City Council Meeting · 5/19/2020 · Springs and the surrounding defined county service called...

1. Pledge of Allegiance2. Roll Call3. Approval of Minutes

a. City Council Meeting Minutes of May 5, 2020; and Special City CouncilMeeting Minutes of May 7, 2020

4. Presentations & Proclamationsa. Arbor Day—May 29, 2020b. 307 First Month—June 2020c. Skin Cancer Awareness Month—May 2020d. Rock Springs Fire Department Master Plan—Bill Boyd, ESCI, Inc.e. Gift Presentation—Urban Renewal Agency Commissionf. Plaque Presentation—Councilor Glennise Wendorf

5. Petitions6. Officer and Staff Reports

a. Health Insurance Fund Recap—April 2020b. Financial Report Summary—April 2020

7. Council Committee & Board Reportsa. Main Street Board Meeting Minutes of April 13, 2020

8. Correspondencea. Parks & Recreation 2020 Summer Guide

9. Bills & Claimsa. Bills and Claims for May 19, 2020b. Salaries for May 7, 2020

10. New Businessa. Request from the Fire Department for permission to apply for the 2019

Assistance to Firefighters Grant Supplemental, to acquire additional PPEfor the COVID-19 pandemic

b. Request from Black Rock, Inc. for an amended Liquor Catering Permit forthe Miller Graduation Party on June 13, 2020, from 5 p.m.—midnight at theBunning Hall (Contingent upon approval by the Sweetwater County PublicHealth Department; previously approved by City Council on March 3, 2020)

c. Request from Black Rock, Inc. for a Liquor Catering Permit for theAmerican Legion Poker Run on June 6, 2020, from 9 a.m.—midnight at theOld American Legion Building (Contingent upon approval by the

City Council MeetingTuesday, May 19, 2020 at 7:00 pm

Sweetwater County Public Health Department)d. Request from the American Legion Riders for a street closure of South

Main Street from F to E Streets for their Poker Run on June 6, 2020, from 8a.m.—10 p.m.

e. Request from the Sweetwater Dirt Racing Alliance for four Liquor CateringPermits for the Sweetwater Speedway Races on May 22-23 and June 19-20,2020, from 5 p.m.—11 p.m. at the Sweetwater Speedway (Contingent uponapproval by the Sweetwater County Public Health Department)

11. Resolutionsa. 2020-80---A Resolution accepting and approving a Pipeline Crossing

Agreement with Union Pacific Railroad Company, to construct andmaintain one underground water pipeline in the Rawlins Subdivision

b. 2020-81---A Resolution approving a Public Parking Space Lease Agreementbetween the City of Rock Springs and Bitter Creek Brewing, LLC to providefor placement of a dining deck in the parking space adjacent to therestaurant

c. 2020-82---A Resolution accepting and approving a Lease Agreementbetween the City of Rock Springs and the Rock Springs-Sweetwater CountyAirport Board, for purpose of leasing land owned by the City

d. 2020-83---A Resolution accepting and approving a Budget Revision to theBudget for the Fiscal Year ending June 30, 2020

e. 2020-84---A Resolution partially rescinding the City’s Emergency COVID-19Sick Leave and Absentee Policy for City employees

f. 2020-85---A Resolution accepting and approving a Labor Agreementbetween the International Union of United Mine Workers of America LocalUnion 4893 and the City of Rock Springs

g. 2020-86---A Resolution accepting and approving a Memo of Understandingbetween the City of Rock Springs and Sweetwater County, to allow the Cityto utilize the grassy corner on the northeast side of the Health & HumanServices Building at 333 Broadway Street for Brown Bag Concerts

12. Adjournment

Contact: Kristyn Muniz ([email protected] 307-352-1429 x117) | Agenda published on05/15/2020 at 3:22 PM

City Council Meeting 5/5/20 1

City of Rock Springs )

County of Sweetwater )

State of Wyoming )

City Council met in regular session on May 5, 2020. Mayor Timothy A. Kaumo called the

meeting to order at 7 p.m. Members present included Councilors Keaton West, David Halter,

Glennise Wendorf, Billy Shalata, Jeannie Demas, David Tate, Tim Savage, and Rob Zotti.

Department Heads present included Dwane Pacheco, Jim Wamsley, Rick Beckwith, Dave

Lansang, Paul Kauchich, and Matthew L. McBurnett. The pledge of allegiance was recited.

Approval of Minutes

Moved by Councilor Shalata, seconded by Councilor Wendorf to approve the City Council

Meeting Minutes of April 21, 2020; and Special City Council Meeting Minutes of April 20 and

April 23, 2020. Motion carried unanimously.

APPOINTMENTS

Fire Civil Service Commission—Joe Manatos, Filling Unexpired Term

Moved by Councilor Shalata, seconded by Councilor Demas to appoint Joe Manatos to the Fire

Civil Service Commission to fill an unexpired term. Upon roll call the following voted in favor:

Councilors Wendorf, Halter, West, Zotti, Shalata, Savage, Demas, and Tate. Motion carried

unanimously.

Planning & Zoning Commission—Emily Lopez, 1st Term

Moved by Councilor Wendorf, seconded by Councilor West to reappoint Emily Lopez to the

Planning & Zoning Commission to serve a first term. Upon roll call the following voted in favor:

Councilors Wendorf, Halter, West, Zotti, Shalata, Savage, Demas, and Tate. Motion carried

unanimously.

PRESENTATIONS AND PROCLAMATIONS

Federal Aviation Administration CARES Act Grant—Devon Brubaker, Director of the

Southwest Wyoming Regional Airport (Resolution #2020-74)

Devon Brubaker, Director of the Southwest Wyoming Regional Airport, addressed the Governing

Body, stating that the Airport is here today to ask for approval of a CARES Act Grant

Agreement. Prior to the CARES Act, airports worked very hard to secure funding. The funding

obtained must be spent in accordance with revenue policy, so it must be spent as if it were regular

airport revenue. Debt service, operating costs, and development costs would be qualifying

expenditures. Mr. Brubaker added that the future is unclear as to when the revenue situation will

change. He added that he is recommending to the board that this grant only be used for operating

costs, to simplify the use of the funds. Each month, a list of invoices will be submitted and the

board will decide how much will be drawn down each month. The Airport has 4 years to spend

the money. At the end of February, cash on hand at the Airport was in a healthy position. The

goal for FY 2020 was to get to 90 days cash-on-hand. At the end of the fiscal year, it is expected


that they will only have 7 days cash-on-hand present. April passenger numbers added up to a

total of 64. In addition, a 67.7% reduction in airline flights has been experienced. The Airport is

mandated to be operated as it has always been before, but lights are being turned off during the

day and employee leave has changed for the time being. The FAA recently contacted Mr.

Brubaker regarding their success obtaining supplemental funds for their Airport Terminal Project,

in the amount of $4.9 million, with no local match required. The Southwest Wyoming Regional

Airport came in with the second-most funding awarded for an airport terminal project in the

country, second only to Provo, UT. Many federal dollars have been secured for various projects.

Councilor Zotti asked about the $4.9 million, and how soon it must be used. Mr. Brubaker

specified that it must be submitted, with other additional funding sources secured, by September

30, 2022. Councilor West commented that the City’s sponsorship of the Airport was included

with the Specific Purpose Tax, and that the additional funding was requested and awarded. The

pandemic took place shortly after, and the Board of County Commissioners decided also to

suspend the Specific Purpose Tax. He inquired as to why Mr. Brubaker asked the Board of

County Commissioners whether they would be willing to sponsor the Airport project, since Rock

Springs withdrew their participation in the Specific Purpose Tax, should the County choose to

move forward with placing the tax on the ballot. Mr. Brubaker clarified that he wanted to make

sure the federal dollars that were awarded would not be lost, and that the City of Rock Springs

would not have to come up with $3 million out of its general fund to provide a local match.

Councilor West stated that with Rock Springs being the original sponsoring entity, the Airport

asking to move forward under the County, should they move forward, was disrespectful to the

Rock Springs City Council. Mr. Brubaker apologized, stating that no disrespect was meant for

the Council during this process, and that he was simply excited at the fact that extra funding for

this project was awarded just last week and he did not want to risk losing these federal dollars.

Councilor West stated that much preparation took place for the City to fulfill the sponsorship

requested by the Airport during the Specific Purpose Tax process, and to make that sponsorship

whole. Mayor Kaumo stated that the comments varied slightly, but nonetheless were

disheartening to hear. He added that what Councilor West is implying is that there is no need to

rush this project, jeopardizing this Council’s sponsorship, as there has been much work put into it.

The Airport has three years to obtain their local match. Councilor Shalata stated that the Council

has extensive respect for Mr. Brubaker, and that this does not discredit what he has done for the

Airport. Mayor Kaumo agreed, adding that these are big decisions; he is hoping that

communication can improve. Mr. Brubaker thanked the Governing Body for its support, and

apologized again for the perception of his comments, adding that he did not realize what impact

his comments at the Board of County Commissioner’s meeting would have.

PETITIONS

No comments were received.

COUNCIL COMMITTEE AND BOARD REPORTS

Joint Powers Combined Communication Board Meeting Minutes of March 23, 2020

Councilor Wendorf reminded everyone that May is City Wide Cleanup Month, and if orange bags

are needed, please contact the Chamber and also let them know where you are cleaning, so efforts

are not duplicated. She thanked everyone for their help to clean up our City.


Moved by Councilor Zotti, seconded by Councilor Demas to approve the Council Committee and

Board Reports and place them on file. Motion carried unanimously.

CORRESPONDENCE

Letter from the Joint Powers Water Board regarding established water usage charges and price

schedules for Fiscal Year 2021

Moved by Councilor Tate, seconded by Councilor Zotti to approve the Correspondence and place

it on file. Motion carried unanimously.

BILLS AND CLAIMS

Bills and Claims for May 5, 2020

Sweetwater County Treasurer COVID Donation $500.00

Blue Cross Blue Shiled Insurance Admin Fees $76,515.44

VSP Of Wyoming Vision Share Plan $2,812.91

ABI Winterhawk Recovery LLC Housing Assistance $597.00

AM Signal INC Signs & Software $4,100.00

Amazon Capital Services Misc. Supplies $3,580.50

American FootGolf League INC Golf Activity $2,475.00

Animal Clinic of Green River Veterinary Services $188.00

ASB Construction Bond Refund $1,380.00

Autozone Parts & Supplies $1,025.68

Bartok Controls INC Emergency Services $14,178.13

Battery Systems Batteries $405.78

Best Value Rental LLC Housing Assistance $720.00

Boschetto Apartments Housing Assistance $850.00

C.E.M. Aquatics Pool Supplies $7,580.75

Cameron Construction Bond Refund $2,810.00

Carrington Pointe Apartments Housing Assistance $5,793.00

CenturyLink Telephone Utility $2,299.04

City of Rock Springs Health Ins. Premiums $364,592.89

CML Rentals Housing Assistance $667.00

Communication Technologies Police Supplies $3,283.00

Copier & Supply CO INC of RS Copier Maintenance $190.81

Dave's Appliance Replacement Supplies $49.00

DeBernardi Construction CO INC Concrete Services $192,499.82

Dominion Energy Gas Utility $16,918.04

Elwood Staffing Services Seasonal Staff $18,735.55

Energy Management Corp. Labor & Services $2,201.29


Faigl, David B. Housing Assistance $474.00

Foremost Promotions Police Supplies $409.62

Fortuna, John A. Housing Assistance $38.00

Fossen, Michele Housing Assistance $636.00

Fremont Motor Rock Springs Parts & Supplies $129.22

Galls LLC Police Supplies $206.00

Gary Lebsack Utility Refund $670.44

Gregory Rentals Housing Assistance $525.00

Heward, Randie Deposit Refund $148.00

Honnen Equipment Parts & Supplies $84.63

IMS Alliance Fire Supplies $120.00

Industrial Hoist & Crane Labor & Services $116.54

IPMA Fire Promotional Testing $209.00

J & D Cleaning LLC Janitorial Services $360.00

Jim's Upholstery Repair Services $490.00

JME Fire Prodections, INC Fire Supplies $124.45

Johansen, Georgette M. Housing Assistance $10.00

Joint Powers Water Board Pump Station Project $20,553.84

Kimberly Circle Apts. Housing Assistance $581.00

Lewis & Lewis Retainage Release $103,731.34

Lockhart Rentals Housing Assistance $521.00

Lynn Peavey Company Gloves $813.00

M & J Oilfield Construction Services Bond Refund $1,590.00

McFadden Wholesale CO INC Parts & Supplies $2,813.27

Memorial Hosp of SW CTY Police Services $296.00

Mountainaire Animal Clinic Veterinary Services $598.69

Murdochs Ranch & Home Parts & Supplies $1,673.86

Nicholas, Gary Housing Assistance $850.00

Notary Officer Notary Bond $30.00

Nu-Art Memorial Replacement Supplies $180.00

O'Farrell, Timothy J. Housing Assistance $339.00

Pedri Investments LLC Housing Assistance $493.00

Penoff, David Housing Assistance $570.00

Performance Overhead Door Repair Services $258.18

PM Auto Glass INC Repair Services $179.00

PMS Custom Screen Printing Safety Shirts $1,508.00

Porter, Doug Housing Assistance $50.00

POSM Software LLC Software Renewal $2,000.00

Power Engineering Co Labor & Services $307.00


Process Engineered Products Parts & Supplies $3,758.88

Recreational Equipment INC Police Supplies $223.68

Ridge & Valley Roofing Housing Project $50,628.27

Rock Springs Creekside Apts Housing Assistance $2,828.00

Rock Springs Municipal Utility Water & Sewer Utility $19,877.31

Rock Springs Newspapers Advertising $3,895.43

Rock Springs Pet Hospital LLC Veterinary Services $1,063.50

Rocky Mountain Air Solutions Oxygen $480.96

Rocky Mountain Power Electric Utility $1,273.41

RS Apartments LLC Housing Assistance $516.00

RS Refrigeration Parts & Supplies $172.95

Sanchez, Jeremy Housing Assistance $175.00

Schnieder Electric Parts & Supplies $3,217.74

Self, Tim Housing Assistance $469.00

Shadow Mountain Water of WY Services & Supplies $21.00

Signature Equipment Corporation Labor & Services $501.80

Southwest Real Estate Housing Assistance $3,475.00

Springview Manor Apts Housing Assistance $3,234.00

Staples Office Supplies $1,140.53

State Fire DC Specialties Labor & Services $1,255.00

State of Wyoming - DFS Applicant Check $10.00

Sun Life Financial Life Insurance $1,519.01

Sweetwater County Clerk Misc. Services $2,013.29

Sweetwater Heights Housing Assistance $1,415.00

Taylor Made Golf CO INC Golf Merchandise $1,174.85

Tegeler & Associates Notary Bond $100.00

Thatcher Company Chemicals $2,030.00

The Aby Manufacturing Group INC Police Supplies $102.00

The UPS Store Shipping $10.32

Tolar, Andrew W. Housing Assistance $23.00

Trujillo, Danny Housing Assistance $125.00

Tyler Technologies Software Renewal $5,718.04

United Site Services Portable Restroom Rental $1,055.99

UPS Shipping $165.88

USPS Shipping $2,000.00

Vaughn's Plumbing Services & Supplies $836.00

Verizon Wireless Telephone Utility $5,168.09

Walmart Community BRC Parts & Supplies $2,843.17

Ware, Ted Housing Assistance $805.00


WatchGuard Video Computer Equipment $130.00

Webb, Regina Housing Assistance $175.00

Weed Management Solutions Labor & Services $200.00

Weidner Fire Fire Supplies $4,112.34

Williams, Penny Housing Assistance $175.00

Willow Street Rentals Housing Assistance $1,315.00

Wyoming Department of Agriculture License Renewal $350.00

Wyoming Machinery Parts & Supplies $43.81

ZOHO Corp Software Renewal $2,035.00

Total: $1,005,493.96

Report Checks for April 22, 2020

Employee Garnishments EE deductions $685.39

Internal Revenue Service EFT $137,251.80

AXA - Equitable EE deferred $137.50

ICMA EFT $2,630.03

Nationwide Insurance EE deferred $170.00

Ivy EE deferred $887.50

Ivy Section 529 Plan $525.00

Great West Retirement EE deferred EFT $9,336.46

Great West Retirement Post Tax EFT $465.00

Flex Spending Acct/BCBS EE BCBS Flexshare $7,218.74

Wyoming Child Support Child Support Pmts. $2,825.50

Total: $162,132.92

Moved by Councilor Wendorf, seconded by Councilor Demas to approve the bills and claims for

May 5, 2020. Motion carried with Councilor West abstaining.

Salaries for April 22, 2020: $638,528.45

Moved by Councilor Wendorf, seconded by Councilor Demas to approve the salaries for April

22, 2020. Motion carried unanimously.

NEW BUSINESS

Approval of the Preliminary Budget for the City of Rock Springs for the period ending June

30, 2021

Mayor Kaumo thanked Matthew L. McBurnett, Director of Administrative Services, the Budget

Committee and Department Heads for their efforts in balancing the budget as much as possible.


Moved by Councilor Zotti, seconded by Councilor Wendorf to approve the request. Motion

carried unanimously.

Fee recommendation from the Parks & Recreation Advisory Board relating to Foot Golf at the

White Mountain Golf Course

Councilor Zotti thanked Dave Lansang, Parks & Recreation Director for the information

regarding Foot Golf. Mayor Kaumo added that he is excited to see if the community takes to this

sport.

Moved by Councilor Zotti, seconded by Councilor Shalata to approve the request. Motion carried

unanimously.

Request from the Rock Springs Historical Museum for permission to apply for a National Park

Service Main Street Façade Improvement Grant

Moved by Councilor Wendorf, seconded by Councilor Halter to approve the request. Motion

carried unanimously.

RESOLUTIONS

Resolution 2020-74 A RESOLUTION ACCEPTING AND APPROVING A GRANT

AGREEMENT BETWEEN THE U.S. DEPARTMENT OF TRANSPORTATION

FEDERAL AVIATION ADMINISTRATION AND THE CITY OF ROCK SPRINGS, AND

AUTHORIZING TIMOTHY A. KAUMO, AS MAYOR OF THE CITY OF ROCK SPRINGS,

WYOMING, TO EXECUTE SAID GRANT AGREEMENT ON BEHALF OF SAID CITY, was

read by title.

Moved by Councilor Shalata, seconded by Councilor Demas to approve Resolution 2020-74.

Upon roll call the following voted in favor: Councilors Wendorf, Halter, West, Zotti, Shalata,

Savage, Demas, Tate, and Mayor Kaumo. Motion carried unanimously.

Resolution 2020-75 A RESOLUTION ACCEPTING AND APPROVING A CONTRACT

WITH FREMONT CHEVROLET BUICK GMC, RIVERTON, WYOMING, IN THE

AMOUNT OF $30,657.40, AND AUTHORIZING TIMOTHY A. KAUMO, AS MAYOR,

AND MATTHEW L. MCBURNETT, AS CITY CLERK, TO EXECUTE SAID CONTRACT

ON BEHALF OF THE CITY OF ROCK SPRINGS, was read by title.

Moved by Councilor West, seconded by Councilor Wendorf to approve Resolution 2020-75.



Resolution 2020-76 A RESOLUTION ACCEPTING AND APPROVING AN AGREEMENT

WITH NAVIANT, INC., AND AUTHORIZING TIMOTHY A. KAUMO, AS MAYOR OF

THE CITY OF ROCK SPRINGS, WYOMING, AND MATTHEW L. MCBURNETT, AS CITY

CLERK OF THE CITY OF ROCK SPRINGS, TO EXECUTE SAID AGREEMENT ON

BEHALF OF THE CITY, was read by title.


Moved by Councilor Wendorf, seconded by Councilor Demas to approve Resolution 2020-76.



Resolution 2020-77 A RESOLUTION ACCEPTING AND APPROVING AMENDMENT

ONE TO THE GRANT AGREEMENT BETWEEN THE STATE OF WYOMING,

DEPARTMENT OF STATE PARKS AND CULTURAL RESOURCES, STATE

HISTORIC PRESERVATION OFFICE AND ROCK SPRINGS HISTORIC

PRESERVATION COMMISSION, AND AUTHORIZING TIMOTHY A. KAUMO, AS

MAYOR OF THE CITY OF ROCK SPRINGS, WYOMING, AND MATTHEW L.

MCBURNETT, AS CITY CLERK OF THE CITY OF ROCK SPRINGS, WYOMING, TO

ACCEPT SAID AMENDMENT ONE ON BEHALF OF SAID CITY, was read by title.

Moved by Councilor West, seconded by Councilor Zotti to approve Resolution 2020-77. Upon

roll call the following voted in favor: Councilors Wendorf, Halter, West, Zotti, Shalata, Savage,

Demas, Tate, and Mayor Kaumo. Motion carried unanimously.

Resolution 2020-78 A RESOLUTION ACCEPTING AND APPROVING A CONCESSION

STAND RENTAL AGREEMENT WITH ROCK SPRINGS LITTLE LEAGUE

BASEBALL, AND AUTHORIZING TIMOTHY A. KAUMO, AS MAYOR OF THE CITY OF

ROCK SPRINGS, WYOMING, AND MATTHEW L. MCBURNETT, AS CITY CLERK OF

THE CITY OF ROCK SPRINGS, WYOMING TO EXECUTE SAID AGREEMENT ON

BEHALF OF THE CITY, was read by title.

Moved by Councilor Shalata, seconded by Councilor Wendorf to approve Resolution 2020-78.



Resolution 2020-79 A RESOLUTION ACCEPTING AND APPROVING A CONCESSION

STAND RENTAL AGREEMENT WITH JERRY’S CONCESSIONS, AND

AUTHORIZING TIMOTHY A. KAUMO, AS MAYOR OF THE CITY OF ROCK SPRINGS,

WYOMING, AND MATTHEW L. MCBURNETT, AS CITY CLERK OF THE CITY OF

ROCK SPRINGS, WYOMING TO EXECUTE SAID AGREEMENT ON BEHALF OF THE

CITY, was read by title.

Moved by Councilor Savage, seconded by Councilor Wendorf to approve Resolution 2020-79.



ORDINANCES

Ordinance 2020-04 AN ORDINANCE AMENDING ARTICLES 16-3, 16-5, 16-6, AND 16-

OF THE ORDINANCES OF THE CITY OF ROCK SPRINGS, WYOMING, ENTITLED

“SUBDIVISION REGULATIONS,” was read by title on third reading.

Mayor Kaumo thanked staff for this much-needed language clean-up.


Moved by Councilor West, seconded by Councilor Demas to approve Ordinance 2020-04. Upon

roll call the following voted in favor: Councilors Wendorf, Halter, West, Zotti, Shalata, Savage,

Demas, Tate, and Mayor Kaumo. Motion carried unanimously.

Mayor Kaumo stated that in the near future, a much unwanted vacancy will be taking place on

this Council, with Councilor Wendorf’s resignation effective May 20, 2020. We will be looking

for involved community members. A vacancy will be declared soon, and we are hoping that

some interest is shown.

A meeting with the County Attorney and the County Health Department was held regarding some

concerns about abiding by the Governor’s directives. Variances are allowed to be requested, and

a process must be followed, and a plan submitted. The County and the Cities of Rock Springs

and Green River have submitted two variance requests, in regards to places of worship,

restaurants, bars, and funeral homes. He thanked Chief Pacheco, Chief Wamsley, and everyone

who participated, along with the County Attorney and the Public Health Officer, Jean Stachon.

While keeping safe, the County and Cities are hoping to get back to generating revenue and

getting our community back on track.

ADJOURNMENT

There being no further business, the meeting adjourned at 7:42 p.m.

By: ________________________________

Council President

ATTEST:

_____________________________ ________________________________

City Clerk Mayor

Special City Council Meeting 5/7/20

City of Rock Springs )

County of Sweetwater )

State of Wyoming )

City Council met in special session on May 7, 2020. Mayor Timothy A. Kaumo called the meeting to

order at 5:15 p.m. Members present included Councilor Jeannie Demas, Glennise Wendorf, Keaton

West, and Rob Zotti. United Mine Workers of America Local Union 4893 representatives present

included Les Mauch, Sandy McJunkin, and Darren Johnson. Department Heads present included Matt

McBurnett, Dave Lansang, Paul Kauchich, and Dwane Pacheco. Staff present included Kristyn Muniz.

The pledge of allegiance was recited.

NEGOTIATION MEETING

Members of United Mine Workers of America Local Union 4893 and the Governing Body of the City

of Rock Springs to continue the negotiation process for the Labor Agreement between the UMWA

Local 4893 and the City of Rock Springs

Mayor Kaumo stated that it has been a while since the last negotiations meeting, where articles 12, 25 and

26 contained proposed changes. Matthew McBurnett, Director of Administrative Services, has provided

calculations to the Governing Body. With regard to accruals, the City does not support increasing comp

time accruals, as employees are already offered a valuable time off package. The City recommends a

mandatory comp time payoff each quarter, to be sure that 80 hours is the maintained balance. Mr. Mauch

asked why the opposition. Mayor Kaumo clarified that excess hours create scheduling issues, and the

City already provides a good time off package. Adjusting the contract to reflect this proposed change was

discussed. Unused comp time is suggested to be paid out, if over 80 hours. Mr. McBurnett clarified that

the counter proposal provides for a cleaner cutoff. Instead of doing it once per year, it is done every three

months. Darren Johnson interjected, adding that the City stated that it creates scheduling issues, but that

on the other hand, the employee is also working on forced overtime and waiting to use the time off

accrued until scheduling allows. Long term employees with larger balances are the main focus, and shift

adjustments were discussed. It was clarified that the time will be paid out, not lost. Mr. McBurnett stated

that for accounting purposes, it makes things much easier.

Wages were discussed, regarding the proposal of employees being moved to the top of their range within

7 years. Mayor Kaumo stated that the City recognizes the need for moving employees through the wage

scale, and that it would suggest placing a deferral in contract to consider this proposal in July of 2021.

Union members agreed with placing deferral language in the contract.

Adjusting the articles addressing Drug and Alcohol testing is agreed upon, to reflect changes recently

made to policy.

Uniform allowance was discussed. Chief Pacheco discussed uniform items that employees are

accountable for, and the issues that arise with the amount of the allowance. Mr. Johnson stated that he

likes the idea of the allowance of purchasing different quantities. Chief Pacheco clarified that this

particular instance is for replacement items only. With items being on the current uniform system, it is

much easier now than it was in the past. Many new items have been added to inventory. Mr. Mauch

asked about tax implications to the employee, and it was stated that there are tax benefits to allowing an

employee to order items directly, instead of being paid a uniform allowance.

Benefits were discussed to be agreed upon, as the same language is proposed as with the I.A.F.F. contract

to reflect upcoming benefit plan changes.


EXECUTIVE SESSION—Personnel

Moved by Councilor Zotti, seconded by Councilor Demas to enter into Executive Session at 5:39 p.m.

Motion carried unanimously.

RECONVENE

Moved by Councilor West, seconded by Councilor Zotti to reconvene from Executive Session at 5:49

p.m. Motion carried unanimously.

