HomeMy WebLinkAbout1990-11-06 Support Documentation Town Council Work Session VAIL TOWN COUNCIL
WORK SESSION
TUESDAY, NOVEMBER 6, 1990
2:00 P.M.
AGENDA
1. Meeting with Professional Development Corporation concerning
Affordable Housing Proposal
2. Discussion of Regional Transportation Proposal
3. Presentation of Fire Services Master Plan for Vail, CO by Bill
Gay of University City Science Center
4. Design Review Board Report
5. Information Update
6. Other
VAIL TOWN COUNCIL
WORK SESSION
TUESDAY, NOVEMBER 6, 1990
2:00 P.M.
EXPANDED AGENDA
2:00 1. Meeting with Professional Development Corporation concerning
Ron Phillips Affordable Housing Proposal
Action Requested of Council: Discuss PDC numbers and other
Council concerns with Tom Campbell.
Background/Rationale: Last Tuesday the Council expressed
concerns with PDC's numbers. PDC's corrected pro forma is
included with the packet.
2:30 2. Discussion of Regional Transportation Proposal (if
Ron Phillips necessary)
Steve Barwick
Stan Berryman Action Requested of Council: Further discussion of
appropriate level of TOU financial involvement.
Background/Rationale: Avon and Beaver Creek will have met
with the County Commissioners by Tuesday and more
information be be available.
2:50 3. Presentation of Fire Services Master Plan for Vail, CO by
Bill Gay Bill Gay of University City Science Center
Dick Duran
Ron Phillips Action Requested of Council: Offer comments and direction.
. Background/Rationale: Council approved this analysis to be
completed during budget year 1990.
Staff Recommendation: Approve the Fire Service Master Plan.
4:20 4. Design Review Board Report
Shelly Mello
4:35 5. Information Update
Ron Phillips
4:40 6. Other
Y
MEMO TO: RON PHILLIPS, TOWN OF VAIL
FROM: TOM CAMPBELL,_PDC ~~C7'~
DATE: NOV. 1, 1990
~ RE: VAIL AFFORDABLE HOUSING PROPOSAL
Ron, I understand that the meeting,. with council on Tuesday may have
f utilized the information on the ten (10) year revenue and expense
E projection I fi=st gave you, rather than the corrected copy I left
for you and Steve near noon on Tuesday.
I Steve, .had noted some errors in my numbers which probably resulted
from my trying to get a response back to you as quickly as I did.
Nevertheless, I have made the correction Steve pointed out and some
of my own.
In order to correct what may be a confusion on the part of some
parties let me make the following points:
1 1.. My proposal to pay the Town of Vail $1,080,000 as a single lease
payment for all three sites with the Town using those funds to.
simultaneously purchase 'the Podotto and "Safeway" sites is still
~ what I would like to do. This gives the Town ownership of all three
sites and would insure zoning and other controls through the ground
lease.
2 . Exhibits A, A-2 , A-3 , .and A-4 are "What if" examples to show
how the Town could impact the rents by. furnishing, from its own
funds, all or a portion of_the land price. I.was asked to propose
. ways of getting. the rent down to a."target" rate of $1.00 per sq.
ft.~on the .Market Rate units. I remain confident that we can make
those units affordable without the Town furnishing a part of the
purchase_price of the land, by freezing the rent and by the rental
of the units, as the Vail and,Eagle Housing Studies indicate, with
a number- of the units occupied, by unrelated parties with multiple
incomes. The_individual housing costs would be greatly reduced and
there would be stability in the rental structure, with no option
! by the owner of the units to move them out, or sell the units out
l from under the occupant.
i
3
The new rent structure on the Market Rate units
based on 149
units, without anv purchase price coming from the Town, is as
f follows: .
l 0 bedroom- $586.00
1 bedroom- $620.00
2 bedroom- $932.00
On those units with unrelated tenants and multiple incomes, the
individual rent would be as follows:
0 bedroom-Assuming a maximum of two occupants $284.00
1 bedroom-Assuming a maximum of two occupants $310.00
2 bedroom-Assumin a maximum of two occu ants 466.00• or if
g P $
you permit 4 unrelated occupants in this unit, the rent would
be $264/00.
3. If you will examine the new pro forma I am enclosing you will
-note that the Replacement Reserve is utilized for the maintenance
j program shown on the ten.year pro forma. That Replacement Reserve
would belong to.the project and would remain with it at the end of
the lease term. As we discussed, the control of that reserve would
~ be a matter which will have to be negotiated with the Bond
Purchaser.
a. The Bond Purchaser recruires a 1.25 deft service coverage
i on the Bonds at the incetit~.on of the Droiect. This is what
makes the Replacement Reserve and the Cash flow numbers what
they are..In other. words the "cash flow in excess of debt
''service" is required to be built into the numbers which
` produce the rental rates. Thus, the.Bond Purchaser will have
the right to draw on not only the Debt Service Reserve but
will want the right to draw on any part of-the cash flow for
debt service. It is a part of his "coverage" and therefore
available.
E
b. I have no problem with the Replacement Reserve funds, which
are set aside immediately after Debt Service is paid, being
placed in 'a account `with the Trustee so that it is clear that
those funds are reserved for the project's use. The Town as ~
the issuer of the Bonds will be-a party to those instruments
and any Lease between.PDC and the Town can build in protection
` to insure that these funds are spent only for the authorized
purposes.
I hope to meet with you on Monday so that we can explore these
issues.
s
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t. ~ V149L.XLS
S. ` EXHIBIT-A
149 UNITS - COST
ISSUANCE - $300,000 $132,000
LAND $2,920,500 $0
CONSTRUCTION - `$8,085,000 $3,619,095
' ARCHITECT $280,500 $144,764
CONSTRUCTION INTEREST $1,713,000 $839,595
DEBT SERVICE RESERVE $1,500,000 $659,000
LEGAL $196,500 $96,311
BOND PRINTING $3,000 $1,470
OFFICIAL STATEMENT $1,500 $735
TOTAL $15,000,000 $5,492,971
DEBT SERVICE 9.00% 360 44198 530372
DEBT SERV.COVERA 0.25 132593
1 VACANCY 0.05 49009
OPERATING EXPENSES 1800 268200
i TOTAL INCOME NEEDED 980174
1
NET OPERATING INCOME 662965
~ DEBT SERVICE COVERAGE 1.25
RENT PER FOOT $0.93
S0.
UNITS TYPE SQ.FT. RENT INCOME FT.
~ 10 0 480 448 53,774 4800
10 1 524 489 58,704 5240
10 ~ 2 788 736 88,280 7880
46 0 480 448 247,363 22080
38 1 524 489 223,074 19912
35 2 788 736 308,979 27580
149 980,174 87492
! MARKET RATES APARTMENTS RENTED BY INDIVIDUALS WITH MULTIPLE INCOME
RENTS WITH CHFA:
UNITS TYPE SQ.FT. RENTS INCOME $/S.F. MULTIPLE
10 0 480 323 38,760 0.671NCOMES
10 1 524 - - 347 41,640 0.66
10 2 788 416 49,920 0.53
46 0 480 489 269,717 1.02 244
38 1 524 533 243,234 1.02 267
35 2 788 802 336,902 1.02 401
= 149 980,174
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- V149L.XLS
EXHIBIT
A-1
149 UNITS COST
ISSUANCE $300,000 $132,000
LAND $2,920,500 $1,060,000
CONSTRUCTION ~ $8,085,000 $3,619,095
~ ARCHITECT $280,500 $144,764
~ CONSTRUCTION INTEREST $1,713,000 $839,595
DEBT SERVICE RESERVE $1,500,000 $659,000
7 LEGAL $196,500 $96,311 .
BOND PRINTING $3,000 $1,470
OFFICIAL STATEMENT $1,500 $735
S
~ TOTAL $15,000,000 $6,572,971
DEBT SERVICE 9.00% 360 52888 634651
DEBT SERV.COVERA 0.25 158663
VACANCY 0.05 55869
OPERATING EXPENSES 1800 268200
TOTAL INCOME NEEDED 1117383
i NET OPERATING INCOME 793314
~ DEBT SERVICE COVERAGE 1.25
I
{ RENT PER FOOT $1.06
( SQ.
UNITS TYPE SQ.FT. RENT INCOME FT.
10 0 460 511 61,302 4800
j 10 1 524 558 66,921 5240
10 2 788 839 100,638 7880
46 0 480 511 281,989 22080
j 38 1 524 558 254,301 19912
I 35 2 788 839 352,231 27580
149 1,117,383 87492
MARKET RATES APARTMENTS RENTED BY INDIVIDUALS WITH MULTIPLE INCOME
RENTS WITH CHFA:
UNITS TYPE SOFT. RENTS INCOME $/S.F. MULTIPLE
10 0 480 323 38,760 0.671NCOMES
10 1 524 347 41,640 0.66
10 2 788 416 49,920 0.53
46 0 480 568 313,263 1.18 284
38 1 524 620 282,505 1.18 310
35 2 788 932 391,295 1.18 466
149 1,117,383
. - V149L.XLS
EXHIBIT-A-2
149 UNITS COST
ISSUANCE $300,000 $132,000
LAND $2,920,500 $810,000
CONSTRUCTION $8,085,000 $3,619,095
ARCHITECT $280,500 $144,764
- CONSTRUCTION INTEREST $1,713,000 $839,595
DEBT SERVICE RESERVE $1,500,000 $659,000
LEGAL $196,500 $96,311 .
BOND PRINTING $3,000 $1,470
OFFICIAL STATEMENT $1,500 $735
TOTAL $15,000,000 $6,302,971
DEBT SERVICE 9.00% 360 50715 608582
DEBT SERV.COVERA 0.25 152145
VACANCY 0.05 54154
OPERATING EXPENSES 1800 268200
TOTAL INCOME NEEDED 1083081
NET OPERATING INCOME 760727
DEBT SERVICE COVERAGE 125
RENT PER FOOT $1.03
SQ.
UNITS TYPE S~.FT. RENT INCOME FT.
10 0 480 495 59,420 4800
10 1 524 541 64,867 5240
10 ~ 2 788 813 97,548 7880
46 0 480 495 273,333 22080
38 1 524 541 246,495 19912
35 2 788 813 341,418 27580
149 1,083,081 87492
MARKET RATES APARTMENTS RENTED BY INDIVIDUALS WITH MULTIPLE INCOME ~
RENTS WITH CHFA:
UNITS TYPE SOFT. RENTS INCOME $/S.F. MULTIPLE
10 0 480 323 38,760 0.671NCOMES
10 1 524: _ 347 41,640 0.66
10 2 788 416 49,920 0.53
46 0 480 548 302,377 1.14 274
~ 38 1 524 598 272,687 1.14 299
I 35 2 788 899 377,697 1.14 450
149 1,083,081
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_ _ V149L.XLS
EXHIBIT-A-3
149 UNITS COST
ISSUANCE $300,000 $132,000
LAND $2,920,500 $540,000
CONSTRUCTION - $8,085,000 $3,619,095
_ ARCHITECT $280,500 $144,764
CONSTRUCTION INTEREST $1,713,000 $839,595
DEBT SERVICE RESERVE $1,500,000 $659,000
LEGAL $196,500 $96,311
BOND PRINTING $3,000 $1,470
l OFFICIAL STATEMENT $1,500 $735
1 TOTAL $15,000,000 $6,032,971
DEBT SERVICE 9.00% 360 48543 582512
DEBT SERV.COVERA 0.25 145628
VACANCY 0.05 52439
~ OPERATING EXPENSES 1800 268200
TOTAL INCOME NEEDED ~ 1048779
NET OPERATING INCOME
728140
f OEBT SERVICE COVERAGE 1.25
RENT PER FOOT $1.00
. SD.
UNITS TYPE S~.FT. RENT INCOME FT.
10 0 480 479 57,538 4800
10 1 524 523 62,813 5240
10 = 2 788 787 94,459 7880
46 0 480 479 264,676 22080
38 1 524 523 238,688 19912
35 2 788 787 330,605 27580
tas t,oa8,77s 87as2
MARKET RATES APARTMENTS RENTED BY INDIVIDUALS WITH MULTIPLE INCOME
RENTS WITH CHFA:
UNITS TYPE SQ.FT. RENTS INCOME $?S.F. MULTIPLE
10 0 480 323 38,760 0.671NCOMES
` 10 1 524 _ 347 41,640 0.66
10 2 788 416 49,920 0.53
46 0 480 528 291,490 1.10 264
' 38 1 524 576 262,869 1.10 288
35 2 788 867 364,099 1.10 433
149 1,048,779
V149L.XLS
. EXHIBIT-A-4
149 UNITS COST
I ISSUANCE _ $300,000 $132,000
LAND $2,920,500 $270,000
CONSTRUCTION $8,085,000 $3,619,095
~ ARCHITECT $280,500 $144,764
CONSTRUCTION INTEREST $1,713,000 $839,595
. DEBT SERVICE RESERVE $1,500,000 $659,000
LEGAL $196,500 $96,311
~ - BOND PRINTING $3,000 $1,470
OFFICIAL STATEMENT $1,500 $735
TOTAL $15,000,000 $5,762,971
1
s DEBT SERVICE 9.00% 360 46370 556442
DEBT SERV.COVERA 0.25 139110
VACANCY 0.05 50724
OPERATING EXPENSES 1800 268200
TOTAL INCOME NEEDED 1014476
NET OPERATING INCOME 695552
DEBT SERVICE COVERAGE 125
Sri
.s~2.
RENT PER FOOT $0.97
L'
SQ.
'UNITS TYPE SQ.FT. RENT INCOME FT.
• 10 0 480 464 55,656 4800
i 10 1 524 506 60,758 5240
10 ~ ~ 2 788 761 91,369 7880
46 0 480 464 256,019 22080
38 1 524 506 230,881 19912
i 35 2 788 761 319,792 27580
I 149 1,014,476 87492
~ MARKET RATES APARTMENTS RENTED BY INDIVIDUALS WITH MULTIPLE INCOME
RENTS WITH CHFA: f
UNITS TYPE SQ.FT. RENTS INCOME $/S.F. MULTIPLE
10 0 480 323 38,760 0.671NCOMES
I 10 1 524 _ 347 41,640 0.66
10 2 788 416 49,920 0.53
46 0 480 508 280,604 1.06 254
1 38 1 524 555 253,052 1.06 277
35 2 788 835 350,501 1.06 417
f 149 1,014,476
V149L.XLS
ANNUAL OPERATION 8 MAINTENANCE ,
-~?;~`r:
s
CARETAKER ~ 17433
; SUPPLIES 1341
~ ~ ~ PAINTING 8 DECORATING ~ 7373
~'i ~ ~ GENERAL MAINTENANCE 6705
GROUNDS 21456
SERVICES 5364
FURNITURE & FIXTURES
MISC. OPER COST 2684
SUB TOTAL 62356
ELECTRICITY 15421
WATER _ _ 9387
SEWER 9387
FUELlfELE
TRASH REMOVAL 4359
SUB TOTAL 38554
MANAGER SALARY-RESIDENT 14483
MANAGEMENT FEE 46345
ACCOUNTING 4023
LEGAL 2011
' OTHER ADM. 3353
:r SUB TOTAL 70215
REAL ESTATE TAXES 52500
SPECIAL ASSESSMENTS 0
OTHER TAXES,FEES,PERMITS 0
SUB TOTAL 52500
PROPERTY INSURANCE 42563
COMPENSATIONS 0
BOND PREMIUMS 2012
SUB TOTAL 44575
INTEREST EXPENSE 0
OTHER EXPENSES 0
SUB TOTAL 0
TOTAL 268200
' 11n~9o
• ExwBrT-D
PROFORMA•TEN YEAR OPERATIONS
INCOME: ASSUME 95% OCCUPANCY
x1,061,514 =1,061,514 51,061,514 =1,061,514
E1~ENSES: 1991 1992 1993 1994 1995
CARETAKER 17433 17433 18130 18856 19610
SUPPLIES 1341 1341 1341 1341 1341
PAINTING d~ DECORATING 7373 7373 7373 7373 7373
GENERAL MAMRENANCE 6705 6705 8705 6705 6705
GROUNDS 21456 21456 21456 21456 21456 '
SERVICES 5364 5364 5364 6364 5364
fURNRURE 8 FIXTURES 0 O 0 0 0
MISC. OPER COST 2684 2684 2684 2684 2684
SUB TOTAL 62356 62356 63053 63779 64533
ELECTRICRY 15421 = 16038 16679 17347 18040
WATER 9387 9762 10153 10559 10981
SEWER 0387 9762 10153 10559 10981
FUELITELE 0 0 0 0 0
TRASH REMOVAL 4359 4577 4806 5046 ~ 5298
SUB TOTAL 38554 40140 41791 43511 45302
IiAANAGER SALARY-RESIDENT 11483 15062 15665 16291 16943
MANAGEMENT FEE 46345 48199 50127 52132 54217
ACCOUNTING 4023 4023 4023 4023 4023
LEGAL 2011 2011 2011 2011 2011
OTHER ADM. 13353 13353 13353 13353 13353
SUB TOTAL 80215 82648 85179 87810 90547
REAL ESTATE TAXES 52500 52500 62500 52500 52500
SPECIAL ASSESSMENTS 0 0 0 0 0
OTHER TAXES,FEES,PERMITS 0 0 0 0 0
SUB TOTAL 52500 52500 52500 52500 52500
PROPERTY INSURANCE 42563 42563 42563 42563 42563
COMPENSATIONS 0 0 0 0 0
BOND PREMIUMS 2012 2012 2012 2012 2012
SUB TOTAL 44575 14575 44575 44575 44575
_ MEREST EXPENSE 0 0 0 O 0
OTHER EXPENSES 0 0 0 0 0
SUB TOTAL 0 0 0 0 O
' TOTAL 278,200 282,219 287,098 292,175 297,457
REPLACEMENT RESERVE 85,730 65,730 65,730 65,730
i
DEBT SERVICE 634.651 634.651 634.651 634.651 J
I CASH FLOW 78.914 74,035 68.959 63.677
BAL. CUM .R.R. _ 65,730 131,459 128,049 136,779
' APPLPAINT,EfC 69.140 67.000
~ 8AL R.R. 65,730 131,159 68,909 138,688
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• EXWBR-0 PAGE 2
PROFOAMA-TEN YEAR OPERA710NS
INCOME: ; x1,061,514 =1,061,514 x1,061,Si4 =1,061,514 x1,061,514
- ASSUME 95% OCCUPANCY
EXPENSES: 1996 f 997 1998 1999 2000
I ~ CARETAKER 20394 21210 22058 22941 23858
SUPPLIES 1341 1341 1341 ~ 1341 1341
I PAINTING 3 DECORATING 7373 7373 7373 7373 7373
GENERAL MAWTENANCE 6705 6705 6705 6705 6705
GROUNDS 21456 21456 21456 21456 21456
SERVICES 5364 6364 5364 5364 6364
1 FURNRURE a FlXTUAES 0 0 0 0 0
MISC. OPER COST 2684 2684 2684 2684 2684
SUB TOTAL 65317 66133. 66981 67864 68781
0= 0 0 0 0
ELECTRICITY 19762 19512 20293 20292 211oa
WATER 11421 11421 11878 12353 12847
SEWER 11421 11878 12353 12847 13361
FUELlTELE 0 0 0 O 0
TRASH REMOVAL 5563 6841 6134 6440 6762
SUB TOTAL 47167 48652 60657 61932 54073
0 0 0 0 0
i MANAGER SALARY-RESIDENT 17621 18326 19059 19821 20614
#AANAGEMENT FEE 66386 58641 60987 63426 65963
' ACCOUNTING 4023 4023 4023 4023 4023
iFGAL 2011 2011 2011 2011 2011
OTHER ADM. 13353 13353 13353 )3353 13353
4 SU8 TOTAL 93394 06354 09432 102634 105964
O 0 O 0 O
I REAL ESTATE TAXES 62500 62500 52500 62500 62500
SPECIAL ASSESSMENTS 0 0 0 O 0
OTHER TAXES,FEES,PERMITS 0 0 0 0 0
SUB TOTAL 52500 62500 52500 62500 52500
0 0 0 0 0
' PROPERTY INSURANCE 42563 42563 42563 42563 42563
COMPENSATIONS O 0 0 0 0
BOND PREMIUMS 2012 2012 2012 2012 2012
SUB TOTAL 14575 44575 44575 44575 44575
0 0 0 0 0
NTEREST EXPENSE 0 0 O 0 0
{ OTHER EXPENSES 0 0 0 O O
SUB TOTAL 0 0 0 0 0
TOTAL - 302,952 308,214 314,146 319,504 325,894
REPLACEMENT RESERVE 65,730 65,730 65,730 65,730 65,730
DEBT SERVICE 634,651 634,651 634,651 634,651 634,651 `
CASH FLOW 58.181 52.919 46,988 41,629 35.239
BALCUM.R.R. 202,509 187,398 184,288 220,563 286,292
APPL,CARPET,PAINT,ETC. 90,840 58,840 29,455 23,840
BAL. R.A. 121.669 116,558 154.833 196,723 262,452
s Y149L.XLS
-
PROFORMA TEN YEAR RENTS
WITHOUT ANY SUBSIDY ON LAND
MARKET
FlXED INCREASE
RENTS 8Y 5°~6
UNITS 1990 1991
-
- EFFICIENCY 6323 5323
ONE BEDROOM 5347 5347
' TWO BEDROOM 6416 6416
EFFICIENCY 5568 5596 -
ONE BEDROOM 5620 6651
i TWO BEDROOM 5932 5978
~ UNITS 1990 '1992
~ - EFFICIENCY 5323 323
ONE BEDROOM X347 347
i TWO BEDROOM 5416 416
EFFICIENCY 1568 1626
ONE BEDROOM 5620 5683
• TWO BEDROOM 6932 11,027
i
UNITS 1990 1993
EFFICIENCY 5323 5323
ONE BEDROOM :347 5347
TWO BEDROOM 1416 5416 •
EFFICIENCY 5568 5657
ONE BEDROOM 5620 1717
TWO BEDROOM 5932 11,079
UNITS 1990 1994
_ EFFICIENCY 5323 1323
' ONE BEDROOM 5347 5347
TWO BEDROOM 5416 5416
EFFICIENCY 5568 5690
~ ONE BEDROOM 5620 1753
TWO BEDROOM 5932 11,132
UNITS 1990 1995
~ EFFICIENCY 5323 1323
ONE BEDROOM 5347 1347
TWO BEDROOM - •6416 5416
EFFICIENCY 5566 1724
ONE BEDROOM Sfi20 5791
TWO BEDROOM 5932 11,189
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a V149L.XLS
I ,
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PROFORMA-TEN YEAR RENTS
WITHOUT ANY SUBSIDY ON LAND
{ FIXED MARKET
RENTS INCREASE
BY 5%
UNITS 7990 1996
i.
