presents its own unique challenges, and we wish to provide them with the ability to live life on their own terms. The File of Life and fall prevention are two of the key factors to helping achieve that goal.

The File of Life program is a nationwide program designed to save time in the event of an emergency. Targeted at the senior community, this program helps EMS, PD, and Fire to quickly learn about you, your medical problems, medications, allergies, and emergency contact information. It is a relatively simple form that the user would fill out and place in its carrier then place it in a highly visual area, like the refrigerator door. The only caveat to this is that the information is only as good as when it was last updated. It is recommended that the information be reviewed and updated a minimum of every six months.

When one of our paramedic crews arrives on scene, we take into account a myriad of different items, not just the patient’s immediate problem. We look at the overall picture and see how their quality of life seems to be and living conditions present. We can then offer to refer them to the SRC for follow up. By stepping outside of our role as emergency medical providers, and taking on a prevention & education role, we can attempt to make Evergreens senior population feel a bit safer.

Work with Denver Metro group in the development of EMS Preparedness Plans Ongoing participation in the process for the EMS providers in the region.

Continue to research and develop EMS revenue streams, i.e. Grant programs, EMS Wild land deployment, MIH, EMS education. Further research will be conducted on this initiative.

A major focus on continued education at the national level for EMS documentation and billing practices. Ensuring we’re up to date with compliance, HIPPA and Medicare rule is imperative to our success. Annual training and certification ongoing to meet legal requirements and to decrease liability. The CQI process will undergo improvements for documentation and billing components.

Medical Equipment • Continued diligence in keeping costs down by shopping the market and using multiple venders

for our supplies. • The current inventory of heart monitors is nearing its life expectancy. Scheduled funding of

replacement of 1 - 2 monitors at a time every 8 – 10 years at a current cost of approximately $50,000 per unit. Advancements in pre hospital care and the standards of care of early detection of heart attack victims have driven the need and costs of these units.

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Communications Division The division consists of eight full time and five part-time Communication Specialists, led by a Communications Manager. All are nationally certified Emergency Medical Dispatchers and are able to give pre-arrival instructions to any caller that is having or calling about a medical crisis. Since the communications division is truly the first layer of emergency response, the work that is done as Emergency Medical Dispatch (EMD) providers is crucial to the community.

Department Alarms EMS Fires Other Public Assist

Special Ops Total

Elk Creek Fire 126 756 82 22 151 3 1,140 Evergreen Fire 304 1413 141 40 273 9 2,180 Foothills Fire 47 298 75 7 45 1 473

Indian Hills Fire 5 95 10 1 16 1 128 Inter-Canyon Fire 24 200 28 5 49 1 307

North Fork Fire 4 79 44 1 26 2 156 Total 524 2,767 190 122 524 113 4,384

The data in this chart represents 2016 calls only.

Response Time Data

EFR is tracking emergency response times using the National Fire Protection Association Guideline 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments. The purpose of this standard is to specify the minimum criteria addressing the effectiveness and efficiency of the volunteer public fire suppression operations, emergency medical service, and special operations delivery in protecting the citizens of the jurisdiction.

Process Time for a dispatch center is defined by the NFPA as the time interval from when the alarm is acknowledged at the communication center until response information begins to be transmitted via voice or electronic means to emergency response facilities (ERFs) and emergency response units (ERUs).

NFPA 1221, Figure A.7.4.1(b) Alarm Time Line Where Primary PSAP Is Other Than Communications Center, 2013

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Turnout Time is defined by the NFPA as the time interval that begins when the emergency response facilities (ERFs) and emergency response units (ERUs) notification process begins by either an audible alarm or visual annunciation or both and ends at the beginning point of travel time. Travel Time for responding vehicles is defined by NFPA as: “The time interval that begins when a unit is enroute to the emergency incident and ends when the unit arrives at the scene.”

Alarm Processing Time 2008 - 2016

Per NFPA 1221 Standards - Calls Answered and Toned within:

2008 2009 2010 2011 2012 2013 2014 2015 2016

60 seconds 38% 52% 51% 61% 66% 63% 45% 45% 53% 106 Seconds 76% 83% 85% 91% 90% 86% 76% 78% 85%

Total Calls: 1976 2169 2108 2142 2212 2170 2054 2031 2102 Industry standard is to look at 3-5 years of data to determine times, but we show data representing 2008 through 2015 because of our lower call volume. High Plains Record Management System (RMS) is a software program that stores response data that is input by the dispatchers (some of the input is automatic from the Computer Aided Dispatch (CAD) software), which was downloaded into Excel spreadsheets. For the five year period 21,218 responses were recorded. There were 53 columns downloaded with information on each response, including: location, response times, type of incident, unit responding, number of personnel assigned, emergent or non-emergent response, etc. Each response was assigned a geocode (places the location into a map) then each was assigned to the demand zones urban/ suburban/ rural/ remote/ out of district areas.

NFPA 1720, 2014 Data was measured from 2008-2016 for structure fires, wildland fires and emergency medical responses.

Structure Fire by Demand Zone Population

Zone Count Percentage

Urban 155 21.68% Suburban 225 31.47% Rural 228 31.89% Remote 39 5.45% Mutual Aid 68 9.51%

715 100.00%

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Urban Demand Zone:

Population density of greater than 1,000 per square mile, and generally within the water districts Suburban Demand Zone:

Population density of 500 to 1,000 per square mile, and generally around the water districts Rural Demand Zone:

Population density of less than 500 per square mile Covers the remainder of the district with the exceptions of the remote areas.