Mr. Mauch stated that the Union tentatively agrees on the comp time counter proposal, with the comp

time being paid out on a quarterly basis, if it is over 80 hours. He stated that they also agree with a

deferral being added to the contract to allow for employees to move to the top of their range within 7

years, to be considered in July of 2021. They agree with the drug and alcohol proposal and the benefits

portion. Mr. Mauch asked the City how it feels about the inflationary cost of clothing since the current

awarded allowance was approved 10 years ago. Mayor Kaumo asked Chief Pacheco whether the $660

per year is appropriate or if he feels more is needed. Chief Pacheco stated that prices have gone up over

the past ten years for uniforms. Mr. Mauch clarified whether the City would agree to raise the limit as

prices increase. Mr. McBurnett asked whether this would be if the City takes over the purchasing of

uniforms and whether the amounts would stay the same or what is being asked here. Mr. Beckwith stated

that they are asking whether increased amounts would be approved. Mr. Johnson stated that as new

uniforms come in, dry cleaning has become required, when they used to be wash and wear. This depends

on what function each employee performs and whether there would be dry cleaning required. Councilor

Zotti stated that according to the Bureau of Labor Statistics, uniforms have increased by approximately

18% over ten years. Mr. Mauch specified that this increase is per item, and with that, it adds up to about

51%. Discussion was specified to be restricted to replacement uniforms or equipment only. Councilor

Wendorf asked if the allowance is not exhausted, whether it would roll over, which was specified that it

does not roll over. Councilor Demas asked about an inventory system, and whether one is in place, and

Chief Pacheco stated that there is not one in place. Mr. McBurnett asked whether specific items would be

named as needed, with a frequency to be awarded. Chief Pacheco stated that he does not believe this

would be the best approach, because if each item were to be promised to be awarded each year, much

more money would be spent by the City. Mr. Johnson attested to the needs of each individual item.

Mayor Kaumo asked if $660 a year is believed to be enough, and it seems that Mr. Mauch is asking for an

increase to that to cover increased costs of uniforms. Councilor Zotti stated that he is more apt to allow

for an increase of $400 per employee, for every 6 months, because he knows where it is being spent.

Councilor Wendorf asked about non-sworn officers, and those amounts were discussed. Chief Pacheco

stated that these positions are also issued uniforms upon start due to their positions and what is required

of them. Mayor Kaumo requested language clean-up from Mr. Beckwith regarding positions listed under

uniform allowance. Sworn officers are discussed to be increased to $800 per year, and animal control

officers will remain the same, as they were adjusted 3 years ago, along with changing language to be

nuisance instead of parking control and adding the community service officer to this section. Councilor

Demas asked whether the money would carryover if not used and Mr. McBurnett confirmed that it would.

Safety equipment amounts were also discussed.

Mayor Kaumo confirmed that all items have been agreed upon at this point, and that Mr. Beckwith will

provide a final copy with what was discussed this evening.

ADJOURNMENT

There being no further business, the meeting adjourned at 6:10 p.m.


By: ____________________________________

Council President ATTEST:

_____________________________ _____________________________________

City Clerk Mayor

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WHEREAS: In 1872, J. Sterling Morton proposed to the Nebraska Board of Agriculture that a special day be set aside for the planting of trees; and

This holiday, called ARBOR DAY, was first observed with the planting of more than a million trees in Nebraska; and The holiday of ARBOR DAY is now observed throughout the nation and the world; and Trees can reduce the erosion of our precious topsoil by wind and water; cut heating and cooling costs, moderate temperature, clean the air, and produce life-giving oxygen and provide a habitat for wildlife; and Trees are a renewable resource giving us paper, wood for our homes, fuel for our fires and countless other wood products; and Trees in our city increase property values enhance the economic vitality for business areas, and beautify our community; and Trees, wherever they are planted, are a source of joy and spiritual renewal.

Now, Therefore, Be it Resolved, that I, Timothy A. Kaumo, Mayor of the City of Rock Springs, do hereby proclaim Friday, May 29, 2020 to be

AARRBBOORR DDAAYY

in Rock Springs, Wyoming, and I urge all citizens to celebrate ARBOR DAY and to support efforts to protect our trees and woodland. I urge all citizens to plant trees to gladden the heart and promote the well-being of this, and future, generations. To commemorate Arbor Day, a tree planting will take place at the High Desert Arboretum on May 29, 2020, at 10 a.m.

In witness whereof I have hereunto set my hand and caused the seal of this city to be affixed.

Mayor __________________________________

Date__________________________________




WHEREAS: The City of Rock Springs is committed to supporting the success and strength of our local and state economy, and encourages the efforts of our local business owners; and

Local businesses are the backbone of our economy and are integral to the growth and longevity of our community; and The strength of local business is dependent on the support of the community; and Buying from locally owned businesses not only supports the employees of that business, the money spent locally is used to hire other support businesses such as suppliers, auto & equipment dealers and contractors; and All these factors together create what’s called a “multiplier effect,” meaning that each dollar spent in a local store brings as much as $3.50 into the local economy; and Supporting local business supports critical infrastructure within our communities through the generation of sales tax revenue, making our Wyoming communities a great place to live, work and play.

Now, Therefore, Be it Resolved, that I, Timothy A. Kaumo, Mayor of the City of Rock Springs, do hereby proclaim the month of June, 2020 to be

330077 FFIIRRSSTT MMOONNTTHH

in Rock Springs, Wyoming, and I encourage all citizens to LIVE, LOVE, AND BUY WYOMING!


Mayor __________________________________

Date__________________________________




WHEREAS: Skin cancer is the most common cancer in the United States and worldwide, affecting 5 million individuals each year; and

1 in 5 Americans will develop skin cancer in the course of a lifetime; and The two most common forms of skin cancer are basal cell and squamous cell carcinomas, which are highly curable; melanoma is the third most common, and is the deadliest of the three; and Skin cancer is the cancer you can see, which means that skin exams, both at home and with a dermatologist, are especially vital for early detection; and People can reduce their risk for skin cancer by limiting their exposure to UV light, especially between 10 a.m. and 4 p.m.; wearing sun-protective hats, clothing, and sunglasses with UV protection when exposed to sunlight; in addition to avoiding artificial sources of UV light, such as tanning beds; and Skin cancer is a public health concern, and the City of Rock Springs and the Sweetwater Regional Cancer Center are unified in promoting community-wide efforts to prevent skin cancer all year long.

Now, Therefore, Be it Resolved, that I, Timothy A. Kaumo, Mayor of the City of Rock Springs, do hereby proclaim the month of May 2020 to be

SSKKIINN CCAANNCCEERR AAWWAARREENNEESSSS MMOONNTTHH

in Rock Springs, Wyoming, and I urge residents to talk with family and friends about the importance of early detection and prevention measures, and to educate ourselves and others about this disease.


Mayor __________________________________

Date__________________________________

Rock Springs

Fire Department Rock Springs, Wyoming

FIRE DEPARTMENT MASTER PLAN

April 2020

Fire Department Master Plan City of Rock Springs Fire-Rescue

i

TABLE OF CONTENTS

Introduction ................................................................................................................................ iii

Acknowledgments ........................................................................................................................ v

Organizational Overview ............................................................................................................... 1

The City of Rock Springs ........................................................................................................................... 1

Community Demographics ....................................................................................................................... 1

Economic and Jobs Information ................................................................................................................ 3

Local Governance & Authority .................................................................................................................. 7

Rock Springs Fire Department .................................................................................................................. 7

Components of the Emergency Services System ...................................................................................... 9

Emergency Medical Services ........................................................................................................ 11

Rock Springs Fire Department EMS ......................................................................................................... 11

Medical Direction & Oversight ................................................................................................................. 11

Ground Ambulance Services .................................................................................................................... 11

Air Ambulance Services ........................................................................................................................... 12

Emergency Medical Transport Discussion ............................................................................................... 12

Support Programs ...................................................................................................................... 14

Training & Continuing Education ............................................................................................................ 14

Life-Safety Services ................................................................................................................................ 20

Management Components .......................................................................................................... 25

Mission, Vision, and Values ..................................................................................................................... 25

Management Documents and Processes................................................................................................. 26

Critical Issues ...........................................................................................................................................27

Internal and External Communications ....................................................................................................27

Staffing and Personnel ................................................................................................................ 30

Personnel Policies & Processes ................................................................................................................ 30

Firefighter Hiring & Selection Process ...................................................................................................... 31

Union Agreement ..................................................................................................................................... 33

Administrative Support Staffing .............................................................................................................. 33

Emergency Operations Staffing .............................................................................................................. 34

Wages & Benefits .....................................................................................................................................35

Operations Work Schedule ...................................................................................................................... 37

Staff Survey ............................................................................................................................................ 39

Effective Response Force Analysis .......................................................................................................... 40

Financial Analysis ....................................................................................................................... 43

Status Quo Projection .............................................................................................................................. 51


ii

Capital Facilities and Apparatus ................................................................................................... 55

Fire Stations & Other Facilities ................................................................................................................ 55

Apparatus & Vehicles .............................................................................................................................. 60

Apparatus Maintenance & Replacement Planning .................................................................................. 64

Service Delivery & Performance ................................................................................................... 66

Service Demand Analysis ........................................................................................................................ 66

Resource Distribution Analysis ................................................................................................................. 75

Workload & Response Reliability ............................................................................................................. 83

Response Time Performance .................................................................................................................. 84

Response Time Performance Discussion ................................................................................................. 91

Community Risk Analysis ............................................................................................................ 94

Land Use Planning & Zoning ................................................................................................................... 94

Hazardous Materials ............................................................................................................................... 98

Other Built Environment Risks ............................................................................................................... 105

Population & Service Demand Projections ...................................................................................107

Land Development Projections .............................................................................................................. 110

Future Service-Demand Projections ....................................................................................................... 111

Recommended Improvement Goals............................................................................................. 112

Short-Term Improvement Goals ............................................................................................................ 112

Mid-Term Improvement Goals ............................................................................................................... 114

Long-Term Improvement Goals ............................................................................................................. 116

Conclusion ................................................................................................................................ 117

Appendix A: Staff Survey Results ............................................................................................... 118

Appendix B: Table of figures ...................................................................................................... 124

Appendix C: References .............................................................................................................. 127


iii

INTRODUCTION

In December 2019, the City of Rock Springs Fire Department (RSFD) retained ESCI to conduct a Master Plan

study, with the intent of assessing the community demographics, associated risks, current fire department

operations and service delivery, and projected future population changes. Based on this analysis,

recommendations and implementation strategies were developed.

During the spring of 2020, ESCI representatives performed a comprehensive analysis of all aspects of the

RSFD administration and operation. This analysis included a detailed financial review, temporal analysis of

emergency incident workload and response time performance, support services delivery, working

relationships, and coordination with other City departments and outside emergency response agencies.

Near the end of the project, ESCI was forced to cancel the scheduled site visit due to the COVID-19

pandemic. As a result, representatives interviewed key stakeholders by telephone in an attempt to validate

the information previously gathered and analyzed, and learn more about the nuances of the community

and fire department operations and challenges. Tours of the fire stations were conducted via FaceTime

video service. In addition, a confidential online survey was conducted to give all department members an

opportunity to provide insights, opinions, and ideas about the current status of the Department and its

needs.

ESCI’s analysis of the Rock Springs community, RSFD operations, resource allocation, and community risk

revealed several key realities, as summarized in the following list.

• The City of Rock Springs experienced significant population growth over a decade ago. However,

recently this trend has reversed, with the population stagnating and even decreasing slightly. This

trend is expected to continue into the foreseeable future.

• Eleven percent of the population is at or below the poverty level and do not have health insurance.

• The financial stability and future viability of the current ground ambulance transport program in

Sweetwater County are in question.

• The Fire Department does not have a current strategic plan, with updated mission, vision, or values. A

Strategic Plan should be adopted and supported by all personnel.

• Limited training resources and administrative support have resulted in inconsistent training and skills

maintenance across the shifts.

• Fire stations and training facilities are dated, and need significant capital improvements and repairs.

• There is no capital improvement plan for upgrading or replacing fire stations.

• The City has a significant amount of undeveloped residential and commercial property within its

current boundaries.

• The current total operations staffing level should be enough to cover routine scheduled and

unscheduled leave time.


iv

• Fire Department one-time and reoccurring expenses are projected to increase by approximately 2.9%

annually over the next five years, with personnel costs increasing 15% during this time period.

• The current location of fire stations appears adequate to meet the current demand for service.

However, the high-density commercial and residential areas west of I-80, combined with significant

undeveloped residential land, indicate the potential future need for a fire station west of I-80.

• Future service demand is projected to increase no more than 4% annually, and will likely be

significantly lower than that.

Additional detailed observations are embedded in this report.

As a result, several recommendations and implementation strategies were developed and are included at

the end of this report. Key recommendations include:

• Create a three to five-year Fire Department Strategic Plan, with associated goals and objectives.

• Create a Training Battalion Chief position.

• Develop a Fire Facilities Capital Improvement Plan (CIP).

• Conduct a comprehensive engineering/structural study of the fire facilities.

• Develop a Capital Apparatus and Equipment Replacement Plan and funding model.

• Engage in planning efforts to ensure a stable and financially viable ground ambulance transport

program.

• Change work schedule practices to limit the number of consecutive hours an employee can work

without a break period.

• Conduct a future fire station location analysis.

Other important recommendations and recommended implementation timelines are embedded in this

report as well.

ESCI was very impressed with the level of engagement and commitment by all of the City and Fire

Department staff who assisted with this project. It is clear they share a passion and commitment to ensure

the safety of their citizens and visitors well into the future.


v

ACKNOWLEDGMENTS

Emergency Services Consulting International (ESCI) wishes to acknowledge the various members and

leaders of the City of Rock Springs and other representatives who contributed to this project. Without their

assistance, this project could not have been completed.

City of Rock Springs

James Wamsley Fire Chief

Tim Kaumo Mayor

Steven Kourbelas

Battalion Chief/Fire Inspector

Jeannie Demas City Councilor

Dominic Erramouspe

Scott Paulson Ron Gatti

Shift Battalion Chiefs

Billy Shalata City Councilor

Heather Aguayo Fire Department Administrative Assistant

Keaton West City Councilor

Tim Savage

City Councilor

Laura Leigh City Planner

Jeff Tuttle Chief Building Inspector

Dwane Pacheco

Police Chief

Charles Barnum

Fire Civil Service Commission Chair

Other Agencies

Scott Kitchner

Fire Chief, Sweetwater County Fire District #1 Kelly McGovern

SWCSD #1 School Superintendent

Luke Geffre

President, IAFF Local 1499


1

ORGANIZATIONAL OVERVIEW

The following section is a general description of the City of Rock Springs, the Rock Springs Fire Department

(RSFD), and the various components that comprise the emergency response system in the City.

The City of Rock Springs Located in Sweetwater County in the southeast portion of Wyoming, the City of Rock Springs is the fifth

most populated city in the state, with an estimated population of 23,082.1 The City encompasses

approximately 19.5 square miles, of which all of it is land surrounded by foothills. The City has an elevation

of 6,759 feet and is bisected by Interstate 80, which runs from east to west. The climate is classified as semi-

arid, with cold winters and warm summers. The average annual snowfall is approximately 43 inches, and

the average annual rainfall is just over 8.5 inches. The historical low average temperature is 11o F, while the

average summer high temperature is approximately 83o F.

Community Demographics The overall county population is approximately 43,000 persons. The county seat is in the City of Green

River, approximately 20 miles away from Rock Springs. Previously a coal mining and railroad community,

oil and gas exploration, as well as mining, are now the primary economic drivers in the area.2

The estimated median household income in the City was approximately $74,500 in 2017. This is slightly

higher than the overall county household income of $71,100.1 There are approximately 10,600 housing units

within the City limits.3 The total assessed valuation of property in the City was $230,173,199.4 The City’s

population has fluctuated over the last decade, with an overall stagnant growth rate compared to the 2010

population. The following figure illustrates these population changes since 2010:

Figure 1: Rock Springs Population, 2010–20181

22,400

22,600

22,800

23,000

23,200

23,400

23,600

23,800

24,000

24,200

2010 2011 2012 2013 2014 2015 2016 2017 2018

Rock Springs Population


2

The distribution of population within the City is another important demographic characteristic that has a

direct impact on the delivery of emergency services. The following figure illustrates the uneven population

density in Rock Springs.

Figure 2: Rock Springs Population Density

As shown above, there appear to be two main pockets of high population density, bisected by Interstate 80.

The interstate poses a physical barrier that inhibits vehicle traffic traveling east-west. This barrier likely

affects response times to the high-density area just west of the interstate. The railroad corridor presents

another significant road travel barrier in the old downtown area as well.


3

Economic and Jobs Information The Rock Springs labor market primarily supports the following economic sectors: Construction and

Extraction, Office and Administrative Support, and Management Occupations. The community also

supports jobs in Health Care and Education, Trade/Transport/Utility Services, Leisure and Hospitality

Services, Manufacturing, and Business/Professional Services.5 The following figure summarizes the various

job sectors in Rock Springs as of 2017, per the U.S. Department of Labor-Bureau of Statistics ACS 5-year

estimate.

Figure 3: Rock Springs Major Job Sectors, 2017

5.70%

6.50%

8.60%

8.40%

14.30%

5.00%

5.00%

Health Care Education

Management Retail

Construction & Extraction Food Service

Production


4

Select demographics for the City—age, sex, ethnicity, housing type, income level, primary language,

education, health, and assessed property values—are shown in the following figures.

Figure 4: Select Rock Springs Demographics

The predominant races in Rock Springs are white (91%), followed by Hispanic/Latino (16.4%).6

69%

16%

12%

5%

ROCK SPRINGS HOUSING TYPES

Single Family

Multi-Family

Mobile Home

Other

Under 5 8.7%

5 - 6482.0%

65 or over9.3%

AGE IN YEARS

Male52.0%

Female48.0%

SEX


5

The following figures summarize economic, health, and ethnic factors that may impact how emergency

services are delivered.

Figure 5: Socio-Economic Health & Ethnic Factors

Demographics Discussion

In addition to the distribution of the population in Rock Springs, population demographics can affect the

nature of risk and emergency service demand.

An October 2019 NFPA research report, Home Structure Fires, cited a study by Gilbert and Butry that

determined population “frailty,” defined by age- and gender-adjusted natural cause mortality rates, can

identify populations vulnerable to fire death but not those vulnerable to non-fatal injuries. The NFPA report

revealed that more than half (54%) of the fatal home fire victims were 55 and over, and one-third (34%)

were at least 65 years old. One of every five fatal home fire victims was between 55 and 64 years of age.

More than two-thirds (69%) of the people who were non-fatally injured were between 35 and 64 years of

age.

Not in Poverty88.2%

In Poverty11.8%

POVERTY

English89.2%

Other10.8%

PRIMARY LANGUAGE AT HOME

9.0%

90.1%

24.7%

No HS graduateor GED

HS graduate /GED or higher

Bachelor'sDegree or higher

0% 50% 100%

EDUCATION

9.6%

11.5%

6.6%

MedicaidInsurance

No healthinsurance

Medicare

0.0% 50.0% 100.0%

HEALTH


6

Certain segments of the population are more likely to use fire department services, especially EMS, than

other population groups. EMS and rescue incidents represent the majority of service demand—over 60% of

all responses in the city. Below is a further explanation of these special risk groups, and their impact on

emergency services.

Age: As previously noted, the elderly may have difficulty escaping from fire due to physical limitations and

diminished sensory perception (primarily hearing and vision). Quality of life issues, chronic illness, and the

proliferation of assisted living/nursing home facilities also increase emergency medical service demand.

The very young also represent a vulnerable population, as they cannot appropriately and quickly recognize

and react when faced with an immediately dangerous situation. Comparisons with other Wyoming and

national communities reveal that the general population average age in Rock Springs is significantly

younger.

Lack of health insurance: People under 65 years of age with no health insurance are more prone to chronic

illness or exhibit poor physical condition simply because they do not seek prompt treatment. Over 11% of

Rock Springs’ population under age 65 do not have health insurance, which likely results in higher demand

on the EMS system.

Disabilities: People with disabilities may be incapable of quickly recognizing an emergency and react

appropriately. According to the Wyoming Housing Database Partnership, approximately 10% of the City’s

population has one or more disabilities.

Language barrier: Segments of the population may have cultural differences or language barriers that

inhibit their ability to call for help when needed, or effectively communicating their needs and concerns.

According to the NFPA, “Language barriers, cultural differences, and inexperience with unfamiliar home

technologies are factors that mark the challenges of helping newcomers live safely from the threat of fire in

the home.”7 Approximately 1.5% of the City’s population is foreign-born, and 10.8% of the population speak

a language other than English at home.

Low-income: Those with low incomes use fire and EMS services more often than those with higher

incomes. Over 11% of Rock Springs’ population live below the poverty level (the U.S. Census Bureau’s 2018

poverty threshold is defined as $13,064 for an individual, $25,554 for a family of four). Low-income is often

combined with other factors such as education or work status.


7

Local Governance & Authority The Rock Springs government operates under the authority of an eight-member elected City Council,

representing the City’s four wards. The Council serves as the legislative and policy-setting body for City

government, authorizes programs and all expenditures of City funds, and enacts Citywide regulations. An

elected Mayor directly oversees seven department directors in the following departments; City Attorney,

Administrative Services, Municipal Court, Police Department, Fire Department, Engineering & Public

Services, and Parks & Recreation. The City operates under a bi-annual fiscal year budget. The current

budget period is 2019–2020.

Rock Springs Fire Department The RSFD is a full-time career fire department. The Fire Chief is an at-will employee who answers directly to

the Mayor. The following figure illustrates the Department’s organizational structure

RSFD employs 36 personnel, who staff three fire stations 24/7. Operations personnel are assigned to one of

three shifts, each of which is supervised by a Battalion Chief (BC), along with captains on each shift. These

captains supervise a crew of three firefighters assigned to each shift and station.

RSFD General Operations

RSFD deploys apparatus from each of its staffed fire stations, with a minimum staff of three firefighters per

station. An engine company at each station is typically staffed as the first-due apparatus, although ladder

trucks, wildland apparatus, and other vehicles are cross-staffed from the engines when necessary. The on-

duty shift Battalion Chief is deployed from Station 1.

Figure 6: RSFR Organizational Chart (2018)


8

RSFD is an all-hazards organization that provides the conventional services typical of most fire

departments: fire suppression, rescue, haz-mat, and medical first-response (MFR) utilizing

Firefighter/EMTs. It also is the sponsor and Administrator of the U.S. Department of Homeland Security

Region 4 Response Team, primarily providing regional hazardous materials emergency response and

limited technical rescue capability. The department does not provide basic or advanced life support

ambulance transport.

The following image is a Geographical Information System (GIS) representation of the RSFD service area

and the locations of the three fire stations. In this report, the boundaries illustrated in this figure represent

the study area.

Figure 7: RSFD Study Area Map

Protection Class Rating

As of 2020, the Department will retain its previously assigned community Public Protection Classification

(PPC) of 3 by the Insurance Services Office (ISO).


9

Municipal fire departments and fire protection districts in Wyoming are assigned a PC grade of 1–10, after

the evaluation of the following fire protection components: Emergency Communications, Fire Department

coverage and response capability, Water Supply, and Community Risk Reduction programs.8 A Class 1

rating is the highest rating, indicating superior fire protection capabilities, and a rating of 10 indicates little

to no capabilities, which are insufficient for insurance credit. Insurance companies utilize the ratings to

assist in establishing premiums for fire insurance.

Other Services Provided

In addition to structure fire suppression and MFR, RSFD participates in regional and statewide wildfire

mobilizations and hazardous materials response. The Department also provides technical rescue services. A

Fire Inspector oversees the department’s fire prevention programs, which includes building inspections,

building plan reviews, fire investigation, and building pre-fire planning. In addition, the Department

provides a variety of public education programs that are identified later in this report.

Components of the Emergency Services System As in most communities throughout the United States, fire departments rely on and work with other

organizations and personnel that comprise the overall emergency services delivery system. This is

particularly true in EMS, which consists of more than a few elements working together in order to achieve

the best patient outcomes.

Emergency Communications

The Primary Safety Answering Point (PSAP) and emergency services dispatching in Sweetwater County are

provided by the Sweetwater Combined Communications Joint Powers Board. All emergency calls for service

are handled through the Sweetwater Combined Communications Center (SWCCC), located in Green River.

This center dispatches the appropriate fire, law enforcement, and EMS resources throughout Sweetwater

County. Funding for the Center is provided by Sweetwater County (25%), the City of Green River (32%), and

the City of Rock Springs (43%).

In 2019, Sweetwater Communications dispatchers began providing pre-arrival instructions to callers of

medical, fire, and rescue-type emergencies through use of the Medical Priority Dispatch® system and

Emergency Fire Dispatch® programs, which enable dispatchers to uniformly interrogate callers, determine

the nature of the incident or medical severity, dispatch the appropriate emergency responders, and provide

medically validated and potentially life-saving pre-arrival instructions.

Ambulance Transport

RSFD provides ALS and BLS MFR only. Basic and advanced life support ambulance transport services in

Rock Springs and the immediately adjacent county areas are primarily provided by a private ambulance

service called Sweetwater Medics LLC. This service also provides out-of-county ground patient transfers.


10

Hospital Services

The primary hospital for Sweetwater County is Memorial Hospital of Sweetwater County, located in Rock

Springs. It is controlled by a Board of Trustees appointed by the County government. The hospital campus

consists of several buildings, the largest of which is over 100,000 square feet, and has a 58-bed capacity.

The hospital carries a State of Wyoming assigned Area Trauma Center (ATC) designation, which largely

equates to a Level III designation.9

Mutual Aid Organizations

Sweetwater County Fire District #1 (SCFD1) is the closest mutual aid department to RSFD. It is a

combination department with four full-time and 37 paid on-call firefighters, working out of two fire

stations, one of which is located well within the Rock Springs city limits. Other mutual aid agencies include

nearby Sweetwater County Fire Department, the Bureau of Land Management (BLM), and the Green River

Fire Department, located approximately 15 miles southwest of Rock Springs. The Sweetwater County and

BLM fire suppression resources are primarily configured for wildfire response. Lastly, the Southwest

Wyoming Regional Airport, located approximately 10 miles from Rock Springs, has a small cadre of

employees trained as aircraft rescue firefighters who staff a specialized crash-fire rescue apparatus during

medium-sized commercial passenger aircraft operations. RSFD is the structural fire suppression response

for the airport.


11

EMERGENCY MEDICAL SERVICES

Rock Springs Fire Department EMS A six-member board oversees the County contract for Sweetwater Medics paramedic service in Rock

Springs and the surrounding defined county service called the Ambulance Service Board, which is one of

twenty county boards. Ambulance Service Board members represent the Rock Springs Fire and Police

Departments, Memorial Hospital, Sweetwater County Sheriff, Wyoming Highway Patrol, and Sweetwater

County government. The board meets bi-monthly.

RSFD EMS operations oversight was assigned to an Operations Battalion Chief as additional duties in

January 2020. There is no separate EMS Division or budget for the RSFD MFR program.

Medical Direction & Oversight Prehospital medical care throughout most of the County is overseen by Dr. Philip Njam, who contracts

independently with three of the four EMS agencies for Medical Director oversight services. He receives no

compensation for these services. On-duty emergency department physicians at Memorial Hospital provide

online medical control.

ESCI understands there is very little interaction between the Medical Director and Rock Springs EMS

personnel. Monthly trauma training and run reviews provided by the Medical Director have been

discontinued.

Ground Ambulance Services Four ground ambulance services provide pre-hospital EMS care and transport in Sweetwater County:

• Sweetwater Medics LLC: A privately owned ALS/BLS ambulance service based in Rock Springs. Two

staffed units primarily serve the City of Rock Springs and the surrounding south-central areas of the

county.