EFFICIENCY ~ 5323 5323
ONE BEDROOM 5347 5347
TWO BEDROOM 6416 5416
EFFICIENCY 5568 5761
ONE BEDROOM 5620 5830
• TWO BEDROOM 5932 51,249
UNITS 1990 1997
f EFFICIENCY 1323 5323
ONE BEDROOM 1347 5347
TWO BEDROOM 5416 5416
. EFFICIENCY 1568 5799
1 ONE BEDROOM ~ • 5620 1872
TWO BEDROOM 1932 11,311
• UNITS 1990 1998
EFFICIENCY 5323 5323
ONE BEDROOM 6347 ;347
TWO BEDROOM 5416 ;416
• ~ EFFICIENCY i5s8 1838
ONE BEDROOM 1620 X15
_ - TWO BEDROOM 5932 51,376
` UNITS 1990 1999
i EFFICIENCY 5323 1323
ONE BEDROOM 1347 5347
' TWO BEDROOM 1416 1416
EFFICIENCY 5568 1880
ONE BEDROOM 5620 5961 ~
TWO BEDROOM 1932 51,445
1
UNITS 1990 2000
EFFICIENCY 5323 1323
ONE BEDROOM •1347 5347
TWO BEDROOM 6416 5416
EFFICIENCY 5568 5924
ONE BEDROOM 5620 51,009
TWO BEDROOM 5932 11,518
• 10-31-90 02:05 PM FROM TOWN OF AVON P02
l~xo To: auL ~11~85, TOliI~ I(~Nl?GSR
I~ROtd: Li~RY ~ ~ROOtis, ~IRBCt'OR of Moxrcrp]?L stcSS ice' . .
D11TS: OC'i'OB~t 2S, 1490
BF' ~ ~ •
The TOlin of Vail has Enquired about bus service betta<ss>n Vail
and ltiaturn. ~s r~oo>emsnd service tailored to the employes as
loilo~rs:
Minturn to Vaii . val.]. to. Mi::tt
6:isam 6:49a~ 4:ispm 4:4Spa
7:I3am 7:45~ 5:15pm ~3:4Spn
isa~p 8:49en 6:15pm 6 : 45p~t
su+cb service ~vouid Ae >~tt efficiently r~iYl Oiith a separati bus
spsoif~.ca21y designated to this route.
Tatal Operating Coats _
Hours CCo t~~ cost liilea caCost/lEile3~ cost Total
lOls $34.34 34,906 24,8$$ .75 91$.666 $39,572
Less Revenue - 10 50p 7C $1.05
D~!' LO$'1' 41, 54S
Revenue ,._..jections are ba$ed van soAerhat historic information.
sines the routs ssrviaitq 1~intura has nod operated in this fashion
3n recent years. That is to as that the iii turn service ran
west intia a~~~.~/Beaver creek rsther than inta~aii.
S?^D ~S I ~ Nr i~ ruR ~.I A rJ ~ G D c~rx~~ s 7~r,tE
Z~ l~19N~~K S eta
yr~w
' 3) fo o~ rfrv d ~E ~ i
` fJG.~~V /g~ RiVEI~ /LKn! ~t7Lp GLll~1~11A~ D'G~L~~
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University City Science Center 171 Elden Street, Suite 214
3624 Market Street Herndon, VA 22070
Philadelphia, PA 19104 (703) 478-0980
(215) 387-2255 Fax: (703) 471-6355
' FIRE SERVICES MASTER FLAN
' FOR VAIL, COLORADO
Prepared By:
' ose h Donovan
1 p
' William Gay
Candace Neufeld
University City Science Center
' 171 Elden Street -Suite 214
Herndon, Virginia 22070
' Prepared For:
Town of Vail
42 West Meadow Drive
Vail, Colorado 81657
October 11,1990
I
TABLE OF CONTENTS
CHAD t ~x 1 IIv i tcODUCTION ..........................................................................1
STUDY SCOPE AND OBJET t 1 VES ..............................................................2
STUDY METHODS ..........................................................................................3
CHAT i nx 2 BACKGROUND .............................................................................7
Fire Life Safety Hazards ......................................................................8
t Residential, Commercial and Industrial Zones ............................9
Governmental Structure ....................................................................10
' Fiscal Policies ........................................................................................11
Population Characteristics .................................................................15
CHAT t ~x 3 THE VAIL FIRE DEPARTMENT ................................................17
Organizational Structure ....................................................................17
Organizational Culture .......................................................................19
' Fire Stations and Facilities .................................................................21.
CHAT 1 ~R 4 SERVICE DEMAND ......................................................................23
Emergency Responses .........................................................................24
' Non-Emergency Responses ...............................................................28
IN~..iliENT ANALYSIS ...................................................................................30
Methodology .........................................................................................30
Service Calls ..........................................................................................31
Structure Fires ......................................................................................33
' False Alarms .........................................................................................35
LOCATION ANALYSIS .................................................................................36
' Location of Incidents ...........................................................................38
Response Time to Incidents ..............................................................41
' Station Location Analysis ..................................................................43
CHAT' 1 ~R 5 OPERATIONS ANALYSIS ..........................................................51
Emer en Medical Services .............................................................51
g cY
TABLE OF CON i ri~iTS (CONTINUED)
Fire Suppression and Rescue Operations .......................................52
Hazardous Materials Operations ......................................................52
CHAT 1 ~x 6 CArt 1 AL ASSETS .........................................................................55
FIRE STATIONS AND FACILt t ~S ............................................................55
Emergency Apparatus .........................................................................55
Emergency Equipment and Turn-out Gear ....................................59
Water Supply for Fire Protection .....................................................61
CHAT t ~x 7 EMERGENCY OPERATIONS ADMINISTRATION ..............63 ,
Standard Operating Procedures and Incident Command
System ........................................................................................64
Pre-Emergency Plans ...........................................................................67
Post Incident Analysis .........................................................................68
Community Relations ........................................................................70
Emergency Communications System .............................................71
CHArlr~c 8 FIRE LOSS MANAGEMENT ......................................................73
Fire Safety Inspection Program .........................................................77
Fire Safety Education ...........................................................................79
CHAT rrx 9 TRAINING AND SAFETY ..........................................................81
Training Facilities ................................................................................86
SAFETY AND HEALTH PROGRAMS ........................................................87
CHAT l rx 10 PERSONNEL MANAGEMENT .................................................89
Staffing Levels ......................................................................................90
Compensation and Job Titles ............................................................91
Personnel Practices and Policies .......................................................92
Student/Resident Program ................................................................94
CHAD t r.~c 11 PERSONNEL AND COST SUMMARY ....................................97
TABLE OF CONTENTS (CONTINUED)
Fire Suppression and Rescue Operations .......................................52
' Hazazdous Materials Operations ......................................................52
i CHAPTER 6 CAr~ 1 AL ASSETS .........................................................................55
FIRE STATIONS AND FACILI i l~S ............................................................55
' Emergency Apparatus .........................................................................55
Emergency Equipment and Turn-out Gear ....................................59
' Water Supply for Fire Protection .....................................................61
' CHAT'tux 7 EMERGENCY OPERATIONS ADMINISTRATION ..............63
Standard Operating Procedures and Incident Command
' System ........................................................................................64
Pre-Emergency Plans ...........................................................................67
' Post Incident Analysis .........................................................................68
Community Relations ........................................................................70
Emergency Communications System .............................................71
CHAT'T'ER 8 FIRE LOSS MANAGEMENT ......................................................73
Fire Safety Inspection Program .........................................................77
Student/Resident .................................................................................79
CHAT 1 ~x 9 TRAINING AND 5AFETY ..........................................................81
Training Facilities ................................................................................86
SAr~ i ~ AND HEALTH PROGRAMS ........................................................87
CHAT i r,x 10 PERSONNEL MANAGEMENT .................................................89
Staffing Levels ......................................................................................90
' Compensation and Job Titles ............................................................91
Personnel Practices and Policies .......................................................92
Student/Resident Program ................................................................94
CHAPTER 11 PERSONNEL AND COST SUMMARY ....................................97
LIST OF EXHIBITS
Exhibit 1 Comparative Survey Participants ..............................................6
Exhibit 2 Town Budget, 1985-1990 ...............................................................11
Exhibit 3 Revenue Sources, 1989 .................................................................12
Exhibit 4 Fire Expenditures and Budgets,1985-1990 ................................13
Exhibit 5 Population, 1985-1990 ....................................................................15
Exhibit 6 Vail Fire Department Organizational Chart ............................18
Exhibit 7 Calls for Service,1987-1990 ..........................................................24
Exhibit 8 Emergency Responses in 1989 -1,608 Incidents .......................25
Exhibit 9 Structure Fires in 1989 ..................................................................26
Exhibit 10 Personnel Responses to Emergenaes ........................................27
Exhibit 11 Non-Emergency Responses, 1987-1989 ......................................28
t
Exhibit 12 1,576 Non-Emergency Responses in 1989 .................................29
' Exhibit 13 Analysis Data Sets ..........................................................................31
Exhibit 14 Calls for Service, Temporal Patterns .........................................32
Exhibit 15 Structure Fires, Temporal Patterns ............................................34
' Exhibit 16 Grid Map of the Town ..................................................................37
Exhibit 17 Location of Calls in 1989 -1,582 Inadents .................................38
Exhibit 18 Location of Structure Fires ...........................................................39
Exhibit 19 Location of Emergency Calls on I-70, 274 Incidents ................40
Exhibit 20 Response Time to Structure Fires - 138 Incidents ...................41
Exhibit 21 Response Time to I-70, 274 Incidents .........................................42
' Exhibit 22 Fire Station Coverage - 1.5-Mile Circles ....................................43
Exhibit 23 Time and Temperature as it Relates to Flashover .................44
Exhibit 24 Survival Rate for Heart Attacks .................................................45
' Exhibit 25 Proposed Station ............................................................................47
Exhibit 26 Normal Configuration and Inventory of VFD Fire
Apparatus and Emergency Vehicles ..............................57
' Exhibit 27 Fire Marshal Activities .................................................................75
Exhibit 28 Recommended Staffing Summary ............................................98
Exhibit 29 Personnel Level Changes ...........................................:.................100
t Exhibit 30 Recommended Organizational Chart .......................................101
Exhibit 31 Summary Apparatus and Staffing .............................................101
LIST OF ArrnNDICES
' APpendix A Constituency Letters ......................................................................i
Appendix B Comparative Survey .....................................................................ii
1
1 ~ -
' CHAT t sic 1
' INTRODU~. i iON
The University City Science Center is pleased to submit this report to
the Town for review. The report examines the organization, management
' and operation of the Vail Fire Depa l...ent (VFD). The Depa. t..?ent provides
fire, rescue, hazardous materials and basic emergency medical services to the
Town and the surrounding area. Advanced emergency medical services and
' ambulance transportation are provided by the Eagle County Ambulance
District. An ambulance is stationed in Vail.
This report makes a number of recommendations to strengthen
management positions and operational procedures of the Fire Depa l~~.ent.
I The recommendations are offered with a commitment to professionalism
and a dedication to improving fire services in Vail. As in any study of this .
' kind, an emphasis is placed on identifying existing defiaencies and
developing recommendations for improvement. Our assessment of the Fire
Department is that it is an effective organization. The quality of service
provided and dedication of the personnel at all levels is commendable.
Members of the VFD were very cooperative and supportive of the
study. Records and files were made available to the study team. Personnel
should be commended for the contributions they made to the study.
1 The report should be viewed as a working document. It explains
technical service delivery issues so that informed decisions can be made by
the Council and Town Management. Some of the recommendations will be
' relatively easy to implement and can be done at the departmental level.
Other (major) issues will require specific direction from the Manager and
' Council.
1
r
' STUDY SCOPE AND OBJEt„ i 1 dES
' The study was conducted in accordance with a request for proposal to
conduct a comprehensive strategic analysis of fire services in the Town. The
' need for the study grew out of concerns held by the Town Council and the
Depaztment regazding the capability of the Fire Depaztment to provide
sufficient fire protection to West Vail. The Science Center study was guided
t by the following objectives:
' Determine whether the Town needs a West Vail Fire
Station. If so, identify when and where it should be built,
' the level of staffing and equipment required, and whether it
should be amulti-purpose facility.
• Evaluate Depa.l...ent staffing levels and det~...~ine whether
present levels are sufficient to provide adequate services
' throughout the community.
• Assess the facilities, appazatus and equipment, including the
' location and number of fire stations.
I • Analyze the student/resident program with respect to the
program's viability and its benefit to the Town.
• Evaluate the need for a fire prevention bureau.
' • Determine whether there is a need for additional
administrative personnel in the Depaztment.
t
1
2 University City Sdence Center
1
' STUDY M~ t HODS
' The study was conducted by a team of public management fire
specialists between Mazch and June 1990. During this period, the consultants
interviewed Town and Depaztment personnel, observed operations,
reviewed documents and collected information about emergency and non-
emergency services. The following methods were used by the study team:
t • Personal intervie r h l ' h
ws wee e d wrt the Town Manager,
' Assistant Town Manager and Town Budget Officer, the
Director of the Department of Community Development,
the Chief Building Official, the Information Systems
' Manager, the Campus Director and the Fire Science
Program Director of Colorado Mountain College, the
Regulations Administrator of the Upper Eagle Valley
Water and Sanitation District, the Manger of the Eagle
' County Ambulance District, three on-duty staff of the Vail
Emergency Operations Center, all of the career members
of the VFD, and all of the active student/residents.
Interviews were conducted on Mazch 13-17, Apri129-30,
and May 1-4,1990.
• An advertised public hearing to gather citizens' input was
' held on May 3. Three citizens attended and were
interviewed. Several organizations and citizens who
' could not attend the hearing submitted letters regarding
fire protection concerns. These letters aze attached in
Appendix A.
• The following Town documents were reviewed:
' • The Town of Vail, Colorado and Vail Fire
Protection District Public Fire Protection Study,
' Vail, Colorado 3
1
t March 1975, National Loss Control Service
Corporation.
• The Vail Village Master Plan, June 1989.
• ISD Commercial Risk Services, Inc., Fire
Insurance Classification Survey, 1988.
• Catalog of Colorado Mountain College, 1989-1990.
• Hazardous Materials Response Plan -Budget
Proposal, 1990.
' • Hazardous Materials Decontamination Plan, 1990.
• Fire Department Annual Reports, 1987-1990.
' An analysis was made of fire incident patterns. The
locations of 1,608 fire alarms and 138 structure fires were .
plotted on a map to support fire station location decisions.
• The frequency, distribution, types of emergencies and
' their present and projected impact on fire and life safety
personnel and capital assets were analyzed. Emergency
needs were studied relative to the type, condition,
utilization and location of stations, equipment, and
apparatus as well as the deployment, availability and skill
level of the present staff.
' • Town revenues and fire expenditures were reviewed for
the 1983-1989 period. Fire Department expenditure
forecasts were made through 1995.
• On-site observations included several in-depth tours of
' the Town. The service area, traffic network and traffic
patterns were reviewed and analyzed. Fire stations,
' emergency vehicles, and equipment were inspected.
' ¢ University City Sdence Center
' • The Fire Depaztment's organizational structure and chain
of command were reviewed.
' • la ' n Ea 1 oun Am ulance Distric
The re t1o ship of the g e C ty b t
' and VFD was reviewed. The Fire Depaztment's role in
the delivery of basic life support (BLS) emergency medical
care was assessed.
• An evaluation was made of the Depaztment's Rules and
' Regulations, Standazd Operating Procedures, Pre-
Emergency Plans, and Mutual Aid Agreements.
' • A review was made of the policies and procedures
employed in developing the annual operating and capital
' budgets. Internal controls used in monitoring
expenditures and procurement procedures were analyzed.
' • The Depaztment's Training program was analyzed. The
review included recruit, in-service and external training
' and educational opportunities.
• Surveys were conducted of fire depaztments in Colorado
communities and municipalities comparable to Vail.
' Exhibit 1 lists the jurisdictions that partiapated in the
survey with their populations and land azeas.
1
i
Vail, Colorado 5
1
1
' EXHIBIT 1
' COMPARATIVE SURVEY PARTICIPANTS
City Population Land Area (Sq. Mi.)
Breckenridge, CO* 5,000 138
Castlewood, CO 60,000 48
' Glendale, CO 2,900 4
Lake Arrowhead, CA 15,000 13
' Lake Valley, CA 6,000 70
Park City, UT 9,800 100
' Poudre, CO 112,400 230
Vail, CO 4,970 13
' *Red, White and Blue Fire District
' Upon completion of the on-site phase of the study, the Science Center
prepared a draft report. The report was submitted to Town and Fire
' Department officials for review and comment.
1
1
' ( University City Sdence Center
1
CHAPTER 2
' BACKGROUND
' The purpose of this chapter is to provide background information
about the Town. It discusses how the Town is changing and the pazticulaz
chazacteristics of the Town that affect the delivery of fire and life safety
' services. These chazacteristics include:
' Socio-demographics
• Geography and infrastructure
' Fire and life safety hazards .
• Residential, commercial, and industrial zones
• Physical condition of buildings '
' • Governmental organization
• Fiscal policies
' Projected permanent and seasonal growth
Vail is located in the Upper Gore Valley in Eastern Eagle County
approximately 100 miles west of Denver. It is pazt of the White River
National Forest. Vail was founded in the late 1950s by former members of the
Tenth Mountain Division who trained during World War II at Camp Hale
south of Vail near Leadville. The Town was incorporated in 1969. The
' building of the interstate highway network greatly enhanced the accessibility
to and subsequent development of Vail as a major ski resort and summer
' recreational area. The public and private sector infrastructure of the Town is
geared to supporting a lazge number of recreational visitors. Many employees
' of the Town and local establishments do not live in Vail. They commute
from neighboring communities such as Minturn.
' Vail has been developed along the I-70 corridor. This is the only route
into and out of the community. Most of Vail lies to the south of the
interstate. The Town is approximately 13 miles long by less than one mile
' wide. However, the VFD services an azea that is approximately 19 miles long
' Vail, Colorado 7
1
' in the I-70 corridor. The service area's eastern boundary includes the western
side of Vail Pass (mile marker 190 of I-70). The western boundary of the
' Department's service area is at mile marker 171 of I-70. The elevation of the
Department's service area ranges from 10,603 feet at Vail Pass (mile marker
' 190) to an elevation of 7,760 feet at the western end of the 19 mile service area
(mile marker 171). The Department services the I-70 corridor because it is the
Town's only means of access and the VFD is the only department serving the
' eastern portion of Eagle County.
Vail is served by three exits on I-70. Several frontage roads parallel I-70
t between these exits. Roads in the Town provide emergency responders with
a good access to the various sections of the .......munity. However, heavy
' traffic, extreme weather conditions, and the grade and width of some roads
tend to slow emergency responses. Delays usually occur during morning and
late afternoon hours of the peak ski season when large number of skiers are
entering or leaving the lift areas. Some of the major emergency access streets
in Vail Village..and.Lionshead are limited to bus and pedestrian traffic. This
' configuration eliminates the congestion of auto traffic. However, emergency
vehicle drivers must be careful when the mall areas are congested with
' pedestrians.
The Town is served by the Upper Eagle Valley Water and Sanitation
' District. The District provides an adequate water supply to all structures in
the Town. The water district has a very good system of hydrants for use by
the Fire Department.
Fire Life Safety Hazards
Interstate 70 is the major east-west highway across the central part of
' the United States. It is the only interstate that crosses the Rockies in
Colorado. Consequently, it carries heavy truck traffic. The large volume of
' truck traffic, their hazardous cargos, the extreme winter weather conditions
and the 3,000 foot drop in elevation from east to west in the valley create the
potential for severe accidents. These accidents can result in risk to life and the
environment in Vail. VFD responded to approximately eight traffic accidents
' monthly during 1989 on I-70.
' 8 niv
U ersity City Sdence Center
1
t The Town has a large percentage of non-sprinklered hotels and lodges
that, create special fire risks. A few of these high occupancy residencies have
' installed sprinkler systems to better protect their occupants. The VFD is
vigorously encouraging commercial property owners to sprinkler their
' facilities whenever buildings are renovated. All high occupancy buildings
and complexes that aze not sprinklered represent a serious life and property
' hazard in the community:
...Many .homes .have been built on the steep slopes on the sides of the
mountains. It is sometimes difficult for fire appazatus to reach these
' residences. The problem is most severe in the winter because of snow and ice
conditions in spite of the fact that the Depaztment uses 4wheel drive
' vehicles. Once fire apparatus is on the scene, it is difficult to position fire
equipment to reach the fire. Long ladders aze used to reach difficult locations
' above and below the roadways.
Residential, Commercial and Industrial Zones
The Town is composed of several business/recreational centers along
1 the valley floor and the I-70 corridor (Vail Village, Lionshead and Cascade
Village) and residential areas that aze scattered in the Valley and along the
slopes of the mountains. The business recreational areas are served by ski
lifts that draw substantial foot traffic when the slopes dose and open. Vail
' Village is the oldest pazt of the community. It is a densely occupied azea in
the center of Town. The dominant type of structures aze Tyrolean-style wood
' frame buildings varying in height from one to eight stories. Most of these
structures aze commercial in nature. Many are hotels and lodges. The
' Village's central business district is made up of shops and restaurants. On the
outer fringes and built on the side of the mountain aze many large single-
family homes. Most of these houses serve as second homes for their owners.
' Lionshead, to the west of Vail Village, is also densely occupied. It is
similaz to Vail Village in building density and commercial makeup but is of
' newer construction. Many of the lazger buildings in Lionshead .aze
constructed of steel and concrete and aze protected by automatic fire
' sprinklers. In general, the fire risk level is lower in Lionshead than it is in
Vail Village.
Vail, Colorado 9
1
' The Cascade Village section is located about one mile west of
Lionshead. It includes the recently built Westin Hotel complex. The hotel is
' entirely protected with automatic fire sprinklers. A fourth area of mixed use
commercial development is located north of I-70~ about three miles west of
' Vail Village. This area consists of a hotel, professional offices, service
stations, quick food shops, retail stores and a large supermarket. It is not a ski
lift center like the other commercial areas.
' Other sections of the Town are a combination of single-family homes,
apa.lu~ents and condominiums. Almost all are of wood frame construction.
A large number of houses are 3,000 square feet or larger and have values
exceeding one million dollars. Many houses have been built on the
' mountainside. Access to these residences can pose serious problems for the
Department.
The Town is approximately 80 to 85% built-out. Most buildings are of
' recent construction and are well maintained. In-fill construction is common
throughout the Town, especially in Vail Village. The older and smaller
buildings in the Village are being remodeled or replaced by larger mixed use
buildings. If the replacement buildings are large enough to require automatic
' sprinklers, the Town and VFD benefit because sprinklers substantially reduce
fire and life safety risk.