Remote Demand Zone: According to NFPA 1720, this is the area farther than 8 miles from a fire station. No areas in

the district that are more than 8 miles from a fire station. *Because of the terrain (extended response times based on steep climbs with extensive curves) two remote areas were established – Bear Mountain and Upper Squaw Pass.

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Structure Fire by Year 2008 to 2016 Year Count Percentage 2008 74 10.35% 2009 81 11.33% 2010 75 10.49% 2011 57 7.97% 2012 62 8.67% 2013 131 18.32% 2014 81 11.33% 2015 62 8.67% 2016 92 12.87%

Engine Performance to Structure Fire 2008 -2016

Zone Process Turnout Travel Total

Response Time

1720 Turnout & Travel

1720 Performance Comparison

Incident Count

Percent of Structure

Fires Urban 0:03:13 0:15:22 0:11:09 0:29:45 0:26:32 57.20% 31 20.13% Suburban 0:03:39 0:10:59 0:09:04 0:23:42 0:20:03 60.60% 47 30.52% Rural 0:02:51 0:12:22 0:14:17 0:29:31 0:26:39 56.90% 50 32.47% Remote 0:05:36 0:09:30 0:16:20 0:31:26 0:25:50 64.40% 18 11.69% Out of District 0:14:53 0:23:11 0:25:11 1:03:15 0:48:22 27.80% 8 5.19%

Firefighter Staffing to Structure Fires 2008 - 2016 80th & 90th Percentile

NFPA 1720 Standard* 2008 2009 2010 2011 2012 2013 2014 2015 2016

Urban 15 27.4 31.7 26.5 37.4 23.2 16.4 13.0 15.5 24.1 Suburban 10 20.8 26.2 19.8 20.4 23.8 12.6 20.0 8.2 6.0 Rural 6 26.0 34.4 24.8 50.8 17.4 13.0 10.8 15.8 11.8 Remote 4 23.8 17.6 13.0 29.4 22.4 38.4 27.0 31.6 14.4 Mutual Aid No Standard 21.4 18.0 15.6 20.5 21.8 18.6 20.0 12.2 11.8

Personal Vehicle (POV) Performance 2008 to 2016

Zone Process Turnout Travel 1720

Turnout & Travel

1720 Performance Comparison

1221 Standard - 60 Second

1221 Standard -

106 Seconds Urban 0:02:22 0:05:36 0:08:27 0:14:03 80.50% 50.00% 83.30% Suburban 0:02:06 0:05:45 0:08:54 0:14:39 82.70% 55.20% 84.40% Rural 0:02:43 0:07:01 0:12:44 0:19:45 86.10% 46.50% 78.30% Remote 0:03:00 0:10:34 0:18:23 0:28:56 94.30% 46.70% 76.70% Mutual Aid 0:03:29 0:06:25 0:11:27 0:17:52 90.20% 47.30% 73.50% Overall 0:02:25 0:06:13 0:10:54 0:17:07 50.30% 81.20%

Structure Fire by Station 2008 to 2016 Station Count Percentage Station One 193 26.99% Station Two 208 29.09% Station Three 75 10.49% Station Four 0 0.00% Station Five 36 5.03% Station Six 34 4.76% Station Seven 43 6.01% Station Eight 72 10.07%

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Firefighter Responses to Wildland Fires 2008 to 2016 80th & 90th Percentile

NFPA 1720 Standard*

2008 2009 2010 2011 2012 2013 2014 2015 2016

Urban 15 13.0 9.0 4.0 6.2 5.2 4.0 7.2 22.4 3.6 Suburban 10 7.0 7.0 5.8 6.0 6.0 6.0 6.0 9.0 4.0 Rural 6 8.0 10.8 7.0 8.2 8.2 5.0 6.0 5.8 5.0 Remote 4 11.2 13.5 7.4 19.5 5.7 5.4 5.0 5.4 8.9 Mutual Aid No Standard 8.8 9.4 26.0 24.6 5.0 5.8 11.3 7.4 21.8 *NFPA 1720 Standard for staffing is set at 90% for Urban and Remote zones; 80% for Suburban and Rural zones

Wildland Response (Brush Engines) Performance 2008 to 2016

Zone Process Turnout Travel Total

Response Time

1720 Turnout

& Travel

1720 Perform.

Comp.

1221 Perform. for 60 Seconds

1221 Perform. for 106 Seconds

Incident Count

Percent of

Wildland Incidents

Urban 0:03:41 0:13:38 0:08:54 0:26:12 0:22:32 61.60% 26.90% 64.10% 80 8.71% Suburban 0:03:03 0:16:14 0:19:37 0:38:54 0:35:51 48.50% 42.10% 70.90% 487 52.99% Rural 0:04:13 0:21:36 0:23:04 0:48:53 0:44:40 45.10% 28.60% 53.90% 249 27.09% Remote 0:04:15 0:22:22 0:23:55 0:50:32 0:46:17 41.70% 42.20% 64.60% 50 5.44% Mutual Aid 0:04:28 0:17:37 0:29:58 0:52:04 0:47:36 63.90% 16.10% 43.60% 53 5.77%

Medic Unit Performance 2008 to 2016

Zone Process Turnout Travel On-Scene Time

Travel Time to Hospital

At Hospital to In-Service

Urban 0:01:50 0:02:57 0:09:30 0:26:50 0:36:20 0:56:09 Suburban 0:01:48 0:03:02 0:10:38 0:28:29 0:39:33 0:57:58 Rural 0:02:01 0:03:07 0:15:22 0:30:00 0:44:06 0:59:57 Remote 0:02:03 0:03:09 0:19:45 0:29:13 0:43:29 1:00:28 Mutual Aid 0:03:28 0:03:04 0:15:55 0:26:49 0:39:51 1:02:46