• Castle Rock Ambulance: A privately owned ALS/BLS ambulance service based in Green River. Two

staffed units primarily serve the City of Green River and the surrounding western rural areas of Castle

Rock Hospital District in Sweetwater County.

• Wamsutter EMS: A volunteer ambulance service provided by the Town of Wamsutter. One unit

primarily serves the Town of Wamsutter and the surrounding eastern portion of the county.

• Eden Valley Ambulance: A volunteer ambulance service provided by the Eden-Farson Fire District. One

unit primarily serves the rural north-central areas of the county.


12

Air Ambulance Services Due to the limited hospital resources available in Sweetwater County, and relative remoteness of areas of

the county from the county’s only hospital, critically ill or injured patients are often transported from the

hospital to Salt Lake City. Two air ambulance services provide air medical transport in Sweetwater County:

• The University of Utah’s AirMed air ambulance service maintains a fixed-wing aircraft at the Rock

Springs Airport, and a rotary-wing aircraft at Memorial Hospital.

• Guardian Flight air ambulance service maintains fixed-wing and rotary aircraft at five bases in

Wyoming. Its closest base is located in Lander, approximately 150 miles away.

Emergency Medical Transport Discussion ESCI identified potential issues related to the future viability of the current ambulance deployment model

in the County. The County commissioned an EMS Assessment study in 2015, which made the following key

observations:10

• There is a patchwork approach to the delivery of EMS in Sweetwater County.

• EMS is a vital and desired element of healthcare and quality of life in Sweetwater County.

• EMS in Sweetwater County has always been, and continues to be, subsidized.

• Sweetwater County has significant resources within the County to fund EMS.

• The current EMS system design is inefficient.

• Workforce recruitment and retention is and will continue to be a major challenge in Sweetwater

County.

• At the writing of this report, Wamsutter EMS and Eden Valley Ambulance were out of compliance

with Wyoming State EMS licenses and were not sustainable.

• There is a perceived lack of fairness among communities in Sweetwater County regarding how the

financial burden of EMS is shared.

• There is a lack of clarity surrounding the kind and level of EMS for which Sweetwater County residents

are willing to pay.

• The foundational structures and practices for a single, integrated, countywide EMS system already

exist in Sweetwater County.

The report’s recommendations included this important concept:

“Sweetwater County should create a single, integrated, countywide EMS delivery system that is

overseen by the County and appropriately funded.”10


13

To date, ESCI was unable to identify substantial progress towards implementing the report’s

recommendations. In fact, it appears that the financial and operational status of some of the current

ambulance transport providers is becoming increasingly tenuous, according to a 2019 newspaper article in

the Greenriver Star.

While it is outside the scope of this study to address this important issue in-depth, ESCI would be remiss if it

did not make some general observations and recommendations related to the provision of ambulance

service in Sweetwater County and the City of Rock Springs in particular. While the county is comprised

predominately of rural and wilderness areas, with sparse population density and long response times, the

citizens and visitors to the County expect high quality, reliable, and caring EMS service. A cohesive EMS

administrative and medical oversight framework is critical to ensuring sustained, high quality, and

consistent EMS care regardless of where the care is delivered in the County. RSFD should continue

proactively engaging with County, City, and private EMS providers to plan for and implement a sustainable

EMS ground transport ambulance program.


14

SUPPORT PROGRAMS

Training & Continuing Education The importance of the initial and on-going training and continuing education of firefighters, EMTs, and

paramedics cannot be overstated. The actions of fire department personnel on emergency responses that

are less than stellar are often a direct reflection of a substandard training program. Well trained personnel

who strive to continually improve are more efficient and effective in mitigating emergency incidents.

The minimum level of certifications required for all RSFD personnel are:

• Firefighter (FF) I & II

• Emergency Medical Technician-Basic (EMT-B)

• HazMat Technician

• Apparatus Driver Operator (ADO) for aerial and pumper operation.

All members are required to obtain FF I and II certification within the first year of hire, and ADO certification

within the first two years of employment. Initial training of new hires begins with a recruit academy

conducted internally.

Following the probation period, personnel need on-going training to retain their knowledge and skills. To

this end, there has to be a sufficient number of instructors, training grounds, and adequate training

materials either internally or available from outside sources. Training sessions should be formal and follow a

prescribed lesson plan that meets specific objectives. Additionally, training sessions involving manipulative

exercises should include a safety message and have a dedicated Safety Officer.

In this section, ESCI reviews RSFD’s training practices, compares them to national and other applicable

standards and best practices, and offers recommendations as are appropriate.

General Training Competencies

The basis for effective training is established standards. There exists a variety of training standards,

including those from the National Fire Protection Association (NFPA) 1001 standards, the International Fire

Service Training Association (IFSTA), the International Fire Service Accreditation Congress (IFSAC), and

applicable Wyoming firefighter safety and training requirements. The Wyoming State Fire Marshal’s Office

administers the Fire Service Training Division of the state. That division administers a program that

develops standards for training, testing, and certifying at all levels, including firefighting, fire prevention,

public education, fire investigation, fire department management, and specialties, including fire apparatus

operator, airport firefighter, hazardous materials and rescue. EMTs and paramedics must comply with the

Wyoming Department of Health’s (WDOH) Office of Emergency Medical Services regulations,

certifications, and training requirements.


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Personnel accountability at emergency incidents follows internally developed standard operating

guidelines. These also include safety procedures for training activities not directly tied to emergency

incidents, such as training activities involving manipulative skills. Fire department employees receive

monthly training on a rotating variety of selected safety topics consistent with FF I and II competencies and

Insurance Services Office (ISO) requirements.

Beyond firefighting and EMS, RSFD personnel are involved in a variety of specialized disciplines.

Specialized services provided by the Department include:

• High/Low-angle rescue

• Confined space rescue

• Hazardous materials response

• Wildland firefighting

• Vehicle extrication

Each specialized service requires personnel to have initial and on-going training to maintain the level of

skills necessary to operate efficiently and safely. RSFD cooperates with other regional fire departments in

the delivery of hazardous materials response and wildland firefighting.

RSFD uses task books that document the competency-based skills and are used to track those skills being

successfully demonstrated. Training topics are broken into monthly, quarterly, and annual requirements.

Although scheduled, monthly manipulative skills training is not always completed due to interruptions from

emergency responses. Using computer-based training/testing (CBT), RSFD can meet NFPA 1001, ISO, and

Wyoming firefighter training requirements. RSFD conducts a variety of drill activities involving more than a

single fire station or company, as shown in the following figure.

Figure 8: Training Type & Frequency

Drill Type Frequency

Night drills Annually

Multi-agency drills Monthly during the summer

Disaster drills conducted Annually, or with greater frequency

Pre-fire planning included in training Target hazards are a focus of specific

scheduled training annually

Multi-company drills Quarterly, or with greater frequency

On-going firefighter training focuses mainly on skill maintenance and learning new techniques in

accomplishing certain tasks. Officer training is also scheduled in the annual plan. In addition to regular on-

going training, a path for developing future company officers is also scheduled.


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Training Administration

An RSFD Operations Battalion Chief is responsible for coordinating the overall operations training program,

and shift training on his assigned shift. A designated captain on the other two shifts and another

coordinates EMS training. Company officers deliver most of the daily training, per the annual training plan.

RSFD has had mixed success with officers completing and recording scheduled training activities.

An annual training orientation is delivered at the beginning of each year to familiarize all personnel on the

yearly training requirements. Fire Instructor I certified personnel are used to deliver company training and

drills. Beginning in 2019, the Department produced a year-end Training Report, with the intent of

producing the report annually.

While RSFD considers training a high priority, the allocation of training oversight and administration is

inconsistent with the stated intent. ESCI noted that there are no personnel dedicated primarily to

administering and delivering important training programs. Instead, training coordination and delivery are

parsed to Operations Battalion Chiefs, who also have Operational responsibilities that compete for their

time and attention. In addition, no clerical support is provided to ensure proper documentation, tracking,

and coordination of training is delivered across all three shifts.

The RSFD budget allocates $10,000 annually for outside education and seminars, plus $14,000 for related

travel expenses. While these numbers are respectable for a training program within an organization the size

of RSFD, these are not exclusively dedicated to the training function. The travel funds are also shared to

cover meeting expenses not directly tied to training.

Training Schedule

The Battalion Chief responsible for training has a detailed four-year competency-based training plan that

minimally addresses ISO-mandated training hours and requirements. It addresses ongoing training for

incumbents, recruit training for new firefighters, and officer training.

According to the Battalion Chief’s 2020 Training Brief, the intent of the plan is “to sustain and improve the

operational, tactical, and mutual aid capabilities of the RSFD through training and meeting ISO

requirements that blend online courses with instructor and drill activities. Additional training requirements

will focus on maintaining and improving core competencies of All Hazard/Special Response capabilities.

Lastly, EMS training will be completed to ensure personnel are meeting Continuing Education requirements

for recertification.”

Individual crew members are responsible for maintaining their competency by participating in scheduled

training activities. Company officers are responsible for ensuring that their companies are competent as a

team, and are responsible for completing NFPA 1001 and 1002 company-level training. Battalion Chiefs are

responsible for reviewing monthly crew training, scheduling, and completing assigned training, while

balancing other priorities and incident responses. The Department uses Target Solutions™, which is a

common and well-respected online training program, to deliver, document, and manage many of the

training deliveries.


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An annual calendar is prepared with monthly training topics identified. Topics in each major subject area

are broken down to include the specific tasks to be accomplished during each training session. Monthly

subjects include individual and company skills training for:

• Structure fire operations

• EMS

• Wildland firefighting

• Hazmat

• Vehicle extrication

• Equipment use and maintenance

• Driver/Pump/Aerial operations

• Building familiarization

• Ropes & knots

• Fire stream application

• Ground ladder operations

A sample RSFD monthly training schedule is provided in the following figure.

Figure 9: Master Training Schedule, January 2020

Company Training All Hazard Training

Firefighter Orientation, 2 hours ACLS

Fire Behavior, 2 hours EMS Online, 2 hours selected in categories assigned

Building Construction & Course, 4 hours Haz-mat, 3 hours

Firefighting PPE, 3 Hours/McLendon PPE Class, 1 hour

Officer Development Program (ODP), 1 hour

Streets Familiarization for designated area sheets 1 & 2

Purpose: NFPA 1001 annual training starts with basic foundational courses. Haz-mat starts the monthly rotation for Special Operations. Annual ACLS is completed before the summer.

End State: PPE Inspections are 100% completed and annotated in the department database. ACLS is completed with all personnel available on shift. Company officers prepare and plan for 2020 company training needs.

ESCI noted that building familiarization and pre-fire plan reviews were missing from the RSFD annual

training schedule. The Department appears to have outdated preplans of existing target hazards, which

may be of little to no benefit during a significant emergency event.


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The four-year training plan is cyclical, and consistent with industry standards and best practices. The

methodology, purpose, and end state (expected outcome) are intended to make the training schedule

complete, consistent, and perpetual.

Training Facilities

An effective, standards-driven training program is a vital part of a fire department’s safety and accident

prevention program and vice versa. Training is especially important for high-risk/low-frequency scenarios,

such as building collapse or rail accidents. Regular participation in an effective and continuous training

program results in safer, more efficient, and effective emergency operations. Proficient emergency

responders develop confidence in their abilities to handle emergency incidents through regular access to

training centers for repetitive drills (skill maintenance and refinement) and to develop new abilities.

Emergency responders must be equipped with a balance of knowledge and skills that are periodically

exercised in a realistic but safe environment. Modern fire training centers continue to evolve with the

blending of suitable space, durable yet adaptable structures, and advanced technology. These facilities

incorporate classroom space, computerized audio-visual equipment, incident simulation equipment, and

individualized study resources, as well as a drill yard and training tower to safely conduct large, multi-

company operations.

While, ideally, every fire department should have a training facility, it may not be practically or financially

feasible. However, in many instances, creative, open space solutions can be identified that provide a safe

area where firefighters can safely practice and maintain manipulative skill proficiency. Equally important

are open spaces that include devices (props) that provide or create the realistic effects associated with fire,

EMS, and rescue incidents. NFPA compliant training facilities and burn props provide a controlled and

reasonably safe environment to simulate emergencies in order to develop and test the skill sets of

emergency workers. The 2019 edition of NFPA 1402: Standard on Facilities for Fire Training and Associated

Props is a standard that describes the appropriate design and construction of facilities for fire training.


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Figure 10: RSFD Training Facility

RSFD has a masonry training tower and burn building. The

burn building has been well used in the past, resulting in the

building being condemned and reinforced twice. The burn

building now has two dedicated burn rooms, which are lined

with Padgenite™ fire-proof insulated battens to protect the

structural integrity of the rooms. This also protects the

building’s exterior structure and internal framework from the

constant high heat expansion and contraction process, which

would not otherwise occur uniformly in a masonry structure.

Further, the rooms are monitored remotely by

thermocouples. The roof of the burn building is equipped with a chop-out scuttle for vertical ventilation

practice; however, there is no fall-protection around the perimeter of the roof to provide safety during

vertical ventilation evolutions. The Fire Chief has discontinued use of the scuttle hatch by any means except

access by aerial apparatus.

The training facility has limited space for Emergency Vehicle Operator Course (EVOC) training. There is an

underground vault that provides training for confined space simulations. Classroom facilities are available

but in need of an upgrade, such as providing additional electrical outlets for laptop computer use.

Maintenance of the facility is reportedly inadequate. Previous studies support that deferred maintenance

actually costs more in deferred replacement cost and significant injury or catastrophic failures, in sudden

catastrophic failure versus planned maintenance intervals and practical and financial planning for

replacement. To illustrate, a 2018 study by Tom Arnold titled Why Preventive Maintenance Is 2%: Capability

Traps estimated that deferred maintenance costs compound at 7% a year, and preventive maintenance is

worth $0.33 a square foot, with a return on investment of 545%.

Sweetwater County Fire District #1 also has a training facility, located approximately 4 miles north of the

City. This facility consists of a 2 ½ story burn building, four-story training tower, confined space and forcible

entry props, extrication and car fire pads, and a large classroom. RSFD occasionally uses the facility.

However, its location precludes multi-company drills by RSFD on-duty crews.


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Training Procedures, Manuals, and Protocols

A training manual is the “playbook” that firefighters use to practice and prepare to operate safely and

efficiently. This playbook is used to standardize techniques and processes between individual fire

companies, shifts, and in the case of RSFD, adjacent automatic and mutual aid departments. It is

appropriate to consider adding partner agencies to operate out of a shared training playbook to the extent

emergency operations are similar. RSFD relies mainly upon commercial lesson plans created and accessed

through the Target Solutions® web-based training program for training consistency and continuity. These

tools are augmented with department training and safety standard operating guidelines and the annual

training orientation created and delivered by the Battalion Chief assigned to training. Post-incident analysis

may occur informally on each shift (often referred to as tailboard talks), or on the scene after operations are

completed. However, larger significant incidents should be formally debriefed in detail so that lessons

learned can be captured and used in future training exercises to improve incident flow and mitigation

efforts.

Training Record Keeping

Training records are entered and archived on Target Solutions™ software. Company officers or higher rank

can manually enter training records, and individual records are available to all personnel as a report.

Individual certifications are also maintained in this database.

The individual, company, and daily training activities are documented here, with the Battalion Chief in

charge of training responsible for the management of all training records. Company officers are responsible

for recording training activity. Target Solutions™ has the capability to produce reports showing the training

received by individual employee, category, or type of training received and the number of hours of

instruction. This software can also assist in the development of training activities and certification plans.

In 2019, 34 RSFD personnel received a total of 4,168 hours of training. Fire-related training averaged 16

hours per month per employee, and five hours of EMS training per month per employee. Other training

activities completed included hazmat (6 hours), driver training (12 hours), officer training (12 hours), and

facility training (18 hours) per employee.

Life-Safety Services An aggressive fire and life safety program is essential for a fire department seeking to minimize life and

property losses associated with fires and other community risks. Fire departments must embrace their role

in providing fire prevention and public fire education as part of the planning process to reduce community

risk.


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Administration

The RSFD Prevention Division is led by a Fire Inspector that is functionally equivalent to a Battalion Chief.

The Fire Inspector is assisted by the Operations Division, coordinated by the three Shift Battalion Chiefs.

The Fire Inspector is qualified to conduct fire inspections. They are supported by two Fire Investigators and

two Cause and Origin Technicians who are assigned to Operations. The Fire Inspector also conducts

construction plan reviews and oversees all code enforcement activities. There is no personnel dedicated to

public education. However, all members of the department are expected to participate fully in public

education activities as assigned. There is one administrative assistant assigned to support the Prevention

Division.

ESCI noted that the Fire Inspector position used to be a civilian position in the Building Department. It

recently moved into the Fire Department as a uniformed position. There are excellent communication and

coordination of code enforcement activities between the two departments. However, the Building

Department noted there are occasional delays in plan reviews or other code enforcement activities when

the Fire Inspector uses PTO.

Code Enforcement

The most effective way to combat fires is to prevent them before they start. A strong fire prevention

program—based on locally identified risk and relevant codes and ordinances—reduces the loss of life,

property, and community disruption that accompanies a catastrophic fire.

The City of Rock Springs adopted the 2018 version of the International Codes Council suite of codes,

including the International Fire Code, including Appendices D (Fire Apparatus Access Roads), E (Hazard

Categories), F (Hazard Ranking), and G (Cryogenic Fluids—weight and Volume Equivalents). Other codes

adopted by the City include the 2018 International Building Code (IBC), the International Mechanical Code

(IMC), the International Electrical Code (IEC), and the International Existing Building Code (IEBC). No other

amendments or additions have been made to the IFC. There is no sprinkler ordinance provision in the City,

other than those specifically required in the IFC.

Occupancy Inspection Program

RSFD operations crews conduct annual existing commercial occupancy inspections. If violations are noted,

the information is relayed to the Fire Inspector for follow up and compliance. Citations may be issued for

significant code violations or serial non-compliance through the Fire Chief, Building Official, and the City

Attorney. Once a citation is issued, the municipal court assumes jurisdiction. Inspections are currently

handwritten in the field and manually entered in the Emergency Reporting® (ERS) database.

New Construction

An essential component of a fire prevention program is new construction plan reviews. The City’s Building

Department is responsible for overall development and building plan reviews. The Fire Department has the

responsibility to protect the structure for the life of the building and has a fundamental interest and duty to

ensure all buildings within the jurisdiction are properly constructed and protected.


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The Fire Inspector participates in all new construction plan reviews. For changes of use in an existing

occupancy, the Fire Inspector consults with the Building Department. When tenant improvements are

considered, the Fire Inspector participates where life-safety systems are involved for new construction or

remodel/renovations of commercial occupancies. The Fire Inspector does not charge a fee for inspections

or reviews, but the Building Department assesses a fee for plan reviews and building permits.

Residential structures are only inspected upon request, other than inspection of the common areas in multi-

family residential structures. Special risk inspections are also performed in daycares, healthcare facilities

and Unable to Self-Evacuate (UTSE) occupancies, as well as other special hazards, including storage tank

inspections in newly constructed buildings.

Key-boxes are regulated for after-hours or non-occupied facilities or accessways via City ordinance. RSFD

maintains hydrant flow testing records and inspection records in the ERS.

Fire Safety and Public Education

The RSFD uses all personnel as informal public educators. One Battalion Chief has received training in

assuming Public Information Officer (PIO) duties. However, it is not a formal position within the Department.

The Department delivers the following public education topics:

• Calling 9-1-1—Annual school presentations by the Fire Prevention Education Team

• Exit Drills in the Home (EDITH)

• Smoke Alarm program

• Carbon Monoxide program

• Kitchen Safety—Taught to Home Economics class in High School

• Child Safety Seat

• Fire Extinguisher use

• NFPA Fire Prevention school curriculum—Annually delivered

• Monthly CPR training

• Blood pressure checks

• Prevention Materials—Bilingual NFPA materials available

• Juvenile Fire-setter program


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These activities are detailed and published in the RSFD annual report. ESCI noted that the RSFD has an

excellent and very close working relationship with Sweetwater School District #1, providing annual fire and

life safety education during Fire Prevention Week, attending and facilitating regular fire evacuation drills, as

well as delivering Incident Command training to key school district administrators and staff. The

Department participates in the District’s Fire/Law/Leadership Academy, providing mentorship, training,

and ride-along opportunities to 11th and 12th grade Academy students. The Department has a very proactive

school safety program that includes periodic full-scale evacuation and reunification drills, where students

are evacuated off-site, accounted for, and released to parents. RSFD provides significant planning,

logistical, and operational support in these efforts.

Fire Cause Determination & Documentation

Fire cause determination is the RSFD’s responsibility. The Department has four certified Fire Investigators.

An additional firefighter is currently undergoing Fire Investigator training. Suspicious origin fires are

investigated jointly with the Police Department. The investigation and disposition of juvenile arson

suspects is managed in cooperation with the Rock Springs Police Department (RSPD). Eligible offenders

may be placed in the Juvenile Fire-setter program, depending on the age of the suspect and the nature of

the incident.

Incident scene control practices are in place, including entry management by an Incident Commander and

Fire Investigator. Collected evidence is handled and secured by the RSPD. Investigative records related to

fire cause investigation and determination are securely filed in the Department’s RMS, including digital fire

scene and evidence photographs.

Planning and Risk Reduction

The City does not have a contemporary Community Risk Assessment (CRA). Developing a local CRA helps

specifically quantify the risks posed within the community. The CRA included later in this report can assist

with developing a more comprehensive and detailed CRA in the future. Once quantified, a Community Risk

Reduction (CRR) plan can be developed that targets the risks specifically. The advantage of this approach is

that it uses limited resources to address targeted, higher risks in the community versus theoretical risks

that, if manifested, may or may not produce significant consequences. Further, actual incident trends can

be factored into the CRR plan to help address community education gaps or other definitive steps that can

be taken to reduce community risk.


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A recent example of this approach is a current community risk reduction effort that has been implemented

through the Wyoming State Fire Marshal’s Office. The initial focus of this effort is reducing the number of

injuries and fatalities resulting from fires involving home oxygen equipment. Many residents in Wyoming

suffer from Chronic Obstructed Pulmonary Disease (COPD) as a result of smoking or mining occupations,

and must use supplemental oxygen at home. In the presence of flame or heat, nearby combustible

materials and clothing may readily ignite, causing a significant flash fire. To reduce this hazard, the State

recently implemented what is called the 307 CRR program, and began distributing educational materials and

special oxygen valve fittings to reduce the likelihood and impact of oxygen fed fires.11 RSFD anticipates

additional hazard and risk topics, and resources will be identified and distributed to fire departments across

the state in the future.


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MANAGEMENT COMPONENTS

Effectively managing today’s fire department is increasingly complex, given the often-competing

community expectations, elected and appointed official mandates, employee demands, expanding safety

standards, and constrained financial resources. Contemporary fire departments have faced these

challenges by implementing effective management systems and processes, managing expectations,

educating key stakeholders, establishing collaborative relationships, and developing efficient

organizational structures. At the same time, fire service leaders must:

• Identify (and working towards) a common vision,

• Stay abreast of new technologies and methods,

• Clearly articulate the leader’s intent and constraints,

• Lead from the front; modeling desired behaviors, and

• Promote and effectively communicate the organization’s mission, performance, and future needs.

This section of the report analyzes the management elements and processes used by RSFD.

Mission, Vision, and Values An effective and efficient fire department must develop, promote, follow, and evaluate an organizational

plan that has realistic and achievable goals and objectives. This includes establishing metrics to measure

progress towards the goals and objectives. RSFD has an established mission statement, which is posted in

the training room at Fire Station 3, and a set of organizational values. However, it has not adopted a vision

statement or specific department goals or objectives. These tenants and concepts are typically

incorporated into a strategic planning process. A strategic plan typically includes the following elements:

• Internal and external environmental scan (SWOT Analysis)

• Mission, vision, and values

• Initiatives, goals and subordinate objectives with performance metrics or outcome statements

• Timelines assigned to each objective

• Assigned Initiative Managers

• Responsible persons assigned to coordinate the achievement of each objective

A comprehensive strategic plan establishes timelines for achieving goals and objectives and assigns them

to specific personnel. In compiling a strategic plan, the goals and objectives are prioritized, and a timeline

for completion is established for each objective. This helps ensure a realistic work schedule that avoids

overwhelming the organization at any single point in time.


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RSFD should conduct a formal strategic planning for a three to five-year period. Conducting a strategic

planning process that is formally adopted by the organization helps ensure that all personnel have a clear

understanding of what the department wants to achieve over the next three to five years, and who is

responsible for managing those goals. All non-emergency work that does not align with the strategic plan

should be evaluated for its importance and relevance, as it can detract from achieving established goals and

objectives.

Management Documents and Processes Fire departments use a variety of methods to manage business practices, including policies, procedures,

guidelines, rules, and regulations. These methods should align and enhance accomplishing the mission and

operation of the department. They also must be routinely reviewed for relevance and compliance with laws,

regulations, and standards.

In addition, municipalities typically have overarching policies and procedures that pertain to all

departments. These include—but are not limited to—the following subjects: Civil service, discipline,

information technology use, proper use of government property, communicating with the public, and

purchasing.

The rules and procedures used by fire departments can often be segregated into three categories:

Regulatory, Policy, and Guidance. Examples of the contents of each of these categories include the

following:

• Regulatory: Includes rules and regulations, code of conduct, and code of ethics.

• Policy: Includes those written or adopted by the elected or appointed authority. These are essentially

the rigidly enforced practices of the department.

• Guidance: includes standard operating procedures, guidelines, or other direction of the leader’s

intent. These documents explain how something is performed or provides a framework for decision-

making.

The City has a Civil Service Commission, and civil service rules in place to establish consistency in hiring,

discipline, promotions, and other personnel actions. The rules were last reviewed and revised in 2017. The

department uses Standard Operating Guidelines (SOGs) in providing direction to employees. ESCI

understands these guidelines are continuously under review and are modified as appropriate.

Department policies are also in place, but are not routinely reviewed for consistency, nor are they trained

on within RSFD. The Department should use a pragmatic and organized approach when considering the

review and update of policies and procedures. RSFD’s policies, procedures, and operating guidelines should

be formally reviewed and revised as appropriate on a planned cycle. ESCI recommends that one-third of the

documents be reviewed each year so that the complete set is reviewed and revised every three years.


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Critical Issues All public safety agencies face critical issues and challenges. Effective leadership in addressing these issues

often involves leveraging the latent talents and expertise of organizational teams, department personnel,

and, on occasion, outside resources. ESCI asked the Fire Chief to identify four critical issues facing the

Department. These issues are:

• Insufficient staffing to meet basic fire incident needs (9 personnel minimum per shift).

• Lack of vision for facilities and capital improvements.

• Not enough management to accomplish consistency across all shifts/crews.

• Auto-aid agreements needed.

These are significant issues, which should not be considered as strictly a fire department problem.

Adequately addressing these issues will require extensive involvement with City elected officials and other

City department heads. Specific recommendations and implementation timeframes are addressed later in

this report.

Internal and External Communications The RSFD is a small-to-midsized fire department responsible for managing a workforce distributed across

three shifts and three fire stations. Consistently and concisely communicating with shift workers across

three shifts poses logistical challenges, requiring strategic, accurate, and affirming approaches to ensuring

everyone “gets the message.” Clear, consistent, and open communication is vital to the health of any fire

service organization, as rumors and inaccurate information can quickly spread and undermine the mission

and morale of the organization.