Governmental Structure
The Town is governed by aCouncil-Manager form of government.
There is an elected Mayor and asix-member Town Council. The Council sets
' policy and direction while a professional Town Manager manages and
administers the day-today activities.
' The Town Manager conducts a senior staff meeting with department
heads. The Fire Chief is included in these meetings. There is also a weekly
' inter-depa.l..?ental meeting of Planning and Zoning, Building Inspection,
Public Works, Fire, Police and the Town Engineer to review and coordinate
' activities. The inter-departmental meeting focuses on significant building
projects under construction and planned construction within the Town.
The VFD is managed and lead by a career full-time Fire Chief who
' reports directly to the Town Manager. He serves as a member of the Town's
10 University Ci Science Center
' senior staff and a department head. The Department is a combination full-
time/cazeer and pazt-time student/resident organization. All required
funding for operations and capital assets is provided through the regular
Town budget and appropriation process.
Flscal Polides
1 The Town's budget process is excellent and the vFD budgeting and
' fiscal control appeaz to be in order. The Depa~ lucent has not always
appropriated its full budget requests because of other pressing fiscal needs.
However, the Depaztment has generally been adequately supported.
' The Science Center reviewed the Town's general fund expenditures for
the 1985-1990 period. Exhibit 2 displays Town expenditures for that period.
During this period the Town's expenditures rose from $7.3 million to $12.3
million in 1989. Expenditures for 1990 are expected to be approximately $11.5
million.
' EXHIBIT 2
TOWN BUDGET, 1985-1990
szooooo00
slsooooo0
$16000000
' 514000000
sl2ooo000
' ~looooo00
asoooooo
~ooooo0
' X4000000 -
~zooooo0
so ~
1984 1985 1986 1987 1988 1989 1990 1991
' Revenues for the Town come from four primazy sources:
' Vail, Colorado 11
1
' • Retail sales tax `
• Property taxes
' • Ski lift tax
• Consumer charges levied by the Town
' Exhibit 3 shows the proportion each property source contributes to the
Town's revenue in 1989. Retail sales tax accounted for 50% of the revenues.
' The next largest category is consumer charges levied by the Town. This
includes fines and forfeits, franchise fees, licenses and permits, investment
' income, user fees, real estate transfer tax and intergovernmental charges.
This category acrnunted for 25% of resources. Property tax accounted for 10%,
ski lift tax 7%, and transportation centers for 8% of resources.
1
t EXHIBIT 3
REVENUE SOURCES, 1989
' 7% Ski Lift Tax
' 8% Trans Centers ,
50% Retail Sales Tax
t 30% Property Tax
' 25% Town Charges
1
' 12 University City Sdence Center
1
t Exhibit 4 displays fire expenditures for the 1985-1990 period. Between
1983-1990, ~...renditures increased at an average annual compound rate of
' 7.3%. In 1985, the Department expended $596,234. In 1990 this figure rose to
$848,886, an increase of 42%. The changes can be accounted for by increases in
' personnel costs, equipment costs and supply costs and accounting changes.
Major apparatus expenditures were moved from the Town budget to the Fire
Depa.l~~~ent budget. Although the Department's budget increased faster than
' the rate of inflation, its share of the Town budget declined from 8.1% in 1985
to 6.5% in 1989 - a decrease of nearly 14%.
t
EXHIBIT 4
1
FIRE EXPENDITURES AND BUDGETS, 1985-1990
1
51400000
' x1200000
51000000
$800000
' $600000
6400000
' 6200000
$0
' 1984 1985 1986 1987 1988 1989 1990 1991
Recommendations
1. The annual operating budget and capital outlay requests
' should follow the VFD comprehensive and capital outlay
plans. The plans should identify options and rnntain
' justifications for all recommendations.
' Vail, Colorado 13
' 2. The VFD should establish cost centers for each company
(station). Fire officers should be accountable for:
• Preparing the station's annual operating budget
' Controlling costs within the annual appropriation
• Payroll and tune reports for their companies
' 3. The Department should computerize budgeting and fiscal
controls to the company level.
4. The Town should conduct an analysis of the feasibility of
implementing impact and service costs recovery fees to
' recoup the costs for specialized fire and life safety services.l
Fees might be considered for the following services:
t • New residential and commercial/industrial
' developments
• SARA Title III MSDS reporting and inventory
• Hazardous materials incidents
' • EMS service
• Fire safety inspections
' • Plans review
• Permits
• Fire alarm/master box tie in
• Malfunctioning detection/alarm system
1
' 1 See pp. 214 of the International City Management Association's Managing Fire
Services (green book) 'for a discussion of impact fees.
14 University City Sdence Center
1
1
Population Characteristics
' Vail is a dynamic and growing community. This growth places service
burdens on the muniapal VFD. Because Vail is a resort community, it
experiences a greater demand for services and, consequently, needs more
resources than a comparably sized residential community. There are several
' distinct service populations in the Town. Exhibit 5 displays changes in the
resident and visitor population of Vail for the 1985-1990 period.
EXHIBIT 5
' POPULATION, 1985-1990
' 20000
18000 ~ Overnight Q Day ® Permanent
' 1.6000
14000. ' .
' 12000
10000
8000 .
+i'ti
iv {4ti:{:: :i
.{{:i~:
:
i~
:i:: <<4: ww
~`ti: +••:4•:i;:o. it \ k;; ;t;..~,... ^.v{r,F.< .,•~:•.\,;~{~.ti;`,•.
•.i:~\4:•\~x} iii
~~•{{}}•~k \{;.',?..:;:;::_:::~,::i '}%•'.t:i:::::. '~{~'.u~+ k ~ti'^p i
6000 •`•<<:>::.,::••:;•.;;: ~...,`;~•.<:•:;~<°•;.`
...'iii ii iii iui iiiiii~i~
' 4000
2000
' 0
' 1985 1986 1987 1988 1989 1990
t
1
Vail, Colorado 15
' The resident population, approximately 5,000, live and work in the
Town year round. Population data prepared by the Community
' Development Department indicates that the resident population has been
growing annually at an average rate of 1.9%. This trend, however, is expected
' to slow during the 1990s because of the very high cost of land and housing
and the nature of construction. Most new residential construction is for part-
time recreational use by visitors. Also, the Town is approximately 80-85%
' built-out.
Vail has a significant visitor population. The visitor population
t consists of day and overnight visitors. Day visitors mme to the Town to ski
and do not spend the night. Overnight visitors stay in either hotels and
' lodges or privately-owned condominiums or detached homes.
1
' 16 Universi Ci Sdence Center
~ ~
CHAP t ~x 3
THE VAIL FIRE DEPARTMENT
The Vail Fire Department was formed in 1982. Prior to that, the Town
was served by three separate fire protection districts. Each district was
' governed by an elected board of directors. The Vail Fire Protection District
served the central part of the Town. The District evolved from the original
Vail Volunteer Fire Depa~ li,~ent, formed during the 1960s. The Big Horn Fire
' Protection District served East Vail until it merged with the Vail Fire
Protection District in 1978. West Vail was protected by the West Vail Fire
' Protection District. This district contracted with the Vail Fire Protection
District until 1982. The Vail Fire Protection District became the Vail Fire
t Department and an agency of the Town -on January 1, 1982. The Vail Fire and
West Vail Fire Protection Districts were disbanded at that time.
' Or anizational Structure
S
Exhibit 6 displays an organizational chart for the Department. VFD is
organized and managed in keeping with the characteristics of the community
' and the laws and regulations of the State of Colorado. VFD is a combination
department composed of 15 full-time/career members and approximately 12
' part-time paid student/resident fire fighters. The Department provides
service from two fire stations -one in Vail Village and one in East Vail. The
' student fire fighters reside in the stations while enrolled in the fire science
program at Colorado Mountain College.
The Fire Chief is the chief executive officer of the Department. He
' reports directly to the Town Manager. There is a clear delineation of the roles
and responsibilities of the management functions in community
' government and the VFD. They are not contrary to legislated authorities. An
assistant chief and two fire captains (not classified as management) assist the
' Fire Chief in carrying out departmental objectives. These officers also serve
as the shift commanders of three emergency service work groups (shifts).
' Vail, Colorado 17
1 .
' Shift personnel, including the assistant chief, are assigned to three
shifts. One shift is always on-duty such that three career fire fighters and two
' student/residents are usually on-duty in the two fire stations. The shifts or
work groups are scheduled to work two or three rotating 24-hour shifts per
week. During weekday hours the Fire Chief and fire marshal assist
' operations personnel during major emergencies. In addition, off-duty
personnel are routinely called back to work during emergencies.
t The current scheduling of the assistant chief creates some management
problems. The assistant fire chief works a shift schedule and is in command
of a work group. Because of his schedule and shift responsibilities it is
sometimes difficult for him to provide leadership continuity as the second in
command of the Department. The fire marshal is the only manager who, like
the Fire Chief, works a weekday schedule. Consequently, he has been called
on to provide guidance when the Fire Chief is not available.
EXHIBIT 6
VAIL FIRE DEPARTMENT ORGANIZATIONAL CHART
1 Fire Marshall Fire Chief 1 Secretary N
~ I i
Shift 1 Shift 2 Shift 3
1 Assistant Chief 1 Shift 1 Shift
' Shift Commander Commander Commander
1 I I
I 1 1 I I I
Station 1 Station 1 Station 1
1 Fine Tech Station 2 Station 2 Station 2
1 Fire Tech 1 Fire Tech
1 Fire Fighter 1 Fire Tech 1 Fire Tech 1 Fire Tech
1 Floater FF 1 Student 1 Fire Fighter 1 Student 1 Fire Fighter 1 Student
1 Student 1 Student 1 Student
18 University City Sdence Center
1
niz tional Culture
Orga a
' A positive, proactive relationship between the citizens, elected and
appointed officials, and other public and private sector organizations serving
' the community is critical to the quality of a fire depa.i...ent's service. The
VFD enjoys good working relationships with the community as well as
' elected and appointed officials. These relationships need to be continuously
emphasized.
' Likewise, a positive and proactive relationship between the
depa.l,~.ent's leadership and its members is critical to the nature of the
organization. This relationship ultimately affects the quality of fire and life
' safety services provided by the Depa. t.~?ent. The Town Manager believes that
each department should solve its internal problems. Most conflicts and
' problems are currently solved at this level. Participatory management and
democratic decision making is evident in the VFD. Meetings between the top
' management and line personnel are held at irregular intervals and some
committees have been formed to review policy issues. However, because fire
departments are para-military organizations, the Fire Chief has made
appropriate decisions on issues that cannot and should not be left to the
democratic process.
For the most part, fire fighters believe their mission is to "protect lives
and property". Although this is true, today's fire depa.l...ents have a much
' broader mission that includes fire and environmental prevention tasks as
well as fire suppression and hazard mitigation. To ensure that all fire fighters
have a clear understanding of the their role, many departments have
developed written organizational mission statements, goals and objectives.
' Written statements of goals and objectives are recommended by the National
Fire Protection Association Standard No. 1500 Fire Department Occupational
Safety and Health, 1987. The VFD has written goal and objective statements
' that are reiterated and reaffirmed every year in the Department's annual
reports.
' Many Vail fire fighters have been with the Department for several
years. Some came to Vail for its recreational activities, especially skiing, and
' became volunteer members of the Department. Although the fire fighters
enjoy the area very much, some members of the Department are becoming
' Vail, Colorado 19
' restless because of the lack of promotional opportunities and heavy fire
fighting duties. VFD is a small department and does not experience much
' personnel turnover. Consequently, promotions are limited in number and
occur infrequently: Morale in the Department could be improved if members
faced greater challenges and were provided more opportunity for career
' growth.
The Department encourages members with special knowledge and
' skills to use their expertise in improving the operation and administration of
the Department. Although staff meetings with the officers, full-time fire
fighters and the student/residents are held periodically, they are not
scheduled on a regular basis. The Department has used a committee process
' as a problem solving technique. Committee membership is based on the
responsibilities, expertise or personal interest of individual members. The
committee system has worked for the Department and should be expanded.
...Recommendations .
' 1. The Town should encoura a the continued em to ent of
g P ym
' full-time members by examining the Deparhnent's career
development program.
' 2. VFD should continue to use its committee system. Special
committees should be formed to address specific issues and
be disbanded upon completion of their objectives. Across
section of the Department's career and student/resident
' membership should be included on all committees.
3. The Depa~~...ent should hold a monthly staff meeting for
' officers and a quarterly department-wide meeting for all
members.
4. Meeting agendas should be provided to all attendees at least
three days prior to the meeting.
1
' 20 University City Science Center
1
' Fire Stations and Facilities
VFD presently operates from two fire stations. One is located in Vail
Village and another in East Vail. Station 1, headquarters, is located on West
Meadow Drive in Vail Village. This two-story, four-bay station houses a
pumper, a reserve pumper, a 100-foot aerial ladder and a Suburban 4x4
' emergency personnel carrier/command post vehicle. The administrative
offices are located in this station. These offices are cramped and the
t arrangement of the space is inefficient for the range of planning and training
activities that take place in and around the station. The station has a
' classroom/meeting room, dormitory and kitchen with dining facilities for the
on-duty shift. The Fire Marshal's office and the secretary/receptionist area is
in a converted hallway.
' Station 1 has living facilities for six student/residents. The area
_ .consists of _ six individual bedrooms, three shared bathrooms, a kitchen,
dining area and living room. The station has limited parking for on-duty
staff. Parking for off-duty members responding to a general alarm is largely.
' non-existent. The station has adequate apron space so that apparatus parked
on the apron does not block the street.
Station 1 is located one block from South Frontage Road and Exit 176 of
' I-70. The location gives fire apparatus ready access to I-70 and the frontage
roads. The Town uses traffic control persons to direct traffic at peak times to
' alleviate congestion. Traffic personnel effectively control traffic for
emergency vehicles and apparatus passage. Although traffic can be heavy at
other times, emergency apparatus seems to move through streets without too
much resistance. Access to Vail Village and Lionshead by the "pedestrian
' only" streets is very slow when the streets are filled with pedestrians. This is
especially true after the ski lifts close and visitors shop and dine in the
commercial areas. Station 1's first due response area extends 2.8 miles east to
' Bald Mountain Road and 4.7 miles to the end of Bellflower Drive in Inter-
Mountain at the western boundary of the Town.
' Station 2 is located 4.8 miles from Station 1 on Columbine Drive in
East Vail. This two-bay station houses two Class Apumpers - a rescue
' pumper and a reserve pumper. Anew quad (combination pumper/ladder
truck) with a 75-foot rear-mount aerial ladder and 1,500 ~rr..~ pump will be
' Vail, Colorado 21
1
' delivered to the Depaztment shortly. The quad will be housed in Station 2
and the reserve engine will be moved to the Bus Bazn for storage.
' Station 2 has accommodations for six student/residents. Their living
quazters are similaz to those in Station 1, but aze less spacious. There is a
small dormitory, kitchen and lounge azea for the on-duty staff. Two one-
bedroom apaztments aze also located in this station. The apa.l...ents aze
rented to VFD personnel. This arrangement is advantageous to the Town
' because it enables two fire fighters to live in the Town where they can quickly
respond to general alarm call backs of off-duty fire fighters. Most fire fighters
live outside Vail because of the high housing costs in the Town.
Station 2's first due response azea in the Town extends 2.0 miles east to
' the end of Main Gore Drive South and 2.0 miles west to the end of Bald
Mountain Road. When the company is out of the station on another run or .
covering at Station 1, response time to the East Vail area is lengthened.
Neither station is protected with automatic sprinklers but both aze
.equipped, with automatic, fire detection alazm systems. Both stations have
t exhaust systems to clear apparatus fumes and are in compliance with the
National Fire Protection Association's Standazd No. 1500. However, the
' exhaust system in Station 1 does not function properly.
University City Science Center
' CHAT i ric 4
' SERVICE DEMAND
' The purpose of this chapter is to describe service demands in Vail.
The Fire Department provides emergency and non-emergency services.
' Emergency services include fire related and non-fire related incidents. Fire
related situations include structure, vehicle and brush fires. Non-fire related
situations include medical calls, vehicle accidents, hazardous materials
' inadents, alarm system malfunctions and other general services. Non-
emergency situations includes safety inspections, residential fire surveys,
' public education, CPR programs and snow removal from hydrants.
Information in the following analysis was drawn from the Department's
' computer data base and annual reports.
' Emergency Responses
' Exhibit 7 displays emergency responses for the 1986 through 1989
period and estimated calls for 1990. The projection for 1990 was based on 1987
' through 1989 monthly service call levels for the first five months of the
calender year. During the past several years approximately 42% of the annual
service calls occurred between January and May.
' Vail Colorado
23
EXHIBIT 7
CALLS FOR SERVICE, 1987-1990
' 3000
' 2500
2000
' 1500
' 1000
500
0 _
t 1985 1986 1987 1988 1989 1990 1991
In 1986 the De artment res onded to 1,418 calls for service. This rose
P P
to 1,608 in 1989 - an increase of approximately 13%. In 1990, it is expected that
the Department will respond to approximately 1,937 calls or 5.3 calls per day,
up from 4.4 calls per day in 1989. 1990 calls for service data indicates that the
t Depa.l,~?ent will experience an upswing in demand. This is partially due to a
record number of skiers during the 1990 season and the fact that Vail is
' becoming a year round recreational center. The Department can expect that as
more people visit the Town, fire and life safety risks and emergency service
' demands will increase.
' 24 University City Science Center
' Exhibit 8 displays information about the types of emergency incidents
the Department responded to in 1989. The lazgest group of emergency calls,
' S5%, were false alarms. Most of the false alarms aze attributed to
establishments that have automatic alazm systems. The false alarms occur
either because of personal cazelessness or alarm system malfunctions. The
' Department has been working with those facilities that have a large number
of false alarms to control this problem. Other calls and emergency medical
' calls make up the next largest categories of responses accounting for 20% and
19% of the calls, respectively. The Depaztment responds to emergency
' medical calls as a first responder and is backed up by the Eagle County
Ambulance for advanced levels of emergency medical Gaze and patient
' transport to hospitals.
Fires represented 5% of the emergency incidents in 1989. Fires vary in
their intensity and the objects they attack. For example, fires in dwelling
' units pose substantial economic and life-safety risks, while fires in open areas
pose less of a threat. Vail, like other communities, experienced a variety of
' different types of fires in 1989. Structure fires, the most serious, accounted for
32 of all emergency calls in 1989 or 2% of all emergency calls for service. The
' remaining fires for 1989 involved vehicles (16) and outside fires of brush and.
rubbish (34).
' EXHIBIT 8
' EMERGENCY RESPONSES IN 1989 -1,608 INCIDENTS
' S% Firea 146 Mutual Aid
19% EMS Glls
55'~ Falae Alarms
' 2096 Other Glla
' Vail, Colorado 25
Exhibit 9 displays information about the types of buildings in which the
structure fires occurred. Twenty-three fires occurred in residential structures.
These fires pose a significant life safety threat considering 19 of these fires
' occurred in high occupancy complexes, apartments, hotels and lodges.
EXHIBIT 9
STRUM. i JRE FIRES IN 1989
' 13% Private Dwellings
31% Hotels & Motels
t
28% Other
1
~~h
9(
28 % Apartments
' 26 niv i i ' n
U ers ty C ty Scie ce Center
1
' The rationale for the number of stations in a community and the
amount of staff needed by a department is based largely on the need to
extinguish fires in buildings. Rapid extinguishment is crucial in Vail because
of the density of the structures in the commercial areas and in multi-story
apartment and condominium complexes. Unless fires are quickly controlled,
' the potential for fire spread to surrounding buildings is quite high. In 1989,
the Depa, l~,.ent responded with an average of 1.7 fire engines and five
' personnel to all calls for service. Exhibit 10 displays more detailed
information about the number of personnel responding to incidents in 1989.
' A large number of personnel are needed to attack the fire at its source and to
provide support to those fire fighters who enter the burning structure to
extinguish the blaze.
1
' EXHIBIT 10
PERSONNEL RESPONSES TO EMERGENCIES
goo
' 600'
m
' ~ 500'
d
~s
~
~ 400
w
' d 300
6
z 200
' 100 II
i
0
1 2 3 4 5 6 7 8 9+
Number of Fire Fighters Kesponding
1
1
' Vail, Colorado 27
1
1
Non-Emergency Responses
' The Depa.l...ent is busier than the number of daily emergency alarms
indicate. On-duty fire fighters participate in various non-emergency
' activities. Non-emergency activities include company in-service inspections,
residential fire surveys, night inspections, public education, and occupancy
' inspections. These activities are conducted by career personnel when they are
not responding to emergency incidents. Exhibit 11 displays the level of non-
' emergency responses for the 1987 through 1989 period. The Department
averaged 4.3 non-emergency service activities daily in 1989.
' EXHIBIT 11
' NON-EMERGENCY RESPONSES,1987--1989
' 2000
' 1500
1000
' 500
' 0 -
1987 1988 1989
1
1
' 28 Universi Ci Sdence Center
tY tY
' Non-emergency responses can be divided into three categories:
company inspections of hazards, pre-plans of high risk facilities and
' occupancy inspections/surveys. Each of these activities is designed to reduce
the amount of risk in the community, familiarize fire fighters with
structures, provide citizens with safety information and better prepare fire
' fighters for future emergencies. Exhibit 12 displays information about the
extent to which the Department engaged in each of these activities in 1989.
EXHIBIT 12
1,576 NON-EMERGENCY RESPONSES IN 1989
' 2%a Pre-Plans
60°!o Company InapecHona
1
1
38% Occupancy
1
1
1
' Vail, Colorado 29
1
' INCIDENT ANALYSIS
' The purpose of this section is to develop an understanding of
emergency service call patterns in the Town. The number, type and location
of emergency incidents determine the fire safety needs of a community and
' guide resource allocation decisions.
1 Methodology
' The Science Center analyzed information about emergency service
demand patterns from the Department's computer system. The
Department's computer is a good information source because it records
detailed data about each emergency service call. The Science Center used five
data sets in the following analysis. Exhibit 13 identifies, describes and outlines
each data set. The data sets contain information about different types of
emergency incidents for various time periods. The exhibit identifies which
data set was used for specific analysis. The Science Center selected specific
data elements to conduct the analysis. The key data elements used in the
' station location analysis were the:
' • Type of emergency incident.
• Location of the incident.
• Response time of apparatus to the incident.