Medic Unit Performance 2008 to 2016

Zone 1720

Turnout & Travel

1720 Performance Comparison

1221 Standard - 60

Second

1221 Standard -

106 Seconds

Total Out of Service Time 90th Percent

Total Out of Service Time

Average

Urban 0:14:17 73.60% 58.20% 88.90% 2:13:35 1:09:41 Suburban 0:15:28 77.00% 61.30% 89.40% 2:21:28 1:09:05 Rural 0:20:31 77.70% 55.10% 85.90% 2:34:33 1:01:16 Remote 0:24:57 70.00% 50.30% 84.50% 2:38:07 1:15:06 Mutual Aid 0:22:27 91.00% 41.30% 70.80% 2:31:53 0:37:25

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Communications Strategic Initiatives:

Keep pace with technology changes that are occurring. TEXT to 911 is right around the corner.

Explore consolidated technology systems with other agencies similar to our current CAD system. The Jefferson County Regional Dispatch Center, or Jeffcom, is the expansion of consolidated systems to a countywide level, involving both law enforcement and fire.

EFR will be installing Mobile Data Terminals (MDT’s) in the ambulances and command vehicles. Continue investigation into utilizing this technology to improve times for the dispatcher/responder, and to provide immediate information and updates for additional apparatus. EFR purchased and installed mobile data terminals (MDT) in the four ambulances and two command vehicles. The MDTs were funded by the Jefferson County Emergency Communications Authority and are linked directly to the computer aided dispatch software (CAD) used in the communications center. The MDTs provide mapping, route the responding unit using global positioning systems (GPS), give the responding personnel live updates on patient or incident conditions while the units are enroute, gives the communication center automatic vehicle locating (AVL), and allows for responding units to enter their enroute, on scene, stand by or in service status via the computer, reducing radio traffic.

Improve radio coverage and interoperability as changes continue in this field. EFR received additional grant funding through the Department of Homeland Security, North Central Region and the Urban Area Security Initiative to complete a Phase I build out of a single dispatch channel to alert tone all six agencies dispatched by EFR. The dispatch channel will allow a more efficient means for the dispatchers to alert tone the mountain agencies, and would allow other agencies to monitor the emergency responses. Phase II of this project will utilize the wide area micro wave back haul system and towers throughout our six districts to build a multi-agency VHF interoperability channel that will link to a Colorado system, Network First/Inter Sub-System Interface (ISSI) allowing digital 800 radio users and VHF radio users to communicate during large events. It also gives the mountain agencies south of Interstate 70 a single radio channel to use in large events. The six agencies were awarded over $900,000 for the project.

National Fire Protection Association (NFPA) Compliance – Create a tracking and incentive program to meet or exceed the standards. The communication’s team revised the quality assurance system for call taking, emergency medical dispatching and radio dispatching. They also developed a new database tracking system. The intent was to better track their performance, and then use the data to measure performance against the National Fire Protection Association standard. The database was designed to track criteria compliance statistics for individual dispatchers and the communications center as a whole, and give real time data regarding specific areas for improvement. A set of 42 individual criteria points where chosen upon which each call handled by communications would be evaluated. 22 of these criteria were specific to the call taking tasks, the remainder evaluated radio operation functions.

Mutual Aid Agreements – Update and expand mutual aid agreements to improve interoperability, which improves the ISO ratings and communications between the agencies. In 2014 through the collaboration of West Metro Fire/Rescue, South Metro Fire/Rescue, Arvada Fire/Rescue, Littleton Fire/Rescue and EFR, the TriTech Computer Aided Dispatch (CAD) system was installed. At this same time, EFR reached an agreement with Elk Creek Fire Rescue, Inter-Canyon Fire/Rescue, Foothills Fire/Rescue, North Fork Fire/Rescue, and Indian Hills Fire/Rescue to provide a consolidated regional dispatch service. In 2016 to improve the response times, to increase the personnel and apparatus available for emergency incidents, and to allow for the closest resource to respond to an incident regardless of agency borders, response plans were developed to expand our automatic aid

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responses. EFR, Elk Creek Fire/Rescue, Inter-Canyon Fire/Rescue, Foothills Fire/Rescue, Platte Canyon Fire/Rescue, North Fork Fire/Rescue and Indian Hills Fire/Rescue signed an Inter-Governmental Agreement to accommodate and activate these response plans. The benefits recognized by this agreement include the closest available resource responding to incidents on the edges of each of our district boundaries for life-threatening medical calls, automatic aid response for working fires, and recognition by the Insurance Services Office (ISO) for neighboring districts fire stations and water sources. This recognition by ISO should help reduce the homeowner’s property insurance costs in those areas that qualify. This agreement takes effect in January of 2017.

Revenue – Explore expansion of communications services to additional agencies beyond the current six fire districts. Additional revenue can be generated. No additional agencies were added to the EFR communications center in 2016.

Regionalization of Communications: In 2012, EFR was contacted by several agencies in Jefferson County that house dispatch centers and the Jefferson County Emergency Communications Authority (JCECA) about participating in a study, which would weigh the feasibility of a countywide communications center for both law enforcement and fire/EMS. At the conclusion of this report, it was found as feasible with several options given as to how we could accomplish this task. However, missing from this first report were financial assessments. To include this, and to validate the first study, a second study was contracted. This second study came to many of the same conclusions, and included estimates of the cost of a consolidated center. It was decided after reviewing both reports that the great potential for improved service to the communities we serve, as well as the cost savings to the tax-payers, was well worth the move to a single consolidated dispatch center.