The Fire Chief holds monthly staff meetings with Battalion Chiefs, expecting that the communication flow

will continue between Battalion Chiefs and the line personnel on each shift. It is important that the

communication flow be two-way, with the Battalion Chiefs bringing information and issues from the line to

the management team for discussion and resolution.

E-mail is a communication tool used often by fire departments, and Rock Springs is no exception. However,

it is important to use it appropriately if communicating important or sensitive topics, as email lacks

contextual perspective, and is a poor substitute for two-way communication. RSFD is utilizing most

communication methods used by today’s modern fire department. Intranet is a useful (although passive)

tool in communicating larger topics. Fire departments often rely on intranet for training and certification

materials, regulatory documents, and other resources.


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All-hands meetings (all personnel gathered for one meeting) can be a powerful communication method.

However, they are often expensive and logistically challenging to set up. This should be reserved for dealing

with very specific circumstances that require sensitive and immediate wide-spread dissemination of

information. Conversely, shift meetings and station “roundtable” meetings are excellent communication

mediums that can facilitate powerful and intimate two-way communication and information sharing

between senior command staff and operations personnel. The Department’s chain of command, as noted

in the organizational chart, clearly delineates authority and respective communication channels, and the

Fire Chief and Command Staff meet monthly.

In today’s “hyper speed” world of communication, the public expects strategic, frequent, responsive, and

transparent communication from government agencies. Engaging external stakeholders—citizens, other

City departments, and surrounding emergency response agencies—is also important to the credibility and

success of RSFD.

RSFD uses passive methods that require citizens to take affirmative action to receive information, such as

accessing the fire department website or using a survey only when interacting with the Fire Inspector. The

Department’s Facebook page is regularly updated and has over 870 followers.

Additional tools are available to push the communication and information out to the community. Examples

include additional platforms like Instagram®, Twitter®, Fire Department newsletter (included with utility

bills, etc.), community open-houses, or speakers bureau membership.

Establishing clear expectations of how department members should conduct themselves on social media—

on and off the job—is critical to ensuring the community holds the department and its members in high

regard. Over the past few years, public employees and their agencies nationally have been criticized for

inappropriate social media posts. Examples include, but are not limited to, sharing of confidential patient

information, derogatory racial slurs, discriminatory or slanderous statements, or crude and inappropriate

jokes. In many cases, employees have received significant discipline, including termination, and the

agency’s reputation has been needlessly sullied.

To address these issues, ESCI recommends adopting and enforcing a department social media use policy

prohibiting public statements by employees that:

• Are defamatory, obscene, discriminatory, slanderous, or unlawful; and/or

• Tend to compromise administration of agency discipline; and/or

• Damage or impugn the reputation and/or efficiency of the Department or member.

Security and Record-Keeping

Either manual keypad locks secure RSFD buildings and facilities, or in the case of Station 3 and

Headquarters, manually locked doors. Apparatus bay doors are occasionally left open for station

activities/public access, which can compromise station security if not closely monitored. Fire department

offices are not secured, which can be a problem in protecting sensitive records. Computer systems are

password protected and managed by the City’s Information Technology department. Response vehicles

rely on locked fire stations to provide security (which can be defeated with open bay doors as identified

above). When parked outside, keys are kept in lockboxes.


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The department performs all hose testing, and maintains all relevant test records. Minor repairs to self-

contained breathing apparatus (SCBA) are performed in house, along with fit testing, while pump, ladder,

and breathing air testing are contracted to a third party. Fire apparatus repair records are not maintained at

RSFD, and some paper records are kept at the City Garage. The lack of a searchable database makes future

decision-making on apparatus replacement very difficult and time-consuming. Additional information on

this can be found in the Capital section of this report. Atmospheric gas monitor calibration and testing are

also performed internally.

Proper record-keeping and secure record archiving are essential to meet legal, regulatory, and business

best practices for government agencies. Secure document archiving can also assist in addressing legal

and/or other administrative actions confronting a fire department.

Non-EMS incident reporting is conducted through the Emergency Reporting® cloud-based records

management system. This system, and an in-house investigation companion program, are compatible with

Wyoming State Fire Marshal requirements. EMS records are kept on an Image-Trend® based program

coordinated through the Wyoming Office of Emergency Medical Services.

Fire department management, financial, or operational reports are not routinely provided to the City

Council. However, an annual report is produced and distributed to the City Council and posted on the RSFD

website for public consumption. Included in the report are major activity centers (fire prevention, training,

and emergency operations. The operations section includes some incident demand analysis (mostly

geographical and temporal analysis). It does not include response performance data or analysis. This is a

critical omission since residents do not know what an effective response (time-based or personnel-based)

performance is.

RSFD appears to have an informal process in place for public records access, and requests are typically

routed through the Mayor’s Office or Fire Chief. The process should be more clearly defined via City policy

and clearly communicated to internal stakeholders and the general public. Personnel records are kept in

hard copy and electronic form in the City’s Human Resources Department and/or archived City files

depending on the type of record. Employee exposure reports should be included in a separate medical

section of individual personnel files maintained at Human Resources. These are sound practices in the fire

service industry and City government.

Lastly, ESCI understands the City recently eliminated the Human Resources (HR) Department, and

distributed HR specific functions to individual departments. The future implications and impacts of this

change are not yet known. However, Department staff are concerned about the loss of this expert resource

in assisting with future complex HR and personnel issues.


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STAFFING AND PERSONNEL

Managing personnel to achieve maximum efficiency, professionalism, and personal satisfaction is an art as

much as a science. Consistency, fairness, safety, and opportunities for personal and professional growth are

key values in a healthy management culture.

Several national organizations recommend standards to address staffing issues. The Occupational Health &

Safety Administration (OSHA) Respiratory Protection Standard, and the National Fire Protection Association

(NFPA) Standard 1710 are frequently cited as authoritative documents.12,13 In addition, the Center for Public

Safety Excellence (CPSE) publishes benchmarks for the number of personnel recommended on an

emergency scene for various levels of risk.

An appropriate balance of administration and support staff, compared to operational resources and service

levels, is an important consideration to achieving organizational success. It is important to remember that

key administrative and logistical support positions are critical in maintaining an efficient and effective fire

department.

Personnel Policies & Processes RSFD’s administrative components were evaluated to determine if they were contemporary and consistent

with the best practices used by other fire departments studied by ESCI. The Department maintains a

personnel policy manual and archives old policies. However, the policies are not evaluated and updated

regularly. Interestingly, City personnel policies are codified by City ordinance. Personnel records are kept by

the Department and at City Hall, depending on the type of record. However, some past employee

personnel records, including injury and accident reports and medical and exposure records, have been lost.

Ensuring the health and safety of employees should be a high priority in any business or government

organization. Many fire service organizations offer proactive wellness programs designed to promote and

support healthy lifestyles and to ward off illness and injury. Many of these programs also support mental

health wellness, which is even more important for those working in emergency services. The Department

has firefighter medical standards, a formal Safety Committee, and Critical Incident Debriefing and

Employee Assistance Programs.

Hiring, promotional processes, and discipline fall under the purview of the City’s Fire Civil Service

Commission (FCSC). Newly hired firefighters serve as at-will probationary employees for one year, after

which they must have successfully passed examinations related to familiarity of City streets and

topography and have obtained State of Wyoming Firefighter I & II certifications. Employees must have at

least four years of progressive firefighter experience with RSFD to be eligible for promotion.


31

Medical Assessment Discussion

RSFD has established medical standards and requires a comprehensive firefighter medical examination

after being conditionally hired, and annually after that. The physical’s components consist of the same

components as its annual Hazardous Materials physical. The Department is currently investigating if the

components and testing conform with NFPA 1582: Standard on Comprehensive Occupational Medical

Program for Fire Departments.

Confirming that firefighters are medically fit to meet the strenuous duties associated with emergency

response and fireground tasks is paramount. State and federal law mandate respiratory medical

assessment, clearance, and fit-testing for anyone required to wear a respirator. CFR 1910.134(e)(1) requires

that employees obtain a medical clearance from a physician or other licensed healthcare professional

before they can wear a respirator (including N95, N100, P100, and HEPA respirators), and must be annually

fit-tested.

Firefighter Hiring & Selection Process Recruiting, selecting, and retaining firefighters takes a considerable investment of time, effort, and money

to ensure high-quality individuals are employed with the organization. Selecting the best candidates that fit

within the Department and its culture requires a deliberate and comprehensive evaluation. The process

used by RSFD is generally similar to other career fire department selection processes, which includes a

formal application, background check, written examination, physical agility assessment, interview(s), and

medical examination after acceptance of conditional employment. RSFD’s process does not include a

reference check or psychological examination.

The Department typically advertises for the testing process approximately 60 days before the deadline for

submitting applications. Firefighter candidates must be at least 19 years old at the time of hire. Candidates

submit applications via mail or in person, and complete a candidate testing process consistent with Rock

Springs’ FCSC Rules. This process consists of:

• A written examination (minimum 73% passing score)

• Physical Agility Test

• Oral Interview

Candidates must complete the written test within two hours, and pass with a score of 73% or higher. Upon

successful completion, candidates are sent to complete a physical agility test. The in-house administered

physical agility test is pass-fail, and consists of the following components, which must be completed within

6 minutes, 30 seconds:

• Hose shoulder carry-up four flights of stairs (42 lbs.)

• Pick up and carry a smoke ejector fan 75 feet and place on window sill (50 lbs.)

• Sledge hammer-Keiser sled beam slide (9 lbs. sledgehammer)

• Obstacle course walk (140 feet) around traffic cones

• Advance charged hose line 75 feet

• Dummy drag 85 feet (170 lbs. dummy)


32

All test stations are completed while wearing a 50-pound weighted vest and turnout gear.

The members of the FCSC then interview candidates who successfully complete the preceding test

components. Candidates must pass the oral interview with a score of 75% or higher. Subsequently,

background are performed by the Department. Finally, the written and oral interview scores are ranked by

the FCSC, a background check is conducted, and a formal hiring list is established when backgrounds and

references are complete. For each vacancy, the Fire Chief asks the Commission for the top five names on

the hiring list for further consideration, which consists of an interview with the Department’s command

staff. The Department always maintains a hiring list of at least five candidates.

Upon offer of conditional employment, the candidate(s) must successfully pass a comprehensive medical

examination as previously noted.

Hiring Process Discussion

RSFD use of the FCSC in overseeing the testing process is consistent with most other municipal fire

department testing processes, and helps ensure impartiality.

Over the past few years, the hiring practices in fire departments across the country have been challenged

by allegations of bias and discrimination. For example, the New York City Fire Department’s and Los

Angeles Fire Department’s new hire testing practices were questioned, resulting in the suspension of the

hiring process and revocation of some conditional job offers. Outside experts were brought in to analyze

historical hiring outcomes, existing hiring administrative procedures, and subsequently make

recommendations for improvement.14 As a result, significant changes were made, at great expense, to

ensure a fair and impartial hiring process.

Regarding physical agility testing for entry-level firefighters, past legal challenges alleging discrimination

and unfair administration in testing led to the creation of the Candidate Physical Agility Test (CPAT). The

City of Chicago faced this reality in 2011, when several female firefighter and paramedic candidates filed a

federal lawsuit, claiming the department’s in-house created physical agility testing process was

discriminatory against women.15 The lawsuits were settled after the city spent millions in settlements and

legal fees, and the city now requires a current CPAT card to apply for the department.

The CPAT program, created jointly by the IAFF and IAFC in the late 1990s, has been scientifically and legally

vetted, and is now considered the standard in fairly assessing a candidate’s physical abilities to perform

basic fireground tasks.


33

Many jurisdictions find the CPAT program difficult to adopt and administer due to the extensive, and often

expensive, requirements for licensing. To address this issue, some departments allow candidates to apply

for the hiring process if they have a current (within one year) CPAT card. Laramie and Cheyenne Fire

Departments use this approach, along with administering the CPAT testing process for those without

current cards. Due to RSFD’s distance from the nearest CPAT testing location (Laramie, Wyoming, and

Orem, Utah), requiring candidates to take this test in either location during the RSFD testing period would

be problematic, and likely result in fewer applicants. Allowing candidates with current CPAT cards to forego

the physical agility test is also problematic, as the RSFD physical agility test is significantly different, and

may be viewed as inequitable.

Union Agreement Operations personnel are represented by the International Association of Firefighters (IAFF) Local 1499. The

local is within the jurisdiction of IAFF District 9. The current collective bargaining agreement (CBA) expires

at the end of June 2020, and negotiations are underway at the time of this study. The non-uniformed full-

time administrative employee is represented by the United Mine Workers of America Local 4893.

Administrative Support Staffing No progressive fire department can operate without strong and expert administrative support. Efficient

management and administration require personnel with specific administrative and technical skills to

effectively support the organization’s core mission. With that said, ESCI noted that the department has

only one administrative support position to serve the entire department.

Administrative Staffing Discussion

Analyzing the ratio of administrative and support positions to the total operational positions of a fire

department facilitates an understanding of the relative number of resources committed to this important

function. The ratio of RSFD administrative uniformed and civilian support staff is very low. ESCI questions if

this arrangement is sustainable in the long term, due to the lack of “bench depth”—an absence of

functional redundancies that can result in the crippling of normal operations if the administrative employee

or Fire Chief becomes unavailable for work for an extended period of time.


34

Emergency Operations Staffing ESCI evaluated the type and number of career operations staff positions. The following figure summarizes

the number of career operations positions.

Figure 11: Career Operations Staff Positions

Operations Positions RSFD

Battalion Chief AEMT/EMT-I 2

Battalion Chief Paramedic 2

Captain AEMT/EMT-I 9

Firefighter EMT 2

Firefighter AEMT/EMT-I 11

Firefighter Paramedic 7

Total Operations Positions: 33

Percent Officers to Firefighters: 36%

ESCI calculated the theoretical total number of full-time employees required to meet the various average

leave hours used by employees in 2018 and compared the results to the current number of operations

employees assigned to 24-hour staffed units.

The analysis compared the average available scheduled weekly work hours per employee, subtracted the

average various leave types—based on 2018–2019 historical leave-use data—and calculated sick and

vacation relief factors. ESCI then multiplied the number of personnel needed to cover a single position at

24-hours daily, with the relief factor, to determine the total number of employees theoretically required to

meet daily minimum staffing. Personnel working a 40-hour work schedule were not included in this

calculation.

ESCI consolidated unscheduled leave usage, including sick, FMLA, funeral, military, and workers

compensation leaves in calculating the sick leave relief factor. To estimate vacation leave usage, ESCI

averaged the vacation hours used between June 2017 and June 2019, and divided by the number of

operations employees.

The following figure summarizes the results of these calculations.

Figure 12: Theoretical Relief Factor Calculation (2018)

Relief Factor RSFD

Sick Leave 1.21

Vacation Leave 1.17

Total Relief Factor: 1.27


35

Simply stated, the Total Relief Factor was multiplied by the minimum number of personnel needed to cover

one 24-hour position seven days a week, and then multiplied by the minimum number of positions required

on a 24-hour basis. The following figure compares the theoretical number of employees needed with the

current number of employees assigned to the operations work schedule.

Figure 13: RSFD Calculated Operational Staff Shortage/Overage

No. Positions Required 24/7

Total No. Operations FTEs

Theoretical No. FTEs

Shortage/Overage

9 33 34 -1

It is important to note that this is a theoretical assessment. ESCI understands that 2018 sick leave usage

was inordinately high due to several factors, including two long-term injuries, and a military reserve

deployment.

Emergency Operations Staffing Discussion

Reconciling the results of this staffing resource analysis with current staffing levels and resource allocation

strategies should be approached carefully. In ESCI’s experience, the theoretical analysis does not

necessarily account for any inherent scheduling or staffing flexibility by a department, which potentially can

be leveraged to reduce workload and personnel costs.

Nor does it take into consideration the ongoing costs of providing the various benefits to full-time

employees, which can be as high as 35% of the total cost of salaries, or the one-time cost of selecting,

hiring, and outfitting new employees. These inherent expenses must be considered when analyzing the

cost of adding full-time employees versus using overtime or part-time employees who do not receive

benefits.

Wages & Benefits ESCI evaluated the salary and benefits provided to RSFD employees. The following figure summarizes the

salaries paid for the respective positions.

Figure 14: RSFD Staff Salaries, 2019

Positions Starting Salary Top Step Salary Average Salary

Fire Chief $101,348 $126,570 $113,959

Administrative Assistant $49,524 $61,849 $53,040

Battalion Chief (Operations) $76,980 $96,132 $86,556

Fire Captain $69,780 $87,108 $78,444

Firefighter/EMT $55,836 $69,780 $62,808

Firefighter/Paramedic $57,580 $71,524 $64,552

Firefighter/AEMT/EMT-I $56,917 $70,861 $63,889

None of the positions in operations that have firefighter responsibilities listed in the preceding figure

include regularly scheduled FLSA overtime pay—as the work schedule and job duties qualify for the

FLSA 7(K) exemption.


36

ESCI analyzed the various benefits provided by RSFD, which are summarized in the following figure:

Figure 15: Uniformed Employee Benefits Provided

Benefits Description RSFD

Uniform Allowance No

Educational Incentives Yes

Social Security No

Workers Compensation Yes

Pension (PERS) Yes

Deferred Compensation/Match Yes

Medical Yes

Dental Yes

Long-term Disability No

Vision Yes

Life Insurance Yes

Educational Incentives No

RSFD firefighters are enrolled in the Wyoming Retirement System Paid Fire B Pension Plan program.

Retirement payments are based on years of service multiplied by 2.8 and are capped at 70% of the highest

average salary. The 70% accrual threshold is reached at 25 full years of service.

Non-uniformed administrative personnel are enrolled in the Wyoming Retirement System Tier 2 Plan.

Benefit costs average approximately 35% of total salary and wages across all positions, which includes

monthly scheduled overtime pay.

Salaries & Benefits Discussion

ESCI noted that the CBA includes language that addresses a wage and salary survey that was conducted in

2000. The language states:

The Firefighters agree to recognize the Comprehensive Wage and Classification Study conducted by

Personnel Concepts, Inc., and accepted by the City of Rock Springs pursuant to Resolution numbers

2000-174 and 2000-176, which, among other things, included a recommendation that Fire Department

employees be paid within certain ranges having a minimum and a maximum monthly pay rate as

identified within the study. The Firefighter Union agrees to have its members placed within the ranges

recommended by the study as follows: Firefighter—Range No. 48, Captain—Range No. 57, Battalion

Chief - Range No. 61. The Union agrees that once a member reaches the maximum monthly base rate

within the range, the member may receive a base wage increase based exclusively upon the increase in

the cost of living for southwest Wyoming, as negotiated and agreed upon by the Firefighters Union and

the City.


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ESCI noted very little information and data are available for comparable fire departments in Wyoming. This

is because there are only six other full-time career fire departments in Wyoming: The cities of Laramie,

Cheyanne, Sheridan, Casper, and Natrona County Fire Departments.

Annual benefits costs appear to be in line with costs found in other fire departments studied by ESCI, which

can range from 30% up to 45% or more, depending on the types of benefits paid, and the medical insurance

packages selected.

Operations Work Schedule RSFD operations employees are assigned to one of three platoons, and work a rotating 48 hours-on, 96

hours-off shift rotation, with no Kelly Days or other regularly scheduled shifts off to reduce the overall

average workweek hours. This schedule results in an average 56-hour workweek. The following figure

summarizes the shift schedule, FLSA work periods, and average scheduled hours for operations employees.

Figure 16: Operations Staff Work Schedule at the Districts

Schedule Components RSFD

Shift Rotation 48-on/96-off

Average Workweek Hours 56 hours

FLSA Work Period 24 days

Total Annual Hours 2,918 hours

Shift Start Time 0700 hours

Operations BCs are occasionally used to backfill for Captain vacancies on fire apparatus.

Work Schedule & Staffing Discussion

The current average workweek schedule is 56 hours; which translates to an annual average of 2,918 hours.

ESCI noted RSFD firefighters work two consecutive 24-hour shifts, followed by 96 consecutive hours off

duty. The 24-hour shift remains the predominant schedule for fire departments in the western United

States.

The 48-hour shift is an especially attractive shift schedule if employees must commute from long distances

due to high housing costs, low housing inventory, or other demographic factors. However, the 48-hour

schedule has been questioned due to concerns about sleep deprivation and safety impacts during the latter

portion of the 48-hour shift. Given the frequency of overtime hire-back to meet minimum daily staffing,

and shift trades, this schedule frequently results in employees working 72 hours up to 96 hours

consecutively. ESCI noted that the Department does not have a written policy limiting the number of

consecutive shifts/hours an employee can work.


38

As previously noted, RSFD should theoretically have additional personnel to provide coverage for

scheduled and unscheduled leaves. The continued reliance on routinely hiring operations personnel back on

overtime to cover for scheduled and unscheduled leaves should be carefully scrutinized, especially from a

worker fatigue perspective of employees working 72 hours straight or more. Additionally, backfilling vacant

company officer positions with an Operations Battalion Chief helps in reducing overtime expenditures, but

reduces the available number of overall personnel available for response to significant incidents, and

reduces overall administrative oversight on a shift by shift basis.

In looking at worker fatigue, and the impacts on safety, ESCI references Federal Motor Carrier Safety

Administration (FMCSA) regulations. This agency aggressively regulates and monitors commercial

transportation workers, including commercial pilots, railroad workers, long-haul truck drivers, and ship

workers due to fatigue concerns. Regarding long-haul truck and passenger-carrying drivers, there are very

restrictive rules in place to address potential driver fatigue. ESCI highlights these specific requirements

because fire and EMS employees routinely drive emergency vehicles in all types of weather conditions.

The following figure is a summary of the rules for truck drivers. This is presented to provide context on the

level of the federal government’s concern on driver fatigue.16

Figure 17: Commercial Driver Rules for Work Hours

Property Carrying Drivers Passenger Carrying Drivers

11-Hour Driving Limit

May drive a maximum of 11 hours after 10

consecutive hours off-duty.

10-Hour Driving Limit

May drive a maximum of 10 hours after 8

consecutive hours off-duty.

14-Hour Limit

May not drive beyond the 14th consecutive hour

after coming on duty, following 10 consecutive

hours off-duty. Off-duty time does not extend

the 14-hour period.

15-Hour Limit

May not drive after having been on duty for 15

hours, following 8 consecutive hours off-duty.

Off-duty time is not included in the 15-hour

period.

Rest Breaks

May drive only if 8 hours or less have passed

since the end of the driver’s last off-duty or

sleeper-berth period of at least 30 minutes.

60/70-Hour Limit

May not drive after 60/70 hours on duty in 7/8

consecutive days.

As noted in the preceding figure, the focus is not only on the length of the work periods, but also the length

of the off-duty/rest periods. Given the 48-hour work schedule, relying on overtime hire back as a primary

means of covering scheduled and unscheduled absences (vacation or scheduled training, for example),

firefighter fatigue and burnout should be viewed as a legitimate concern within RSFD.


39

Staff Survey As part of this study, ESCI used a confidential online survey to solicit feedback on various topics related to

department operations and culture. The ten-question survey asked members how much they agreed or

disagreed with various statements related to department operations, training, supervision, and response

readiness. The full survey results, including individual comments, are listed in Appendix A. The following is a

summary of the most significant findings of the survey.

Twenty members took the survey, which is approximately 55% of all Department members. The majority of

the respondents were fire service veterans, with 79% having been a Department member for at least five

years, and 58% having at least 10 years’ experience.

The adequacy of fire suppression equipment was affirmed by 85% of the respondents. However, 40% of

these respondents only somewhat agreed with the survey question, and 15% disagreed.

The survey question related to adequate training facilities and resources elicited a somewhat tepid

response. While 85% agreed overall that training resources and facilities were safe and effective, 50% only

somewhat agreed with the statement.

The question about the adequacy of station facilities and maintenance showed that members feel their

stations are not adequate for their mission, with 70% either not having an opinion or disagreeing with the

statement.

Department personnel feel the administration and officers hold safety as a high priority, with 70% agreeing

or strongly agreeing, and 20% somewhat agreeing. In general, EMS training was ranked very high, with

90% of respondents feeling they are adequately trained, and a slightly lower percentage (85%) feeling like

they had excellent equipment to treat EMS patients.

Fifty-five percent of the respondents felt they were familiar with the target hazard buildings in the city.

However, 45% only somewhat agreed to this statement. Interestingly, no one felt that they did not have at

least some familiarity with the target hazards.

Eighty percent felt ICS was appropriately used on emergency scenes, and notably, 35% only somewhat

agreed, and 20% disagreed ICS was used consistently and appropriately.

Survey Discussion

Overall, the survey indicates that Department members feel fairly well prepared and equipped to respond

to emergencies. However, there appear to be significant concerns about the adequacy and safety of the fire

stations and training facilities. A summary and analysis of these facilities are discussed in other sections of

this report.


40

Effective Response Force Analysis ESCI reviewed RSFD’s daily staffing level and compared it to national consensus standards related to

providing enough personnel and resources to quickly mitigate emergency incidents—specifically, structure

fires and critical EMS situations.

Critical Task Analysis

Tasks that must be performed at a fire can be broken down into two key components: life-safety and fire-

flow. Life-safety tasks are based on the number of building occupants and their location, status, and ability

to take self-preservation action. Life-safety related tasks involve the search, rescue, and evacuation of

victims. The fire-flow component involves delivering enough water to extinguish the fire and create an

environment within the building that allows entry by firefighters.

The number and types of tasks needing simultaneous action will dictate the minimum number of

firefighters required to combat different types of fires. In the absence of adequate personnel to perform

concurrent actions, the incident commander must prioritize the tasks and complete some in chronological

order. These tasks include command, scene safety, search and rescue, fire attack, water supply, pump

operation, ventilation, and back-up/rapid intervention. An initial full-alarm assignment should provide for

the following:

• Establishment of incident command outside of the hazard area for the coordination and direction

of the initial full-alarm assignment. A minimum of one individual shall be dedicated to this task.

• Establishment of an uninterrupted water supply of a minimum 400 GPM for 30 minutes. Supply

line(s) shall be maintained by an operator who shall ensure an uninterrupted water flow application.

• Establishment of an effective water-flow application rate of 300 GPM from two handlines; each of

which shall have a minimum of 100 GPM. Each attack and backup line shall be operated by a

minimum of two individuals to effectively and safely maintain the line.

• Provision of one support person for each attack and backup line, deployed to provide hydrant

hookup and to assist in line lays, utility control, and forcible entry.

• A minimum of a single-victim search and rescue team shall be part of the initial full alarm

assignment. Each search and rescue team shall consist of a minimum of two individuals.

• A minimum of one ventilation team shall be part of the initial full alarm assignment. Each

ventilation team shall consist of a minimum of two individuals.

• If an aerial device is used in operations, one person shall function as an aerial operator that always

maintains control of the aerial device.

• Establishment of an IRIC (Initial Rapid Intervention Company, Rapid Intervention Team) that shall

consist of a minimum of two properly equipped and trained individuals.


41

The Commission on Fire Accreditation International provides a sample critical tasking analysis for the number

of emergency workers required for various levels of risk.18 This is summarized as follows.