' 30 Universi Ci Sdence Center
ty ty
EXHIBIT 13
' ANALYSIS DATA SETS
' Data Set Description Analysis
3 Years CFS Data Contains 3 years of calls Used for calls for service
for service data, 1987, temporal patterns and
' 1988, and 1989 Projections
1 Year CFS Data Contains 1 year of calls Used for overall
' for service data, 1989 response time analysis
and incident location
analysis
' Structure Fire Contains 3.3 years of Used for response time
structure fire data, 1987, analysis to structure
1988,1989 and 1 /1- fires and structure fire
' 4/15/90 location analysis
I-70 Incidents Contains 3.3 yeazs of Used to analyze
incidents on I-70, 1987, response times to Vail
' 1988,1989 and 1/1- pass and West Vail
4/30/90 locations on the
expressway
' False Alarms Contains 3 yeazs of false Used to det~.....ine the
alazm service data, 1987, level departmental
1988, and 1989 resources consumed
Service Calls
The Science Center analyzed all calls for service for a three year period -
' 1987 through 1989 (3 years CFS data). During this period, the Depaztment
responded to 4,967 calls for service. Exhibit 14 shows the temporal patterns of
' the calls. The exhibit indicates that most calls for service occur during the
height of the ski season (December through Mazch) when the Town is busy
' with visitors. The number of calls received aze not evenly spaced throughout
the course of the day. The calls aze clustered as follows:
' Time Period % of Calls
Midnight to 8AM 17%
' 8AM to 4PM 47%
4PM to midnight 36%
' Vail, Colorado 31
' EXHIBIT 14
' CALLS FOR SERVICE, TEMPORAL PA i i ERNS
' Calls for Service by Month
' 800
700
600
500
400 ~ ~
300
' 200
100
0.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Calls for Service b Hour of the Da
Y Y
360
id ig t ~ a ~ Ev n g
' 320
280
240
' 200
160
' 120
80
1 ~
0 _
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19.20.21 22.23.24
32 University City Sdence Center
1
' The daily temporal pattern is similar to emergency service demand
patterns observed in other communities. T'he command staff of the
' Depa.l..,ent, Chief and fire marshal, are on-duty on weekdays to supplement
shift personnel when major emergencies occur.
Structure Fires
' Structural fires pose the greatest threat to lives and property in the
community. As part of the study the Science Center analyzed all structural
' fire incidents that occurred between January 1987 and Apri115,1990. One
hundred and thirty eight structure fires occurred during this period - an
' average of 41 structure fires annually. Exhibit 15 displays the temporal
patterns of the Town's structure fires.
The temporal pattern of structure fires is similar to the monthly profile
of all service incidents. Most structure fires occurred between December and
t March: These four months accounted for nearly 48% of the structure fires
during the four year period. There is substantial variability in the hours at
which structure fires occur. Structure fires tend to cluster during the evening
' period in contrast to the Department's pattern of heaviest service needs
during the day time. The distribution of structure fire calls are clustered as
' follows:
' Time Period % of Calls
Midnight to 8AM 25%
8AM to 4PM 31 %
' 4PM to midnight 44%
' Many of the student/residents are in the stations during the evenings
when they are not scheduled for duty and routinely provide extra assistance
during these time periods.
' Vail, Colorado 33
' EXHIBIT 15
' STRUCTURE FIRES, TEMFORAL PA 1 1 ERNS
' Structure Fires by Month
1 ~
18
' 16
14
iZ
t 10
8
' 6
4
' 2 .
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1
' Structure Fires per Hour of the Day
+ ~ ..o
14 ~ 4
10 _
8
' 6 .
4
4 .
0
' 1 2 3 4 5 6 7 B 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
' 4 University City Sdence Center
3
1
' The Department has an excellent record for fire service fatalities and
injuries. During the past three years, Vail has not had any civilian or fire
' fighter fatalities. During this period there were ten minor fire fighter injuries
and 72 civilian injuries.
False Alarms
False alarms are a problem because they represent such a large portion
of the emergency response workload. Furthermore, they endanger citizens
' and fire fighters. This is because fire apparatus responds in a lights and siren
emergency mode. False alarms in 1987 represented 67% of the Department's
' workload. In 1989 this figure dropped to 55%. Although this is a significant
reduction this is still a large number of responses considering an average of
' five fire fighters and two engines respond to all false alarms.
-Recommendations -
1. The Town should program the computer in
communications to prepare weekly false alarm reports for
the fire and police depa.~.~ents. The false alarm report
' should be capable of listing all false alarms by data of
occurrence and address.
' 2. The Department should continue to implement procedures
that emphasize counseling, corrective action and fines for
' false alarm problem locations.
3. The Town should develop an ordinance requiring the
issuance of a citation to all false alarms locations and require
them to have their alarms inspected and serviced within 24
' hours after each false alarm. The Police Department should
be responsible for issuing the citation
Vail, Colorado 35
' LOCATION ANALYSIS
' Decisions concerning the location of fire stations have usually
revolved around the distance between a station and the population it serves,
' the workload levels of companies and the hazazds at particular locations.
Thus, stations are placed in a community to best serve all locations. The
' location of fire stations is based on the theory that a rapid response is essential
to protecting life and property since fire spread is largely a function of time.
The purpose of this section is to identify the location of incidents and
' average response time to specific locations. The analysis will be used in
determining the need for and value of a West Vail fire station.
' The Science Center analyzed 1,608 emergency incidents and 138
structure fires in order to study station location needs. The Town has a geo-
' coding system that enables emergency dispatchers to record the location of
incidents into grids or blocks on a map. The blocks divide the Town into 19
azeas that run along the interstate highway and the Valley corridor.
' Although I-70 provides access to the Town, it also divides the Town in half
and restricts the movement of apparatus across the interstate barrier. The
Town's grid system was modified by the Science Center to record whether the
incidents occurred to the north or south of the I-70. Thus, the Town was
' divided into 38 grid locations for the incident location analysis. Exhibit 16
displays the grid pattern for the Town.
1
1
' 36 Universi Ci Sdence Center
t3' h'
1
EXHIBIT 16
' GRID MAP OF THE TOWN
Grid 9A
Grid 8B
Grtd 6A Grid 8A
Grid 5B Grid 6B Grid 9B
' Grid 7A
Grid 7B
Grid 30A
Gr(d 5A
t
Grld 4A Grld lOB
Grid 4B
' Grld 11A
Grld 3B Gdd 11B
Grid 3A
Gtid 2B
Fire Department personnel coded the address for each incident into
' grid coordinates to allow computer analysis of the data. The grid coordinates
allowed the study team to analyze the amount of time it took fire apparatus to
' travel to incidents at various locations. The Science Center calculated an
average travel time for each grid location.
1
' 1
Vail, Co orado 37
Location of Incidents
The locations of fire incidents are critical to designing an effective and
t ~ efficient fire protection system. Hence, a first step in the analysis process was
to locate emergency incidents on a map of the Town. Various kinds of maps
were developed to understand the spatial distribution of calls in Vail and to
' facilitate the analytical process. Exhibit 17 displays the distribution of 1,582
incidents that occurred in 1989. These incidents occurred throughout the
' Town. However, a large number of the calls clustered in Vail Village and
Lionshead. This is to be expected because these areas are the commercial and
' recreational hub of the community. The incidents also tend to cluster to the
south of I-70. The Town has developed primarily to the south of I-70 and
much of the community's public and recreational activities take place here.
' EXHIBIT 17
LOCATION OF CALLS IN 1989 -1,582 INCIDENTS
' Lions Ridge ~ : ~
Vail Heights . Vail Village ? o to o
' ';t;~ Lionshead ,
~ 0 to 10 ~'I;;,
ryb ~ ®30 to SO Bighorn , , ,
' * Station I ®so to soo '~j~;;
~yc Station II S
~t; ;
1
38 University City Sdence Center
1
Exhibit 18 plots the location of structure fires. Structure fires are
generally most threatening to the health and safety of Town residents and
' businesses. The location of structure fires is often the key variable in selecting
station locations. The structure fires, like all incidents, tend to cluster south
of I-70, in the densely developed Lionshead and Vail Village areas. In
addition, West Vail experiences a fair number of fires.
EXHIBIT 18
' LOCATION OF STRUt,. t JRE FIRES
June 1987 - Apri14,1990 -138 Incidents
' Lions Ridge I
Vail Heights ~ ~ 'Vail Villa ? o to o
j~j~ Lionshead ~ Q o to 2
j,j;j;, :
2 to 5
' ~ ~ ®S to t s Bighorn
.
' * Station I ~ ®t s to ao
Station II `i'~
1jjj;j
1
1
Vail, Colorado 39
The VFD responds to calls for service that occur on I-70 between mile
marker 192 and 170. Between 1987 and May 1990, the Department responded
' to 274 incidents on I-70. In 1989, I-70 accounted for 92 incidents or 6% of the
Depa~ l~.?ent's calls for service. Exhibit 19 shows the location of calls for
service on I-70. A disproportionate number of the calls occur in the Vail Pass
area and I-70's descent into the Town from the east. Vail Pass presents
particular problems for motorists because of the severe weather patterns on
' its summit and slopes.
' EXHIBIT 19
' LOCATION OF EMERGENCY CALLS ON I-70, 274 INCIDENTS
' Lions Ridge
~N
Lionshead. Vail Village S
~ o to o ivn~tl9z
~Sto10 ~
1170 10 to 15 I
' * Station I ®15 to 30
Station II
~ ~ TownLimits
I,I~i,l,i,i~~i
40 Universi Ci Sdence Center
ty ~
t
' Response Time to Incidents
' Response time is the time between when a dispatcher receives a call
and a unit arrives at the scene. The overall average response time for the
entire fire service azea was 6.2 minutes. However, response time to Town
' limits was only 5.1 minutes. Exhibit 20 displays the average response time to
structure fire incidents at each grid location in the Town. The blank grids on
' the map did not experience any structure fires during the study period. There
is a great amount of variability in response times to different areas of the
' community because of the number and location of fire stations. It is generally
expected that azeas close to a fire station will have faster response times than
' areas that aze more distant from a station. This does not always occur in Vail
because apparatus does not always respond from the station. Apparatus is
away from the station when it is on non-emergency assignments or when it is
' busy on an emergency call and a second call occurs. In the latter instance, the
apparatus from one station may have to travel a lengthy distance to cover for
the other station.
' EXHIBIT 20
' RESPONSE TIME TO STRUM, i JRE FIRES -138 INCIDENTS
Lions Ridge i~;~i~i~i~it;i;iii;iii
't
, t;,;,;,;, , ,
1;1li~' `;,;,~iiii;i'ii iii : ~ • :1,it!liii;i~i';i~i;i! iii;i~i,i~!~iiji~ ~ ~
, ~i iiiisi'i~iiiiih ;iii : ~ • i~l~i~i~iilii iii i ' ' "
Vail Hei hts ~ ~
g ! Lionshead . i!~'}~~~' Vail Village ~ o to o ~~~1;;
' x ®s to 10 Bighorn ~~!i;;,
~ Station I ry ~
~ Station II
' S
i;i
' Vail Colorado
41
t
1
' Exhibit 21 displays the average response time of 10.9 minutes to
incidents that occur on I-70. The lengthy response is primarily due to the
' distance apparatus has to run and the grade of I-70. Station 2 is approximately
2,200 feet below Vail Pass which is at mile marker 190.
1
EXHIBIT 21
' RESPONSE TIME TO I-70, 274 INQDENTS
' Lions Ridge
' ~ ~ ~ ~ ~ ~ Vail Villa e ry
'ons ead g
S
' ~otoo ~
a0to4 ,
a4to8
~ ®eta,s
* Station I ~ s to 20
~ Station II
~ Town Limits
1 •
t
1
1
' Universi Ci Sdence Center
42 ty ty
1
1
Station Location Analysis
The map in Exhibit 22 indicates the level of coverage by the two fire
stations. A 1.5-mile radius was drawn around each of the stations. The map
' clearly illustrates the extent to which some areas of the Town do not have
coverage. A 1.5-mile coverage area falls within the recommendations made
' by the Insurance Services Office (ISO). The ISO rates public fire protection
levels. ISO reserves its highest rating for departments that have a 1.5-mile
' coverage area for engine companies and a 2.5-mile coverage area for ladder
companies in the built-up area of a community. The 1.5-mile benchmark is
' based on the idea of maintaining afour-minute first due response time
capability to most of the area. The current alignment of stations in Vail falls
short of the ISO standard. The greatest deficiency occurs in West Vail.
-EXHIBIT 22
' FIRE STATION COVERAGE - L5-MILE CIRCLES
1
~6tation I E ~ x„
' ~Statio~ II
I70
' V 1 Colorado 43
ai ,
1
' The ISO mileage criteria recommending the placement of stations
within 1.5 miles of the built area of a community is based on the manner in
' which fire spreads. The 1.5-mile distance is designed to achieve a response
time of less than four minutes. Tests of fire growth and spread patterns
indicate that fires reach the flashover stage within five to six minutes if an
' extinguishment effort is not made. Flashover is the point at which the heat
in a confined space reaches sufficient temperature such that everything in the
' space is consumed by the fire. The best fire control efforts are achieved when
suppression personnel are on the scene and start their initial attack prior to
' flashover. Exhibit 23 graphically illustrates the time and temperature curve
for fires.
EXHIBIT 23
' TIME AND TEMPERATURE AS IT RELATES TO FLASHOVER
' 2soo
' Bu Hoot
2000 r~uu tnvoweme t
~ \
w
1500' ~
/ F sbovnr
G4 Open FI e
' ~ 1000' /
Ivaltlon
Incipient base
' S00'
' 00 1 2 3 4 S 6 7 8
Time (Minutes)
' Souree: Cwter for Fire Raeare6,
National Inttltute of Standards & Technology, U.S. Dept. of Commerce
' 44 University City Sdence Center
' The four-minute response time goal is also important to the
emergency medical role of the Department. VFD provides first responder
' medical care to life-threatening emergencies in conjunction with the Eagle
County Ambulance. The American Heart Association rernmmends that a
' first responder be on the scene of alife-threatening incident within four
minutes. The four-minute standard is recommended because of the strong
relationship between morbidity and mortality and the speed with which
medical care is provided. Exhibit 24 illustrates the relationship between
response time and heart attack survivability.
1
EXHIBIT 24
SURVIVAL RATE FOR HEART ATTACKS
t 100
90
' ~ 80
~ ~o
o~
' 60
y SO
~ j
~ ~ \
~ 30
20
10
. .
0 1 2 3 4 5 6 7 8 9 10
Time (Minutes)
' Sowce: American Heart Arsociation
Vail, Colorado 45
' The response distances from Station 1 to the western sections of the
Town exceed the basic ISO and emergency health care standards. It is difficult
' for the Department to provide critical intervention within four minutes to
the west of the Westin Hotel/Cascade Village area on the south side of I-70.
' The same conditions exist beyond the intersection of Lions Ridge Loop and
North Frontage Road west on the north side of I-70.
The Science Center's visual survey of the Town indicated that western
' Vail seems to have the heaviest concentration of year round residents. This
area also suffered an estimated $186,239 in fire loss or 58% of the total fire
' estimated loss of $322,434 in fiscal FY1989. This area experienced 387
emergencies or 23% of the Depaztment's 1,666 emergency responses in fiscal
FY1989. Western Vail could be provided better service by building a fire
station in that area. The distances from Station 1 to its eastern service area are
' acceptable. The end of Station 1's "first due" response area is the golf course.
The entrance to the course is 1.5 miles from Station 1. Station 2 is well
situated for providing service to eastern Vail.
' The Town is currently reviewing possible use of the old Post Office and
Town Hall sites as the location for a new municipal complex. The relocation
' of Station 1 to the proposed complex might solve several problems and .
benefit the Town financially. Station 1 is small and does not have adequate
' parking space. The sale of the station and the valuable land on which it is
situated might cover the costs for the construction of a new and more
adequately designed headquarters fire station.
t Recommendations
1. The Town should consider the acquisition of land close to
' the West Vail I-70 Interchange for the construction of a third
fire station. The station would service the Inter-mountain,
' West Vail, Potato Patch, Buffer Creek Road and Westin
Hotel/Cascade Village areas. This station will place all of the
' mentioned areas within the critical four minute response
time except for those houses that aze located on the extreme
ends of the steep roads that service the Potato Patch and
Buffer Creek areas. Response time in these areas will be
46 University City Sdence Center
' somewhat longer due to the steepness of the terrain and -
extreme weather conditions of the area. Exhibit 25 shows a
t map of the Town with the proposed station. The circles
have a radius of 1.5 miles and approximate four-minute
' response time.
EXHIBIT 25
PROPOSED STATION
Lions Ri
- ail Heights 'onshead~ Va' illage
x Bigho
' 1~ tation I
Station II 'iti ~
Station III
S
' The proposed station would be located approximately three
miles from Station 1. It would become the primary second-
' due company for the bulk of Station 1's first due area,
especially in the dense Vail Village and Lionshead sections.
These sections represent the greatest risk to life because of
' the high density occupancies in these areas.
' A West Vail station will reduce the need for Station 2 (East
Vail) to respond throughout the Town and to cover for
t Station 1 on all calls. A West Vail station will allow more
consistent coverage in the East Vail area and Vail Pass.
Vail, Colorado 47
' 2. The station should include accommodations for male and
female on-duty members, adequate kitchen, dining,
' dormitory and study azeas. The station should be
constructed with space for eight student/residents. This
' configuration would enable the Department to
accommodate new students prior to the graduation of
students completing their program of study. This would
facilitate the orientation and training of new students prior
to their assuming full resident responsibilities.
3. The Town might consider collocating other municipal
' operations at the site to maximize its utility. For example,
snowplows might be garaged there. This would enable
' operators who live in the area to drive the short distance to
this station and eliminate the need for them to drive five
' miles to the present garage during a snowstorm.
4. The Town should evaluate the possibility of selling the land
' where Station 1 is presently located and investing that
money in building a new facility at the planned municipal
' complex when it is built. This would provide VFD with
much needed office and work space and better access to the
' principle highways.
5. All stations should be equipped with automatic fire
sprinklers. The stations should meet NFPA Standard No.
2500 Fire Department Occupational Health and Safety -1987.
6. Station 1's exhaust ventilation system should be repaired so
it expels apparatus fumes from the station.
1
7. New fire stations should be constructed with sepazate offices
' and bedroom space for company officers and sepazate
sleeping and lavatory facilities for both sexes.
1
' 48 University City Science Center
1
' 8. New fire stations should be located on their lots to provide
apparatus ready access to principle highways. Ramps should
' provide a good view of traffic in both directions. Sufficient
parking should be provided for members of the Department
' and visitors to the station.
1
1
. .
' Vail, Colorado 49
1
1 ~ CHAr t ~n 5
' OPERATIONS ANALYSIS
' An important objective of the study was to examine the deployment of
resources in the Suppression Division and to develop recommendations for
' the more effective and efficient deployment of resources in the Division.
' Emergency Medical Services
Emergency medical service (EMS) in Vail is a two-tier system. The
' Eagle County Ambulance District (EGAD) and the VFD jointly provide EMS
care. Vail Associates, through its Ski Patrol, provides emergency medical care
' for its ski slopes and transports patients for non-life-threatening emergencies.
Advanced life support (ALS)/ambulance transport from the base of the ~ .
' mountain is provided by EGAD in life threatening emergencies. The VFD
Fire Chief serves on the EGAD Board of Directors.
EGAD provides ALS/paramedic ambulance service to Vail. This is the
highest level of emergency medical care available. Paramedics are able to
administer drug therapy. EGAD ambulance units operate from Vail Hospital.
' VFD provides basic life support (BLS). This is an int~...~ediate level of care. It
is the level of care most commonly provided by fire depa~ l,,.ents. BLS
dispatching is based on protocols established jointly by VFD and EGAD. These
protocols require the dispatch of the closest fire depa~ l~~?ent unit to any life-
' threatening emergency and to all motor vehicle accidents. Life-threatening
emergencies include cardiac arrest, chest pains, breathing difficulty, and
severe bleeding.
VFD is dispatched on all life-threatening emergencies because the
Department can reach most of the eastern and central sections of the
' community within the critical four-minute response time period. However,
areas west of Westin Hotel complex cannot be reached within this critical
' time.
' V olorado
ail, C 51
' Fire Suppression and Rescue Operations
Fire suppression services seem to be well organized and aggressive.
Fires appear to be confined to their room of origin or to the point of extension
upon arrival of the first due units. During 1988, the VFD experienced a series
of very serious arson fires. Members of the Depaztment were able to confine
' the fires and save the structures from destruction. Many of these homes were
valued at well over a million dollazs each. However, the total estimated
dollar loss from fire in these structures was only $972,500.
' Recommendation
' 1. Engine 411 should never be tied up on I-70 at Vail Pass along
with Engine 412 unless another pumper can be staffed by off-
' duty members.
' Hazardous Materials Operations
' Hazardous materials management is not a new scenazio for fire '
fighters. Common sense fortified with training over the years has guided the
' fire fighter through many emergency incidents before chemical spills and
fires were categorized as hazardous materials incidents. Fire incidents expose
' fire fighters to fire, smoke and toxic gases, and can be classified as hazardous
materials incidents. More recently, the definition of a hazazdous material has
' been defined to include flammable liquids (the bulk of the hazardous
materials incidents), flammable solids, explosives, gases, oxidizers, poisons,
pesticides, radioactive materials, corrosives and other unusual or unfamiliar
products not immediately identified by the fire fighter.
As the fire service assumed greater responsibility for hazardous
' materials, and acquired speaalized training and equipment to respond, it
became increasingly obvious that basic guidelines needed to be developed.
' The national guidelines that have been developed are now published in a
S2 University City Sdence Center
series of documents. The documents that outline the medical, training and
equipment requirements for hazardous materials responders are listed below:
t • SARA Title III
1 • 29 Lrx 1910.120
• NFPA Standard No. 471 -Responding to Hazardous Material
Incidents -1989
' • NFPA Standard No. 472 -Professional Competence of
Responders to Hazardous Materials Incidents - 1989
Like many fire departments, VFD is faced with the possibility of serious
' hazardous materials incidents. I-70 carries a significant amount of hazardous
materials truck traffic. Vail does not have a hazardous materials response
team but has access to a Class A Team from the state. However, the state team
is usually only dispatched to major and serious incidents. Because the state
team is not stationed. locally, it generally takes some time, for it to reach Vail.
' In the interim, VFD is saddled with the responsibility of containing the
incident. ~ .
' It is not economically feasible for a town the size of Vail to develop a
hazardous materials team that meets federal and state standards. Meeting the
standards requires a significant commitment of financial resources.
' Therefore, many fire departments combine their resources to staff, train and
equip a regional team. The fire departments in the county and the
' Commissioners of Eagle County have been discussing the feasibility of the
County's funding a regional team.
' Recommendations
1. The Town should actively encourage the formation of a
' regional hazardous materials response team for Eagle
County.
' 2. The Fire Chief should assign the Department's hazardous
materials response to one of the officers.