EFR, West Metro Fire/Rescue, Arvada Fire/Rescue, Lakewood Police Department, Golden Police Department, Jefferson County Sheriff’s Office, Wheat Ridge Police Department and the Arvada Police Department began holding regular planning meetings in an effort to generate an Inter-Governmental Agreement (IGA). The founding eight agencies worked through the beginning of 2016 on the foundation of the consolidated center and on the IGA. The Front Range and mountain volunteer agencies held separate meetings with Judith Weshinskey-Price, the Executive Director of Jeffcom, and Chief Mike Weege. An agreement was reached that stated the volunteer agencies would continue to get, at a minimum, the level of dispatching they receive from EFR Dispatch, and that a separate dispatch pod would be utilized to accomplish this for the volunteer fire departments.

In April of 2016 the EFPD Board of Directors voted unanimously to join the consolidated dispatch center, and signed the IGA. The seven other agencies governing bodies each voted unanimously to join Jeffcom. Chief Weege will represent EFR as a member of the Board of Directors of Jeffcom, with Fire Marshal Frank Dearborn as his proxy vote. Jeffcom has been officially filed and recognized as an authority. The Executive Director has hired three Operations Managers, a Technology Manager and a Human Resources Manager so work can continue on the operating procedures, telephone system, computer aided dispatch system, the various radio systems and the employee transition. JCECA, and its Board of Directors, voted to fully fund the build out of the consolidated center and the back-up center, and to fund line employee salaries for the consolidated center. This accounts for nearly $8,000,000 of the projected annual cost of the center. The $15,000,000 budget for year one is projected to save the county taxpayers approximately $3,000,000 compared to the cost of operating the eight separate centers. The center plans to open its doors in January of 2018.

In October of 2016, West Metro Fire/Rescue, Arvada Fire/Rescue and EFR, nominated by Linda Glesne from the law firm of Collins, Cockrel & Cole, received the Special District Collaboration Award from the Special District Association of Colorado at their annual conference.

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2016 Special District Association Collaboration Award Winners

West Metro Fire Chief Don Lombardi, Chief Weege, Arvada Fire Chief Jon Greer

Special District’s Association Awards Ceremony:

“Starting in 2013, eight law enforcement and fire agencies in Jefferson County who house communications centers took part in a study on the feasibility and cost of creating a consolidated dispatch center to serve all eight entities. The study showed that not only was it feasible, but it could also provide a more efficient level of service to the community and the first responders. Once the study was completed, it took a group of strong and determined collaborators to move forward with the recommendations. The proposed consolidation, which included both mountain and suburban agencies, and law enforcement and fire services, faced a significant challenge in combining agencies who operate very differently. For one thing, one of the agencies, Evergreen Fire, had already taken on a role of consolidating services available to multiple agencies, and had to consider the interests of all the mountain fire service agencies and itself when looking at the proposal to move services to a more central/suburban/city location. Together with West Metro and Arvada Fire, these three districts emerged as strong leaders in moving through the process and finding solutions to the concerns they faced. Jeffcom, as the new consolidated center is now known, is located at West Metro and hopes to go live in July 2017. Its primary focus is to promote the safety of the public within their service area and to promote the safety of law enforcement personnel, firefighters, and emergency medical services personnel. Working with their fellow districts, cities, and the Jefferson County Sheriff’s office, Evergreen Fire, West Metro, and Arvada Fire remained steadfast in their commitment to make this partnership a reality.”

Training – Stay current on standards, practices, expanding knowledge, understanding and increasing superior service. Investigate programs to increase our level of service and interoperability.

Recognition:

L to R: Luz Vazquez, Jenny Jesmer, Chief Mike Weege

At the 2016 Jefferson County Communications Banquet Chief Mike Weege presented Jenny Jesmer and Luz Vazquez with the Communications Specialists of the Year Award for their exceptional teamwork professionalism, and skill during a critical incident.

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Fleet and Facilities Maintenance Division The Fleet and Facilities Division comprised of a maintenance manager, a lead mechanic, and a maintenance technician. This team provides on-site apparatus and vehicle repairs for the EFR fleet and maintains all eight fire stations, the administration and maintenance buildings. The team continues its goal to minimize energy consumption, find opportunities for efficiency and economy of scale, enhance their skills, diversify their services, and be instrumental in solutions for EFR.

The Maintenance Division serves as a regional maintenance center providing contract vehicle maintenance, pump testing, and services for Clear Creek Fire, Elk Creek Fire, Foothills Fire, Genesee Fire, Highland Rescue, Indian Hills Fire, Inter Canyon Fire, Jefferson Como Fire, North Fork Fire and the Evergreen Metro District. Revenue derived from maintaining other regional departments continues to increase. In 2016 there was a 10% increase compared to the previous year. One aspect of our contract maintenance program is to leverage economy of scale.

In the past, it was beneficial to maintain our inventory of self-contained breathing apparatus (SCBA) in house. In recent years our focus on these tools remained high however it became appealing to contract the care of our SCBA inventory. Late in 2016 we learned that our SCBA contract partner would no longer support our equipment and would no longer have maintenance available. This brought the opportunity for a highly skilled technician to join our Maintenance Team at the end of 2016. His addition to the team enables us to return care of the SCBA within. Many of our existing regional maintenance partners have expressed interested in this being available for their equipment as a contract service.

Maintaining a competitive edge is critical even though we are not in competition with the private sector. We strive to improve our existing skills and develop others to help us maintain a competitive edge. In 2016 we had the opportunity to refinish several large pieces of furniture. In addition to attending several supplier-sponsored trainings, we were supplied tools to utilize in the shop from a Meritor representative introduced during one of our trainings.