Figure 18: Sample Critical Task Staffing Need Based on Level of Risk

Critical Task Maximum

Risk High Risk

Moderate Risk

Low Risk

Attack line 4 4 4 2

Search and rescue 4 2 2

Ventilation 4 2 2

Backup line/rapid intervention2 4 3 2 2

Pump operator 1 2 1 1

Water supply 1 1 1

Utilities support 1 1 1

Command/safety3 2 2 2 1

Forcible entry1 0

Salvage1 0

Overhaul 1

Communication 1

Chief’s aide 1 1

Operations section chief 1 1

Logistics 1

Planning 1

Staging1 1

Rehabilitation 1 1

Division/group supervisors1 2

High-rise evacuation1 10

Stairwell support1 10

Total Required: 51 20 15 4–6

1At maximum and high-risk fires, additional personnel may be needed for these tasks.

2Backup line may not be required for certain incidents.

3Can often be handled by the first due officer.

Delivering enough personnel to the scene to accomplish the various tasks required to mitigate an

emergency is essential, and many of these tasks must be completed quickly. However, it should be noted

that not all the tasks listed need to be completed simultaneously.

Typically, structure fires are the most labor-intensive incidents. As shown in the preceding figure, national

criteria recommend at least 15 personnel should arrive at the scene of a fire in a single-family residence, to

ensure safe and effective operations. Even more personnel may be required as dictated by the size of the

building, incident complexity, and/or special hazards that may be encountered.


42

The fire service assesses the relative risk of properties and occurrences based on several factors. Properties

with high risk for fire often require greater numbers of personnel and apparatus to mitigate the fire

emergency effectively. Staffing and deployment decisions should be made with consideration of the level

of risk involved. The level-of-risk categories used by CFAI are as follows:

• Low Risk: Areas and properties used for agricultural purposes, open space, low-density residential,

and other low intensity uses.

• Moderate Risk: Areas and properties used for medium density single-family residences, small

commercial and offices uses, low-intensity retail sales, and equivalently sized business activities.

• High Risk: Higher density business districts and structures, mixed-use areas, high-density

residential, industrial, warehousing, and large mercantile structures.

• Maximum Risk: A structure or area where an incident could or does result in many severe injuries

requiring hospitalization and/or fatalities. Significant damage—temporary or permanent—that

impacts essential services or the environment. May result in substantial financial loss, general

displacement for an extended duration.

Effective Response Force Discussion

Because of the limited daily operations staffing, it is clear RSFD is unable to muster an effective response

force alone for anything other than a low-risk incident, and must rely on automatic aid from SWCFD1,

SWCFD, and Green River Fire Department for moderate to high-risk incidents. This observation is not

meant to denigrate the abilities or professionalism of the career responders. Rather, it is meant to highlight

the very limited initial response capabilities and capacity to respond to high risk or concurrent incidents due

to the Department’s limited resources.


43

FINANCIAL ANALYSIS

A financial analysis is an important part of determining the long-term financial health and sustainability of

the Rock Springs Fire Department and its ability to maintain and sustain an acceptable level of service. A

model was developed for the RSFD expenditure budget, which was designed to fairly and consistently

represent the financial practices of the Department. Modeling is designed to neutralize the normal

differences usually found in unilateral fiscal practices and to account for any financial peculiarities. This

approach allows an estimation of the public cost of the RSFD’s operation and provides a means for the

financial evaluation of sustainability under status quo conditions. The modeled budget yields a baseline

estimate of the current and projected public cost of services.

The following section provides background information on the historical and current financial condition of

the RSFD. Understanding of fire service financial resources and costs begins with an overview of the current

operating conditions, including analysis and discussion of the financial structure for the RSFD. This includes

a multi-year historical review followed by a status quo financial forecast from FY 2020 through FY 2025,

utilizing historical trend data and key assumptions about future trajectory. This analysis relies on the

extensive financial documentation provided by staff, including actual and projected budgets for the period

2013–2019 and 2020, respectively.

As noted earlier in this document, Rock Springs is an independent city of the first-class incorporated on

October 6, 1888, in Sweetwater County, in southwestern Wyoming. The City operates under a Council-

Mayor form of government with the mayor and eight council members serving four-year terms. The City

Council sets policy and the City Mayor executes that policy through various department heads, including

the RSFD Fire Chief. Department heads are appointed by the Mayor and subject to approval by Council.

The City operates under a July 1 to June 30 fiscal year. The City utilizes the current financial resources

measurement focus and a modified accrual basis of accounting for governmental funds, including the

General Fund (GF).17,18

The Rock Springs Fire Department provides traditional fire rescue services, including Basic Life Support

(BLS) first response Emergency Medical Service (EMS) to assist Sweetwater Medics, which is the third-

party Advanced Life Support (ALS) and transport agency serving the City. The RSFD is a major external

service department of the City whose operating budget (110-12-1205) resides within the City General Fund

(Fund 110). Fire department-specific revenues and operating expenses, including major capital

expenditures, are funded through the RSFD annual operating budget. Capital equipment is defined as

having an initial value of greater than $5,000 and other capital (buildings, improvements, land, and other

infrastructure) is defined as having a value of greater than $25,000. Capital items are expensed in the year

in which they are acquired. The City maintains a capital reserve into which funds are deposited each year

based upon a long-range capital improvement plan (CIP). Capital reserve funding is included in the fire

department’s annual expenditure budget as appropriate.


44

The following snapshot of historical financial results and the status quo projection for the department—

assuming no changes in organizational structure and working conditions—sets the stage for modeling

various alternatives to the status quo should the Department wish to do so in the future. The status quo

projection utilizes a series of expenditure assumptions based upon historical trajectory and known or

expected future conditions in the community. Revenue projections are not included since the fire

department is one of several within the City General Fund, and there is no appreciable fire department-

specific funding.

Historical Revenue and Expense

Revenue

As mentioned above, the Rock Springs Fire Department is one of several internal and external service

departments housed withing the City General Fund. Other than some minor grant funding, there are no fire

department-specific revenues to offset department expenditures. As with other GF departments, the

expenses are offset with City general revenues, the largest of which is the sales and use tax.

Expense

The Rock Springs Fire Department is one of four City Public Safety departments located within the City’s

General Fund (GF). The four include the Police (110-12-1201), Fire (110-12-1205), Animal Control (110-12-

1202), and Emergency Management (110-12-1204) departments. The Police and Fire departments

comprised just under 40% of the total GF expenditures in FY 2019, as shown in the following figure.

Figure 19: Comparison of FY 2019 Actual Police & Fire Department vs. Other GF Department Expense

Other GF Expenditures

63.2%

Fire14.5%

Police22.3%


45

It is important to note that the City is part of a Joint Powers Agreement (JPA) with Sweetwater County and

the City of Green River to operate a combined 911 communications center. There are three members from

each agency on the board of the JPA, and the City’s prorated cost is 43% of the total for the three agencies.

The City reports the entire cost of its portion of the JPA in the Police Department expenditure budget ($1.35

million for FY 2020). The RSFD is dispatched through the combined communications center; therefore, a

portion of the City’s share of the JPA could reasonably be attributed to the fire department through an

allocation process as part of its total cost to the City. Further, other supporting costs of maintaining a fire

department such as Human Resources, Budget and Finance, Legal, and other similar costs could be

attributed to the fire department through an allocation process to understand the fully burdened cost of

running the fire department. Since the RSFD is part of the GF, there would be no change in the GF

expenditure budget by implementing a full cost allocation methodology. However, at least performing the

analysis would provide elected officials and the public with a better idea of the full cost of providing fire

service to the City.

Figure 20: Historical Comparison of Fire Department to Police & Other GF Department Expense (FY 2013–2019 Actual, FY 2020 Adopted)

$4,829,995

$5,607,978$5,038,155

$4,660,750

$5,549,994

$4,678,976

$4,992,579

$5,828,082

$34,898,926

$39,442,174$36,894,219

$39,692,336

$33,685,617

$30,135,086

$34,460,098

$42,421,073

13.8% 14.2% 13.7%11.7%

16.5% 15.5% 14.5% 13.7%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Other GF Expenditures Fire Police General Fund Expenditures Fire (% of GF)


46

A review of the expenditure relationships in the GF for the period FY 2013–2019 Actual and FY 2020 as

budgeted, shows in Figure 20 that the actual overall GF expenditure budget has fluctuated significantly

over the period, rising from just under $35 million in FY 2013 to between near $37 million and $40 million

from FY 2014 to FY 2016, before falling back to a low of $30 million in FY 2018. Total GF expense then rose

to almost $34.5 million in FY 2019 and is budgeted at $42.4 million in FY 2020. The bulk of this fluctuation is

driven by non-recurring capital expenditures and the movement of funds into the capital reserve. Fire

department expenditures as a percentage of the actual GF expenditure budget have varied from a low of

11.7% in FY 2016 to a high of 16.5% in FY 2017; again, driven primarily by variability in non-recurring capital

charges (either in actual capital purchases or transfers to the capital reserve). Although transfers to capital

reserves are not actual expenditures, they do reflect committed reserves for future capital spending.

The following figure shows actual Rock Springs Fire Department expenditures for the period FY 2013–2019

and adopted expenditures for FY 2020, which are divided into recurring and non-recurring expense.

Recurring expenses are those such as employee wages and benefits, operations and maintenance costs,

and debt service (P & I) that are reasonably predictable and expected to continue from year-to-year. In

some cases, larger fire departments have such a large fleet that they can spend a predictable amount each

year on apparatus and equipment replacement. Typically, they consider this a recurring cost and can

budget such with an offsetting recurring revenue.

Non-recurring expenses, on the other hand, are more sporadic in nature and may be difficult to predict,

such as land acquisition, facility construction, and major renovation and large-scale equipment or apparatus

purchases. Budgeted transfers to the capital replacement fund are documented in Figure 21 since they are

shown in City actual expenditure budgets with funds committed to future capital acquisition. However,

they have not been included in the total annual expense since the expenditure for the capital item had not

yet occurred during the fiscal year in which the transfer occurred. In this analysis, all capital expenditures

are treated as non-recurring expenses.


47

Figure 21: Rock Springs Fire Department Expenses (FY 2013–2019 Actual; 2020 Adopted)

Expense 2013 2014 2015 2016 2017 2018 2019 2020

Actual Actual Actual Actual Actual Actual Actual Adopted

Personnel Services 3,880,719 4,319,404 4,374,410 4,462,641 4,229,111 4,479,255 4,694,572 5,018,489

Regular 2,365,377 2,654,999 2,404,690 2,545,210 2,493,266 2,539,396 2,511,070 2,735,000

Overtime 244,186 324,911 560,576 496,464 386,406 494,540 652,490 551,000

Benefits 1,271,156 1,339,494 1,409,145 1,420,968 1,349,440 1,445,320 1,531,013 1,732,489

Operations & Maint. 211,455 212,253 191,387 170,200 175,605 189,260 273,726 289,618

Recurring Expense: 4,092,174 4,531,657 4,565,797 4,632,841 4,404,716 4,668,516 4,968,298 5,308,107

Capital 97,821 629,321 472,358 27,909 1,145,278 10,461 14,281 369,975

Building Improvements 60,676 14,562 43,294 20,426 - - 2,700 243,730

New Equipment 29,045 90,106 11,678 7,483 8,546 2,183 3,927 28,695

Replacement Equipment 8,100 16,912 417,386 - 3,310 8,278 4,178 3,000

Vehicle Purchases - 507,740 - - 1,133,422 - 3,476 94,550

Non-Recur Expense: 97,821 629,321 472,358 27,909 1,145,278 10,461 14,281 369,975

Total Expense: 4,189,995 5,160,978 5,038,155 4,660,750 5,549,994 4,678,976 4,982,579 5,678,082

Reserve (transfer to) 640,000 450,000 - - - - 10,000 150,000

Equip Reserve 140,000 150,000 - - - - 5,000 -

Engine Rep-6 Year Reserve 200,000 300,000 - - - - 5,000 150,000

Facility Const Reserve 300,000 - - - - - - -

The following figure compares recurring, non-recurring, and total departmental expenses (excluding

transfers to reserve) from FY 2013 through FY 2019 actual with FY 2020 budgeted. The recurring expense

for the department has fluctuated, driving the overall department expenditures upward from just under

$4.1 million in FY 2013 to an average of near $4.6 million between FY 2014 and FY 2016 before dropping

back to $4.4 million in FY 2017 after which it increased steadily to a budgeted $5.3 million in FY 2020. Non-

recurring expenses have varied considerably from less than $100,000 in FY 2013, FY 2016, FY 2018, and FY

2019, to a high of $1.15 million in FY 2017.

Figure 22: Relationship of Recurring to Non-Recurring Expenses (FY 2013–2019 Actual; FY 2020 Adopted)

$4,189,995

$5,160,978 $5,038,155$4,660,750

$5,549,994$4,678,976

$4,982,579

$5,678,082

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Recurring Expense: Non-Recurring Expense: Total Expense:


48

Another way to view RSFD expenditures is to compare major expense categories to total departmental

expenses, as shown in Figure 23. Capital expenditures have varied from less than 0.5% in FY 2016, FY 2018,

and FY 2019, to a high of almost 21% of total expenditures in FY 2017 with the higher percentages occurring

with capital apparatus or major equipment purchases and/or building renovations.

Figure 23: Relationship of Major Expenditure Categories to total Expense (FY 2013–2019 Actual; FY 2020 Budget)

Generally, background capital expense for the department has not been a significant percentage of the

total, and most expense through 2019 has been recurring in nature. Personnel costs as a percentage of

annual recurring costs have fluctuated very tightly around an average of 95.4%. Operations and

Maintenance costs generally run less than 5% of recurring costs averaging 4.6%. Recurring expenses can be

divided into major categories described as follows:

• Personnel Services—included in this category are regular wages and salaries, overtime wages, and

employee benefits. Figure 24 shows the increase in total Personnel costs (dashed line) and the

component parts of total compensation; Regular Salaries/Wages (dark grey bars), Overtime (light

gray bars) and Benefits (red bars), from FY 2013 to 2019 actual and FY 2020 as budgeted. Dollar

amounts are shown as bars while the numbers within the bars represent regular wages as a percent of

total compensation (for Regular), overtime wages as a percent of regular pay (for Overtime), and

Benefits as a percent of total compensation (for Benefits).

$4,189,995

$5,160,978 $5,038,155$4,660,750

$5,549,994

$4,678,976 $4,982,579

$5,678,082

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Personnel Services Operations & Maintenance Capital Total Expense:


49

Figure 24: Personnel Services Cost Breakdown (FY 2013–2019 Actual; FY 2020 budget)

Between FY 2015 and FY 2019, the period for which staffing data are available, the Department

added one Battalion Chief position at an approximate FY 2019 cost of $132,000. Subtracting the

estimated cost of this additional position from the FY 2019 Personnel Services total expense leaves

$4,562,572. Therefore, the total adjusted cost increase experienced between FY 2015 and FY 2019

was $188,162 or 4.3%, or an average annual increase of just 1.2%.

Overtime, as a percentage of Regular wages, has increased from just over 10% in FY 2013 to 26% as

of FY 2019, a significant increase that should be further reviewed.

Benefits as a percentage of total compensation have generally varied tightly around an average of

32%.

• Materials and Services—this category of expenditures is comprised of utilities, equipment, and

apparatus maintenance costs, books and office supplies, training, prevention, operating supplies, and

other related costs, among others. The following figure shows total historical costs for this category

along with the six-line items making up over 75% of the total cost for FY 2019 in this category. The

largest components in FY 2010 were: Education Seminars (5.8%), Building and Grounds Maintenance

(9.3%), Facilities and Equipment Maintenance Supplies (5.7%), Vehicle Maintenance (26.3%),

Specialized Department Supplies (18.1%), and Gas, Oil, and Lubricants (10.6%).

The category of recurring expenses declined from just over $210,000 in FY 2013–2014 to a low of

$170,000 in FY 2016 before gradually climbing to almost $190,000 in FY 2018. The addition of vehicle

maintenance charges in FY 2019 caused a large increase in costs for this component, which rose to

$273,726 and is proposed to increase again in FY 2020 to almost $290,000.

$3,880,719

$4,319,404 $4,374,410 $4,462,641$4,229,111

$4,479,255$4,694,572

$5,018,489

61.0%61.5% 55.0% 57.0% 59.0% 56.7% 53.5%

54.5%

10.3%12.2% 23.3% 19.5% 15.5% 19.5% 26.0%

20.1%32.8%

31.0% 32.2% 31.8%31.9% 32.3%

32.6%34.5%

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Regular Overtime Benefits Personnel Services


50

Figure 25: Total Materials and Services Cost vs. Major Components (FY 2013–2019 Actual; 2020 Budget)

As mentioned previously, non-recurring expenses have varied considerably from less than $100,000 in

FY 2013, FY 2016, FY 2018, and FY 2019, to a high of $1.15 million in FY 2017. The department generally

spends less than $100,000 annually on capital items, including equipment and apparatus and facility

improvements. However, when larger apparatus such as fire engines are replaced, this amount can range

from one-half to over $1 million in any given year based upon the Department’s portion of the City CIP.

Non-recurring expenses by category are shown in the following figure, where the major increase in FY 2017

is due to the purchase of a replacement engine.

Figure 26: Rock Springs FD Capital Expenses by Category (FY 2013–2019 Actual; FY 2020 Adopted)

$211,455 $212,253$191,387

$170,200 $175,605$189,260

$273,726 $289,618

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

2013 2014 2015 2016 2017 2018 2019 2020

Building & Grounds Maintenance Education & SeminarsFacility/Equip Maint Supplies Specialized Departmental SuppliesVehicle Maintenance Gas, Oil, Lube

$97,821

$629,321$472,358

$27,909

$1,145,278

$10,461 $14,281

$369,975

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

2013 2014 2015 2016 2017 2018 2019 2020

Building Improvements Vehicle Purchases New Equipment Replacement Equipment


51

Status Quo Projection ESCI evaluated the historical information provided by the Department, City CAFRs, and past budgets, as

well as portions of the adopted FY 2020 budget to prepare a status quo forecast for RSFD. The forecast

relies on trends previously developed through the historical review period along with forecast information

available from the department, in order to understand potential anomalies due to personnel changes,

apparatus acquisitions, and other major events. No fire department-specific revenues sources were

assumed to be generated, and it is anticipated that the department remains within the City General Fund

with expenses offset by GF revenues. Certain assumptions were made about expenses. These assumptions

are described in Figure 27.

Expense Assumptions

The expense assumptions used in the Rock Springs Fire Department forecast are described in the following

figure.

Figure 27: Rock Springs Fire Department Expenditure Forecast Assumptions (FY 2021–2025 Forecast)

Expense Category Assumptions

Personnel Services

Comprised of Regular and Overtime pay plus Benefits, the total has historically

increased at an average annual rate of 3.3% from FY 2013–2019 (includes the

addition of a Battalion Chief in FY 2019).

• Regular salaries and wages rose at an average annual rate of 1% during the

historical period. The adopted FY 2020 budget includes a 1.8% COLA. Forecast

uses FY 2020 Regular salaries as the basis, which increases at 1% annually.

• Overtime, with some significant fluctuation as shown in the next figure, has

increased at an average annual rate of 17.8% through FY 2019. The

Department has lowered the estimated overtime in the FY 2020 adopted

budget, which may lower the future average annual increases. Forecast uses

FY 2020 OT as the basis and an average annual increase of 10%.

• Benefits, shown in the next figure, while experiencing a flattening out and

slight dip in FY 2016–2017 have increased over the historical period at an

average annual rate of 3.2%. The increase has been driven by increases in

Health Insurance and Retirement costs, which together comprise 83% of total

benefits over the historical period. The forecast uses FY 2020 as a basis with an

average annual increase of 3%.

Operations &

Maintenance

Total cost trended down from $211,455 in FY 2013 to a low of $170,200 in FY 2016

before beginning to rebound but has fluctuated around an average of $191,000.

With the addition of the vehicle maintenance line item in FY 2019, costs increased

to $273,000. FY 2020 costs include consulting services, which should not be

recurring. Therefore, FY 2019 is used as a basis and the forecast assumes a 1%

annual increase.


52

Expense Category Assumptions

Capital

Capital expenses have been sporadic and generally based upon the five-year CIP.

Over the historical period, the average annual cost has been approximately

$48,000 for Building Improvements, $23,000 for New Equipment, $58,000 for

Replacement Equipment, and $217,000 for Vehicle Purchases. The forecast

assumes no expenditure. Rather, these annual average amounts are forecast for

the respective transfer to capital reserves to be spent as needed and budgeted in

the CIP.

Transfer to Reserve See discussion under “Capital” for the annual transfer forecast.

The following figures summarize the historical overtime and benefits costs FY 2013 through FY 2020

budgeted.

Figure 28: Rock Springs Fire Department Historical Overtime Expense (FY 2013–2019 Actual; FY 2020 Adopted)

Figure 29: Rock Springs Fire Department Total Benefits Cost vs. Retirement/Health Insurance Expense (FY 2013–2019 Actual; FY 2020 Adopted)

$244,186

$324,911

$560,576 $496,464

$386,406

$494,540

$652,490

$551,000

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

2013 2014 2015 2016 2017 2018 2019 2020

$1,271,156 $1,339,494 $1,409,145 $1,420,968 $1,349,440

$1,445,320$1,531,013

$1,732,489

$0

$400,000

$800,000

$1,200,000

$1,600,000

$2,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Health Insurance Firemens Pension Benefits


53

Status Quo Forecast

The following figure is the status quo expenditure forecast for the RSFD for the period FY 2019 actual

through 2025 forecast.

Figure 30: Rock Springs Fire Department Expenditure Forecast (FY 2019 Actual–FY 2025 Forecast)

Expense 2019 2020 2021 2022 2023 2024 2025

Actual Adopted Forecast Forecast Forecast Forecast Forecast

Personnel Services 4,694,572 5,018,489 5,152,914 5,294,681 5,444,392 5,602,703 5,770,333

Regular 2,511,070 2,735,000 2,762,350 2,789,974 2,817,873 2,846,052 2,874,512

Overtime 652,490 551,000 606,100 666,710 733,381 806,719 887,391

Benefits 1,531,013 1,732,489 1,784,464 1,837,998 1,893,138 1,949,932 2,008,430

Operations & Maint. 273,726 289,618 273,726 276,463 279,228 282,020 284,840

Recurring Expense: 4,968,298 5,308,107 5,426,639 5,571,144 5,723,619 5,884,723 6,055,173

Capital 14,281 369,975 - - - - -

Building Improv 2,700 243,730 - - - - -

New Equipment 3,927 28,695 - - - - -

Replacement Equip 4,178 3,000 - - - - -

Vehicle Purchases 3,476 94,550 - - - - -

Non-Recurring Expense: 14,281 369,975 - - - - -

Total Expense: 4,982,579 5,678,082 5,426,639 5,571,144 5,723,619 5,884,723 6,055,173

Reserve (transfer to) 10,000 150,000 346,000 346,000 346,000 346,000 346,000

Equipment Reserve 5,000 - 23,000 23,000 23,000 23,000 23,000

Apparatus Reserve 5,000 150,000 275,000 275,000 275,000 275,000 275,000

Facility Const Reserve - - 48,000 48,000 48,000 48,000 48,000

Based upon a series of expenditure assumptions, as previously outlined—and assuming no further changes

to service level other than historical average additions to various capital reserves or known capital

expenditures from the CIP—a status quo forecast is provided to give elected officials and fire department

administration some idea of what the financial outlook might be over the next five years. It is understood

that many factors may affect this, and that various other assumptions might be made. However, this can be

considered a “first order” glimpse of where the Department may be headed financially with no changes.

Forecasting is reliant upon historical trending absent known factors affecting the future, such as negotiated

labor cost increases, unanticipated capital equipment needs, etc. The better the understanding of future

factors, the better the financial projection.


54

The following figure shows both recurring Personnel and Operations & Maintenance expenses and non-

recurring Capital expenses for FY 2019 actual and FY 2020 as adopted. Rather than projecting CIP

expenses, the model uses historical annual averages for various capital categories and shows those as an

average annual addition to capital reserves. This can then be treated as a recurring expense, and provide a

better long-range model for the total GF revenue needed to fund fire department operations fully. As with

many career fire departments, personnel expense is the largest annual cost. The status quo forecast

projects an increase in personnel costs of $751,844, or 15% over the forecast period. This represents an

average annual increase of approximately 2.9%.

Figure 31: Relationship of Recurring/Non-Recurring Expense and Transfer to Reserve

(FY 2019 Actual–FY 2025 Forecast)

$4,992,579

$5,828,082 $5,772,639 $5,917,144 $6,069,619 $6,230,723 $6,401,173

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2019 2020 2021 2022 2023 2024 2025

Personnel Services Reserve (transfer to) Operations & Maintenance Capital


55

CAPITAL FACILITIES AND APPARATUS

Three basic resources are required to successfully carry out the mission of a fire department: Trained

personnel, firefighting equipment, and fire stations. No matter how competent or numerous the

firefighters, if appropriate capital equipment is not available for use by responders, it would be impossible

for the Department to deliver services effectively. The most essential capital assets for use in emergency

operations are facilities and apparatus (response vehicles). Of course, the fire department’s financing ability

will determine the level of capital equipment it can acquire and make available for use by emergency

personnel. This section of the report is an assessment of RSFD’s respective capital facilities, vehicles, and

apparatus.

Fire Stations & Other Facilities Fire stations play an integral role in the delivery of emergency services for several reasons. To a large

degree, a station’s location will dictate response times to emergencies. A poorly located station can mean

the difference between confining a fire to a single room and losing the structure. Fire stations also need to

be designed to adequately house equipment and apparatus, as well as meet the needs of the organization

and its career and volunteer personnel—as well as administrative support staff where applicable. It is

important to research needs based on service-demand, response times, types of emergencies, and

projected growth prior to making a station placement commitment.

Consideration should be given to a fire station’s ability to support the fire department’s mission as it exists

today and into the future. The activities that take place within a fire station should be closely examined to

ensure the structure is adequate in both size and function. Examples of these functions may include the

following:

• The housing and cleaning of apparatus and equipment; including decontamination and disposal of

biohazards

• Residential living space and sleeping quarters for on-duty personnel (all genders)

• Kitchen facilities, appliances, and storage

• Bathrooms and showers (all genders)

• Administrative and management offices; computer stations and office facilities for personnel

• Training, classroom, and library areas

• Firefighter fitness area

• Public meeting space

In gathering information from RSFD, ESCI asked the Department to rate the condition of each of its fire

stations using the criteria in the following figure.


56

Figure 32: Criteria Utilized to Determine Fire Station Condition

Excellent

Like new condition. No visible structural defects. The facility is clean and well

maintained. Interior layout is conducive to function with no unnecessary impediments

to the apparatus bays or offices. No significant defect history. Design and

construction match the building’s purposes. Age is typically less than 10 years.

Good

The exterior has a good appearance with minor or no defects. Clean lines, good

workflow design, and only minor wear of the building interior. Roof and apparatus

apron are in good working order, absent any significant full-thickness cracks or

crumbling of apron surface or visible roof patches or leaks. Design and construction

match the building’s purposes. Age is typically less than 20 years.

Fair

The building appears structurally sound with weathered appearance and minor to

moderate non-structural defects. The interior condition shows normal wear and tear,

but flows effectively to the apparatus bay or offices. Mechanical systems are in

working order. Building design and construction may not match the building’s

purposes well. Showing increasing age-related maintenance, but with no critical

defects. Age is typically 30 years or more.

Poor

The building appears to be cosmetically weathered and worn, potentially with

structural defects, although not imminently dangerous or unsafe. Large, multiple full-

thickness cracks and crumbling of concrete on apron may exist. The roof has evidence

of leaking and/or multiple repairs. The interior is poorly maintained or showing signs

of advanced deterioration, with moderate to significant non-structural defects.