' Vail, Colorado 53
' 3. VFD should provide hazardous materials response training
as recommended in the standazds and regulations cited. All
' VFD members should be trained as first responders. First
responders are capable of properly evaluating hazardous
material incidents and taking action to protect themselves
and the community. The Depa.l..rent should not be
' expected to mitigate incidents. Mitigation should be the
responsibility of the regional team or the state team.
t
54 University City Sdence Center
' CHAr i r;~~ 6
' CAPITAL ASSETS
Capital assets include stations and facilities, apparatus and emergency
vehicles, medical and fire equipment that has a life expectancy of more than
five years. Adequate and well maintained capital assets are an integral part of
providing service and upholding the morale of personnel. A systematic
maintenance and replacement program assures a department of having
modern apparatus and equipment that enhance efficiency and safety and
' reduces maintenance costs and operational deficiencies.
The capital assets of VFD are well maintained by the members of the
' Department and the staff of Fleet Services. During the site visits, members of
VFD were observed painting the interiors of the stations and repairing and .
' maintaining fire tools and equipment. The Fleet Services maintenance area
was viewed and found to be very clean and orderly. Members of VFD
indicate that they are very pleased with the service provided by this
centralized facility and its staff.
' FIRE STATIONS AND FACILITIES
' Emergency Apparatus
' Emergency apparatus and fire equipment are very expensive to
purchase and maintain. They are most important to the capability of the VFD
' in providing for the safety of the residents and visitors. It is the policy of the
consultants to recommend that major fire apparatus be designed for multiple
uses whenever possible. VFD has implemented this policy by converting
Vail, Colorado 55
Engine 412 and 413 to rescue-pumpers and by the recent purchase of a quad - a
combination aerial ladder truck and pumper.
' All VFD Emergency apparatus and vehicles, tools and equipment
appear to meet requirements and are service tested according to the following
' National Fire Protection Association standards:
• No. 10 Portable Fire Extinguishers -1988
' • No. 1500 Fire Depa. ~u?ent Occupational Safety and Health -
1987
' • No. 1901 Automotive Fire Apparatus - 1985
• No. 1911 Acceptance and Service Tests of Fire Department
' Pumping Apparatus - 1987
• No. 1914 Fire Department Aerial Devices, Testing - 1988
• No. 1921 Fire Depa.lu?ent Portable Pumping Units -1987
' • No. 1931 Design, and Design Verification Tests for Fire
Department Ground Ladders -1989
' • No. 1932 Use, Maintenance, and Service Testing of Fire
Department Ground Ladders - 1989
' • No. 1961 Fire Hose -1987
• No. 1963 Screw Threads and Gaskets for Fire Hose
Connections - 1985
• No. 1964 Spray Nozzles -1988
' The Department's newer apparatus are diesel-powered and have
automatic transmissions. The new quad has been ordered with a fully
' enclosed cab and jump seat area. The last three major apparatus purchased
have been all-wheel drive vehicles. All-wheel drive is appropriate
' considering the severe weather conditions and steep terrain in Vail. Exhibit
26 lists the current apparatus of the Department.
t 56 Universi Ci Sdence Center
~ ~
' EXHIBIT 26
' NORMAL CONFIGURATION AND INVENTORY OF Vru FIRE
APPARATUS AND EMERGENCY VEHICLES
t APPARATUS
STATUS LOCATION
' Pumper 4102 Active Station 2
Pumper 4113 Reserve Station 2
' Rescue-Pumper 4124 Reserve Station 1
Rescue-Pumper 413 Active Station 1
' Pumper 416 Reserve Station 2
5-10 4X4, 420 Active Station 1
1985 Saab, 421 Active Station 1
' 4X4 Suburban, 422 Active Station 1
Ladder, 431. Active Station 1
The Department chose wisely when it specified the purchase of a quad
' with a 75-foot rear-mounted aerial and a 1,500 ~r,i? pump. The Depaztment
thoroughly reseazched all of the options available before recommending this
' appazatus design. The Chief posted the final design drawings on the bulletin
boazd for review and input from all members of the Department. This
' vehicle will provide the Depaztment with its second multi-use vehicle.
Engine 412 is arescue-pumper. It can be used as a rescue and/or a regular
attack pumper.
The quad will be used as a regulaz attack pumper or an aerial. It will
' allow fire fighters to quickly attack fires in the buildings that have been
constructed on the sides of the mountains. The built-in water-way on the 75-
foot aerial ladder provides a method to deliver water to these buildings
' 2 Pumper 410 is currently out of service due to a multiple vehicle acadent at Vail Pass,
Apri127,1990. It is being repaired.
3 Pumper 411 is currently located at Station 1 as reserve because Engine 410 is out of
' service.
4 Pumper 412 is currently located at Station 2 and has been converted to arescue-pumper
because Pumper 410 is out of service.
' Vail, Colorado 57
' quickly and efficiently. The quad will support hand attack hose lines or a
"blitz attack" via the built-in nozzle on the ladder if the fire is too large for
' hand-lines. The quad can be used as an aerial ladder to rescue trapped victims
from buildings, provide fire fighters a secondary escape route from buildings,
' provide fire fighters access to roof tops for ventilation purposes and
extinguish chimney fires. Additionally, it can be used as a water tower to
' provide exposure protection and support defensive fire attacks on large
structural fires.
' Recommendations
' 1. The Department should continue to specify the most cost
effective and efficient dual use apparatus and vehicles
' whenever possible.
' 2. .The Department should consider the purchase of a quad,
similar to the unit ordered for Station 2, when Station 3 is
opened.
3. Engine 411 or 412 should be replaced in 1991 by a rescue-
' pumper, similar in size and design to Engine 412, but with a
four door crew cab. It should be all-wheel drive. Station 2
' requires an all-wheel drive unit for climbing the 3,000 foot
grade to Vail Pass. This rescue-pumper should ultimately be
placed into Station 2 and Engine 412 should be moved to
' Station 3. This will provide arescue-pumper on either end
of the Town.
' 4. The Department should review the future use of the quads
on I-70 emergency calls. The quads are designed to provide
fire protection for structures and not to service motor
vehicle accidents on the Interstate. During the past year one
' of the Department's pumpers was severely damaged while
providing service on I-70 when it was struck by another
' vehicle.
58 University City Sdence Center
1
5. Ladder 431 should be replaced with a quint. A quint is an
aerial ladder that carries a full complement of ground
' ladders and has a pump and booster tank.
' 6. All VFD appazatus should continue to be in compliance
with the applicable NFPA standazds.
' 7. Safety warning signs, like that on appazatus built after 1987,
should be placed on all present VFD appazatus.
8. The Department should apply six-inch white reflective tape
as soon as possible to the sides and rear of all fire apparatus
.and emergency vehicles to make them more visible at
night.
' 9. The Department should continue to the oss vehicle wei ht
8~' g
' (GVW).within the manufacturer's rated guidelines.
10. The Depa.t...ent should specify the installation of flow and
' pressure gauges on all new apparatus pumps.
' Emergency Equipment and Turn-Out Gear
' VFD is using111-3/4" pre-connected attack lines with automatic nozzles,
backed-up by 2-1 /2 hand lines. They are using state-of-the-art 5 large
diameter hose supply lines backed up by a compartment of 3" hose. Turbo-jet
style nozzles are carried for mitigating emergencies involving gas incidents.
' Protective clothing is provided to all career and student members of
the Department. The Department should be commended for making a very
serious effort to assure that fire fighter clothing and protective gear meet the
following NFPA standards as recommended under NFPA 1500:
' • No. 1971 Protective Clothing for Structural Fire Fighting -
1986
1 • No. 1972 Helmets for Structural Fire Fighting -1987
• No. 1973 Gloves for Structural Fire Fighting - 1989
Vail, Colorado 59
1
• No. 1974 Protective Footwear for Structural Fire Fighting -
1987
• No. 1982 Personal Alert Safety Systems (PASS) for Fire
Fighters -1989
' • No. 1983 Fire Service Life Safety Rope, Harnesses and
Hazdwaze -1985
' There are two areas in which the Department falls short of
recommended service levels. One is NFPA Standard No. 1975 Station/Work
' Unif.,,~,?s for Fire Fighters - 1985. The standard specifies fire resistant
uniforms. Depaztments have found these uniforms are not only expensive
' and uncomfortable to weaz but also do not hold up well to repeated washings.
The second defiaency involves self contained breathing appazatus
(SCBA). This is the most important piece of protective equipment for fire
' fighters. SCBA should meet the following standards:
' NFPA - No..1981 Open Circuit Self Contained Breathing
Apparatus for Fire Fighters -1987
' ANSI Standard -288.5 Practices for Respiratory Protection for the
Fire Service - 1981
' ANSI Standard -288.6 Standard for Respiratory Protection-
Respirator Use-Physical Qualifications for Personnel - 1984.
' Some of the Depaztment's SCBA do not meet these standazds.
' Recommendations
' 1. VFD should begin a systematic replacement program for all
of its non-conforming SCBA. SCBA purchases should be on
a 10 yeaz replacement schedule to assure that fire fighters aze
provided the safest breathing protection possible.
' 2. The Depa.l~..ent should continue to emphasize that fire
fighters must follow proper procedures and be properly
' equipped and clothed when performing hazardous materials
work. Various hazardous materials safety and operational
60 Universi Ci Sdence Center
~ ~
standards are specified in the Superfund Amendments and
Reauthorization Act of 1987 (SARA Title III) and 40 l.rt< Part
' 311.1.
_ 3. The Department should provide all fire fighters with
forestry/brush fire clothing similar to the lightweight and
fire resistive clothing used by the U.S. Forest Service. This
' recommendation is made in lieu of requiring fire fighters to
wear full protective geaz, including fire retazdant uniforms,
' when fighting brush fires.
' Water Supply for Fire Protection
The municipal water distribution system is supplied by the Upper Eagle
Valley Water and Sanitation District. The water distribution system,
.
' hydrants, pumping and storage capacities, appeaz to be adequate for the fire
protection needs of the Town.
The Town's water system received 35.59 points out of a possible 40
point in the ISO rating survey of 1986. This is an excellent score. The ISO
study reported that all the key hydrants tested in each section of the Town
' flowed more than the needed fire flow except for one at Pitkin Creek Pazk.
Maintenance of the system corrected the hydrant problem at the complex.
t Many of the tested hydrants provided a fire flow of between 10,000 ~r~~~ and
12,300 ~r.,~. These flow levels aze excellent.
' The extent to which a fire department is involved in monitoring of the
community's water distribution system and its hydrants affects the
1 department's ability to perform at the fire scene. The VFD has a water supply
management program. An active water supply management program
ensures that sufficient water and pressure will be available to fight fires when
they occur. Water supply management involves the maintenance of up-to-
date maps of the water system for training and operational purposes. More
' importantly, each hydrant is tested annually to ensure proper operation. The
VFD removes snow from the hydrants in the winter time but does not have
' an active hydrant inspection and maintenance program.
' Vail, Colorado 61
The Water District is very responsive to the needs of the Fire
Department in correcting hydrant problems. VFD has requested that a
number of hydrants be moved while road improvements are being made in
the Inter-mountain area. The District has assured VFD that their requests
' will be met. The working relationship between the VFD and the Water
District appears to be very good.
1
. _ _
1
b2 University City Sdence Center
1
CHAPTER 7
' EMERGENCY OPERATIONS ADMINISTRATION
t The primary mission of any fire depa. t..,ent is to protect lives and
property and to mitigate fires and other emergencies when they occur.
' Although members of the VFD appear to be prepared to carry out this
mission in a safe, aggressive and well organized manner, recommendations
are being make to strengthen the Department's effectiveness and efficiency.
The Fire Chief is responsible for the overall administration and
' management of the Depa. t...ent. It is a time consuming task that requires
meetings with Town, county and state officials, citizens, property owners and
developers. The assistant chief is second in command of the Department. He
is assigned to work as a shift commander on one of the three 24hour shifts.
Consequently, he is not able to assist the chief in many of the day-today
' managerial, planning and operational tasks that must be accomplished.
' Recommendations
' 1. The assistant chief should be transferred from command of a
shift to a full-time management position responsible for all
' suppression and EMS operations and training. This chief
officer should be assigned to work a regular five-day, 40-hour
work week schedule to develop and implement the
department's emergency operations program plan. This
chief officer should be responsible for the coordination of the
' Department's three shift work groups in the areas of
emergency medical service, rescue and fire suppression
' operations, training and education, in-service inspections
and pre-emergency planning.
1
Vail, Colorado (3
t
t 2~ The Department should establish an emergency operations
committee. The committee should develop written annual
' and long range plans. The goals, objectives and priorities of
the plan should be based on:
' Fire Incident Reporting System ~rucS) data analysis
• Post incident analysis
• Pre-emergency plans
• SARA Title III and 40 Lrx Pazt 311.1
' Applicable NFPA Standazds
• Colorado Office of Emergency Medical Services
' regulations
• Company In-Service Inspection Program
• Projected socio-demographic changes within the
' community
' 3. The annual goals and priorities established in EOPP should
address the needs of the career and student/resident
members of the Department. The EOPP should include
' performance measures and specific monthly work
assignments. The EOPP should be reviewed and updated
quazterly.
' 4. The plan should be presented to the Fire Chief for approval
prior to submission of the annual operating and capital
' budgets to the Town Manager.
' Standard Operating Procedures and Incident Command System
' The fire/EMS service operates in a highly decentralized mode. There
aze three unique shifts, two stations and a mix of cazeer and student members
' in the Depaztment. It is not unusual for different members of the
Depaztment to be expected to work together as a smoothly functioning team.
' In addition, these teams aze expected to provide a variety of emergency
services to many different types of structures and vehicles. When dealing
a 64 University Ci Sdence Center
ty
with life threatening and unique emergencies it is essential that company
officers and fire fighters be provided with substantial guidance in the f.,~.~~ of
' standard operating procedures (SOP) reinforced with repetitive training. The
training is designed to reinforce the SOPS and ensure a rapid automatic
' response to volatile incidents.
Written SOPs and pre-emergency plans (PEP) are extremely important
in an emergency service environment. It is much easier to plan in advance
' of an actual emergency than it is to improvise at the emergency scene.
Written SOP and PEP are used at emergency incidents as a reference to aid in
' the elimination of chaotic conditions and provide for orderly decision
making and individual action under extreme stress.
' The Department has a SOP committee. The committee has written
standard operating procedures for emergency inadent response and
operations. The consultants provided the VFD a complete set of written SOPs
' to use as a guide in its development process.
......The. Department .has discussed. the adoption and implementation of a
' formal Incident Command System (ICS). An ICS is required by NFPA
Standard No. 1500, SARA Title III and 40 Lrx 3121.1 for hazardous materials.
' emergency incidents. The Department plans to implement a system adopted .
by the National Fire Academy, the U.S. Forest Service, Bureau of Land
' Management and the State of Colorado.
At the present, the shift commander is the initial incident commander
for Station 1's primary or first due area. The fire technician assigned to
' Station 2 is the initial incident commander in that station's first due area.
This area includes the treacherous Vail Pass area on I-70. When there is a
' working emergency, the shift commander takes command of the incident
upon his arrival. The Fire Chief becomes the incident commander if he
' chooses to assume command based on the seriousness of the incident. On
nights and weekends, the Fire Chief is on-call for serious emergencies.
Recommendations
' 1. Standard operating procedures (SOP) should be written by
the emergency operations committee for emergency incident
' response and operations. Hazardous materials incident
' Vail, Colorado 65
' response procedures must be addressed in the SOP as per
SARA Title III and 40 CFR Part 311.1.
' 2. The SOP should include a formal incident command system
' (ICS) that identifies who is in charge of emergencies. The
SOP's should contain directives for an orderly transfer of
command at incidents. This is required by SARA Title III,
' Lrt< 40 Part 311.1, and NFPA Standard No. 1500.
' 3. The SOP should address the following NFPA standards:
• No. 13-E Fire Department Operations in Property
' Protected by Sprinkler and Standpipe Systems -1984
• No. 295 Wildfire Control -1985
' • No. 1410 Training Standard on Initial Fire Attack -
1988
' No. 1231 Water Supplies for Suburban and Rural Fire
Fighting - 1984
• No. 1500 Fire Department Occupational Safety and
' Health Program -1987
' 4. The SOP should be written flexibly to allow for initiative and
decision making by the incident commander.
' 5. The emergency operations committee should review and
amend the SOP regularly based on operational need
' assessments.
' 6. The Department should regularly train all members (career
and students) on the SOP to ensure that they are clearly
understood.
1
7. The SOP should be fairly enforced in anon-biased manner.
' Personnel should be held accountable for their actions and a
record should be maintained of all disaplinary actions.
66 University City Science Center
' Pre-Emergency Plans
' Pre-emergency plans (PEP) aze detailed descriptions of hazardous
buildings or conditions in the community. In-service fire/EMS companies
' visit these facilities to gather inf.,...~ation about their structure and condition.
The PEP's may contain a site and floor plan, identify the location of utility
shutoffs, hazardous materials and hydrants and contain an action plan for
' each responding emergency unit. The PEP's aze designed to familiarize fire
fighters with specific and major hazazds in the community and better prepare
t them to mitigate emergenaes when they occur.
Pre-emergency plans have been prepared for all major buildings in the
Town and all locations that have submitted material safety data sheets
(MSDS) to the Department. MSDS meet the pre-planning requirement of
SARA Title III with an implementation date of October 17, 1989. Although
' MSDS are carried on the fire appazatus and emergency vehicles, the Town's
communications center .maintains copies. The .MSDS .reports are not
i azchived such that they are accessible to fire fighters responding to emergency
incidents.
Recommendations
' 1. Fire/EM m '
S co panies on each shift should continue to
' prepare pre-emergency plans. The plans should be prepazed
in accordance with the Department's SOP. They should be
t prepared in conjunction with the company in-service
inspection program and reviewed by the emergency
operations committee of the Department.
' 2. Th P '
e EP format should be revised so that they identify
' recommended company assignments, staging areas and
command post locations. The r~r should continue to
' contain street names, building numbers, hydrant/drafting
locations, standpipe locations, fire department connection
locations, fire flow requirements, and hazardous materials
' locations.
' Vail, Colorado f 7
1
' 3. The PEP's should continue to be written with flexibility in
order to permit some individual initiative and decision
making by incident commanders.
4. The PEP's should be reviewed and amended on a regularly
scheduled basis as a result of post incident analysis and in-
service inspections.
' S. The PEP's should be su orted b hoto a hic slides taken
PP Y P Sr' P
' of building construction features. These slides should be
continuously reviewed. as part of the Division's in-service
training program.
6. The Department and communications center should
' develop a method for entering MSDS reports so that the
inf~,....ation on them is available to fire fighters responding
to emergency incidents.
t Post Incident Analysis
Fire companies should have the ability to informally critique incidents
t soon after they happen. The critiques allow members to reduce stress after
incidents. This is especially important for incidents (fire and EMS) that
' involve serious injuries or fatalities. Post incident analysis also allow ,
company and chief officers to assess the need for members to seek assistance
' through Employee Assistance Programs as recommended in NFPA Standard
No. 1500. More formal post incident assessments allow departments to
' improve the effectiveness of their operations. Formal post incident analysis
is conducted by the Department after major incidents. The following
recommendation is made to strengthen this process.
1
' Recommendation
1. The Department should continue to conduct post incident
' analysis after each working incident. The goal of these
sessions should be the positive reinforcement of proper
' 68 Universi Ci Sdence Center
ty ty
1
' operational procedures and improvement in the
Depaztment's SOP's and PEP's. These sessions should
' answer the following questions:
• Were the emergency operations well organized,
' aggressive, efficient, effective and safe?
• Were primary and secondary seazches timely and
properly conducted?
' Was the fire confined to the room of origin or to the
point of extension upon arrival of the first due units?
' • Were all other tasks timely and properly performed?
• Were all officers at the scene cleaz as to their
objectives, resources, responsibilities and authorities?
' Were ICS sectors properly established as required by .
the complexity of the emergency?
• Did all officers on the scene understand the location
t and activities of their immediate subordinates?
' • Did all officers at the scene understand how to obtain
emergency assistance?
' • Was it clear to the communications center who the
Incident Commander was at all times?
' • Was the Incident Commander kept apprised by
subordinate officers of significant factors within their
' azea of responsibility?
' Were subordinate officers kept apprised of
information relevant to their commands?
' Vail, Colorado 69
' J • Were members sent to the Rehabilitation Sector as per
SOP?
• i la akin ri rm ?
Were compan es p ced b c to se v ce p o ptly
Communi Relations
ty
' The VFD has a limited and informal community relations effort. No
one has been designated as a community relations officer. Those who have
' had contact with the VFD appeaz to have a good perception of the
Department. This includes builders, developers and Vail Associates. A
' number of citizens and organizations submitted letters to the Science Center
regazding their interactions with the Department. In spite of these positive
t perceptions, many citizens are unaware of the VFD and its fire safety
programs. The relationship of VFD and the community needs to be
strengthened.
1
Recommendations
1. The Department should assign community relations
t responsibilities to the fire marshal. In addition, all VFD
members should be trained in basic public relations skills.
' This program should be integrated with the public fire safety
education program of the Department.
' 2. The Department should continue to sponsor open houses,
equipment demonstrations and displays on a regular basis.
' These programs might include a neighborhood "Eat With
Your Fire Fighters" program.
' 3. The Depa.:...ent should have a speakers bureau that enables
qualified members to make presentations to local civic,
' volunteer and service organizations.
1
' 70 Universi Ci Sdence Center
ty ~
t
4. Media relations should be positive and continuously
enhanced by providing the media access to information at
' emergencies and informing the media of VFD events.
5. The Depa.:...ent should develop a "Burn House" program.
This program allows citizens to view homes that have
experienced fire loss. The Depa~ l..?ent can use this
' experience to explain how the fire started, progressed, and
what actions it took to suppress the fire. The program is
' designed to alleviate citizen anxiety and provide fire
prevention information to those who view the fire building.
Emergency Communications System
The Town's Emer en Communications Center rovides dis atch
g cY P P
' and communication services for. the. Fire Department.. The center is housed
in the basement of the Town Hall. It provides public safety dispatch services
for the Vail Police Department, Eagle County Ambulance District, Avon Fire
' and Police Departments and the Minturn Volunteer Fire Department.
The ECC is supported by a computer aided dispatch system. The
computer monitors the availability of emergency units, records information
about emergency calls and prepares fire incident reports. Each fire station has
' a t~.....inal on the system through which VFD can enter and retrieve
information.
' The Town has a 911 emergency telephone system. Although the
system has eight incoming telephone lines these lines are not the ring-down
type. Ring down systems allow a call to tumble to the next available line if
' the first line is busy. All telephone calls and radio messages are recorded on a
multi-track electronic tape system.
1
Recommendations
1. Communications supervisors and dispatchers should be
' required to be first responder emergency medical trained and
and ~.rtt qualified.
Vail, Colorado 71
2. The Fire De artment hould continue o rovid an
p s t p e
' orientation program and annual refresher training to all
communication supervisors and dispatchers.