EFPD Board Vice President Christensen has championed energy conservation efforts within our facilities. We have committed to this effort by investing in extraordinarily efficient lighting technology, LED. We are in the process of transitioning our 24/7 facility lighting to LED and reducing the number of fixtures due to increased output. We have added these lights to stations 1 and 2, and are prepared to continue this effort to replace many inefficient fixtures. Other projects during 2016 included the replacement of the roof at station 3, replacement of the flooring in the EMS living quarters in Station 2. Additionally, plans were completed for increasing the capacity of the cistern on Bear Mountain.

Maintenance Division Strategic Initiatives: This division maintains long-term expenditure plans for capital equipment and apparatus. These plans are updated throughout the year as expenditures are completed, and are evaluated annually for their timeline and anticipated expenses. Apparatus: Evaluate fleet database, operational benefit and current condition to forecast lifecycles. Leverage existing data available on work orders to quantify high operating cost and down time. This is an ongoing process, which occurs generally every March. This is parallel to assessing insurance risks, evaluation timelines and extraordinary project costs.

Maintain an operational budget to extend lifecycles while not sacrificing best practices. Budget development begins the day following approval of the current year’s operational budget. Items

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are identified and cataloged to be considered in the upcoming year.

Create and maintain a depository to fund repair and replacement of fleet. Deposits are maintained to provide funds for future purchases and replacements. The evaluation schedule is very conservative.

Attempt to extract revenue from the sale of surplus inventory. The process of selling/auctioning surplus inventory has been in place for decades. EFR employs the most advanced methods of marketing and has a good return on investment.

Fixed assets: Identify systems and equipment with a value of $2,000.00 or more and that provide critical service. This process will be lengthy and hasn’t proven successful in past attempts. The inventory management software hasn’t been financially accessible to aid in identifying and tracking our inventory estimated be worth more than 10 million. Support is critical when trying to account for this magnitude of inventory.

Identify cyclical and other maintenance needs. A cyclical task, developed in 2008, is employed to insure critical needs aren’t overlooked. This document is constantly scrutinized and modified based upon current demand.

Forecast lifecycles and project replacement costs. This process is ongoing and occurs as part of routine every March.

Revenue: Continue implementing prescribed maintenance for regional departments.

Continue to invest in tooling for current technological advances and to maintain efficient practices. This aspect of maintenance has been in development for more than 30 years. Our vision of contract maintenance is to continue to offer service to regional agencies to help them in managing dwindling revenues and expensive assets. The staff is presented with many opportunities to learn new skills and practice existing ones.

Develop and market opportunities. With the addition of Kevin to the team we will be developing the testing of SCBA equipment for EFR and for our contract maintenance partners.

Market additional opportunities, instruction, records keeping, fluid analysis, specification assistance, apparatus evaluation etc. We were rewarded through price reductions for ladder and hose testing by referring and incorporating others to use a single contractor for example. Other opportunities are available and will be considered in the future.

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Fire Operations Division The Evergreen Volunteer Fire Department (EVFD) whose members have provided an exceptional neighborhood response to emergencies for the last 68 years is one of the largest volunteer fire departments in the state of Colorado. This volunteer organization has over 85 highly trained and motivated firefighters to provide the manpower for the emergencies that can occur in our 120 square miles of coverage.

EVFD is a non-profit 501c4 organization, working under the umbrella of EFR. The EVFD Board of Directors, elected annually by the volunteer membership, manage the volunteers fund raising and by-laws. The Board of Directors is made up of a President, Vice President, Treasurer and Secretary, an Assistant Chief of Operations, and two Captains.

The EVFD 2016 officer corp., also elected annually by their volunteer membership, is responsible for fire and rescue operations. This group consisted of a Deputy Chief of Fire Operations, two Assistant Chief’s, six Captains and eight Lieutenants. The officers not only are responsible for emergency response, but also manage the firefighters training schedules.

EVFD continues to recruit new firefighters from within the district in high numbers. The 2016 academy graduated six firefighters. The 2017 academy currently has 16 members working through their classes. An academy is held annually, which lasts from August through May. The firefighters graduate with certifications in Colorado State Firefighter I, National Wildfire Coordinating Group Firefighter II, Colorado State Emergency Medical Responder, Colorado State Hazardous Materials Operations as well as skills in vehicle extrication and ice water rescue.

Trainings:

For the second year the Evergreen Park and Recreation District invited the firefighters along with the Evergreen Metro District and Denver Mountain Parks personnel to participate in a joint training on ice safety and ice rescue. These training are extremely important as all of these agencies will respond to a person who has gone through the ice into the Lake. EFR thanks EPRD for coordinating these trainings and for inviting us to participate. The firefighters, aside from running calls for service and in training, also offer their services to the community, assisting with events such as the Mountain Foothills Rotary Ice Melt barrel recovery, and the Evergreen Lake Polar Plunge supporting the Evergreen Park and Recreation District Special Needs and Drive Smart. The firefighters utilize their training to assist in the safe execution of these events.

Asst. Chief Gilbert, Sgt. Rubenstein and Sheriff Albers

EFR has been training with our partner agencies for several years now on active shooter/Mass Casualty (MCI) response. In 2016 we were invited to train with the Clear Creek County Sheriff’s Office on two scenarios in two separate facilities. Clear Creek EMS, Clear Creek Fire, Highland Rescue, Jefferson County Sheriff’s Office and Colorado State Patrol also participated in these very important trainings.