Problematic age-related maintenance and/or major defects are evident. May not be

well suited to its intended purpose. Age is typically greater than 40 years.

Due to the COVID-19 Coronavirus pandemic, ESCI was unable to visit each station. Instead, a virtual video

tour was conducted, and combined with the information provided on each, resulted in the observations

listed in the following figures.


57

Figure 33: RSFD Fire Station 1 (Headquarters)

Address/Physical Location: 600 College Drive

General Description: Headquarters station, with a primary engine and truck apparatus. Also houses Administrative Assistant and Fire Chief offices. Specialized emergency response trailers stored outside.

Structure

Construction Type Block Masonry

Date of Construction 1978

Seismic Protection Unknown

Auxiliary Power Yes

General Condition Fair

Number of Apparatus Bays 3 Drive-through bays 0 Back-in bays

Special Considerations (ADA, etc.) No gender-specific accommodations

Square Footage 8,934

Facilities Available

Separate Rooms/Dormitory/Other 2 Dormitory 12 Beds

Maximum Station Staffing Capability 5

Exercise/Workout Facilities Yes (end of Bay 3)

Kitchen Facilities Yes

Individual Lockers/Storage Assigned Informally in locker room; lockers in bedrooms

Shower Facilities Single shower stall in restroom

Training/Meeting Rooms None

Washer/Dryer Washer/dryer and turnout extractor

Safety & Security

Sprinklers No

Smoke Detection No

Decontamination/Biohazard Disposal No

Security Limited

Apparatus Exhaust System Yes


58

Figure 34: RSFD Fire Station 2

Address/Physical Location: 1117 Hillcrest Drive

General Description:

Fire Station located in a primarily residential city area, immediately adjacent to the southern edge of the city limits. Fire Inspector office is located on the bottom floor.

Structure




Auxiliary Power Yes

General Condition Fair (needs roof and windows replaced)


Special Considerations (ADA, etc.) None




Maximum Station Staffing Capability 3

Exercise/Workout Facilities Yes


Individual Lockers/Storage Assigned In bedrooms

Shower Facilities Single shower in common restroom

Training/Meeting Rooms No

Washer/Dryer Washer, dryer, and turnout extractor

Safety & Security

Sprinklers No

Smoke Detection No

Decontamination/Biohazard Disposal No

Security Limited



59

Figure 35: RSFD Fire Station 3

Address/Physical Location: 145 Industrial Drive

General Description: Combined fire station and training facility, with a large classroom. North end of lot houses a 4-story drill tower with standpipe, and 2 ½ story burn building, with 2 Class A burn rooms on separate floors.

Structure




Auxiliary Power No

General Condition Fair (needs doors and windows replaced)


Special Considerations (ADA, etc.) None




Maximum Station Staffing Capability Nine

Exercise/Workout Facilities Yes


Individual Lockers/Storage Assigned In bedrooms

Shower Facilities Single shower in restroom

Training/Meeting Rooms Capacity of 45

Washer/Dryer Washer, dryer, turnout extractor

Safety & Security

Sprinklers No

Smoke Detection No

Decontamination/Biohazard Disposal Yes

Security Limited


Training Facility

RSFD maintains a separate training tower and burn room adjacent to, but separate from, Fire Station 3. The

facilities are located on 1.5 acres of property. More details on the Department’s training center are

addressed later in this report.


60

Summary of the RSFD Fire Stations

RSFD operates from three fire stations ranging from 38–42 years of age. The following figure is a summary

of the various capacities of the Rock Springs fire stations.

Figure 36: Summary of the RSFD Fire Stations Capacities

Fire Station Apparatus

Bays Maximum

Staffing Square

Footage

Fire Station 1 3 5 8,934



Totals: 7 17 18,246

All three stations have limited apparatus floor space, resulting in narrow clearances around the sides of

parked fire apparatus. Fire Stations 2 and 3 need significant upgrades and repairs (doors, windows, roof),

and the burn building located at Station 3 shows signs of significant thermal stress cracking in mortar joints

in external wall areas that will likely need repair.

ESCI noted that beds are not shared among crews. Instead, each firefighter has their own station assigned

bed. Station 2’s Fire Inspector’s office shares space with the station workout area. Station 3 is the only

station with ADA compliant bathrooms and a bio-hazard decontamination area; however, the decon-room

requires travel through the living quarters for access.

In general, the stations have adequate living space, and limited apparatus bay space and storage space,

resulting in outside storage of trailered equipment and cluttered storage in the apparatus bays. Currently,

Rock Springs Fire-Rescue does not have a Capital Improvement Plan (CIP) to upgrade or replace its fire

stations in the future.

Apparatus & Vehicles Fire suppression apparatus, special operations and support units, and some command vehicles are unique

and expensive pieces of equipment customized to operate for a specific community and defined mission.

Other than its firefighters, officers, and support staff, emergency apparatus and vehicles are the next most

important resources in a fire department that has a direct impact on service delivery.

Apparatus must be in good condition, regularly maintained, and configured in a way that ensures reliable,

safe, and effective deployment and operations at emergency incidents. As a result, most fire apparatus are

very expensive to purchase and maintain, and offer little flexibility in use and reassignment to other

missions.

The next figure lists RSFD’s frontline apparatus and vehicle fleet inventory, along with the age, condition,

and basic features of each. As will be shown, the Department maintains two Type 1 pumpers, a Type 6

engine, two aerial apparatus, and four command and support vehicles.


61

Figure 37: Rock Springs Fire-Rescue Frontline Apparatus Inventory (2020)

Apparatus Type Make Year Condition Features

Engines (Pumpers)

Engine 2 Pumper Spartan 2008 Fair 1000 gal., 1500 gpm

Engine 3 Pumper Spartan 2013 Good 750 gal., 1250 gpm

Engine 463 Wildland Ford F-550 2009 Good 300 gal., 10 gal. foam

Aerials

Ladder 1 75-ft. aerial Central States 1999 Fair 340 gal., 1500 gpm

Truck 1 100-ft. Platform Ferrara 2016 Good 300 gal., 2000 gpm

Command/Support

Unit 1 Command Chevrolet 2009 Good Assigned to Fire Chief

Unit 3 Support Dodge 1997 Poor Snow plow in winter

Unit 5 Support Chevrolet 2014 Good High-angle rescue equip.

Unit 6 Support Chevrolet 2004 Good Rapid decon. equipment

Inspector Staff vehicle Chevrolet 2013 Good Fire Inspector vehicle

As shown in the preceding figure, most of the frontline vehicles have been rated by RSFD as in “Good”

condition, with Ladder 1 and Engine 2 considered to be in “Fair” condition, and Unit 3 in “Poor” condition.

RSFD currently maintains Engine 1 in reserve, which is a 1997 Spartan considered to be in “Good” condition.

Truck 1 is relatively new at four years of age and in good condition.

The following figure shows the current mileage of each of the frontline engines and aerial apparatus.

Figure 38: Current Mileage & Age of RSFD Engines & Aerials (2020)

Apparatus Apparatus Age Mileage

Frontline

Engine 2 12 years 122,974 miles



Truck 1 3 years 12,045 miles

Reserve

Ladder 1 11 years 146,674 miles



62

As shown, Engine 2 and Ladder 1 each have a considerable amount of mileage. The two frontline pumpers

(engines) are 7 and 12 years of age respectively, while Truck 1 is relatively new. The next figure lists vehicles

utilized for special operations and support.

Figure 39: Special Operations & Support Vehicles (2020)

Apparatus Type Make Year Condition Features

ATV 1 ATV Ranger Polaris 2015 Good Multipurpose for access

Hazmat 1 Tractor/Trailer Chevrolet 2004 Good All hazards response unit

Air 1 Trailer BAS 2010 Good Air trailer for scene support

Utility 1 Staff Vehicle Chevrolet 2009 Fair

Utility 2 Staff Vehicle Chevrolet 2013 Good

Utility 3 Pick up truck Dodge 1997 Fair

Hazmat 1 is utilized for hazardous materials and other incidents. It is also used for the Wyoming Office of

Homeland Security Region 4 Team.

Apparatus Maintenance

RSFD utilizes the City’s Fleet Maintenance Division of the Public Services Department for the majority of its

apparatus repairs and maintenance. In addition, the Department outsources other repairs and maintenance

to several companies with special capabilities. The City does not utilize an electronic RMS to document

apparatus and vehicle maintenance, but instead uses paper forms.

Fire apparatus are special vehicles requiring special skills and knowledge to effectively maintain and repair

them. Because of this, in many communities, fire departments utilize maintenance staff who have been

trained and certified through the EVT Certification Commission. There are no certified Emergency Vehicle

Technicians (EVT) currently available in the area or at the City’s Fleet Maintenance Division. Neither are the

City’s apparatus maintenance personnel training and certified as Automotive Service Excellence (ASE)

Technicians.

Future Apparatus Serviceability

An important consideration for fire departments is the cost associated with the future replacement of

major equipment. Apparatus service lives can be readily predicted based on factors including vehicle type,

call volume, age, and maintenance considerations.


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NFPA 1901: Standard for Automotive Fire Apparatus recommends that fire apparatus 15 years of age or

older be placed into reserve status, and apparatus 25 years or older should be replaced.19 This is a general

guideline, and the standard recommends using the following objective criteria in evaluating fire apparatus

lifespan:

• Vehicle road mileage.

• Engine operating hours.

• The quality of the preventative maintenance program.

• The quality of the driver-training program.

• Whether the fire apparatus was used within its design parameters.

• Whether the fire apparatus was manufactured on a custom or commercial chassis.

• The quality of workmanship by the original manufacturer.

• The quality of the components used in the manufacturing process.

• The availability of replacement parts.

It is important to note that age is not the only factor for evaluating serviceability and replacement. Vehicle

mileage and pump hours on engines must also be considered. A two-year-old engine with 250,000 miles

may need replacement sooner than a 10-year-old one with 2,500 miles. The following figure represents a

relatively simple example that RSFD could use for determining the condition of fire apparatus and vehicles.

Figure 40: Example Criteria & Method for Determining Apparatus Replacement

Evaluation Components Points Assignment Criteria

Age: One point for every year of chronological age, based on in-service date.

Miles/Hours: One point for each 10,000 miles or 1,000 hours

Service: 1, 3, or 5 points are assigned based on service-type received (e.g., a

pumper would be given a 5 since it is classified as severe duty service).

Condition:

This category takes into consideration body condition, rust interior

condition, accident history, anticipated repairs, etc. The better the

condition, the lower the assignment of points.

Reliability:

Points are assigned as 1, 3, or 5, depending on the frequency a vehicle is

in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or

more times per month on average; while a 1 would be assigned to a

vehicle in the shop an average of once every three months or less.

Point Ranges Condition Rating Condition Description

Under 18 points Condition I Excellent

18–22 points Condition II Good

23–27 points Condition III Consider Replacement

28 points or higher Condition IV Immediate Replacement


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Apparatus Maintenance & Replacement Planning Clearly, no piece of mechanical equipment or vehicle can be expected to last indefinitely. As apparatus age,

repairs tend to become more frequent and more complex. Parts may become more difficult to obtain, and

downtime for repair and maintenance increases. Given that fire protection, EMS, and other emergencies

are so critical to a community, downtime is one of the most frequently identified reasons for apparatus

replacement. Because of the expense of fire apparatus, most communities develop replacement plans. To

enable such planning, fire departments often turn to the accepted practice of establishing a life-cycle for

apparatus that results in an anticipated replacement date for each vehicle.

RSFD uses a similar approach in identifying vehicle replacement dates and estimated replacement costs.

Each apparatus was evaluated, and a point score applied in each of the following six categories:

• Vehicle age (1 point per year)

• Mileage/Engine hours (1 point for every 10,000 miles/500 hours-whichever is greater)

• Type of use (light – 1 point, medium – 3 points, heavy – 5 points)

• Reliability (Shop hours ÷ age ÷ 30)

• Maintenance and Repair costs (20% of maintenance cost as a percentage of original price = 1 point)

• Overall Condition (1–5 grading scale, 1 point = excellent)

The points are then added together to determine an overall condition score for replacement purposes per

the following:

• Under 19 points: Excellent Condition

• 20–25 points: Good Condition

• 26–29 points: Qualifies for Replacement

• 30 points or greater: Needs immediate consideration for replacement

In 2018, RSFD previously identified a replacement schedule and estimated costs for replacement of front-

line engine and aerial apparatus. The following figure lists the approximate apparatus replacement costs

and anticipated replacement dates. Reserve apparatus (Engine 1 and Ladder 1) replacement dates were not

calculated.


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Figure 41: Estimated Replacement Schedule for RSFD Engines & Aerials

Apparatus Estimated

Replacement CostA Annual Cash

Requirements Life

Expectancy Replacement

Year

Engine 2 $850,958 $56,730 15 years 2028

Engine 3 $895,913 $59,727 20 years 2033

Truck 1 $1,975,575 $98,778 20 years 2036

Total $3,722,446 $215,208

AUsing a 3.1% rate of inflation.

ESCI noted that approximately $150,000 is currently set aside for apparatus replacement. This is

significantly short of what would be needed for the replacement of Engine 2 in 2028, as identified in the

preceding table. If $56,730 is set aside for the next eight years, and the $150,000 set aside balance is

applied, the Department will still have to identify approximately $250,000 of additional funds to replace the

engine.


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SERVICE DELIVERY & PERFORMANCE

ESCI analyzed the operational components of service delivery and performance from multiple perspectives,

including service demand, distribution, resource concentration and reliability, and response performance.

In order to provide the highest level of service to the citizens and visitors of the City of Rock Springs, the

sum of all these components must be effective and efficient. To achieve the highest level of service, it is

necessary for the department to have efficient notifications of incidents and rapid responses from

effectively located facilities, with appropriately typed apparatus, staffed with an adequate number of

properly trained personnel. This section will provide a current analysis of service delivery and response

performance in the RSFD’s service area.

Service Demand Analysis

Incident Type Analysis

In the service demand analysis, ESCI reviewed current and historical service demand by incident type and

temporal variation. GIS software provides a geographic display of demand. National Fire Incident Reporting

System (NFIRS) data provided by RSFD was utilized to illustrate the specific call types and volume increases

over the past three calendar years.

The following figures display RSFD’s historical and overall service demand for the previous four calendar

years and a breakdown by NFIRS incident category for incidents between January 2016 and December 2019

(study period). The incidents displayed in the following figure represent all incident types. For the purposes

of this analysis, NFIRS 200, 500, 600, 800, and 900 incident-types were combined into the “Other”

category.


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Figure 42: Rock Springs Fire Department Service Demand by Incident Type (2016–2019)

Overall, this demonstrates a slight increase in service demand, with an overall increase of 0.4% from 2016

through 2019. The following figure illustrates the service demand by incident type during the study period.

2016 2017 2018 2019

Alarm 223 195 167 176

EMS 1415 1574 1414 1419

Fire 45 58 60 52

MVC 147 153 104 145

Other 291 301 296 348

Total 2,121 2,281 2,041 2,140

0

500

1000

1500

2000

2500


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Figure 43: Rock Springs Fire Department Service Demand by Incident Type (2016–2019)

Over the course of the four-year study period, the percentages vary from a low of over two percent (2.5%)

for incidents typed as “Fire,” to a high of over 67 percent (67.8%) for EMS incident types. Clearly, the CAD

data indicates that EMS incidents comprise the highest percentage of service demand. This is similar to the

distribution by incident type found in many fire service organizations providing emergency medical

response.

Alarm8.9%

EMS67.8%

Fire2.5%

MVC6.4%

Other14.4%


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Temporal Analysis

It is also useful to evaluate service demand temporally in order to determine if there are specific trends

during certain periods where staffing can be modified to better fit the demand. The next figure

demonstrates service demand during the study period by month.

Figure 44: Rock Springs Fire Department Service Demand by Month of the Year (2016–2019)

Service demand varies throughout the year. July is the busiest month for RSFD, accounting for just under

ten percent (9.8%) of the total call volume over the course of the study period (845 incidents). February was

the slowest month accounting for just over seven percent (7.2%) of the total call volume (616 incidents).

The range between the busiest month and the slowest month is under three percent (2.7%).

The next figure continues the temporal analysis with an examination of service demand by day of the week.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%


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Figure 45: Rock Springs Fire Department Service Demand by Day of Week (2016–2019)

Unlike the service demand by month, the demand by day of the week remained relatively consistent. The

slightest variation occurs during the weekends when service demand decreases. This is not uncommon and

is expected as more activity occurs during the work week resulting from an increase in transient population

tied to the retail/commercial labor force. In general, more activity occurs during the work week.

Thursdays are the busiest day for RSFD and account for over 15 percent (15.5%) of the total call volume

over the course of the study period (1,334 incidents). Sundays are the slowest day accounting for 13 percent

(13.0%) of the total call volume (1,114 incidents). While demand varies from day to day, the percentage

range between the busiest and the slowest day is no more than two percent (2.6%).

The final temporal analysis of service demand examines service demand by the hour of the day.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%


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Figure 46: Rock Springs Fire Department Service Demand by Hour of the Day (2016–2019)

Analysis of service demand regarding specific times of the day revolves largely around the activities of the

general population, with workload increasing during daytime hours and decreasing during nighttime hours,

as illustrated in the preceding figure. Incident activity is at its highest between 9:00 a.m. and 7:00 p.m. Over

60 percent (60.8%) of Rock Springs calls for service occurred between these hours, which is to be expected.

The highest incident activity occurred at 1:00 p.m., with just over six percent (6.1%) of the total activity per

day (526 incidents). The slowest hour for activity occurred at 4:00 a.m., which accounted for slightly under

two percent (1.7%) of the days call activity (143 incidents).

It should be noted that while demand is lower in the early morning hours, fatal residential fires occur most

frequently late at night or in the early morning when occupants are sleeping. In a recent study, from 2014 to

2016, fatal residential fires were highest between 1:00 a.m. to 2:00 a.m. The 8-hour peak period (11 p.m. to

7 a.m.) accounted for 48 percent of fatal residential fires.20

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

Mid

nig

ht

01

02

03

04 05

06 07

08

09 10 11 12 13 14 15 16 17 18 19 20 21 22 23


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Geographical Analysis

In addition to the temporal analysis, it is useful to examine the geographic distribution of service demand.

Utilizing RSFD CAD data and GIS software, ESCI plotted incident locations showing the geographic service

demands for both fire and EMS incidents during the January 2016 to December 2019 study period

throughout the Department’s service area.

Incident Density

The next figure demonstrates the mathematical density of all incidents, summarized as incidents per

square mile.

Figure 47: Rock Springs Incident Density, All NFIRS Incident Types (2016–2019)

Service demand is mostly concentrated across the southern half of the Rock Springs service area, with the

greatest concentrations being west of Station 1, and west of Station 2. This area includes the city’s

downtown, which includes the conversion of old industrial buildings into multi-family dwellings. While both

fire and EMS incidents are included, a majority of the incidents displayed in the figure are EMS incidents.

As can be expected, areas of high incident density are typically linked to areas of higher population counts.


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Similar to the pattern displayed with all incidents, fire only incidents are centralized in the southern half of

Rock Springs. It is worth noting the development of a hot spot northwest of Fire Station 1. This area should

be monitored to see if it is isolated or continuing to worsen. Regardless of the distribution of fire incidents,

it is important to maintain an initial and effective fire response capability for the entire city response area.

The following figure illustrates incidents categorized as fires in the NFIRS data summarized as incidents per

square mile.

Figure 48: Rock Springs Incident Density, NFIRS 100 Incident Types (2016–2019)


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The next figure displays the distribution of EMS incidents.

Figure 49: Rock Springs Incident Density, NFIRS 300 Incident Types (2016–2019)

This hot spot map reinforces that EMS incidents are the primary driver of service demand in the

community. There are two primary areas of highest demand, which are adjacent to Fire Stations 1 and 2.

ESCI noted that these demand areas are either in or immediately adjacent to the highest population

densities in Rock Springs.


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Resource Distribution Analysis The distribution analysis presents an overview of the current distribution of RSFD resources within the Rock

Springs service area.

ISO Distribution

The Insurance Services Office, Inc. (ISO©), a subsidiary of Verisk Analytics, is a national data analytics

provider that evaluates fire protection for communities across the country. ISO assesses fire protection

through the use of a proprietary Fire Suppression Rating Schedule (FSRS) that details specific requirements

for each of four major categories—emergency communications, fire department, water supply, and

community risk reduction.

Following an on-site evaluation, ISO assigns a Public Protection Classification (PPC®) rating using a scale of

1 to 10, with Class 1 representing the highest degree of fire protection and Class 10 designating a fire

protection program that does not meet ISO’s minimum criteria. According to a recent report, the ISO’s

Public Protection Classification program, or PPC, “is a proven and reliable predictor of future fire losses.” All

other factors equal, commercial property insurance rates are expected to be lower in areas with lower

(better) ISO PPC Class rating.

A community’s ISO rating is an important factor when considering fire station and apparatus concentration,

distribution, and deployment due to its effect on the cost of fire insurance for the residents and businesses.

To receive maximum credit for the station and apparatus distribution, ISO evaluates the percentage of the

community (contiguously built upon area) that is within specific distances of fire stations, central water

supply access (fire hydrants), engine/pumper companies, and aerial/ladder apparatus.

The first component of ISO distribution is the ability of a fire department to arrive on-scene equipped with

personnel, equipment, and water sufficient to safely and effectively mitigate a fire. To determine if a

structure is eligible to take advantage of the jurisdiction’s PPC rating (versus a PPC rating of 10 indicating

no fire protection), a service area of five road miles from the fire station is generally used.

ISO is concerned with the provision of fire suppression services in contiguously built upon areas only. The

maximum service area that a fire engine can effectively travel away from the facility to conduct fire

suppression operations is 1.5 road miles according to ISO guidelines.


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The following figure shows the five-mile ISO criteria.

Figure 50: ISO 5-Mile Travel Distance

The preceding figure illustrates the ISO 5-mile travel distance for the RSFD service area. With more than

96% of the service area’s street miles falling within 5 miles, most of the structures lie within the expected

standard and limits the number of structures that may encounter difficulty in obtaining affordable

insurance coverage.


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The next figure illustrates the ISO 1.5-mile travel distance for the RSFD service area. With only 35.1% of

streets falling within the 1.5-mile travel distance, a significant number of structures fall outside of the

expected standard.

Figure 51: ISO 1.5-Mile Engine Travel Distance


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The next figure illustrates the ISO 2.5-mile travel distance for the RSFD service area. This distance is

measured from those stations at which aerial ladder apparatus are located. With only 40% of the streets

falling within the 2.5-mile distance, a significant number of structures fall outside of the travel distance

standard.

Figure 52: ISO 2.5-Mile Aerial Ladder Truck Travel Distance


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NFPA Distribution

While ISO criteria are focused on fire suppression activities exclusively, NFPA standards establish

benchmarks for all areas of responsibility for a fire department. In this analysis, four- and eight-minute

travel time criteria are applied to each fire station. A four-minute travel time standard, derived from NFPA

1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical

Operations, and Special Operations to the Public by Career Fire Departments, was applied, as it is the

consensus standard for the initial arriving unit.

The eight-minute travel time is the established period of travel time for an initial alarm assignment,

meaning that all units needed to conduct fire suppression operations must arrive on-scene and commence

operations within that period of travel time. NFPA 1710 allows for organizations to establish benchmarks

based upon current performance, and establish benchmarks, or goals, for service delivery objectives.

However, the NFPA initial suppression arrival time benchmark for the first arriving fire apparatus is four

minutes or less 90 percent of the time, and eight minutes or less 90 percent of the time for the arrival of the

entire first alarm assignment. The following figure illustrates the projected travel times from Fire Station 1.

Figure 53: Projected 4-Minute & 8-Minute Travel Time from Fire Station 1


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The following figure illustrates the projected travel times from Fire Station 2.

Figure 54: Projected 4-Minute & 8-Minute Travel Times from Fire Station 2


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The following figure illustrates the projected travel times from Fire Station 3.

Figure 55: Projected 4-Minute & 8-Minute Travel Times from Fire Station 3

In addition, ESCI noted that Sweetwater County Fire District 1, Station 1 is located in the middle of the City.

While these resources are not currently deployed through auto-aid agreement to respond to incidents

within the City, the location of the station compelled ESCI to quantify travel times from this station as well.

The following figure illustrates these travel times.


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Figure 56: Projected 4-Minute & 8-Minute Travel Times from SWCFD1 Station 1

Projected Travel Time Discussion

In comparing the 4-minute travel response time from RSFD’s Station 1, and SWCFD1’s Station 1, ESCI

noted that the theoretical 4-minute response coverage area west of the freeway was much greater than the

4-minute response coverage from RSFD Station 1 as noted in Figure 53: Projected 4-Minute & 8-Minute

Travel Time from Fire Station 1.

ESCI noted that Sweetwater County Fire District #1 Station 1 resources are not automatically dispatched to

reported structure fires or other significant incidents in the City requiring rapid response and significant

resources, even though a 40-hour a week staffed station is located in the middle of the City. Conversely,

RSFD resources are not routinely dispatched to similar incidents in the District’s response area within a

reasonable response distance from an RSFD station. Instead, units from the neighboring jurisdiction must

be requested to respond to assist.

SWCFD1’s station is located where it could theoretically provide faster response into portions of the City

west of I-80, depending on the time of the call as the station is staffed only during the day, and relies on

paid-on-call personnel who have to respond from home or work.


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Workload & Response Reliability The reliability of response is impacted by the percentage of time that units are available to respond to

incidents when they occur. For example, if a unit is committed to incidents 30% of the time, if another

incident occurs in their first response zone during this time, other response units must travel from further

away to handle the incident. Additionally, when multiple incidents occur at the same time—also known as

concurrent calls—it strains fire department resources and affects its ability to muster additional resources

to respond to additional incidents.

Unit Hour Utilization

Unit hour utilization (UHU) is calculated by measuring the amount of time individual apparatus are

committed to an incident and dividing the result by the total number of hours in a year (8,760). This

measure quantifies the amount of time a unit is not available for response to additional incidents because it

is already committed to an incident.

While there are limited formal performance measures to use as a target measure, Henrico County (VA)

Division of Fire studied its EMS workload and developed a general commitment factor scale for the

department. 11 The next figure summarizes the results of the 2016 study as it relates to commitment

factors.

Figure 57: Commitment Factors as Developed by Henrico County Division of Fire, 201621

Factor Indication Description

16%–24% Ideal

Commitment Range

Personnel can maintain training requirements and physical fitness and can consistently achieve response time benchmarks. Units are available to the community more than 75% of the day.

25% System Stress

Community availability and unit sustainability are not questioned. First-due units are responding to their assigned community 75% of the time, and response benchmarks are rarely missed.

26%–29% Evaluation

Range

The community served will experience delayed incident responses. Just under 30% of the day, first-due ambulances are unavailable; thus, neighboring responders will likely exceed goals.

30% “Line in the

Sand”

Not Sustainable: Commitment Threshold—the community has less than a 70% chance of timely emergency service, and immediate relief is vital. Personnel assigned to units at or exceeding 0.3 may show signs of fatigue and burnout and may be at increased risk of errors. Required training and physical fitness sessions are not consistently completed.

The following figure illustrates the UHU for RSFD units in 2019, expressed as a percentage of the total hours

in the year. The number of responses and average time committed to each incident is displayed as well.