3. The Town should study the feasibility of implementing an
enhanced-911 telephone system for emergency calls. E-911
' would provide a tumble down feature for incoming calls on
busy lines and provide information about the address of the
telephone from which emergency calls are placed.
' 72 Universi Ci Sdence Center
~ ty
CHAPTER 8
FIRE LOSS MANAGEMENT
The primary objective of a fire depa.l...ent is to reduce and prevent
death, injury and property loss from fire. A proactive approach to
accomplishing this objective is an effective fire loss management program. A
' comprehensive fire loss management program addresses the following
issues:
' • Fire and life safety codes and ordinances adopted
• Site, construction and renovation plans review
' • Code enforcement and fire inspections
• Fire/arson investigation
• Public fire safety education
• Promotion of automatic smoke and heat detection systems
• Promotion of automatic sprinkler and other types of
automatic fire protection systems
• Hazardous materials identification and inventory
Activities that increase citizen awareness of fire hazards and teach
' them how to prevent fires are the most effective methods of reducing losses
due to fires. These activities deserve particular emphasis. Fire departments
' are in a unique position to contribute to this end because they are accepted
experts in the field. Their authority on fire-related matters should be used to
' show citizens activities they can do to reduce fire risk. The Town makes an
effort to provide this function through the Depa.l...ent's philosophy of
education rather than enforcement.
' Fire loss management involves four primary steps. First, there is a
need to insure that housing and commercial developments are planned with
' fire safety in mind. The extent of the fire risk in the community can be
greatly reduced by the manner in which development occurs. Site plans that
' provide the following features control- the need for fire suppression systems
and improve public safety.
' Vail, Colorado 73
' • Ade uate access for fire a aratus.
q PP
' • Properly-sized water distribution systems hydrants or static
sources of water with dry hydrants.
' • Built-in alarms and automatic detection ands rinkler
P
' systems.
• Construction with fire resistant materials that prevent and
' control fires and place less pressure on fire suppression
resources.
' The Chief Buildin Official of the Town indicated he has an excellen
g t
' working relationship with the VFD and, in particular, with the fire marshal.
He relies on the fire marshal to review building and site plans and to make
.suggestions about the proper. design of fire protection systems. and fire safety.
' Exhibit 27 displays information about the type and number of plan
reviews and construction inspections made by the fire marshal during the
' past three years. The number of reviews and inspections dropped
substantially in 1988 and 1989 because of a series of major arson fires in the
' Town. The fire marshal, who is responsible for investigating suspicious fires
and confirmed arsons, was forced to shift his focus from inspections to arson
' investigations. The fire marshal established a priority system that enabled the
Department to keep pace with the plan review of major developments by
scaling back on the review and inspection of minor construction projects.
1
' 74 Universi Ci Science Center
ty ~
1
E)Q
iIBIT 27
' FIRE MARSHAL Al, t i JITIES
' iooo
800 ~ ® Plan Checlce
' ® Pse-ConetrucHon
' 600
400 / ,
200 ~
0
' 1987 1988 1989
' A second fire loss mans ement activit is to insur at it '
g y e th bu dings are
' constructed according to the plan. This requires periodic and sometimes
frequent inspection of projects during construction. It is the responsibility of
building and fire officials to see that fire systems are installed according to the
' approved plan that they are tested according to performance specifications
before occupancy permits are issued. Due to the excellent working
' relationship between the building official and VFD, this inspection process is
very positive.
' Third, there is a continuing need to emphasize fire prevention during
the periodic inspection of facilities after they are occupied. These inspections
' insure that all fire systems aze operating properly, renovations aze made with
the proper permits, fire codes aze adhered to, and that hazardous materials are
identified and stored properly. The VFD provides periodical inspections of
' commercial properties. However, because of the number of inspections that
need to be done and staff limitations, it has been difficult for the fire mazshal
' to conduct all of the required annual inspections.
Vail, Colorado 75
' A fourth fire control mechanism is a public education program that
provides fire safety information to residents and commercial establishments.
' VFD has made an effort to provide public fire safety education to citizens and,
especially, the staffs of hotels and lodges. However, the Department has not
' been able to provide assistance to all high risk targets or citizens who request
assistance.
The proper installation of smoke detectors and the early detection of
' fire has significantly reduced fire deaths and property losses in the United
States. Nationally, the number of fire deaths has dropped by 40% in the past
t 10 years. The installation of low water volume, quick response sprinkler
systems in residential properties aze beginning to make an impact on fire
' losses. These systems can be installed during the construction of the dwelling
for approximately one percent of the overall cost of the dwelling. Quick
response residential sprinklers aze not required in new residential .
t construction in Vail. Automatic fire sprinkler systems are required in all
multiple residential occupancies. Multiple residences includes hotels, lodges
' and apartment buildings as well as buildings that have more than 12 units or
aze more than three stories high. Most new multiple occupancy buildings ~ .
and those undergoing renovation in Vail are being sprinklered.
' Recommendations
' 1. The Department should consider implementing a
community fire safety committee. The committee should
include members from a broad section of the community as
well as VFD personnel. It should be chazged with
developing a fire and life safety plan for the Town.
' 2. The Town should review the com ensation level of the
P
' position of fire marshal and consider compensating the fire
marshal position at the same rate as an assistant chief.
' 3. The Town should consider increasing the staff of the fire
marshal's office by appointing an inspector. The inspector
' would assist the fire mazshal with fire inspections and public
fire safety education. The inspector should be a qualified
' 76 University City Sdence Center
' Fire Inspector II as described in NFPA Standard No. 1031.
The inspector's position should be classified the same as a
' senior fire technician and be trained as an arson investigator.
4. The Departrnent should computerize its fire loss and
' inspection records to facilitate the preparation of periodic
reports.
Fire Safety Inspection Program
1
One of the most effective methods to carry out the fire loss
' management mission of the Fire Department is a well organized and
aggressive company in-service inspection program. In-service inspections
should be conducted on all shifts during the daytime and evenings. Fire
companies conducted 1,753 inspections and 660 re-inspections in 1988. VFD
. ..........has a good in-service inspection .program. However several steps can be
taken to improve the training of personnel participating in the program to
incorporate pre-emergency planning activities into the program. These .
' changes would benefit the Fire Department and the community.
' Recommendations
' 1. The assistant chief for operations and training should be the
coordinator of the in-service inspection program. The fire
' marshal should support the program by providing follow-up
inspections when required. Company officers should be
notified of inspection and re-inspection findings by the fire
' marshal.
' 2. In-service fire suppression companies should inspect all
commercial and multiple occupancy buildings on a regularly
' scheduled basis. Record keeping for the in-service
inspections should be computerized.
' 3. The fire marshal should consider taking photographic slides
of buildings undergoing construction or renovation to
' Vail, Colorado 77
' illustrate construction techniques. The slides can be
reviewed when preparing pre-emergency fire plans and
' during in-service fire suppression training programs.
4. The Department should improve its data base about
' inspections by collecting and periodically reporting and
analyzing the following information:
' • Ins ections conducted on structures under
P
' construction and renovation.
• Inspections conducted on existing structures of other
' than single-residential occupancy.
' • Inspections conducted on existing single-residential
occupancies.
' Inspections requested by property owners.
' • Substantial renovations requiring a new occupancy
permit.
t • Inspections conducted required by state law
(normally once or twice a year, e.g. schools,
' hospitals, nursing homes).
t • Inspections conducted to meet SARA Title III and 29
~.rtc 1910.120.
1
1
' 78 niv i
U ers ty City Science Center
Fire Safety Education
Fire safety education is designed to provide residential and business
occupants with information of what they can do to reduce hazards and what
to do when a fire occurs. Fire depaztments have developed a range of
programs to target specific groups in a community -school children, the
elderly, apa.lu?ent and hotel managers and their occupants and high risk
business occupancies. The programs have proven effective in reducing risk
and in increasing individual community safety when a fire occurs. The VFD
safety education program has been limited.
Recommendations
1. The proposed fire inspector, under the direction of the fire
mazshal, should be given the responsibility for the
Depa.:....ent's fire safety education program.
2. The Depaztment should explore the feasibility of
. unplementing a school fire safety education program. The
NFPA's "Learn Not to Burn" or a similar program should be
implemented. Fire prevention and escape programs for -
community organizations high risk occupancies (staffs of
hotels and lodges) should be implemented.
3. On-duty suppression units should continue to support the
Department's prevention programs.
Vail, Colorado ~g
Student/Resident
Fire safe education is desi ed to rovide residential and business
h' 8n P
' occupants with inf,,:...ation of what they can do to reduce hazards and what
to do when a fire occurs. Fire departments have developed a range of
- programs to target specific groups in a community • school children, the
' elderly, apa~ ~.~~ent and hotel managers and their occupants and high risk
business occupancies. The programs have proven effective in reducing risk
' and in increasing individual community safety when a fire occurs. The VFD
safety education program has been limited.
Recommendations
' 1. The proposed fire inspector, under the direction of the fire
' marshal, should be.given the responsibility for the
Department's fire safety education program.
t 2. The Department should explore the feasibility of
implementing a school fire safety education program. The
' NFPA's "Learn Not to Burn" or a similar program should be
implemented. Fire prevention and escape programs for
' community organizations high risk occupancies (staffs of
hotels and lodges) should be implemented.
3. On-duty suppression units should continue to support the
Department's prevention programs.
Vail, Colorado 7g
1
' CHAT i ~R 9
TRAINING AND SAr~ i ~
Training is one of the most important functions of a fire department.
Without a well trained cadre of fire fighters and fire officers, no fire
department can provide the quality of service which the community desires
' and deserves. Training is a prerequisite for a well organized, reliable,
aggressive, efficient, effective and safe fire fighting team. Motivation and
' morale can be promoted through regularly scheduled training sessions. It is
during training exercises that fire fighters are able to learn new skills, practice
' their acquired skills and maintain their physical abilities. Just as an athlete
goes into training, fire fighters must sharpen their skills regularly. There are
relatively few incidents that rigorously test fire fighter's abilities during the
' course of the routine work day. The single most valuable attribute of any fire
department is the level of training of its members.
' One of the greatest difficulties of being a fire fighter is the extreme
contrasts of the job. Fire fighters spend much of their time conducting light
t physical work in non-stressful situations. However, when an emergency
occurs, they are taxed to the fullest of their mental and physical capabilities.
' Continual training in standardized procedures and new techniques for the
individual member and the fire company are absolutely essential.
The value of training and physical conditioning were attested to in a
' study of optimum fire company size conducted in 1984 by the Dallas Texas
Fire Department in conjunction with MacManis Associates and Retired Chief
' john T. O'Hagan of the Fire Department of New York City. This study found
that while larger crews sometimes had a greater impact on suppression
' effectiveness, "performance by individual companies was affected by variables
including planning, leadership, attitudes, skill and experience, motivation,
' and coordination."
Fire fighting is a dangerous occupation. It is becoming increasingly
dangerous as technology continues to produce a greater volume of hazardous
' materials. The job requires a broad range of knowledge and skills. It is not a
Vail, Colorado 81
' skill that can be leazned solely by on-the-job experiences. A qualified fire
. fighter must have an understanding of building construction, fire chemistry,
' ventilation, water flow, and a number of other subjects to determine the best
fire attack. Fire fighters must be able to predict fire behavior to know when to
' advance and when to retreat. They must be proficient in the use of a wide
range of tools and equipment in order to carry out their job quickly and
effectively. This is especially important in Vail, where the number of
' members on-duty is limited. On-duty members must make correct decisions
and move quickly and effectively to stop a fire from becoming a tragedy.
' The NFPA, through its standazds committee system in conjunction
with the National Fire Service Professional Qualifications Board, has
' developed voluntary Fire Service Professional Qualification standazds. These
standards address all uniformed positions within a fire depaztment. The
purpose of the standazds is to assure that all personnel in the department
' have the skills needed to perform their assigned functions at the highest
- level... The International .Fire Service Training Association (IFSTA),
' headquaztered at Oklahoma State University, has used these standazds as the
basis for its many training manuals -Essentials of Fire Fighting. It is the base-
' line training manual used in the VFD and in most fire departments in the
United States and Canada.
' Many fire depaztments aze using these standards to keep their
members qualified to the highest level of readiness. Some of the qualification
standazds aze prerequisites and must be completed before moving to the next
' level. For example, NFPA Standard No. 1021 Fire Officer suggests that fire
fighters should not be promoted to Fire Officer I until they have mastered the
' performance objectives for Fire Instructor I in NFPA Standazd No. 1041. This
recognizes that company officers typically play a key role in training their
' subordinates. Likewise, fire fighters should not act as drivers or fire
inspectors until they have met the relevant NFPA qualification standazd.
' The type of training and education needed, is often dependent on the
chazacteristics of the community and the type of circumstances the
depaztment confronts. The nature of the fire depaztment, its chain of
' command, manner by which management controls have been
institutionalized and the allocation of training resources also effect the type of
training provided by a depaztment. There is no formal training and
education program plan. Lesson plans aze not provided for in-service
' 82 University City Science Center
' training. The shift commanders individually decide what training their
shifts require. The assistant fire chief is in chazge of the Department's
' training and education program. Because of his dual responsibilities as
assistant chief and shift commander and his 24hour rotating shift schedule it
' has not been possible for him to properly design and administer the program.
VFD works with surrounding fire departments in sponsoring fire
' training programs in from the state fire, emergency medical and emergency
management agencies. VFD uses the services of outside public sector
agencies, in providing training to its members. The Department also offers its
' members opportunities and encourages them to participate in: state fire
training programs, college courses and National Fire Academy programs
' (including the Open Learning Program for the Fire Service). These programs
will, in-whole or in-part, provide training to meet the requirements of the
' following:
• NFPA Standazd No. 1001 for Fire Fighter I -III
' • NFPA Standard No. 1002 for Driver/Operator
• NFPA Standazd No. 1003 for Airport Fire Fighter I - II ~ .
' • NFPA Standard No. 472 for Hazardous Materials
Responders
' • NFPA Standard No. 1041 for Fire Service Instructor I - IV
• NFPA Standard No. 1031 for Fire Inspector I -III
' • NFPA Standazd No. 1033 for Fire Investigator I - II
• NFPA Standazd No. 1035 for Public Fire Educator I - II
• NFPA Standard No. 1021 for Fire Officer I - VI
Recommendations
' 1. The assistant fire chief should be designated as the
' Department's training officer and assigned responsibility for
planning and implementing a training program for
company officers, career fire fighters and student/residents.
' He should acquire appropriate NFPA training certifications.
' 2. The Depa~.t~,~.~.ent should provide company officers with
lesson plans and audio-visuals to assist them in their
Vail, Colorado 83
training responsibilities. This will assure consistency in the
Department's in-service training.
' 3. The assistant chief should be res onsible for resentin
P P g
advanced and specialized training classes. He should be
supported by the Fire Chief and other chief officers. All chief
and company officers should be expected to develop a
' training speciality and prepare lesson plans that can be used
by other members of the Department.
4. The assistant chief should attend fire trainin conferences to
g
exchange ideas and review training materials and methods.
The annual Fire Department Instructors Conference and the
California Training Officers Conference aze excellent sources
' for gathering training ideas and materials.
5. ~ ~ The Department should establish a training and education
committee. The committee membership should have broad
based Departmental pazticipation.
6. The training and education committee should develop a
written long range training plan that identifies annual goals.
The plan should be based on:
• Annual performance evaluations
• FIRS and post incident analysis
' Pre-emergency plans
• SARA Title III and 40 Lrx 311.1
' • NFPA standards
• Colorado Office of Emergency Medical Services
regulations
7. Annual goals and priorities should be established in the
' plan. They should address the needs of the full-time career
and part-time student/resident members of the Department.
' The plan should include performance measures and speafic
monthly work assignments.
84 University City Science Center
8. The Deparlment should develop a written training SOP.
' The SOP should address the following NFPA standards:
• No. 471 Responding to Hazardous Materials Incidents
' -1989
• No. 1401 Fire Protection Training Reports and Records
' -1983
• No. 1402 Building Fire Service Training Centers - 1985
' • No. 1403 Live Fire Training Evolutions in Structures
-1986
• No. 1410 Training Standard for Initial Fire Attack -
' 1988
• No. 1452 Training Fire Department Personnel to Make
' Dwelling Fire Safety Surveys -1988
• No. 1500 Fire Depa, l.~?ent Occupational Safety and
Health Program -1987
9. The Depa_...ent should computerize the training and
' education records for career and student/resident members.
These records should include information about training
outside the Department.
' 10. In-service training should be conducted daily by company
and chief officers. All officers should be trained to meet the
requirements of Fire Instructor I of NFPA Standard No. 1041.
11. The Department should continue its basic recruit training
' and indoctrination program. All VFD members should be
trained to meet the following standards:
' Colorado Office of Emergency Medical Service
Regulations.
' • Federal SARA Title III and EPA 40 l:rx 311.1
requirements.
' • National Fire Service Professional Qualifications
(NFPA) Standards for positions held. For example,
Vail, Colorado 85
' fire fighters should meet Fire Fighter II of Standard
No. 1001
' 12. The Department should conduct in-service training for all
members of the Department at least once a month. These
' monthly sessions should include training on operational
requirements of SOP and PEP and single and multiple
' company evolutions. Semi-annual evaluations should be
conducted for single and multiple company evolutions.
Members should be tested periodically for the subjects taught
during in-service training. Test scores should be included in
' personnel records and used in annual performance
evaluation reviews.
' 13. The Department should continue to participate with mutual
aid companies in multiple company evolution training.
14. The Department should encourage members to attend
National Fire Academy Resident and Field Programs.
1 Training Facilities
VFD, like many fire departments, does not have an adequate training
' facility. As an alternative to a stand-alone facility ,small fire departments
have sometimes formed regional academies to share resources in developing
' training facilities and programs. The Department has amulti-purpose room
in Station 1 that is used as a classroom. However, it does not have any
' outside training facilities where tactics can be practiced.
' Recommendations
1. The Department should continue to research the possibility
' of developing a regional training facility with other local
jurisdictions. If the regional initiative fails, the Town
' should consider constructing a basic facility in Vail.
' 86 Universi Ci Science Center
ty ty
2. The Depa~l...ent should consider purchasing an Incident
Command Simulator. It can be used as a teaching aid and as
an promotional assessment tool. Reasonably priced
simulators are available.
1
' SAr~i Y AND HEALTH PROGRAMS
An inexcusable number of fire fighters are killed and injured annually.
Much effort has gone into developing national standards and training courses
' designed to improve the environment fire fighters work in and their physical
conditioning. VFD has made strides in meeting NFPA Standard No. 1500
' F.D. Occupational Safety and Health Program -1987. This standard addresses
the Fire Department safety issue.
' VFD provides fire fighters with protective gear that meets current
standazds. The gear includes personal alert safety devices. There are some .
' shortcomings in the Department's health and safety program. VFD has not
formed a safety and health committee, appointed a safety officer,
implemented a physical fitness program or completed a compliance analysis
' of NFPA Standard No. 1500.
' Recommendations
' 1. The Department should form a safety and health committee
as recommended in NFPA Standard No. 1500. The
' committee should be representative of the Department's
membership. It should develop a written safety and health
' program plan based on:
• FIRS analysis
' • NFPA Standard No. 1500
• SARA Title III and 40 CFR Pazt 311.1
' • Post incident analysis
• Accident investigations
' Vail Colorado
87
2. The plan should establish annual goals and priorities that
will phase-in the NFPA No. 1500 standard. It should be
reviewed annually by the Fire Chief and Town Manager to
' gauge progress.
3. The fire marshal should be designated as the VFD safety
officer as per NFPA Standard No. 1500. The safety officer
should not have primary incident command responsibility.
' 4. The Department should prepare written safety procedures,
rules and regulations to implement the plan. They safety
SOP should include a physical conditioning program and a
system to track members during emergency operations.
1
1
I
1
88 University City Sdence Center
I
CHAPTER 10
' PERSONNEL MANAGEMENT
Fire protection has long been a social and financial priority for
communities. The labor intensive nature of fire protection makes human
' resource management the key to the cost-effective delivery of fire and life
safety service. New service demands, unions, court decisions, and federal
' legislation have changed many of the traditional methods of delivering fire
and life safety services and have also made human resource management
more complex.
' Personnel management has been complicated in recent years by
inconsistent federal legislation and at times, contradictory int~.r.etations by
' the courts. The lack of consistent policies hinders the development and
implementation of an effective and efficient work force. Key actions have .
' been taken in the azeas of affirmative action, mandatory hiring and
retirement ages, drug abuse and the hours of work.
Federal legislation affects working hours for employees. It limits the
use of employees as back-up forces during periods of peak demands or major
emergencies. The Town has been quite innovative in establishing a
' student/resident program. This program enables young men and women,
who chose fire service as their cazeer, to attend college and gain experience by
' working on shifts in a fire depaztment. The program also provides the Town
with a very cost effective alternative to hiring full-time staffing.
' The most valuable resource of an organization is its members. How its
• members are treated generally affects organizational effectiveness and
' productivity. Personnel management by the Town and Department should
continue to be directed towazd the goal of developing a full complement of
highly skilled and motivated members.
1
Vail, Colorado $9
1
Staffing Levels
The Science Center's evaluation of the Town's fire and life safety needs
revealed that present staffing patterns and station locations do not provide
' the most effective fire and life safety. The number of staff and stations have
not kept pace with the growth of the community. Anew fire station is
' recommended for West Vail. It should be staffed with three full-time
members and six student/residents. It is also recommended that:
' • The assistant fire chief's position be reassigned from shift
work to a daytime management position.
• Afire captain s position be created to replace the assistant
' fire chief as a shift commander on his 24-hour shift.
• The fire marshal's position should be upgraded to the
' equivalent grade of the assistant fire chief although the
position may not carry the assistant chief title.
' • Afire ins ector's osition be created to assist the fire
P P
marshal.
• A secretary should be hired to support the fire loss
' management and training programs.
' The on-duty shift personnel of VFD aze fully utilized and very
productive. They do in-service pre-emergency planning, fire prevention
' inspections and training. Building and grounds, equipment and appazatus
. preventative maintenance aze also performed by on-duty shift personnel.
Televisions are not allowed on during daylight hours, except during meal
' times.
A few volunteers aze still associated with the Depa~ l..?ent. They are
' not active, and not available for service during the day. Many small
communities use full-time employees from other municipal departments as
' aback-up to the fire depaztment. For example, public works employees can be
cross-trained as fire fighters to support full-time fire fighters during major
90 University City Sdence Center
1
' emergencies. It may be advantageous for Vail to train a crew of four or five
Town employees from another depa.l...ent to staff a reserve pumper. Should
a major working incident strip the personnel resources of VFD, these Town
employees would be available for duty. Although Vail gets mutual aid from
' other departments, it takes time for these units to arrive in the Town. The
"Town reserve crew" could fill-in until mutual aid arrives.