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Wildland Fire Training:

Each year EFR holds wildfire trainings for both the academy members and for company trainings to sharpen our skills at wildfire initial attack and extended attack. Every fire departments goal is to keep these fire start-ups small by attacking them quickly and aggressively. Training for these events is critical for the safety of the public and the firefighters responding. Trainings include driver/engineering, water supply, pump operation, fire line construction, structure protection, direct attack and indirect attack, fire shelter deployment and firefighter safety. Certifications for wildland firefighting are nationally recognized. EFR deploys firefighters to wildfires throughout Colorado and across the nation when we can. Firefighters are encouraged to increase their level of wildland fire certifications by completing NWCG task books for additional training such as Engine Boss, Task or Strike Force Leader. Assisting our neighboring fire departments and fire departments in other states allows our firefighters to utilize their skills, and to learn new skills on large fires. We also train with our neighboring fire departments allowing us to improve our interoperability and effectively increasing the size of the firefighter force available for all of agencies in the event of a wildland fire.

2016 Academy Graduation:

EFR and EVFD had eight academy members complete the academy in 2016. This academy class also included three Clear Creek Fire Authority candidates. The academy begins in August and finishes in May of the following year. The firefighters graduate with Firefighter I, Hazardous Materials Operations, Wildland Firefighter II and Emergency Medical Responder state and federal certifications as well as skills in ice water/swift water rescue and vehicle extrication.

Fire Operations Strategic Plan Initiatives:

Engine Response Times: In late 2015, a plan was put in place to encourage voluntary staffing at Station 2. Incentives include call credits and meal reimbursements while crewing. These plans are being supported and continued.

Recruitment/Retention: A recruitment and retention committee was formed, headed by the EVFD Vice President. The annual goal is to receive 35-40 applications, with an academy class of 15-20 people. Approximately 30 applications were received for the 2016 – 2017 academy class and there are currently 16 probationary members in the academy. The Canyon Courier began a series of 4 articles in 2016 to follow the training progress of several academy members. Recruiting efforts may include a postcard mailer, an Open House, social media and word of mouth. Retention of firefighters on the department is an area of review that will continue to be discussed regularly. Firefighters that resign from the department are provided with a survey to determine if something could have been done to retain their service. The current survey

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will be revised in the future to better capture feedback and other strategies for retention will be considered. Typically the department sees an equal number of new firefighters graduating from the academy each year to counter balance the resignations and retirements from the department.

Improve ISO Rating: The division continues to work on improvements in training and response times, water shuttle exercises, and apparatus placement to lower the Insurance Services Organization (ISO) ratings to consequently lower the cost of insurance to homeowners in the district. The Operations division works closely with the Fire Prevention division on these improvements. This is discussed in more depth in the Fire Prevention section of this report.

Continue to train for wildland fire and improve interoperability with neighboring districts: In 2016, all members of EVFD earned or recertified their wildland fire operations certifications. In addition, numerous members worked toward Squad Boss certification and Feller (chainsaw) certification. Historically, we have held one full weekend of wildland training as a basic class for academy members and supported by current firefighters. In 2016 we initiated a second Wildland Weekends geared toward more advanced training. Also in 2016, EFR participated in a Jefferson County Incident Management Team (IMT) type 3 incident drill/training. Additional classes will be offered in the future such as Fire Weather class. Plans are currently being developed with neighboring fire districts to address mutual aid responses for wildland fires. The plans include standardizing the apparatus and personnel responses. These plans will be included in the CAD in Evergreen’s dispatch center, and later in the JeffCom dispatch operations when it goes live in 2018.

Community Outreach and Education: Fire Operations will continue participation in community events such as the Rodeo Parade, Duck Derby, and Polar Plunge. We will identify and pursue other areas where the volunteers can make a contribution to the community. An auxiliary group is being formed of community members to assist in non-emergency situations such as special events or in support of the firefighters. Evaluate the Investigations and Swiftwater Teams for sustainability: Investigations: Currently the investigations team is comprised of a handful of motivated Evergreen volunteer firefighters. Unfortunately there has not been a lot of interest from newer members to keep the program in-house for the long term. We will continue to support our investigations team and for certifications, continuing education classes and seminars with the addition of the Fire Prevention team.

Swiftwater: The swiftwater rescue team (SRT) is being supported through maintaining adequate gear and training opportunities. SRT members keep their gear in their POVs for fast response as well as increased ownership in their gear and the team. Ambulances now carry shore support gear to quickly provide support to SRT. Additionally, SRT members have mandatory semi-annual gear checks and mandatory annual in-water training.

Continuously monitor and increase the number of driver engineers: Continuous efforts are being made to increase the number of driver engineers. Currently, just over half of all active members are qualified to drive A vehicles (brush trucks) or higher. The division will encourage and support the training of additional driver engineers at all levels of apparatus operation in order to provide the response necessary for each type of incident. Two high level driver engineers retired in 2016.

Develop an Officer Training program: An Officer Development Program (ODP) is currently being updated. In the past, EVFD’s ODP has had a definitive start and end time. Beginning in April 2017 the ODP will be ongoing, with training offered

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once per month. Topics will include general leadership topics, strategy and tactics, size-ups, radio communications, command structure, and others. Instructors will be both in-house and guest instructors. When applicable, these trainings will be incorporated into regular Company Trainings available to all of the firefighters and will encompass structure fires, wildland fires, rescue, and multi-casualty incidents.