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Figure 58: Rock Springs Unit Hour Utilization (2019)

Unit Incident Count Average Time % UHU UHU

E1 92 0:28:06 0.2% 0.002

E2 654 0:27:24 1.7% 0.017

E3 593 0:28:20 1.6% 0.016

L1 694 0:30:59 2.0% 0.020

Incident Concurrency

Simultaneous—or concurrent—incidents can tax a fire department’s ability to summon sufficient resources

to respond to additional emergency incidents, resulting in extended response times from units located

outside of designated response zones and service areas.

In the following figure, ESCI examined the percentage of time RSFD resources were committed to more

than one incident at the same time during the study period.

Figure 59: Concurrent Incidents (2016–2019)

Concurrent Incidents Percentage

1 Incident 86.9%

2 Incidents 12.3%

3 or more Incidents 0.8%

Unit Hour Utilization & Concurrent Incident Discussion

The analysis of historical out of service times and concurrent incidents reveals that the primary assigned

units should be able to respond to a significant majority of incidents occurring in their response territories.

However, this analysis does not take into consideration other non-emergent department and operational

activities that can impact response readiness and response times. Examples of these activities include drills,

out of district training, administrative duties, vehicle maintenance and repairs, public education activities,

or fire inspections/code enforcement. The Department should continue to monitor UHU and the frequency

of concurrent calls in the future.

Response Time Performance Response time performance is perhaps the most publicly emphasized aspect of the quality of an emergency

services delivery system. Policymakers and citizens want to know how quickly they can expect to receive

emergency services. For policymakers and citizens to make informed decisions concerning response

performance, it is essential that jurisdictions record and report the various components of the jurisdiction’s

current response time performance.


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ESCI uses percentile measurements in analyzing response time performance. The use of percentile

measurements to assess the components of overall response time is considered an industry best practice,

as defined by the Center for Public Safety Excellence (CPSE), Standard of Cover document and the National

Fire Protection Association (NFPA) 1710: Standard for the Organization & Deployment of Fire Suppression

Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.

The “average” measure (also called the “mean”) is a commonly used descriptive statistic of a dataset. The

most important reason for not using the average for performance standards is that it may not accurately

reflect the performance for the entire dataset and may be skewed by outliers, especially in small datasets.

One extremely good or bad value can skew the average for the entire dataset.

The “median” measure is another acceptable method of analyzing performance. This method identifies the

value in the middle of a dataset and is not skewed as severely by data outliers.

Percentile measurements are a better measure of performance because they show that most of the dataset

has achieved a certain level of performance. The 90th percentile means that 10% of the values are greater

than the value stated, and all other data are at or below this level. This can be compared to the desired

performance objective to determine the degree of success in achieving the goal.

In reviewing this performance analysis, it is important to remember that each component is analyzed

individually, and then combined and analyzed as total response time. The response time continuum—the

interval between when the caller dials 911 and when assistance arrives—is comprised of several

components:

• Call Processing Time—the interval between when a dispatcher receives the call and the unit is

dispatched.

• Turnout Time—the time between unit notification of the incident and when it is responding.

• Travel Time—the interval between when the unit begins responding until it arrives on the scene.

• Response Time—a combination of turnout time and travel time. Commonly used to measure

response performance when the fire district does not have direct control over the PSAP and/or

dispatch center. It excludes the alarm-handling and call-processing time.

• Total Response Time—the interval between when the 911 call is answered until the dispatched unit

arrives on the scene. This is the true measure of response-time performance.


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Total response time is the amount of time a resident or business waits for resources to arrive at the scene of

an emergency beginning when they first placed a 911 call. This process begins for the fire department once

the communications center dispatches the appropriate unit. The NFPA standard for alarm handling and call

processing is derived from NFPA 1221: Standard for the Installation, Maintenance, and Use of Emergency

Services Communications Systems and provides for communication centers to have alarm handling times of

not more than 15 seconds, 90% of the time and not more than 20 seconds, 95% of the time. Additionally,

NFPA 1221 requires the processing of the call to occur within 64 seconds, 90% of the time for high-priority

incidents. Similarly, NFPA 1710 requires the call processing time to be 60 seconds or less, 90% of the time,

as does the Insurance Services Office (ISO). The following figure summarizes the NFPA 1710 response time

standards for a first arriving fire engine at a fire suppression incident.

Figure 60: NFPA 1710 Standards for Fire & EMS Responses

Response Interval NFPA/CFAI Recommendations

Call Processing 64 seconds or less, 90% of the time

EMS Incident Turnout Time 60 seconds or less, 90% of the time

Fire Incident Turnout Time 80 seconds or less, 90% of the time

Travel Time 240 seconds or less, 90% of the time

Tracking the individual components of response time enables jurisdictions to identify deficiencies and areas

for improvement. In addition, knowledge of current performance for the components listed in the

preceding figure is an essential element of developing response goals and standards that are relevant and

achievable. Fire service best practice documents recommend that fire jurisdictions monitor and report the

components of total response time.22

While RSFD does not meet all the NFPA 1710 response time performance goals, this does not infer that

RSFD is performing poorly. However, it is imperative that the fire department track its performance, which

can then be used to identify adjustments and corrective actions to improve response performance.


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Call Processing Time Performance

The call processing component includes the time interval from the point at which dispatch receives the call

to when the resources are dispatched to an incident. The following figure illustrates the call processing

performance for RSFD’s response area during the study period.

Figure 61: Rock Springs 90th Percentile Call Processing Time Performance (2016–2019)

As displayed in the preceding figure, SWCCC call processing time performance measured at the 90th

percentile for all incident types exceeds the 64-second benchmark by 3 minutes, 38 seconds. Examination

of the RSFD 2016 through 2019 data reveals that call processing time exceeded the benchmark in all

incident categories at the 90th percentile.

05:12

04:12

04:28

04:45

04:13

04:42

01:04

00:00 01:00 02:00 03:00 04:00 05:00 06:00

Other

Alarms

MVC

EMS

Fire

All Calls

Benchmark


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Turnout Time Performance

The turnout time component begins when emergency personnel are notified to respond by the dispatch

center and ends when the apparatus begins to respond. Turnout time is one area of the overall response

time that field personnel have at least some ability to control, given proper facilities that allow for rapid and

efficient movement of personnel.

The following figure illustrates RSFD’s 90th percentile turnout time performance for the first apparatus on-

scene at all incident types where a lights-and-siren response mode was used during the study period.

Figure 62: Rock Springs 90th Percentile Turnout Time Performance (2016–2019)

As seen in the previous figure, RSFD did not meet the NFPA 1710 60-second and 80-second benchmarks.

The highest turnout time was in the Other incident type category, followed by the Fire Incident type

category.

05:53

02:23

02:42

02:22

03:00

02:28

01:20

01:00

00:00 01:00 02:00 03:00 04:00 05:00 06:00

Other

Alarms

MVC

EMS

Fire

All Calls

Benchmark - Fires

Benchmark - EMS


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Travel Time Performance

Travel time begins when an apparatus leaves the station and stops when the apparatus reaches the scene

of an emergency. Travel time is one component of total response time that is rarely directly controllable by

fire department personnel. The existing road network, traffic congestion, intersections, construction, and

distance between stations all play crucial roles in travel time performance.

The following figure illustrates travel time performance for the first arriving engine company at the 90th

percentile throughout RSFD’s response area during the study period. Only incidents with a lights-and-siren

response were included in this analysis.

Figure 63: Rock Springs 90th Percentile First-Arriving Travel Time Performance (2016–2019)

As illustrated, the first-arriving engine company travel time performance for RSFD exceeds the NFPA 1710

benchmark of 4 minutes in all categories. RSFD exceeds the 4-minute benchmark for all calls combined by 3

minutes.

09:25

06:34

07:00

07:00

06:53

07:00

04:00

00:00 02:00 04:00 06:00 08:00 10:00

Other

Alarms

MVC

EMS

Fire

All Calls

Benchmark


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Turnout & Travel Response Time Performance

As previously discussed, the most utilized measure of fire department response is a combination of turnout

time and travel time, referred to as total response time or response performance. This is the time from

when fire personnel are notified of an incident by dispatch until the unit arrives on the scene. The following

figure illustrates the turnout and travel time emergency response performance for RSFD’s response area

during the study period. Only incidents with a lights-and-siren response were included in this analysis.

Figure 64: Rock Springs 90th Percentile Turnout & Travel Time Response Time Performance (2016–2019)

NFPA 1710 establishes a benchmark of 60 seconds for turnout time and 4 minutes for travel time, for a total

of 5 minutes (300 seconds) response time to EMS incidents. An additional 20 seconds is added to the

turnout time benchmark for fires, for a total response benchmark time of 5 minutes, 20 seconds (320

seconds). RSFD’s total response time exceeded the 5-minute benchmark in all categories. RSFD exceeds

the benchmark for all calls combined by nearly 3 minutes.

08:24

07:38

08:10

07:10

07:59

07:25

05:20

05:00

00:00 02:00 04:00 06:00 08:00 10:00

Other

Alarms

MVC

EMS

Fire

All Calls

Benchmark - Fire

Benchmark - EMS


91

Total Response Time Performance

Total response time performance is the time from when the 911 call is answered by dispatch until the first

apparatus arrives on the scene of the incident. Utilizing the total response time continuum from NFPA 1710,

the recommendation for total response time at the 90th percentile for fire incidents s is 6 minutes, 24

seconds, and 6 minutes, 4 seconds for EMS incidents

The next figure illustrates RSFD’s Total Response Time performance during the study period. For

illustrative purposes only the fire incident benchmark is noted.

Figure 65: Rock Springs Total Response Time Performance (2016–2019)

Again, as can be expected since RSFD exceeds the benchmarks in all analyzed components, total response

time performance exceeds the 6-minute benchmark in all categories. RSFD’s total response time is 8

minutes, 45 seconds for all calls combined at the 90th percentile, which exceeds the benchmark by 2

minutes, 21 seconds.

Response Time Performance Discussion A fire department’s response time performance is one of the foundational ways that internal and external

stakeholders measure overall service delivery performance. While it is recognized that there are aspects

beyond the fire department's control—call processing time or incident location, for example—there may be

ways in which overall response time performance can be improved.

11:30

08:52

08:08

08:34

09:14

08:45

6:24

00:00 02:00 04:00 06:00 08:00 10:00 12:00

Other

Alarms

MVC

EMS

Fire

All Calls

Benchmark


92

ESCI initially analyzed 7,647 records. However, after removing errant data (0:00 and missing timestamps),

the total count of incident records was 6,458, or slightly more than 15 percent (15.5%).

Any call processing time of 15 minutes (15:00) or greater were deemed outliers and removed from the call

processing performance analysis, which was approximately 2% of all incidents analyzed. In total, 1,304

(17%) were removed from either call processing or travel time analysis.

The call processing times appeared lengthy for all incident categories. However, ESCI was unable to

differentiate between non-emergent and emergent incidents based on caller interrogation. Incident

severity was deduced by noting if the units responded with lights-and-siren. This response time component

should be evaluated for specific circumstances only. In other words, evaluate call processing times for

critical situations, where rapid response times may make a difference in patient or incident outcomes.

Examples of these critical incident types include reported structure fires, cardiac arrest, possible heart

attacks and strokes, and high mechanism motor vehicle collisions.

ESCI also noted problems with the incident data provided, including missing time stamps on key

components of incident response times. For example, when reviewing concurrent incidents, 3% had to be

excluded due to missing dispatch times or missing unit available times. These are both required fields when

submitting NFIRS data to the State or U.S. Fire Administration, and likely result in additional review and

correction time by fire department or dispatch center staff. Fortunately, several third-party software

solutions can be integrated into dispatch RMS programs that can identify and correct common time entry

errors.

ESCI emphasizes the importance of establishing—and measuring against—response time standards and

targets. Once established, these standards can assist a department in continually assessing how well it is

providing service to the community, measure impacts on operational or deployment changes, identify

impacts of community demographical changes, and subsequently make informed decisions on adjusting

operations that serve the community in a cost-effective way. Examples of the time elements routinely

measured and reported include:

• Structure Fire Incident:

▪ First arriving engine company

▪ Arrival of full first alarm assignment (Effective Response Force)

• Emergency Medical Incident:

▪ First apparatus (medically equipped with AED) on the scene

▪ First Advanced Life Support (ALS) apparatus on the scene

• Hazardous Materials Incident:

▪ First apparatus on the scene

▪ Level A entry team assembled

• Technical Rescue:

▪ First apparatus on the scene


93

▪ Full Technician Entry Team arrival on the scene

Within each of these categories, the individual response time components should be quantified and

evaluated at the 90th percentile level.

ESCI has reviewed RSFD’s general response performance and believes the Department should work with

the community and the City Council in determining acceptable response time standards. This effort would

hopefully result in increased community engagement and Department transparency in reporting its

performance against these standards.


94

COMMUNITY RISK ANALYSIS

A credible community risk analysis should focus on the built-up environment within the response area

(buildings and improvements to property). Land use and zoning classifications should be consulted, along

with specific target hazard information, to analyze and classify community fire protection risk by

geographical area. This analysis considers:

• Population and population density

• Demographics

• Land use planning & zoning

• Hazardous substances and processes

Population demographics were discussed previously in this report. The City of Rock Springs’ 2012 Master

Plan: Today’s Plan for Tomorrow’s Future is heavily relied upon for major portions of this section of the

report. To avoid confusion, the City of Rock Springs’ 2012 Master Plan will be referred to as the City Master

Plan.

Land Use Planning & Zoning Title 15 of the Wyoming Statutes govern cities and towns, with Article 5 specifically authorizing these

communities to develop master plans. Wyoming Statute 15‐1‐504 provides in part: “The plan shall be made

for the general purpose of guiding and accomplishing a coordinated, adjusted and harmonious

development of the municipality which will best promote the general welfare as well as efficiency and

economy in the process of development.”

According to the current version of the City Master Plan, “some 48.5% of the parcels in the City Limits are

developed and 51.5% are not. If all of the vacant property within the City Limits were fully developable, the

City would be able to support double its current population without having to annex additional property.”

The City of Rock Springs, within the City planning and zoning function and City ordinances, has adopted

zoning that is intended to aid in wise and controlled development consistent with the City Master Plan. The

City Master Plan was published in 2013 and has been revised four times since then.

The growth and development experienced since the initial adoption of the City Master Plan are likely well

below planned levels due to previously optimistic population growth projections, which were not realized.

The following two figures define the City’s zoning categories, definitions, and zoned areas.


95

Figure 66: Rock Springs Zoning Classifications

Zone Zone Type Description

O-1 Open Space/Unclassified Lands appropriate for outdoor/open land nature or for a specific use has yet to be determined

R-E Rural Estates Planned Unit Development

Very low density single-family detached dwellings in subdivided areas of a semi-rural environment, particularly within City/County interface boundary

R-1 Low Density Residential Low density single-family detached dwellings and directly related complementary uses

R-2 Low Density Residential Low density single-family detached dwellings, accessory dwelling units, and directly related complementary uses

R-3 Medium Density Residential Low to moderate housing densities and directly related complementary uses

R-4 Medium Density Residential Medium density housing in multiple-family structures and directly related complementary uses

R-5 High Density Residential High density housing in multiple-family structures and directly related complementary uses

R-6 Manufactured Home Residential Provides for Manufactured and Mobile Homes. Primarily for Manufactured Home Subdivisions & Manufactured Home Parks

B-1 Neighborhood Business Local centers for convenient retail or service outlets which deal directly with the consumer for whom the goods or services are intended

B-2 Community Business Low intensity retail or service outlets which deal directly with the consumer for whom the goods or services are intended

B-3 Central Business District Commercial retail and service establishments with carefully integrated multiple-family residential, entertainment, and public parking facilities in the "downtown" sector of the City

B-R Business Residential Mixed use district allowing both business and residential land uses

I-1 Light Industrial Industrial, warehousing, and office facilities which do not cause adverse off-site environmental impacts

I-2 Heavy Industrial

Industries which, due to their operation, appearance, traffic generation, or emissions, would not be compatible with land uses in the Light Industrial Zone (I-l), but which, nevertheless, are necessary and desirable activities in the City

PUD Planned Unit Development Overlay

Any development having one or more principal uses or structures on a single parcel of ground or contiguous parcels; consisting of a harmonious selection of uses and groupings of buildings, parking areas, circulation and open spaces, and shall be designed as an integrated unit in such manner as to constitute a safe, efficient, & convenient urban area


96

Figure 67: City of Rock Springs Zoning Map

Industrial zoning generally parallels railroad right-of-way and surrounds the City of Rock Springs Municipal

Airport. These areas are typically where target hazards are located from a fire, hazardous materials, and

community economic loss perspective. Commercial zones generally act as a buffer between industrial and

residential areas, primarily in the downtown area. Pockets of high-density residential occupancies are

located adjacent to the industrial and commercial areas as well. These high-density residential occupancies

have the potential for high life risk in a fire or hazardous materials release situations.

In terms of fire station placement, agencies should avoid placing fire stations and other critical

infrastructure at “ground zero” of these high-risk targets. However, they should be located close enough for

a prompt response without requiring personnel at these critical resources from having to shelter in place.


97

The Rock Springs 2009 Emergency Operations Plan (currently being updated) categorizes the risks the City

faces as low, moderate, and high risk. These are further broken down (not necessarily in priority order) as

shown in the following figure:

Figure 68: Community Risk by Category

High Risk

Hazardous Materials Incident (fixed and/or transportation)

Transportation Incidents (crash, or system failure)

Severe Weather

Utility Failure

Pipeline Rupture

Land Shift (subsidence)

Moderate Risk

Terrorism (domestic, international, and/or eco)

Pandemic

Tornado

Wild Land Fire

Structure Fire

Low Risk

Earthquake

Civil Disorder

Drought


98

Hazardous Materials Buildings that have been identified as containing hazardous materials can create a dangerous environment

for the community as well as the firefighters during an uncontrolled release or fire. The use of special

equipment, protective clothing, detection equipment, and specialized training is necessary to successfully

and safely mitigate these types of incidents. The Emergency Planning and Community Right-to-Know Act

of 1986 (EPCRA), commonly known as SARA Title III requires that any location that has an amount of

hazardous chemical equal to or greater than the following limits must file and maintain information on

these chemicals with the local authorities, planning committees, and State Emergency Response

Commission.

• 10,000 pounds for hazardous chemicals; or

• The Threshold Planning Quantity (TPQ) for extremely hazardous substances (EHS).

According to the City Master Plan, there are 28 Tier II reporting facilities within the City of Rock Springs.

There are two primary hazardous materials (haz-mat) risks posed in communities; those at fixed sites,

which are most often known by the local fire department, and those in transit, most often unknown by the

local fire department.

RSFD is part of a statewide, regional response system, serving Region 4 and the southern portion of Region

5 in Sublette County. Those regions are depicted in the following figure.

Figure 69: Wyoming Haz-Mat Regions


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Fixed Haz-Mat Sites

The Sweetwater County Local Emergency Planning Commission (LEPC) meets quarterly to discuss plan

amendments, plan contingencies, and other haz-mat mitigation preparedness strategies. More frequent

meetings may also be in order with owners of fixed facilities to address specific concerns.

The following facilities and their hazards have been identified as hazardous materials target hazards in

Rock Springs.

Simplot Phosphates: Located just outside the City limits of Rock Springs on US Highway 430

approximately six miles south of Rock Springs, this plant generates fertilizer and agribusiness-related

products. The raw commodities it has on hand include Ammonia (atmospheric and high-pressure storage)

and molten Sulphur. These products are used to produce Sulfur Dioxide (SO2), Sulfur Trioxide (SO3), and

Phosphoric Acid. The final products of the processes used include Ammonium Nitrate (powder form). This

facility is not within City limits but is close enough to pose a hazard.

Homax Petroleum: Located at 505 D Street and 1781 Blairtown Connector Road, Rock Springs, WY. This

site contains diesel, gasoline, and other finished petroleum goods stored on site.

Haliburton: Located at 1801 Blairtown Connector Road, this site is closed; however, previously-stored

chemicals associated with oil and gas production, including up to 150 pounds of explosives and a

radiological source, make this more than a typical risk if a fire is reported here.

Schlumberger: Located at 2901 Yellowstone Road, this site is closed; however, previously-stored chemicals

associated with oil and gas production make this more than a typical risk if a fire is reported here.

Phillips 66: Located at 90 Foothill Boulevard, this facility contains bulk storage of gasoline and diesel. This

facility experienced a gasoline spill of 1,100 barrels in 2012, which was contained within the designated

containment area. This facility is not within the City limits but is close enough to pose a hazard.

Airgas: Located at 1895 Foothill Boulevard, this facility contains welding supplies. There are significant

quantities of liquid nitrogen and liquid oxygen stored on-site.

NORCO: Located at 1315 Elk Street, this facility contains industrial welding supplies of a similar nature to

Airgas.

RSFD has listed these sites as target hazards due to their actual or potential hazardous materials storage or

latency (in the case of closed facilities). The department recognizes that the prefire plans in place for these

facilities could be improved, including suppression crews training on scenario-based incident simulations at

these sites. As target hazards, building schematics and critical infrastructure for these facilities have been

obtained from the facility owners and relationships built with the on-site personnel (if still open and

operating) in the event of an emergency.


100

Highway Network

With a primary interstate commerce highway and heavy rail corridors transecting the City, the community

likely has substantial haz-mat products being transported within the footprint of the City on an hourly basis

with much of the community unaware. Indeed, a commodity flow study for highway commerce was

conducted in December 2017 by Sweetwater County at the following three waypoints:

• I-80 at Mile Post 66

• US-30 Mile Post 100

• US-191 Mile Post 5

The hazardous materials transporters counted during the three consecutive days of evaluation (12 hours

per day) are reflected in the following figure.

Figure 70: Haz-Mat Transporters-Highway Count

Location # of Haz-Mat Trucks Extrapolated Annual

Truck Traffic1

Interstate 80 321 77,682

US 30 129 31,218

US 191 94 22,748

The extrapolated numbers shown in the preceding figure are based only on the traffic counted during the

three-day period, and are intended only to illustrate the significant potential hazards related to over-the-

road transportation of hazardous materials. The evaluation also revealed, in general terms, that the

physical characteristics of the hazardous commodities being transported via the local highway network

primarily fell into two categories. For Interstate 80, almost 25% of the hazardous cargo hauled on Interstate

80 was placarded as gases, and over 44% was flammable liquids. The following figure summarizes the

hazards inventoried by hazard class.


101

Figure 71: Haz-Mat Transporters, Interstate 80 Highway Count

As shown in the following figure, the hazardous materials hauled on US 30 were similar to those hauled on

Interstate 80, where over one-third of the placarded hazards are gases, and almost 40% are flammable

liquids.

Figure 72: Haz-Mat Transporters, US 30 Highway Count

1.90%

24.91%

44.26%

1.94%4.33%

0.00%1.90%

9.33% 9.26%

2.20%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

1 2 3 4 5 6 7 8 9 unk

Placard Class

1.72%

33.66%

39.62%

10.36%

0.57%2.33%

0.58% 1.25% 1.14%

6.29%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

1 2 3 4 5 6 7 8 9 unk.

Placard Class

1: Explosives 2: Gases 3: Flammable liquids 4: Flammable solids 5: Oxidizing substances 7: Radioactive materials 8: Corrosive substances 9: Misc. hazard Unk.: Unidentified/Unknown



102

US 191 has a slightly different hazard profile, in that well over 50% of the placarded loads are flammable

liquids, and well over one-fourth of the placarded loads are flammable solids, as noted in the following

figure.

Figure 73: Haz-Mat Transporters, US 191 Highway Count

The remaining hazards surveyed on all three highways were well below ten percent of the remaining

hazards placarded. This is not to say that these are less hazardous. On the contrary, explosives are a very

low percentage of the total hazardous cargo hauled for each highway. Still, they are nonetheless significant

in their potential to wreak havoc on the highways and surrounding communities. In fact, low frequency

hazards often pose the highest consequence when an incident does occur.

These haz-mat risks are greatest in a community due to their unpredictability of where and when they may

be involved in a release. In the event of an incident, the type and quantity of the product(s) involved is often

initially unknown, and the topography, exposure potential, and weather often add complexity to accurately

sizing up the incident and efficiently deploying resources. The frequent hazardous haulers transiting the

highways increases the likelihood that two or more haz-mat haulers are involved in the same incident

where their combined cargoes make for an extremely dangerous combination.

Railroad Network

Union Pacific Railroad (UPRR) bisects Rock Springs. Historically, Rock Springs has had passenger and

freight trains stopping at separate depots within Rock Springs. This transportation network contributed

significantly to the growth in population, commercial business, and industry. Today, rail freight is the

primary rail activity in Rock Springs. Rail freight is also substantial throughout Wyoming, with the number

of rail cars originating in the state far exceeding the number of rail cars terminating here. This dichotomy is

shown in the following two figures.

1.04%3.22%

53.13%

28.76%

0.00% 1.04% 1.09%

7.43%

1.04%3.26%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

1 2 3 4 5 6 7 8 9 unk.

Placard Class



103

Figure 74: Number of UP Rail Cars Originating in Wyoming

Source: Union Pacific 2018 Fast Facts

Figure 75: Number of UP Rail Cars Terminating in Wyoming

Source: Union Pacific 2018 Fast Facts

While the number of freight cars originating in Wyoming is declining year-over-year (-32% between 2014–

2018), they continue to far outpace the inbound freight, which is increasing year-over-year (+213% between

2014–2018). These two figures reflect that most of the rail traffic comes from products sourced in Wyoming

and exported to other locations.

1,446,887

1,220,022

973,5721,028,463

986,546

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

2014 2015 2016 2017 2018

Nu

mb

er

of

Rai

l Car

s

9,96511,242 11,579

15,513

21,221

0

5,000

10,000

15,000

20,000

25,000

2014 2015 2016 2017 2018

Nu

mb

er

of

Rai

l Car

s


104

Rock Springs experiences significant inbound and outbound rail activity. A commodity flow study (CFS) was

conducted for Sweetwater, Uinta, and Lincoln Counties in 2014. While the numbers are not specific to Rock

Springs, it is reasonable to conclude that a plurality of the commodity observed and reported in the

Sweetwater County CFS traveled through Rock Springs.

Information about the specific commodities transiting the County is considered security-sensitive

information. However, general trends can be identified for planning purposes. The following figure reflects

the general hazards of the top twelve products shipped by rail in Sweetwater County, and the number of

rail car loads shipped.

Figure 76: Top Twelve General Rail Commodities Shipped in Sweetwater, 2014

General Hazard Rail Loads

Flammable Liquid (4) 22,274

Unspecified HM 11,155

Corrosive (3) 5,024




Corrosive (3) 1,872

Multi-hazard Liquid (3) 1,590

Multi-hazard Liquid (4) 1,327

Health (3) 1,107


Multi-hazard (4) 1,081

1 = Low hazard 2 = Moderate hazard 3 = Significant hazard 4 = Severe hazard

Hazardous cargo and chemicals are constantly transported through the City by rail. Some of the hazardous

goods being hauled are extremely dangerous if released. A hazardous materials incident in Rock Springs,

whether at a fixed facility, by truck, or by rail, is the most significant humanmade risk the City faces.

Regional Haz-Mat Response Resources

As noted previously in this report, the Department operates Regional Response Team 4, under the auspices

of the Wyoming Office of Homeland Security. RSFD has 34 members of its department that are certified

Hazardous Materials Technicians. The members train quarterly to maintain skills and review procedures.

The Team has a response trailer housed at the headquarters station, and works closely with the Wyoming

National Guard 84th Civil Support Team based in Cheyenne. This team provides sophisticated chemical

hazard analysis, containment, and mitigation resources to civil authorities and jurisdictions at a domestic

chemical, biological, radiological, or nuclear, also known as CBRN, incident site.