' Fire departments have generally found that the periodic rotation of
personnel between stations, work groups and supervisors is a good method to
assure that personnel aze cross-trained and that operations and methods aze
' consistent throughout the Depaztment. Many career members of VFD have
been working with the same group and supervisor for a long period of time.
t
Recommendations
1. The Town should examine the possibility of developing a
t fire support team of about six members for day time reserve
duty. This team could be trained to respond to a station or a
reserve pumper during a major working emergency. At
t night, the student/residents perform this function.
2. A system for the periodic rotation of personnel assignments
should be established. All personnel should be rotated
annually among shifts, companies, and supervising officers.
' Com ensation and ob Titles
P J
' The issue of compensation is a very difficult subject. Pay and
classification decisions are critical in designing a compensation system that
' controls costs and is equitable to employees. The Town has developed a
performance based pay system that rewazds employees for their efforts. It is
' superior to the systems used in many communities that rely on seniority
rather than merit to rewazd employees. For a merit system to work
' employees must feel they aze being justly compensated for their efforts.
Vail, Colorado 91
1
The Town has an excellent benefit program and a good pay program.
The pay program includes merit pay based on performance. The Town
' conducts a comparative survey of pay and benefits in communities
throughout the state. There appear to be two problems with the comparative
' survey. The first problem deals with job titles. Some jobs in Vail, especially
captain/shift commander, are being compazed with lesser positions in other
t fire depaztments. The second problem concerns the cost of living in Vail.
Housing and other costs are higher in Vail than in some of the comparable
communities.
1
' Recommendations
1. The Town should review the compensation of the position
' of fire marshal.
2. The Town should review the compensation of the position
of captain/shift commander.
' 3. The Town should review the compensation of fire
technicians who are in charge of a station.
4. The fire inspector position should be compensated at the rate
of a fire technician.
' Personnel Practices and Policies
' The VFD has an excellent set of Rules and Regulations dated Mazch 5,
1986, and signed by the Town Manager. Many fire depaztments review their
' rules and regulations annually to assure that they aze current and include
orders that have been issued during the year. The more proactive and
participatory depaztments have a standing representative rnmmittee
' established to perform this task. The Department is currently revising its
rules and regulations.
92 University City Science Center
Recommendations
' 1. VFD should establish a standing committee to annually
review its rules and regulations. The committee should
assure that the rules and regulations are current and that
' they include permanent orders issued during the year. The
committee should ensure that temporary orders or
' directives are formally rescinded.
' 2. The student/resident rules and regulations should be
formally incorporated into the Depa.l...ent's rules and
regulations.
3. The Department should complete its revision of the rules
' and regulations as soon as possible. They should be
reviewed by the Town Manager and Town Attorney before
' ~ - final adoption. -
4. The Depa.~...ent should develop a formal training program
' to assure that the rules and regulations are understood by all
VFD personnel A personal copy should be provided to each
' member of the Department and they should be required to
sign a receipt that they have been trained on the content and
' understand the rules and regulations.
5. Whenever the rules and regulations are modified the
' Department should train all members on the changes and
require a signed receipt for the new or revised sections.
6. The Department should maintain a record of the
enforcement of the rules and regulations.
1
' Vail Colorado 93
Student/Resident Pro am
' In 1980, the Depa.l..~ent instituted one of the most innovative and cost
effective fire programs in the nation. The student/resident fire fighter
program provides living accommodations for students enrolled at Colorado
Mountain Community College in the fire services curriculum. The
' educational component of the program is managed by the college. The
assistant fire chief administers the program for the Department.
' The students serve as fire fighter trainees in Vail while enrolled in the
program. The program takes from, two to three years to complete and is able
to accommodate 12 students -six in each station. They are scheduled to work
one 24hour shift weekly (Monday -Saturday) and a Sunday shift every sixth
week. One student is always on-duty in each station. The Town provides
living quarters and basic fire suppression training to the students in exchange
for their work on the shifts. When students fill-in for fire fighters who are on
' ~ leave they are paid for these additional duty hours. The program is a highly
cost effective program for the Town. It would cost the Town more than
$350,000 annually to replace the students with full-time career personnel.
Several steps can be taken to strengthen the program such that it would
better serve the students, the college and the Town. At the present time the
Department does not have a formal training program for the students. Some
of them come with considerable volunteer experience while others have little
' familiarity with the fire service. There is a need to provide students with
additional training when they first come to Vail and to improve their skills
' throughout their tenure with the Department. A second program concern of
the consultants is the lack of a formal agreement between the Town and the
students. There is a need to specify in writing what is expected of the student
' and what the Town will provide to the student. There has been premature
student turnover in the program. Students have changed their majors while
others have accepted career positions with fire departments before finishing
their course of study. Some of the turnover could be controlled by the
' improved screening of candidates, career counseling and adjustments in
compensation for the students. Finally, there is a need to better coordinate
' the academic needs of the program with the Town's need to provide effective
fire and EMS services to the community. Improved coordination might be
' 94 University City Science Center
' accomplished through a committee composed of representatives from Vail,
Avon (which also participates in the program) and the college.
Recommendations
1. The Department should implement a formal basic training
' program for the student/residents. The training program
should be for a minimum of two weeks each summer prior
' to the beginning of the fall semester. A formal in-service
training program should be organized with instruction by
full-time members of the Department under the guidelines
' of the training chief.
' 2. The Department and the college should work more closely
in coordinating the recruitment, selection and orientation of
' students who participate in the program.
3. The Town should develop a contract that specifies the duties
' and obligations of both parties (Town and student). The
agreement should require attendance at the orientation and
' basic training session, outline work expectations, specify
compensation and discuss minimum work and academic
' requirements.
4. The college, Avon and Vail should establish astudent/
' resident committee to support program development and
_ review.
' S. VFD should establish a s stem of s onsors whereb
Y P Y~
student/residents can be linked up to a sponsor family
outside of the Department. A VFD advisor should be
assigned to each student/resident. A VFD full-time member
' should be limited to one student/resident.
1 6. The Town should evaluate the possibility of extending the
stay of a student/resident beyond the three-year limit. This
Vail, Colorado 95
can be done by having the student/resident enroll in the
Open Learning for the Fire Service Baccalaureate Degree
Program (a National Fire Academy program run through
Western Oregon College for Colorado students).
7. The Town should consider providing students with a
stipend to cover some of their expenses and encourage them
' to complete the program rather than leave for a career
position with a fire department.
' 8. The policy of having qualified student/residents fill-in for
career fire fighters when the are off-duty for vacation or
other leave should be continued. This obligation should be
explained to the student prior to their acceptance into the
' program and it should be specified in the contract between
the student and the Town.
_ _ _
96 Universi Ci en
ty ty Sd ce Center
1 CHAr 1 rtc 11
' PERSONNEL AND COST SUMMARY
' The four exhibits in this chapter summarize the proposed personnel
assignments and staffing plan outlined in the report. The exhibits assume
' that the Town will implement a three station configuration. Exhibit 28
contains a summary of the proposed staffing plan. It outlines areas of
responsibility and changes in work schedule for various positions.
t
Vail, Colorado 97
EXHIBIT 28
RECOMMENDED STAFFING SUMMARY
~ of Persons and Division Responsibilities Work Schedule6
Positions
1 Fire Chief Administration Manabt...ent Days
Administration
Public Relations
Human Resource
' Planning, Budgeting
Communications
1 Assistant Fire Operations & Operations Days
Chief Training Student/Resident
' (In-Service Inspections)
Training
Planning, Budgeting
' Capital Maintenance
1 Fire Marshal Fire Loss Fire Loss Mana~~....ent Days
Management & Plans Review .
' Safety and . Fire Inspections
Health Arson Investigations
Safety & Health
Public Relations
Planning, Bud~etin~
1 Fire Inspector Fire Loss Public Fire Education Days
Management & Fire Inspections
' Safety and Arson Investigations
Health Safety & Health
3 Shift Operations & Shift Commander 24 hour shifts
t Commanders Training Station 1 Officer
(Previously 1 In-Service Inspections
Asst. Chief & 2 Capital Maintenance
Captains)
3 Senior Fire Operations & Station Officer 24 hour shifts
Technicians Training
6 Fire Technicians Operations & Station 1, 2 & 3 24 hour shifts
' 3 Fire Fighters Training
18 Student/ Operations & Station 1, 2, & 3 124 hour shifts
Residents Training
1
5 Bold means new position.
6 Bold means a new work schedule.
' 98 University City Science Center
' Exhibit 29 compares the current personnel roster of the Department to
that proposed by the Science Center. The Science Center plan proposes to add
' ten uniformed personnel and one civilian. The additional personnel would
be phased in over a period of time. It is recommended that the following
' changes be made in FY1991:
• Transfer the assistant chief from a shift to a day time
' schedule. He will be responsible for operations, training and
the student/resident program.
' • Appoint a third shift commander to fill the vacancy left b
Y
' the transfer of the assistant chief.
• Appoint a fire inspector to assist the fire marshal.
' • A oint a secretar to assist with the clerical functions of the
PP Y
' ~ ~ Department. ~ ~ This position might be phased in over a several
year period by hiring apart-time person initially.
The remaining changes .would occur when the west Vail station
is completed. That station will require the creation of senior fire
' technicians positions and the appointment of three fire fighters and six
student/residents to staff the new station.
Vail, Colorado 99
1
EXHIBIT 29
' PERSONNEL LEVEL CHANGES
Position Current Level Proposed Net
Level (Gain/Loss)
Fire Chief 1 1 NC
Assistant Fire Chief 1 1 NC
Fire Marshal 1 1 NC
Fire Inspector 0 1 +1
' .Captains/Shift Commander 2 3 +1
Sr. Fire Technicians 0 3 +3
' Fire Technicians 6 6 NC
Fire Fighters 4 3 -1
' Student Residents 12 18 +6
Total Uniformed 27 37 +10
Secretary 1 2 +1
Department Total 28 39 +11
Exhibit 30 displays the proposed organization for the Department.
t Exhibit 31 contains a summary of station equipment and personnel staffing.
' 100 Universi Ci Scien e n
ty ty c Ce ter
EXHIBIT 30
' RECOMMENDED ORGANIZATIONAL CHART
t
' Fire Chief 2 Secretaries
Fire Inspections and
Operations & Training Safety
' 1 Asst. Chief Asst. Fire Chief/Fire
Marshal
- _ ~
' Station 1
1 Shift Commander Station 2 Station 3 Asst. Fire Marshal &
1 Fire Technician 1 Sr. Fire Technidan 1 Fire Technician Safety Officer
1 Fire Fighter 1 Student/Resident 1 Student/Resident
' 1 Student/Resident
EXHIBIT 31
APPARATUS DEPLOYMENT AND STAFFING
' _ STATION APPARATUS STAFFING
Station 1 Pumper 1 Shift Commander
' Ready Reserve 1 Fire Technician
Aerial Ladder (Quint in future) 1 Fire Fighter
Personnel Carrier 1 Student/Resident
' Staff Vehicles 5 Students in quarters
Station 2 Quad 1 Sr. Fire Technician/Officer
Rescue-Pumper 1 Student/Resident
t 5 Students in quarters
Station 3 Quad 1 Fire Technician/Officer
Rescue-Pumper 1 Student/Resident
' S Students in quarters
1
veil, Colorado 101
1
1
APPENDIX A
' CONS t t t JENCY LC t i nRS
1
1
1
1
MAY 8 REC'0
AMD ASStiC::l?c~. fNC.
' May 3, 1990
' William Gay
Universal City Science Center
171 Eldon, Suite 214
' Herndon, VA 22070
Dear Mr. Gay,
I had an interesting conversation with Mike McGee the other day
in regard his participation with us in the planning and general
preconstruction overview of the fire protection system for a
' rather large reconstruction project we'll be undertaking in Vail
this summer.
' I am a general contractor who has worked in the Vail Valley for
almost two decades and a good portion of that time we have spent
remodeling large scale commercial projects. It has been my
experience that with the change in the UBC and the Town of~~Vail
' requirements for sprinkling of commercial and multi-family
residential buildings (in the town core in particular) that it
has been advantageous to work with the planning department and
' the fire department to come to a mutually acceptable fire
protection program.
This preliminary work is very important to us as reconstruction
' becomes more to the forefront. (Vail Valley is about 85o built-
up.) It allows us to make intelligent estimates in regard to the
potential costs for our clients. It also allows us to
effectively handle the health, fire, safety, and other public
wellbeing programs that are a part of these projects. I would
ask t::at yo:: consider this as much a portion of the overall fire
' protection program for the Town of Vail as the review and
monitoring of existing systems.
I have had many opportunities to work with Mike McGee and Dick
' Duran in my capacity as general contractor and have found them to
be cooperative, knowledgeable, and enthusiastic about being
involved on the front end of any fire protection program. I hope
' that they have the opportunity to continue this active
involvement because it makes my job that much more effective and
allows us to build an intelligently constructed fire protection
t program within the town.
Gc'idER.'.L ~ NT?d1C'^•RS
t P.O. SO:+ LOCO
Y:.: L...:. ~AA.,7 3 : S53
':.ate) ::~9-: AGO
1
N I
' William Gay
Page 2
r"
If your°cl~ like
..t give me a call to discuss these items further, I
would be:more an ha to field your call at 303-949-1800.
PPY
~jf/
r /
s tr-
tYly
' drew J. Beck
resident
' Beck and Associates, Inc.
A.7Bj kh
' cc: Town of Vail Fire Department
t
t
' MAY 8 REC'L
THE UlrESTlN HOTEL
' Vail
' MAY 3, 1990
Mr. Jack Bright
The Westin Hotel
1300 Westhaven Dr.
Vail, CO 81657
' Dear Mr. Gay,
' The need for an Assistant Fire Inspector in Vail is quite
obvious and immediate. The nature of business here and our
proximity to interstate 70 are the main reason I make this
statement.
' We are a 7 day per week Resort community and we are moving
toward year round availability to better serve our guests. With
the town being somewhat closed at times in years past one person
' could probably do the job. This year round availability also
causes alot of changes to take place twice each year and one
person cannot keep up with the potential code violations etc.
associated with these changes, and remodels.
Here at The Westin Resort we are in the process of
developing an Emergency preparedness program and will be needing
some expert advice and guidance from the Fire Department, things
t that the present structure does not allow for.
Another consideration is interstate 70. I shudder every
time I think about the amount of hazardous materials passing
' through here. Hazardous spill plans for every entity in this
Valley are a must and we need help developing them.
In conclusion, I would urge you to recommend to the Town of
Vail they create, an Assistant Fire Inspector position for the
' town.
Sincerely,
Jack Bright
Engineering Supervisor
' OFFICIAL HOTEL
' 1989 WORtD ALPINE
SKI CHAMPIONSHIPS
1300 Westhaven Drive, Vail, Colorado 81657. (303) 476-7111 VAIVBEAVERCREEK
-
} -
~ f~g~~~~~i~g ~~;~~~~t~~~~,1~c.
VA/l AND DENVER, COLORADO
May 8, 1990
' William Gay
University City Science Center
' 171 Eldon St., Suite 214
Herndon, VA 22070
RE: Vail Fire Depar~..ment Construction Review
' Dear Mr. Gay:
' About a week or so ago, I noted in the paper a request
for 20 minute appointments to discuss Vail Fire Depart-
ment Services. With my schedule being what it is, it just
' was not practical so I am taking this opportunity to
offer some thoughts concerning Vail Fire Department
services from a consulting engineer's viewpoint.
' It is extremely important to us as fire system designers
to have input from qualified fire department staff and in
particular, we appreciate Mike McGee's review and com-
ments. With the complexity of various techniques relating
to fire safety and life safety, it is absolutely neces-
sary that buildings and building systems be constructed
and/or remodeled to match current fire fighting/life
safety techniques. As an example, without Mike McGee's
input, we would not have been aware as soon as we were
that most fire fighters today carry hose packs and con-
, sider the hose cabinet to be relatively useless in com-
parison to a valve cabinet.
' The level of construction activity in the Upper Eagle
Valley has been nothing short of incredible over the last
five years. We predict, based on our knowledge of pro-
posed projects, that this intensity will continue at a
very high level for at least another 3 to 5 years. This
puts a tremendous pressure on local building departments
and code officials to not only provide adequate review of
' construction documents, but more importantly, to be ac-
tively involved in the design review process. It really
isn't practical with the fast track style of construction
to avoid or ignore review and input on building design
CORPORATE OFFICE
Benchmark Plaza. Suite 307
. P O. Box 5740. Avon. Colorado 81&20
3A?-?49-1191 •1-8C0-332-?259
' FAX: 303-~19-1959
until the final code review set is submitted. We appreci-
' ate having Mike McGee's schematic thinking in the early
stages of design concepts. It is a much more effective
way to implement good fire and life safety design. The
adversarial code review "this is wrong" approach is not
' pleasurable or desirable.
Plan check fees are sizable and since government has
' taken on this aspect of public review, we support every
effort to see that adequate staffing is provided for
effective review. We know only too well that a poor
review or an incomplete review is worse sometimes than no
' review at all.
If you have any que~tic:s please dcn't h~sitat~ tc call.
Our WATS line is available during our normal office hours
of 7:00-5:00 Monday through Thursday and 7:00-11:00 on
Friday, Colorado time.
' S' cerely
' David o er
President
' DLY:lm
cc Gary Murrain, Town of Vail
t
2
' • •
•
• •
' ;
1[1
1
' May 14, 1990
' Mr. William Gay
University City Science Center
' 171 Elden Street, Suite 214
Herndon, VA 22070
RE: Town of Vail Fire Department
Dear Mr. Gay:
' I understand that you are evaluating various services and budgets
for the Town of Vail Fire Department.
Over the years the Vail Fire Department has provided review
' services for architects during the design stages of projects which
have proven to be invaluable in the early determination and
interpretation of fire and life safety requirements. Because of
t Vail's climate, altitude, zoning, and unique access requirements,
interpretations of code requirements become an absolute necessity
for us. I would hate to see any disruption or suspension of design
' stage conferences by the Vail Fire Department.
I hope this input is of use to you in your evaluation.
' Sincerely yours,
ARN, /GWATHMEY/PRATT ARCHITECTS, P.C.
it
Robert L. Arnold, AIA
' RLA/ad
MAY 2 9 REC'Q
1
h'~~0 ~?~1,~.
' SA5 East'VaiCVa(Le. drive- Vaif, Colorado 816ST (303) 476-5651 Fax (03) 47b-4982
~ 3
' MAY 21 1990
1
' MR. WILLIAM GAY
UNIVERSITY QTY SCIENCE CENTER
171 ELDON STREET
' SUITE 214
HERNDON, VA 22070
RE: NAIL FIRE DEPARTMENT
' DEAR MR. GAY:
' IT HAS COME TO MY ATTENTION FROM A RECENT ARTICLE IN OUR LOCAL NEWSPAPER (Tf~ NAIL TRAIL) THAT
YOUR FIRM IS CONDUCTING AN ANALYSIS OF FIRE PROTECTION SERVICES WITHIN THE TOWN OF NAIL AND THAT
YOU ARE SOLICITING INPUT.
' WITH THE LACK OF INCREASE IN THE NUMBER ;OF FIRE DEPARTMENT PERSONNEL OVER THE LAST 10 YEARS,
WHEN PUT IN RELATION TO THE VIRTUAL BUILDING BOOM THAT HAS TAKEN PLACE IN OUR COMMUNITY, I
FIRMLY BELIEVE THAT AN INCREASE IN PERSONNEL IS NOT ONLY NECESSARY, IT IS LONG OVER DUE.
' AGAIN, SPECIFICALLY SPEAKING, AS THE MANAGER OF AN INDMDUAL PROPERTY IN THE TOWN OF NAIL, I HAVE
GREATLY BENEri i .1 r.D FROM THE PERSONAL SERVICE THIS PROPERTY HAS RECEIVED FROM OUR FIRE
DEPARTMENT. WHETHER IT WAS SOLVING A GAS BUILDUP PROBLEM IN OUR RESTAURANT, WORKING ON AN
' EVACUATION PLAIN IN THE EVENT OF AN ACTUAL FIRE, OR HELPING US TO OVERCOME A REVERSE AIR PROBLEM,
CHIEF DURAN AND HIS COMPETENT MANAGEMENT TEAM HAVE ALWAYS BEEN AVAILABLE WHEN NEEDED.
' .WITHOUT INCREASING THE NUMBER OF PERSONNEL, THERE IS NO WAY HUMANLY POSSIBLE THAT THE LEVEL
OF SERVICE WHICH HAS BEEN~PROVIDED TO DATE COULD BE'MAINTAINED. UNFORTUNATELY, IN MY OPINION,
IT WOULD ONLY BE A MATTER.OF TIME BEFORE THIS CONIMIJNITY WOULD SLrrr.R A MAJOR CATASTROPHE.
' THEN, ADDING ADDITIONAL FIRE FIGHTERS WOULD BE TOO .LATE. THE DAMAGE TO THIS COMMUNITY WOULD
HAVE BEEN DOI`TE, AND, AS IN THE GASE OF LAS VEGAS, IT WOULD TAKE YEARS TO OVERCOME.
THANK YOU FOR TAHING THE TIME TO HEAR ME OUT. SHOULD TIRE BE ANY NEED ON YOUR PART TO
' FOLLOW UP ON THIS CORRESPONDENCE, PLEASE DO NOT HESITATE TO CALL ME ON OUR TOLL FREE NUMBER,
1 (800) 950-NAIL.
' SINCERELY,
MANOR NAIL CONDOMINIUM ASSOCIATION
1
' JA RUSH, CHA
MAN GING AGENT
1 '
1
4
~ S~S~T~~~ltC SYST~i~IS Fax 94s-1928
' ® ~ P.O. Box 534 • Avon, CO 81620 (303) 949-4638
' June 21,1990
' Mr. Bill Gay
171 Eldon Street
' Suite 214
Herndon, VA 22070
' Dear Mr. Gay,
' It is my understanding that you aze conducting a study of the Fire Department for the Town of Vail,
Colorado, and that you are considering input from various sources.
1 Thul IIectronics Systems is a co an which erates in Ea le Count , servin the resort Areas of Vail,
mP Y ~P g Y g
Avon, and Beaver Creek. Our activities include Commercial Fire Alarm Systems within the Town of Vail.
' In pursuit of these activities, we work closely with the Fire Marshal, to design and install Fire Alarm
Systems which aze effective from the viewpoint of the Fire Department, yet cost-effective for the
Property Owner. Principal considerations in this design and installation process aze how a Fire Alarm
System will function on a routine basis, to reduce the occurrence of 'nuisance' Fire Alarms, how
' 'serviceable' a Fire Alarm System can be made, to encourage that routine maintenance will indeed be
followed by a Pr„r:,.~~ Owner, and how a Fire Alarm System will function in an Emergency Situation,
' when there is actually a fire within a structure. These design considerations rely heavily on the knowledge
of the Resort C........unity, both in terms of the behavior of the Guest and the l~..r:,.ty Owaer, and the
capabilities and ..r:,.~.ting procedures of the Fire Department.