EFR Honor Guard

EFR Honor Guard Presented the colors at a Rockies Game

The 2016 Honor Guard members were John Porter, Connell O’Brien, Marlis Wadleigh, Matt Swinden, Bill Cronk, Rob Weaver, and Kristy Tolan. During 2016 the honor Guard presented the colors at the Evergreen Fire Rescue Academy and Elk Creek Fire Academy Graduation, the annual Elks Lodge / American Legion Awards Banquet, the Evergreen Rodeo, two Rockies baseball games, and at our annual Safety Day in September. The Honor Guard trains regularly to perfect their timing and presentation skills. The team hopes to add additional members in 2017.

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Fire Prevention Division During 2016, King Soopers completed a tenant finish/remodel and a new emergency responder radio coverage system was included. Three new prefabricated cabins at County Road Cabins in Kittredge were completed with fire alarm and residential sprinkler systems. Construction of two new storage buildings in the A Storage Place complex off of Industrial Way were started. The Park Building west of Wendy’s has had a tenant finish and will be the new home of the Evergreen Dental office and training center. The Essence Spar and Retreat has moved into the location that was previously the Bergen Park Animal Clinic. Work has begun to convert a commercial building, on Sugarbush, east of Bergen Village, from commercial to residential and commercial spaces. Over the course of the year we completed 523 primary fire inspections, 108 follow up inspections, and 82 plan reviews.

Evergreen Fire Rescue received a generous and anonymous $12,800 donation. The funds were utilized for continuation of funding for Community Wildfire Protection and Implementation Plans, a Smokey the Bear Fire Danger Sign, our annual Health and Safety Day, a Conex unit to store training equipment, and for EMS to purchase appliances for their living quarters. EFR would like to thank the donor for their support. In addition we received a grant from Walmart which combined with other donations allowed us to continue our Christmas with the Firefighters program to assist families in need during the holidays.

The Fire Marshal completed work with Jefferson County Emergency Management on the Jefferson County’s Multi-Hazard Mitigation Plan and the section that covers the Evergreen Fire Protection District. This plan is intended to reduce the impacts of natural hazards on citizens and property in Jefferson County by outlining actions that will mitigate the effect of hazards and break the cycle of repetitive disaster losses. Through our participation Evergreen Fire Rescue will be able to submit for grants on projects that will help in accomplishing this plan through FEMA.

The 2016 Health & Safety Day event in September was well attended. This event provides us an opportunity to meet the public, answer questions, and demonstrate the work of the firefighters. We kick the day off with a pancake breakfast. This year we had a special demonstration of a fire in a room with and without a sprinkler system. Medic John Lock taught “Sidewalk CPR” as an introduction to the importance of calling 911 during a medical emergency, locating an AED and beginning CPR compressions as quickly as possible. Future Evergreen Volunteer Firefighters turn out to get an up close look at fire gear and trucks.

Fire Prevention Strategic Plan Initiatives:

Wildland Fire Prevention – Utilizing the EFR web site as a location source for links and general information on the following: Updated information and links have been added to the Safety & Education tab on the website and will be updated regularly. The webpage will assist property owners with information about mitigation, tax rebates, slash burn permits as well as collection sites and dates, and defensible space permit information, and grant information for mitigation efforts. Evacuation Route Maps and current CWPIP (Community

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Wide Protection and Implementation Plans) are also available. We also offer Code Red registration for emergency information to be sent to your land or cell phone for wildfires, house fires, severe weather alerts, or other emergencies in your area. During 2016 signs/boxes were placed in the Beaver Brook/ Floyd Hill and Brook Forest areas to dispense the evacuation maps that were developed for these areas.

The Ready Set Go program is intended to help homeowners be prepared in case of an emergency. The Ready stands for get ready and includes taking personal responsibility for creating defensible space zones around homes and property. The Set is to be prepared by putting together a “go kit” that includes items like medications and important documents. The Go is about acting early by staying aware of the situation, following your evacuation plan and cooperating with local authorities. Over 2016 we taught this program to many Adult/Senior groups, homeowners association meetings, social organizations, and school children. This valuable program will be continued.

Execute Community Wildfire Protection Implementation Plan (CWPIP) documents: EFR has been working with a plan coordinator, John Chapman, and Evergreen sub-division committees in the development of mitigation plans. Making use of the 2007 Community Wildfire Protection Plan, these committees have been evaluating their neighborhoods and determining what to prioritize for mitigation efforts to allow for more effective wild fire protection. The committees have partnered with other entities, including Denver Mountain Parks, the Colorado State Forest Service and others to identify and act on hazard areas. During 2016 CWPIP projects were completed for Hiwan Hills and North Turkey Creek. In North Turkey Creek the project included a grant application for the Colorado State Wildfire Risk Reduction Grant (WRRG) program. A new CWPIP was started for the Evergreen Meadows area and it is about 75% complete. In addition contact has been made with the Marshdale area, including two meetings with the resident who wants to start the effort. The Floyd Hill/Saddleback/Beaver Brook CWPIP team began work again and the Echo Hills and Upper Bear Creek CWPIP mitigation work has begun.

Expand meetings and training programs to make the public aware of available programs, literature and grants. This includes the CWPIP program, which gets neighbors together to work on mitigation: Meeting were held with the Floyd Hill CWPIP working group which updated their plan in 2016. They conducted numerous weekend clean-up days and had a property used as a demo for what is needed to be mitigated. Floyd Hill was awarded again in 2016 “The Fire Wise community Award” and was included in an article on the Denver Post “Your Hub” section called “Floyd Hill Fights Fire as a Neighborhood”.