To understand these various design considerations requires a dialogue with the Fire Marshal, such that the
' performance of a Y~...:culaz Fire Alarm System is appropriate for the environment in which it is installed.
Sitting at a drawing table, writing a 7~ire Alarm Specification', laying out' device locations, and drawing a
' Riser Diagram' is not an effective method to achieve these design goals. While these elements are certainly
part of the design process, it is often necessary to meet with the Fire Marshal, either at the Fire Station or on
' the property site, to determine items such as pedestrian and vehicular traffic flow, anticipated fire load and
subsequent risk to life safety and fire -fighting strategy, and the azchitectural layout of a building, which
affects the placement of devices in a manner to be functional yet serviceable. ,
1
' Again, these are items which could be fully documented and submitted to the Fire Department for 'formal'
review, but the informal initial review process has saved our clients immeasurable amounts of time and
' money over the past several years. To have the Fire Marshal conduct this informal review typically takes
minutes to hours, in lieu of what may take several days to document such that a design could be reviewed
without any personal contact or a visit to the site. Following this 'informal' review process, plans can be
' developed that reflect the true design goals of Fire Alarm Design for a building, given the nature of its'
location within the town, its' use, and its' architectural features to make the Fire Alarm System most
' effective for any particular situation.
As I mentioned, a 15-minute conversation, or a 1-hour visit to a r. „rrrty site, can save days in the design of
a System. However, this savings is only possible if the Fire Marshal is available, on a timely basis, to
participate in this 'informal' review process. I have been involved in many of these reviews in the past, and
they have always been conducted within a reasonable time frame. However, it has become increasingly
difficult to gain access to the Fire Marshal, as the Town has grown.
My experience with the Fire Marshal indicates that he is a very thorough individual, and I suspect that the
' reason for his reduced 'accessibility' is due to the fact that other activities which are performed by the
Fire Marshal (such as Fire Investigation consume an increasing amount of his time, and are necessarily
' given a higher priority than plan review. I have concerns that this availability for informal review will
further diminish, and that Fire Alarm Design will become a more tedious and lengthy process
' (with correspondingly higher design costs and that the end result may be less effective than what we
have been able to achieve in the past.
' My suggestion as to how to avert this potential situation is to assign additional personnel to perform some
of the existing duties of the Fire Marshal. While I understand that this may require hiring an additional
' person or persons, the cost of this policy will be significantly less than the alternative, which is to have
architects and engineers spend countless hours documenting Fire Alarm Systems. If this requires that
' permit fees be increased to cover the cost of additional personnel, I am certain that the r.~.,Y~ty owner can
be made to understand that the net result is more cost -effective, both initially and over the long term.
If we require that architects and engineers spend this time on documentation, the cost of a Fire Alarm
' System will increase dramatically, and this cost would certainly be more than an increase in the cost of a
Fire Alarm System Permit. In addition to this increase in cost, there would be further 9ead time' in
' obtaining ..yr..,~ gal of a Fire Alarm Design (because it would take longer to perform the Fire Alarm Design
with the possibility that additional costs would be inctured by the r..:Y:,.ty owner, due to potential delays
' in building construction.
1
' Obviously, these costs are difficult to project, but they are very real components in existing and future
project development. In speaking with other companies who deal with the Fire Marshal (Fire Alarm
' Companies such as ours, Fire Sprinkler Companies, General Contractors, etc. they agree that timely
access and decision -making on the part of the Fire Marshak is a benefit that we have all enjoyed
' throughout the recent history of Vail. While I admit that this has method of ..r;..«tion has been convenient
for all of us, it has also enabled us to better serve our clients, the r. „rErty owners, who in turn can offer a
better product to the resort guest in a more timely manner.
Finally, I appreciate your consideration of the ideas which I have presented, and would be available to
' discuss these items in further detail. Please contact me a (303) 949-4638 if I may be of further assistance
in any manner.
' sincerely,
Thin E1..~uv,aC Systems
' Mike Thul
President
1
1
1
' APPENDIX B
' COMPARATIVE SURVEY
t
1
1
1
t
1. DEMOGRAPHIC CHARAL~t >~RISTICS & BASIC SERVICES
~ i il"' POPULATION I AREA, POPULATION ISO I AMBULANCE PROVIDES
I I SQ MILE I DENSITY I RATE I SERVICE DISPATCH
1 111 11
BREQCEIVRIDGE 5,000 138 36 6
CASTLEWOOD 60,000 48 1,250 3 YES
GLENDALE 2,900 1 2,900 4 YES
LAKE ARROWHEAD 15,000 13 1,154 5 YES
LAKE VALLEY 6,000 70 86 6
PARK C~ i 9,800 1 9,800 4
POUDRE 112,400 230 489 4
VAIL 4,970 13 382 5
AVERAGE ~ 27,009 ~ 64 ~ 2,012 ~ ~ ~ 1 YES
'Breckenridge, Glendale, Lake Valley, Park City and Fort Collins are combination paid and
volunteer fire departments. Lake Arrowhead Fire Department is a combination paid and on-call
paid volunteer, and the Vail Fire Department is paid with student/resident fire fighters. IJNIVERSTTY CITY Sur.~JCE CEIb ~ rsc
2 FISCAL ANALYSIS
~,l 1 ~ TOTAL FIRE COST PER COST PER I ADJ COST PER I COST r rr. CALL
I BUDGET I CAPTTA FIRE FIGh i rsc FIRE FIGh i cin•
GLENDALE $1,563,195 $539.03 $65,133 $52,106 $631.59
LAKE ARROWHEAD $3,448,898 $229.93 $114,963 $91,971 $2,483.01
LAKE VALLEY $1,057,900 $176.32 $88,158 $70,527 $2,319.96
VAIL $848,886 $170.80 $65,299 $52,239 $527.91
BRECKENRIDGE $800,702 $160.14 $800,702 $922.47
CASTLEWOOD $6,886,989 $114.78 $60,412 $48,330 $1,960.43
PARK l.i t ~ $952,000 $97.14 $79,333 $63,467 $1,050.77
POLTDRE $6,521,000 $58.02 $62,702 $50,162 $1,128.01
AVERAGE ~ $2,759,946 ~ $193.27. ~ $167,088 ~ $61,257 ~ $1,378.02
•Adj Cost per Fire Fighter is adjusted to reflect a 56 hour work week UNIVERSITY ~,u ~ SCIENCE CEtr t rrc
t• ~ ~ t• ~ ~ ~ ~ ~ ~ ~ ~ ~ i ~ ~ ~ ~ ~
3. EMS SERVICES
FIItE DEPARTMENT AMBULANCE SERVICE FIRE AMBULANCES
~.I1 ~ ~ TRANSPORT I LEVEL OF SERVICE PROVIDER NUMBER I STAFF
CASTLEWOOD NO ALS 0.0
GLENDALE YES ALS 1.0
POUDRE NO ALS 0.0
BRECKENRIDGE NO ALS 0.0 ,
LAKE ARROWHEAD YES BLS 2.0
LAKE VALLEY NO BLS 0.0
PARK ~.ti ~ NO BLS 0.0
VAIL NO BLS EMS DEPT 0.0
AVERAGE ~ 2 YES ~ 4 ALS ~
UNIVERSITY CITY SCIENCE CENTER
4. EMS CERTIFICATION LEVELS
~i ~ FIRE DEPARTMENT % OF AMBULANCE SERVICE
ON FIRE APPARATUS tnvIFORM~v ON EMS UNITS/AMBULANCES 1vlAL
PRSNNL ALS ALS
ONi~iST RSPNDRI BLS ~ ALS BLS ~ ALS ~,Cn11r1Cv
\.Cl~ lll'1CLI
GLENDALE 0 0 7 17 65% 0 D '
CASTLEWOOD 0 0 92 22 19% 0 0
POUDRE 2 15 97 6 5% 0 0
LAKE VALLEY 0 10 20 0 0% 0 0
PARK ~..t t Y 0 0 12 0 0% 0 0 `
VAIL 0 0 13 0 0% 0 0
LAKE ARROWHEAD 0 0 18 0 0% 3 9 75%
BRECKENRIDGE 0 0 0 0 4 0 0%
AVERAGE ~ ~ ~ ~ ~ ~ T ~
UNIVERSITY CITY SCIENCE CENTER
5. STATIONS
u 1 ~ ~ AREA ~ y STATIONS
I SQ MI ~ FIRE I EN1S 11 FIRE & EMS TOTAL ~ SQ MILE PER• ~ POP PER
_ J~
POUDRE 230 0 0 9 9 ~ 25.6 12,489
CASTLEWOOD 48 4 0 4 8 6.0 7,500
LAKE ARROWHEAD 13 2 0 2 4 3.2 3,750
LAKE VALLEY 70 0 0 2 2 35.0 3,000
GLENDALE 1 0 0 1 1 1.0 2,900
VAIL 13 2 0 0 2 6.5 2,485
PARK Li i Y 1 4 0 0 4 0.2 2x450
BRECKENRIDGE 138 2 0 1 3 46.0 1,667
AVERAGE ~ 64 ~ ~ ~ ~ ~ ~ 4 ~ 15 ~ 4,530
J UNIVERSITY CITY SCIENCE CENTER
6. FIRE APPARATUS & STAFFING
~.l 1 ~ PU11-ter cnS LADDERS QUINTS RESCUES/ TOTAL r,.an POP PER
HAZMAT APPARATUS APPARATUS
ACTIVE STAFF ACTIVEI STAFF ACTIVEI STAFF ACTIVEI STAFF
GLENDALE 2 3.5 1 2.0 0 2 2 5 580
CASTLEWOOD 8 3.0 1 3.0 0 4 2 13 4,615
LAKE VALLEY 3 2.0 0 0 1 1 4 1,500
PARK ~,i i Y 5 2.0 1 1 2.0 0 7 1,400
VAIL ~ 4 2.0 1 0 0 5 994
BRECKENRIDGE 5 1 1 1 8 625
LAKE ARROWHEAD 4 1 0 1 6 2,500
POUDRE 9 1 0 3 13 8,646
AVERAGE ~ ~ 25 ~ ~ 2.5 ~ ~ 20 ~ ~ 1.7 ~ ~ 2,608
UNIVERSITY ul ~ SCIENCE CENTER
7. FIRE DEPARTMENT PERSONNEL RESOURCES
~ i f TOTAL CIVILIAN VOLUNTEERS FIRE ADJ FIRE WORK
UNIFORMS PERSONNEL RESERVES FIGh i CnS FIGh i ~RS* WEEK
PFR, J,~[l~ P(~P r r,,~ 1,,000 POP HOURS
GLENDALE 26 0 18 8.3 8.3 56.0
VAIL 15 1 12 2.6 2.6 56.0
LAKE ARROWHEAD 31 4 30 2.0 2.0 56.0
LAKE VALLEY 15 0 18 2.0 2.0, 56.0
CASTLEWOOD 122 17 1.9 1.9 56.0
PARK x.11 Y 17 1 39 1.2 1.2 56.0
POUDRE 114 31 17 0.9 0.9 56.0
BRECKENRIDGE 6 2 30 0.2
AVERAGE ~ ~ ~ ~ 2.4 ~ 2.7 ~ 56.0
• Adjusted to a 56 hour work week. UNIVERSITY ~i ~ SCIENCE CENTER
8. HAZARDOUS MATERIALS MANAGEMENT
~u a ~ HAZ-MAT TEAM ACCESS TO
HAS A I # OF PERSONS I LEVEL I LEVEL I # OF A IRESPONS REGIONAL
TEAM ON TEAM TRAiNEII* , E~t~arrt;v SUITS VEHICLE HAZ-MATTF.AM
CASTLEWOOD YES 5 6 YES YES
PARK t.i i f YES 0 A A 6 NO YES
POUDRE YES 3 A A 10 YES YES
i
GLENDALE NO
LAKE ARROWHEAD NO YES
s
LAKE VALLEY NO
BRECKENRIDGE NO YES
VAIL NO NO
AVERAGE ~ 3 YES 2.7 ~ 2 A ~ 2 A ~ 7.3 ~ 2 YES 5 YES
* A =Entry and contml B =Dam and dike C =Identify UIVIVERSTTY ~.a a ~ Su~1CE CE[r a rec
9. PUBLIC FIRE EDUCATION
~.t t ~ SCHOOL PROGRAM COMMUNITY
HAS A DEPARTMENT HOURS STUDENTS HAS A PERSONS
~~~M MANAGES ~ TEACHES TAUGHT EDUCATED PROGRAM EDUCAi~~
LAKE ARROWHEAD YES YES YES 1,200 YES 300
LAKE VALLEY YES YES YES 48 1,300 YES
PARK Lt t Y YES YES 1,000 YES 2,000
POUDRE YES YES YES 3,348 YES ~ 2,072
VAIL YES YES YES YES
r
CASTLEWOOD YES YES YES 350 8,000 NO
BRECKENRIDGE YES YES YES 20 250 ~ NO
GLE[~TDALE NO YES 1,000 '
AVERAGE ~ 7 YES ~ ~ ~ ~ ~ 6 YES ~
UNIVERSITY ~ i ~ Sur.~JCE CEI~ i rac
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ I~ ~ ~ ~
10. CODE ENFORCEMENT & ORDINANCES
LOCAL ORDINANCES INSPE~.i IONS H~~T
ESIDENTIAL RESIDENTIAL SPLINKLER OMMER PREVEN SUP- INSPEC-
l11 ~ SMOKE SPRINKLER TiON PRES- TOONS
u~ i nCTOR SINGLE FAMILY ~ MULTI FAMILY SION
CASTLEWOOD NO NO NO YES 1x423 1,478 895
BRECKENRIDGE YES YES 900
VAIL YES NO NO YES 483 1,576
POUDRE YES YES YES YES 455 2,519
GLENDALE NO NO NO NO 150 292 99
LAKE ARROWHEAD YES NO YES NO 57 3,360 250
LAKE VALLEY NO NO NO YES 40 50 850
PARK C:i i ~ YES YES YES YES
AVERAGE ~ ~ ~ ~ ~ 501 ~ ~ 524
UNIVERSITY ~ 1 ~ SCIENCE CEI~ 1
~ ~ ~ ~ ~ ~ ~ ~ i ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
11. FIRE/EMS INCIDENTS
~.ti ~ FIRE INCIDENTS OTHER INCIDENTS iviAL PER PER
STRUC~ 14i~av'ri~ GRASS/ HAZ- ~ EMS I FALSE I OTHER INCI- 1,000 PL~14.r,:n
TUBE VEHICL OTHER MAT DENTS POP
GLENDALE 19 17 23 27 796 911 17 2,475 853 1238
VAIL 32 16. 34 0 307 892 327 1,608 324 402
BRECKENRIDGE 20 11 4 13 292 415 113 868 174 174
LAKE ARROWHEAD 114 24 42 0 940 0 269 1,389 .93 347
PARK ~i 1 ~ 30 32 56 49 283 200 256 906 92 181
LAKE VALLEY 59 11 27 0 217 0 140 456 76 152
CASTLEWOOD 74 65 84 85 1,856 1,330 19 3,513 59 439
POUDRE 271 122 315 200 3,473 1,103 297 5,781 51 642
~ AVERAGE I I I I I I I I I 215 I 447 ~
UNIVERSITY CITY Su~,JCE CEh t rsc
12. AMBULANCE TRANSPORTS
~.il ~ I iviAL INCIDENTS TRANSPORTS ~ % OF CALLS I TRANSPORTS PER
1 INCIDENTS I PER 1,000 POP ~ BLS ~ ALS ~ i v 1 AL j "ANSPOR ~ ~v AMBULANCE
GLENDALE 1111 796 274 488 61 % 488
LAKE ARROWHEAD 940 63 600 64% 300
BRECKENRIDGE 292 58
CASTLEWOOD 1,856 31
LAKE VALLEY 217 36
PARK t:t l Y 283 29 ~
POUDRE 3f473 31 '
i
VAIL 307 62 !
AVERAGE ~ ~ 73 ~ ~ ~ 544 ~ 63% ~ 394
UNIVERSITY ~ ~ ~ Sa..ir.~1CE CENTER
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ i ~ ~ ~
13. FIRE DEATH, INJURIES & LOSSES
('THREE YEAR AVERAGE)
~ i ~ DEATHS INJURIES I PROPERTY LOSS
! FIRE FIGh i r.~c CITIZEN* I FIRE FIGh i rsc' CTITZEN TOTAL VALUE I PER CAPITA
I
POUDRE 0.0 1.5 19 41 $1,408,953 $13
VAIL 0.0 0.0 3 24 $494,170 $99
LAKE VALLEY 0.0 0.0 2 0 $341,183 $57
PARK CITY 0.0 0.0 2 1 $160,545 $16
BRECKENRIDGE 0.0 0.0 1 3 $139,142 $28
CASTLEWOOD 0.3 0.0 20 0
GLENDALE 0.0 0.0 0 1
LAKE ARROWHEAD 0.0 0.0 0 0.
AVERAGE I I o•2 I I I I ~
UNIVERSITY ~i ~ Sura1CE CEh i rrc
h
DESIGN REVIEW BOARD AGENDA
OCTOBER 31, 1990
2:00 P.M.
SITE VISITS
12:00 p.m.
13 1. Bridgewater - Exterior Modifications AK
43 Willow Road/Lot 1, Block 6, Vail Village 1st
MOTION: G. Lamb SECOND: C. Knight VOTE: 4-1
Consent with condition that the exterior color be
approved by Staff. Ned Gwathmey abstained.
2 2. Solar Vail - Building Modifications AK
501 North Frontage Road West
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Consent with conditions, existing concrete
retaining wall be painted to match color of existing
building siding, and doors be placed on dumpster
enclosure.
5 3. Orrison - Separation of Garage AK
1464 Aspen Grove Ln/Lot 10, Block 4, Lionsridge 4th
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
1
9 4. Gateway Plaza - Material changes and planter MM
modifications. Parts of Lots N & O, Block 5D, Vail
Village 1st
MOTION: G. Lamb SECOND: C. Knight VOTE: 4-0-1
Stucco color change and planter modifications
approved as presented. Material change on barrel
vault tabled until November 7th.
3 5. Lot 24 Dauphanais Subdivision - New Single SM
Family Residence. Lot 24, Block 2, Dauphanais-
Moseley Subdivision. SDD #2
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
4 6. Lot 4, Dauphanais Subdivision - New Single SM
Family Residence. Lot 4, Block 2, Dauphanais-
Moseley Subdivision. SDD #2
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
15 7. Schrager - New Single Family Residence SM
4249 Nugget Ln/Lot 8, Bighorn Estates
MOTION: SECOND: VOTE:
Conceptual
2
7
18 8. Dorset - Addition of Window SM
5053-B Snowshoe Ln/Lot 26, Vail Meadows #1
MOTION: SECOND: VOTE:
TABLED
1 9. Mountain Bell Site - Affordable Housing JK
Metes & bounds legal generally located north of I-
70 and east of Mountain Bell facility.
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
12 10. Szechuan Lion - Airlock Exterior Alteration ~ JK
304 Bridge Street
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Consent with condition mix of periennials be
installed by Szechuan Lion Restaurant owners in
planters located south and west of the
restaurant entrance. Mix of periennals to be
installed shall bloom at different times throughout
the growing season and shall be installed following
completion of installation of landscaping in these
planters by the Red Lion.
16 li. Hibben - Storage Addition BR
4800 Meadow Drive/Riverbend Unit #11
MOTION: SECOND: VOTE:
f
TABLED TO NOVEMBER 7TH MEETING.
3
12. Daily Grind - Menu Sign Location BR
288 Bridge Street
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
6 13. Vestlandet - ReRoof BR
1746 West Gore Creek Drive
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Consent approved, with condition facia board be
changed from 1X10 and all facia boards (both new and
old) be painted same color as existing trim
color.
7 14. Charlie's T-Shirts - Awning BR
641 Lionshead Mall
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Consent approved. Floresent lights must be removed
first.
8 15. Treetops - Gutters and Drains BR
450 East Lionshead Circle
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Consent approved with conditions, gutters be painted
to match color of existing back ground.
4
~ 16. Vail Road - Pedestrian Walk AK
East side of Vail Road between the North Frontage
Road and East Meadow Drive.
MOTION: C. Knight SECOND: G. Lamb VOTE: 4-0-1
Approved with the condition that the trees to be
planted be a minimum of 3" caliper and that some of
.the proposed species may be replaced with similar
types of plants. Ned Gwathmey abstained.
14 17. Meyers - 250 Addition AK
3988-A Lupine Dr./Lot 2, Block 2, Bighorn 1st Add.
MOTION: G. Lamb SECOND: C. Knight VOTE: 5-0
Approved by consent with the condition that the
applicant construct the addition according to the
requirements of the hazard study.
11 18. Red Lion - Roof Vent SM
304 Bridge Street
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
5
17 19. Kaiser - Addition to Residence SM r
7916-A Juniper Ln/Lot 3, Block 5, Bighorn 5th
MOTION: P. Harrington SECOND: S. Dorword
VOTE: 4-0
Conditions: (1). Entry with horizontal siding
(2). T-111 to remain - no addition of T-111
material (3). Existing brick wall maintained - new
wall to be brick (4). Trim and building color to
match other unit.
10 20. Wildflower Inn - New Sign SM
174 East Gore Creek Drive
MOTION: SECOND: VOTE:
TABLED TO NOVEMBER 7TH MEETING.
MEMBERS PRESENT: MEMBERS ABSENT:
Ned Gwathmey
Pat Herrington
Connie Knight
George Lamb
Sherry Dorward
STAFF APPROVALS:
Chevron Remediation Unit located at 934 South Frontage Road at Vail
Amoco Service Station (formerly Chevron Station)
Dugan Garage - Material change.
Lot 9, Block 5, Intermountain
Paige - Patio Doors.
Antlers Condo., 680 West Lionshead Place
6
Riordan Remodel - Fireplace vent Units 305 & 307
Golden Peak House
Perot Residence - Landscape plan revisions
Lot 31, Block 7, Vail Village 1st
Vail Gateway - Realignment of curb along west property line.
Lot N, Block 5D, Vail Village 1st
Weber Residence - Material Change - stone to stucco on fireplace
chimneys and wainscot on south and west elevations.
Lot 6, Block 4, Lionsridge 3rd
Daly Residence - Changes to Design Review Board approved plans.
Lot 16, Block 1, Vail Potato Patch
Crossroads - East Building, add windows.
Lot P, Block 5D, Vail Village 1st
7