Community Fire Safety Education – This program includes and will expand to include: Classes in fire safety and fire extinguisher use for public and private schools, for the senior community at Elk Run Assisted Living, at Green Ridge Meadow Apartments, Rocky Mountain Baptist Village, and the Senior Resource Center were taught by the Community Educator with assistance from the firefighters, paramedics and fire prevention staff. The program will be expanded to offer educational opportunities to the local home owners associations, social and service groups in the community. During

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2016 our fire inspector organized and taught a class on Fire Safety and Electricity, The When and How to Keep Animals Warm as a follow up to several animal shed fires that had occurred.

Annual fire inspections are an opportunity to teach business owners and their employees about fire safety. During annual school visits for Fire Prevention Month the Pre-School-6th Graders are taught about basic fire safety in the classroom and at home. The 4th-6th graders are taught advanced fire safety information which includes fireworks, smoke detectors in the home, changing batteries, safe use of a microwave and kitchen safety. These students then receive hands on fire extinguisher training using our propane trainer. Fire Extinguisher training is available to groups and businesses.

Fire Inspections – Evaluate our customer service to business owners: The Prevention team will continue to evaluate the efficiency of working paperless by utilizing tablet technology. A mobile version of the life safety software was researched. Currently we utilize tablets to take electronic copies of construction, fire, and sprinkler drawings instead of bulky paper copies. We will continue to evaluate the need for additional staff to absorb the increase in commercial structures, construction, contract work for other agencies, pre-plan generation and education programs. We will continue to educate business owners about common fire safety violations as annual inspections are completed and we will utilize any opportunity to pre-plan for fire safety as we make these inspections. Add to Web site, How to submit construction, sprinkler, fire alarm and other plans for review instructions. What is required, # of drawings, electronic files, plan review application, fee schedule and review times (8 to 10 working days).

Evaluate compliance with the requirements of the 2012 ISO Fire Suppression Rating Schedule (FSRS): Many insurance companies use ISO (Insurance Services Office) data to determine insurance values on homes and commercial properties. In 2010 the District conducted an ISO audit. ISO collects and evaluates information from communities on their structure fire suppression capabilities and then using analysis of the data assigns a Public Protection Classification (PPC TM). The fire department, the fire alarm and communications system and the water districts are evaluated during this audit. Although not all insurance companies use this rating system when calculating insurance rates on a property, we have selected this as a standard of measure.

Evergreen has a rating of 5, 6, and 10 at present. The first number, 5, applies to properties within 5 road miles of a recognized fire station and within 1,000 feet of a fire hydrant or alternate water source. The second number, 6, takes into account the alternate water source applying to properties within 5 road miles from a recognized fire station with no fire hydrant distance requirements. ISO has recognized the fire departments water shuttle capabilities, meaning the ability to truck water to a fire scene. The last number, 10, applies to properties over 5 road miles from a recognized station.

ISO reports their findings on two separate reports. One report is for the hydrant district and includes the Metro Districts and Water Districts in its determination. The second report excludes the hydrant districts and includes the fire departments water shuttle capabilities. The three components of the reports and the scoring are:

• 10% of Rating from Fire Alarm and Communication System (rating our dispatch center) • 50% of Rating from Fire Department (rating our equipment, personnel and training) • 40% of Rating from the Water Supply System (rating the supply system made up of the hydrants,

the hydrant inspection or condition, and the water shuttle).

In 2016, EFR received 96 ISO insurance inquiries and 30 unprotected rating questionnaires. EFR began discussions and preparations, led by the Fire Prevention team, on an updated audit, which is scheduled

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for 2017. In 2012, ISO released an updated Fire Suppression Rating Schedule. This new schedule encouraged communities to plan on and execute regular updates to audits on five-year intervals rather than performing full audits every ten years. EFR has partnered with the Evergreen Metro District, the Lookout Mountain Water District and the Brook Forest Water District to prepare for the upcoming audit.

A minor adjustment to move the planned 20,000 gallon cistern at the corner of Bear Mountain and Giant Gulch to the site of EFR’s 20,000 gal cistern at Stanley Park and Bear Mountain was approved. EFR is increasing the Bear Mountain site to 50,000 gallons. The upgraded site is planned to be finished by mid-April 2017 and will be available for the ISO audit.

Continue working with Clear Creek and Jefferson County Building Departments on the version of the International Fire Code each county adopts.

We have been working on going to the 2015 International Fire code once Clear Creek County approves going to the 2012 Codes. Their approval was delayed in 2016 and is now planned for 2017. This requires two resolutions. Clear Creek County may change their residential sprinkler requirements that may affect residential properties in our fire district. We will also be working with Foothills Fire District and Chief Zoril on their adoption of the 2015 Code.

Conduct annual evaluations for the fee schedule The fee schedule will be reevaluated annually with a possible decrease or reducing the square footage threshold on tenant finish fees.

Fire Pre-Plans: The existing pre-fire plans will be evaluated at intervals. As fire inspections are completed these plans are being updated. We have begun to develop a priority list for buildings that need a pre-fire plan created it is anticipated to be complete by August 2017. Many of these can be created using existing construction or fire alarm/sprinkler drawings/graphic maps.

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In Memorial:

Tom Hayden 1956 - 2016

Attention Evergreen Fire, clear the channel clear for a final tone…… Attention Evergreen Fire, Stand by for tone…….. Fire Tone Attention Evergreen Fire, this is the final tone for Firefighter Tom Hayden. Firefighter Hayden…….Evergreen Firefighter Hayden…….Evergreen There is no response from Firefighter Tom Hayden. Firefighter Hayden has answered his last call. Thank you sir for your years of service to Evergreen Fire Rescue and the community of Evergreen. Although you are gone, you will never be forgotten. God Speed and Farewell. End of final tone….