105

Other Built Environment Risks According to the City Master Plan, some areas of Rock Springs have fire flow limitations due to the existing

water system infrastructure. This requires close monitoring by building officials and the fire department of

proposed new development that might be impacted by these limitations. Building design, built-in fire

mitigation measures, or changes in construction methods may be required to stay within the fire flow

limitations. Additionally, the Rock Springs Water Master Plan contains recommended fire flows for use in

the design of future service areas. The City Master Plan strongly encourages the use of these recommended

fire flows when considering development proposals in these future service areas.

Occupancy type also factors into fireground strategy and tactics based on life risk, risks posed by building

contents, or risks posed by the building structure itself. The following figure reflects all commercial

buildings within Rock Springs, including their occupancy classification and examples of the types of

businesses they contain.

Figure 77: Rock Springs Commercial Occupancy Classifications

Occupancies by Type, Commercial Number Examples

Assembly (A occupancies) 129 Theaters, restaurants, churches, places of public assembly

Business (B occupancies) 373 Banks, storefronts, professional offices, clinics, showrooms, laundromats

Educational (E occupancies) 41 Daycare/preschool, public or private schools

Factory or Industrial (F occupancies) 46 Body shop, equipment repair, oilfield services, welding, and fabrication

High Hazard (H occupancies) 2 Flammable, pyrophoric, pose physical hazard

Institutional (I occupancies) 14 Treatment centers, group homes, assisted living centers

Mercantile (M occupancies) 81 Convenience and department stores, drug stores, home improvement, showrooms, supermarkets

Misc. (U occupancies) 34 Other

Residential (R occupancies) 70 Apartments, boarding homes, hotels, dormitories

Storage facilities (S occupancies) 9 Storage for combustible materials

The configuration of buildings and other real property improvements also significantly impact the fire

department’s ability to mitigate an emergency. Building height can impact evacuation of occupants, and

building setback requirements (especially combined with beautification efforts such as permanent planters,

terraced landscapes, or aesthetic trees) can negatively impact fire department access and operations. Both

building height and setback limitations can significantly impact the fire department’s ability to quickly and

effectively control a fire and rescue occupants.


106

The nexus between crew size and risk is discussed in the Staffing & Personnel section of this report.

However, it is important to recognize that a moderate risk is considered a two-story, 2,000 square foot

single family home with no basement and no exposures. RSFD does not have sufficient personnel on duty

on any given day—without mutual aid or automatic aid—to muster the staffing level required for a

moderate risk incident. This may result in the inability to simultaneously complete critical initial fire ground

tasks during the first few minutes during a significant emergency incident, which may slow fire suppression

and rescue efforts.


107

POPULATION & SERVICE DEMAND PROJECTIONS

Future emergency service demand, especially EMS incidents, is largely tied to changes to the service area

population, economic activity, and demographics. Analyzing historical population data can assist in

forecasting future service demand. ESCI used data from the U.S. Census Bureau and Wyoming Department

of Administration and Information Economic Analysis Division to assist in projecting future growth. The

following figure shows the historical population growth in Rock Springs.23

Figure 78: Historical Population Trends

As you can see, the City experienced a 19% percent increase in population between 2000 and 2010. The

overall annual average growth rate was 4% over this period. However, this average includes the over 20%

“spike” in population growth, which is likely the result of the influx of oil and mining extraction workers and

their families. Since then, the City’s population growth trend has slowed substantially (.13% annual average

growth), and even declined since 2014.24

-5%

0%

5%

10%

15%

20%

25%

0

5,000

10,000

15,000

20,000

25,000

1980 1990 2000 2010 2018

Historical Population Trend 1980-2018 % Change


108

According to the U.S. Census, the population estimate for Rock Springs was 23,082 (as of July 1, 2018). The

previous eight years (from the 2010 census to 2018) is reflected in the following figure.

Figure 79: Rock Springs Historical Population Estimates

Source: U.S. Census

Year Population Estimate Annual Change

2010 23,016 —

2011 23,340 1.39%

2012 23,923 2.44%

2013 24,089 0.69%

2014 23,976 -0.47%

2015 24,011 0.15%

2016 23,778 -0.98%

2017 23,373 -1.73%

2018 23,082 -1.26%

The historical population change between the 2010 U.S. Census and 2018 was sporadic, with three years of

modest growth, followed by no change or modest declines, year-over-year through 2018. In the eight years

following the 2010 U.S. Census, Rock Springs grew by a total of 66 people, or .29% over the most recent

eight years. This is consistent with the State of Wyoming as a whole, which saw a three-year population

decline of .2% of the state population during the last three years. According to the Cody Enterprise, “The

Census Bureau attributed much of the [decline in population] to improved labor markets in nearby states,

with Wyoming residents leaving for employment opportunities in Colorado, Utah, and Idaho.” The

population change between 2010 and 2018 for Rock Springs is graphically displayed in the following figure.

Figure 80: Annual Population Changes, 2010–1018

-2

-1.5

-1

-0.5

0

0.5

1

1.5

2

2.5

3

22,400

22,600

22,800

23,000

23,200

23,400

23,600

23,800

24,000

24,200

2010 2011 2012 2013 2014 2015 2016 2017 2018

Population Annual % Change


109

The Wyoming Department of Administration and Information Economic Analysis Division developed long-

range population projections for all counties and cities. The following figure displays the population

projection for Rock Springs for the next decade.

Figure 81: Future Population Growth Projections, 2020–2030

As you can see in the preceding figure, the Division projects that the City’s population will continue to

incrementally decline over the next decade.

Poverty is another population demographic that must be considered when projecting future service

demand, as those in poverty typically use EMS services more, and are at higher risk for fires. The following

figure summarizes the annual poverty levels in Sweetwater County since 2000.24

Figure 82: Sweetwater County Poverty Population, 2000–2017

21,800

22,000

22,200

22,400

22,600

22,800

23,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Rock Springs Population Forecast

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

Number of persons below poverty level Percentage of population in poverty


110

As you can see in the preceding figure, the poverty level has incrementally increased from its lowest point in

2008, with an average poverty rate of 8.3% over the entire 17-year time span, and an average rate of 8.7%

between 2008 and 2017. Of note, given the economic reliance on the oil, gas, and mining industries, the

regional economy is susceptible to “boom and bust” periods, resulting in transient increases in poverty

levels. As noted previously in this study, those suffering in poverty tend to use emergency services more

often than those who are more affluent.

Land Development Projections Residential and commercial land development are also significant drivers in placing increased demand on

emergency services. The City Master Plan 2019 update surveyed the available undeveloped land within the

existing City limits. Adjusting for existing infrastructure, topography, and undevelopable land, the Master

Plan calculated that 60% of the currently vacant land is available for commercial development, 70% for

residential development, and 30% for industrial development. Added together, the Plan predicted that the

City could absorb up to an additional 22,655 residents without annexing additional land. However, the plan

estimated that approximately 5,499 new residents would be added to the City’s population from 2012 to

2022.

ESCI noted there is little mention or consideration of potential impacts on fire department service levels in

the City Master Plan. Public safety impacts related to growth should be key considerations that are codified

in community master planning.

The 2019 City Master Plan update shows significant undeveloped available low-density residential land in

the west-northwest and south-southeast City areas. It also shows the availability of significant undeveloped

industrial zoned land in the southern City area. The City’s Planning Department predicts that undeveloped

property owned by the BLM and Andadarko north of Stagecoach Drive will be developed first.


111

Future Service-Demand Projections The next figure represents annual projected RSFD service demand from 2018 through 2028. ESCI utilized

two different methods to determine these estimates. The first entails projections at the low end, using the

overall incident increase from 2016–2019 (.04%), applied each year. The higher end uses the same formula,

but with a 4% annual increase. Likely, future service-demand increases will probably fall somewhere

between the two of these.

Figure 83: Projected Incident Demand, 2020–2030

It is important to note that the number of fires, alarms, and motor vehicle collisions are projected to remain

static over this timeframe. The largest increases, albeit slight, are projected to be in the EMS and Other

incident categories. Of course, if population decline trends continue, the call load may continue to remain

static, or may even slightly decrease during this period.

2,1

49

2,1

57

2,1

66

2,1

74

2,1

83

2,1

92

2,2

01

2,2

09

2,2

18

2,2

27

2,2

36

2,2

35

2,2

43

2,2

52

2,2

61

2,2

70

2,2

80

2,2

89

2,2

98

2,3

07

2,3

16

2,3

26

2,050

2,100

2,150

2,200

2,250

2,300

2,350

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030


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RECOMMENDED IMPROVEMENT GOALS

This Master Plan culminates in a series of recommendations based on the observations and analysis

previously discussed. These recommendations are grouped by specific timeframes to address, as it would

be impossible to address all of them simultaneously. Facilitating the adoption and implementation of many

of these recommendations will take significant time, resources, and commitment to implement. The

suggested timeframes are intended to introduce a realistic “blueprint” for implementation. However,

environmental conditions and circumstances may provide challenges or opportunities to address a

recommendation(s) outside of the timeframes identified here.

ESCI has grouped the recommendations into three implementation timeline categories: Short-Term (6

months–1 year), Mid-Term (1–3 years), and Long-Term (3–5 years), and estimated one-year costs are

included where appropriate.

Lastly, these recommendations are just that—recommendations. They are ESCI’s best effort in providing

guidance in addressing issues and deficiencies identified during the study period. City leaders hold the

ultimate authority in embracing, revising, or discounting the following guidance.

Short-Term Improvement Goals

Improvement Goal 1-A: Create a strategic plan for Rock Springs Fire-Rescue, spanning a three-to-five-year period as a follow-up to this Master Plan.

This Master Plan should be considered an initial step in charting a future course for the Department and

City in addressing future challenges. However, many of the issues and recommendations in this study will

take a “team effort” to address. Identifying the mission, vision, values, goals, and objectives of the

Department will be critical to ensuring everyone is pulling in the same direction in accomplishing future

goals.

Estimated Cost: $18,000 based on the typical cost for ESCI Strategic Plan development and facilitation.

The cost could be less if internal City or local resources are used.

Improvement Goal 1-B: Establish a code of ethics—or code of conduct.

Establishing a code of conduct—and holding employees accountable for their conduct—is critical to

maintaining the public’s confidence in their fire department, and employees’ confidence in their leadership.

This goal was included in the short-term timeframe, as it could be addressed immediately after the creation

of the Strategic Plan, which should identify the vision of the organization, and important values that could

help shape the creation of the Code of Ethics.

Improvement Goal 1-C: Review and revise policies and procedures as necessary on a three-year planning cycle.

This recommendation may be viewed as simply a “housekeeping” item. However, ensuring policies and

procedures are contemporary can help ensure business and operational practices are in line with best

practices, and consistent with local, state, and federal regulations, and fire service standards. Scheduling

periodic review on a three-year cycle should be achievable, despite having limited administrative resources.


113

Improvement Goal 1-D: Create a dedicated Training Chief position.

This is perhaps one of the most important recommendations in this study. Reliance on a designated Shift

Battalion Chief to administer the Department’s entire training program is inadequate. The Department

should hire or appoint a qualified Battalion/Division Chief level officer who administers and delivers fire and

EMS operations level training across all shifts and disciplines.

Estimated Cost: First year estimated costs are summarized in the following figure.

Figure 84: Training Chief Estimated Costs

Cost Item Estimated Amount

Starting Wage $76,980

Benefits $52,588

Medical Exam $400

Uniforms $600

Turnout Gear $4000

Communications Gear $1000

Miscellaneous $300

Total First Year Cost $135,868

Implementation Goal 1-E: Develop and implement a Post Incident Analysis (PIA) process.

All significant or complex incidents should be objectively analyzed and documented using a formal analysis

process to identify learning opportunities and necessary corrective actions.

Implementation Goal 1-F: Develop a Fire Facilities Capital Improvement Plan.

The survey of fire stations and training facilities identified programmatic and building envelope

deficiencies, all of which will require significant financial resources to address. The City should create a Fire

Facilities Capital Improvement Plan that identifies necessary repairs and improvements, sets aside funds to

pay for repairs, renovations, or improvements, and avoids the latent costs of deferred maintenance.

Implementation Goal 1-G: Conduct a comprehensive engineering and structural evaluation of the fire facilities.

A qualified outside engineering firm should be engaged to perform an evaluation of each fire station and

training facility. This should include determining the viability of upgrading and repairing the existing fire

stations, or the necessity of replacing them and the necessary features. Using the criteria identified in NFPA

1402: Standard on Facilities for Fire Training and Associated Props, the analysis should evaluate the stability,

viability, and suitability for continued use or recommend replacement. The analysis should also determine

options for upgrading the stations to be compliant with the Americans with Disabilities Act (ADA), as well

as modifications to add enough bathrooms and shower facilities to accommodate both genders.


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Improvement Goal 1-H: Develop Capital Apparatus and Equipment Replacement Plans.

The cost of replacing capital apparatus and equipment, including fire engines, aerial ladder trucks, portable

radios, self-contained breathing apparatus, and information technology equipment should be analyzed,

and planned for by establishing anticipated replacement dates, and routinely set aside funds sufficient to

replace the equipment consistent with the plan.

Improvement Goal 1-I: Proactively engage and support regional efforts to develop a sustainable and cohesive ground ambulance transport system.

It appears the current EMS delivery system throughout the County is fragmented and vulnerable to

becoming financially unsustainable. RSFD should ensure they are active participants in any future EMS

system planning process, and ensure it has resources and plans in place in the event the current ambulance

transport program ceases to function effectively.

Improvement Goal 1-J: Update Pre-Incident plans of target hazard occupancies, and include information in Department training activities.

Ensuring operations personnel have access to accurate target hazard information is a critical firefighter

safety issue. Training on these occupancies, which ideally include building familiarization “walk-throughs,”

should be implemented as well.

Improvement Goal 1-K: Establish an auto-aid agreement and response parameters between Sweetwater County Fire District #1 and RSFD.

Given the location of SCFD1’s headquarters station within the City limits, and each department’s limited

available on-duty resources at any given time, establishing an auto-aid agreement with response protocols

and minimum qualifications for responding personnel should be given high priority. Neither department

has enough available on-duty staff to meet NFPA 1710 requirements for fighting a structure fire, even if all

on-duty units were available to respond immediately. In addition, crews from each department should

periodically train together in multi-company drills to ensure fast and efficient fireground operations.

Improvement Goal 1-L: Adopt a social media use policy and increase social media usage.

Given the prevalence of social media usage in today’s fire service, along with many examples of

inappropriate use by employees across the country, establishing and enforcing a Department social media

policy should be initiated. In addition, RSFD should consider using additional platforms, such as Instagram®

and Twitter®, to communicate with the community.

Mid-Term Improvement Goals

Improvement Goal 2-A: Establish response time goals and expand the emergency operational analysis included in the annual report to include actual performance against these goals.

Establishing, analyzing, and periodically reporting response time performance is standard practice in

contemporary fire departments. It can help ensure the deployment of operations personnel is timely,

consistent throughout the operations division, and consistent with adopted response-time standards.


115

Improvement Goal 2-B: Establish a policy that prohibits working more than 72 consecutive hours.

To reduce the potential for workplace injury, accidents, or employee burnout, a policy should be adopted,

and procedures created, that prohibits operations personnel from working more than 72 consecutive hours

without at least a 12-hour break.

Improvement Goal 2-C: Continue to pursue state and federal grants.

Significant funds are available through the Assistance for Firefighters Grants (AFG), Staffing for Adequate

Fire and Emergency Response (SAFER) Grants, and Department of Homeland Security state pass-through

grants. Given RSFD’s unique regional specialized response program, it is well-positioned to access these

funds to support and enhance its emergency response programs.

Improvement Goal 2-D: Carefully monitor overtime expenditures.

The Department should monitor the spending of overtime used for minimum staffing assurance, and

develop mitigation strategies, which may include adding staff.

Improvement Goal 2-E: Acquire and implement an electronic fleet maintenance records management system.

An electronic fleet maintenance database management program would allow the City’s Fleet Division to

better track and archive fleet maintenance records. Ideally, the program would interface with RSFD’s RMS.

Improvement Goal 2-F: Ensure fire apparatus are maintained and repaired by qualified technicians.

The City should provide the support and funding to the Fleet Maintenance Division to ensure mechanics

who maintain fire apparatus are Emergency Vehicle Technician (EVT) and Automobile Service Excellence

(ASE) certified.

Improvement Goal 2-G: Maintain site-specific plans and training for industrial facilities required to file Tier II reports.

Target hazard occupancies that store hazardous materials in enough quantities or toxicity to require Tier II

reporting should be carefully pre-planned, with subsequent periodic “walk-throughs” and site-specific

training. This should be done via table-top exercises or, if possible, on-site exercises in coordination with

facility staff and site emergency response employees.

Improvement Goal 2-H: Amend the City’s Master Plan to include Fire Service Delivery considerations and needs.

During the next Master Plan update, the Fire Department should be consulted and included in the planning

effort to ensure future development impacts and related costs are given appropriate consideration, and

specifically codified in the City’s Master Plan document. This will help ensure the characteristics and

implementation of future growth appropriately address public safety needs, and occurs in a way that

ensures adequate fire and life safety services throughout the City.


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Long-Term Improvement Goals

Improvement Goal 3-A: Explore new revenue streams.

Given the inflationary factors influencing Department expenses, strong consideration should be given to

implementing the following new revenue sources:

• Fees for plan reviews, new construction inspections, annual fire code inspections, hazardous materials

responses, and stand-by services.

• Impact fees on new construction/development, for future capital expenditures.

• Non-ad valorem fee as a per parcel assessment for fire protection services.

Improvement Goal 3-B: Conduct a fire station location analysis.

ESCI noted that the area within the current city limits can absorb considerable residential and commercial

growth. When new development is being planned, the Department should proactively conduct a fire station

location analysis, using historical incident data, population growth projections, and growth management

planning concepts. Focus should be given to evaluating incident demand and response times to the densely

populated commercial and residential area south and west of I-80.

Improvement Goal 3-C: Participate in future Commodity Flow Studies

The Department should encourage, and subsequently participate in, an update to the regional rail

commodity flow study. If the regional approach is not possible, a City-specific rail commodity flow study

should be undertaken to fully understand and quantify the hazards and risks associated with the

transportation of goods through the City.

Improvement Goal 3-D: Implement a formal Community Risk Reduction Plan

The Department should leverage the Community Risk Assessment information included in this study to

develop customized mitigation strategies to address the local hazards identified, consistent with NFPA

1300: Standard on Community Risk Assessment and Community Risk Reduction Plan Development.


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CONCLUSION

The recommendations previously noted are the result of ESCI’s holistic evaluation of the Rock Springs Fire

Department. This “10,000-foot” level approach included honest input from various City staff, elected

officials, and Department members about the delivery of Fire Department services. Through these

conversations, ESCI learned the community holds the Fire Department in high regard, and Department

members are highly competent and professional.

ESCI hopes the information in this document will help guide the Fire Department and City in ensuring the

delivery of safe, effective, and efficient fire protection and life safety services well into the future. Doing so

will take a team approach with City leaders, as significant future investments in apparatus, facilities, and

personnel will be necessary. ESCI’s team stands ready to assist these future efforts as well.


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APPENDIX A: STAFF SURVEY RESULTS

The following is a summary of the survey that was sent to all RSFD staff. Twenty department members completed the survey. The percentages have been rounded. Survey Instructions: Emergency Services Consulting International (ESCI) is conducting a Master Plan study

for the Rock Springs Fire Department. As part of this study, we want to provide an opportunity for you to

confidentially share your thoughts and observations about the department and programs. The survey

should take less than 10 minutes to complete. You may also contact the ESCI Project Manager, Bill Boyd, at

360-305-1102 if you have any questions or wish to share additional information beyond any comments you

provide in the survey answers. Thank you for your participation!

Question 1: I feel adequately trained for fire suppression operations.

Level of Agreement Percentage of Respondents

Strongly Agree 25%

Agree 50%

Somewhat Agree 15%

Neither Agree or Disagree 5%

Somewhat Disagree 5%

Disagree 0%

Strongly Disagree 0%

Question 2: I feel adequately prepared for fire suppression operations.


Strongly Agree 10%

Agree 35%

Somewhat Agree 40%



Disagree 5%



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Question 3: I feel our training resources and facility are adequate for safe and effective training.


Strongly Agree 15%

Agree 20%

Somewhat Agree 50%



Disagree 15%


Question 4: Our fire stations are adequate for supporting our current mission, and are well maintained.


Strongly Agree 0%

Agree 10%

Somewhat Agree 20%



Disagree 25%


Question 5: Our officers and department culture pace my personnel safety above all else.


Strongly Agree 20%

Agree 50%

Somewhat Agree 20%



Disagree 0%



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Question 6: I feel adequately trained and prepared to evaluate and treat EMS patients.


Strongly Agree 40%

Agree 40%

Somewhat Agree 10%



Disagree 0%


Question 7: I feel we have excellent equipment to evaluate and treat EMS patients.


Strongly Agree 20%

Agree 65%

Somewhat Agree 15%



Disagree 0%


Question 8: I am familiar with the building layouts, special features, and special hazards of the target hazards in my community.


Strongly Agree 10%

Agree 45%

Somewhat Agree 0%



Disagree 0%



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Question 9: We always operate appropriately under the Incident Command System (ICS) on all significant emergency incidents.


Strongly Agree 10%

Agree 35%

Somewhat Agree 35%



Disagree 15%


Question 11: How long have you been with RSFD?

Years of Service Percentage of Respondents

Less than 1 year 0%

1–5 years 21%

5–10 years 21%

10–20 years 32%

20+ years 26%

Additional Comments Submitted:

Question 1: • With firefighting only comprising 5% of our operations, it has become the new high-risk: low-

frequency event for our department. I would like to see a re-focusing of our efforts to be proficient in

firefighting tasks.

• I do; not sure about these guys around 20 years who just talk about retirement and never do anything.

Not sure why we pay them to sit around all day and allow them to not complete their required tasks.

Last I checked, showing up to work doesn’t make you competent. But, they know how to complain.


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Question 2:

• We have old outdated equipment that is always needing worked on or replaced.

• Aging fleet of apparatus and equipment causes reliability concerns.

• Fleet is falling apart. Refurbishment is a waste of money. Truck 1 is too large to maneuver through the

city. Can’t do much if we don’t get to a call.

Question 3:

• The facilities are more than adequate. The policies and procedures for using those facilities are not

the most up to date concerning cancer prevention.

• Burn building is cracking and ready to fall apart, and we never get any new training resources. We

can’t even get speakers in the classroom that don’t have feedback, or have working computers in our

stations.

Question 4:

• Apparatus bays are cramped with the increasing size of apparatus and need for equipment storage.

Fire stations are outdated.

• We need to look at our station locations and response times to areas with heavy call volume, possibly

relocating for efficiency. Also, need much more room for equipment and apparatus storage.

• Many of the facilities lack the necessary updates to facilitate our job tasks. Computers and MDTs, as

well as programming to run on those computers, are the biggest problems.

• What maintenance? Chief’s big reno (sic) of HQ won’t even meet the new standards and guidelines

required of fire stations. But, we’ll have a female bathroom for the cost of a new hours (sic). Still

working out in carcinogens; still no fresh air dampers at doorways. Now, we’ll get to wash our station

clothes in those carcinogens as well! Maybe while drying my clothes, the diesel exhaust can bake into

my uniform. When somebody has never lived as a career firefighter, it makes it difficult to understand

the conditions, I guess. On top of that, our people are just gross, and don’t take care of what we do

have.

Question 5:

• Depends on the Crew and Captain for the day.

• Good to see an EAP, but we should have had it years ago. Nothing mind-blowing by it, common

practice everywhere else in the nation.

Question 6:

• I am not currently a certified EMT, but with the crew I run with, I feel more than comfortable that the

patient Is in good hands.

• I feel strong in my EMS knowledge base.

• I was probably better trained when I studied for the recertification test. Not sure why ACLS is taught.

We could just fill out the paperwork based on what we do for it, and call it a day.


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Question 7:

• Maybe just need to update our kits as they have stayed basically the same forever. Can definitely

remove some items and add others.

Question 8:

• There are areas I still don't have the best knowledge of.

• I have a good base of knowledge; however, with changing occupancy, it can be challenging to keep up

to date.

Question 9:

• We understand the ICS system very well. Implementing it is different from crew to crew.

Question 10:

• Just over 2 years now. But one of those years from June 2018–2019.


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APPENDIX B: TABLE OF FIGURES

Figure 1: Rock Springs Population, 2010–20181 ............................................................................................. 1

Figure 2: Rock Springs Population Density .................................................................................................... 2

Figure 3: Rock Springs Major Job Sectors, 2017 ............................................................................................. 3

Figure 4: Select Rock Springs Demographics ................................................................................................ 4

Figure 5: Socio-Economic Health & Ethnic Factors ........................................................................................ 5

Figure 6: RSFR Organizational Chart (2018) .................................................................................................. 7

Figure 7: RSFD Study Area Map .................................................................................................................... 8

Figure 8: Training Type & Frequency ............................................................................................................ 15

Figure 9: Master Training Schedule, January 2020 ....................................................................................... 17

Figure 10: RSFD Training Facility................................................................................................................. 19

Figure 11: Career Operations Staff Positions ............................................................................................... 34

Figure 12: Theoretical Relief Factor Calculation (2018) ................................................................................ 34

Figure 13: RSFD Calculated Operational Staff Shortage/Overage ................................................................35

Figure 14: RSFD Staff Salaries, 2019 ............................................................................................................35

Figure 15: Uniformed Employee Benefits Provided ..................................................................................... 36

Figure 16: Operations Staff Work Schedule at the Districts .......................................................................... 37

Figure 17: Commercial Driver Rules for Work Hours .................................................................................... 38

Figure 18: Sample Critical Task Staffing Need Based on Level of Risk ......................................................... 41

Figure 19: Comparison of FY 2019 Actual Police & Fire Department vs. Other GF Department Expense ..... 44

Figure 20: Historical Comparison of Fire Department to Police & Other GF Department Expense (FY 2013–2019 Actual, FY 2020 Adopted) ........................................................................................................... 45

Figure 21: Rock Springs Fire Department Expenses (FY 2013–2019 Actual; 2020 Adopted) ........................ 47

Figure 22: Relationship of Recurring to Non-Recurring Expenses (FY 2013–2019 Actual; FY 2020 Adopted) 47

Figure 23: Relationship of Major Expenditure Categories to total Expense (FY 2013–2019 Actual; FY 2020 Budget) ............................................................................................................................................... 48

Figure 24: Personnel Services Cost Breakdown (FY 2013–2019 Actual; FY 2020 budget) ............................ 49

Figure 25: Total Materials and Services Cost vs. Major Components (FY 2013–2019 Actual; 2020 Budget) 50

Figure 26: Rock Springs FD Capital Expenses by Category (FY 2013–2019 Actual; FY 2020 Adopted) ......... 50

Figure 27: Rock Springs Fire Department Expenditure Forecast Assumptions (FY 2021–2025 Forecast) ...... 51

Figure 28: Rock Springs Fire Department Historical Overtime Expense (FY 2013–2019 Actual; FY 2020 Adopted) ............................................................................................................................................. 52

Figure 29: Rock Springs Fire Department Total Benefits Cost vs. Retirement/Health Insurance Expense (FY 2013–2019 Actual; FY 2020 Adopted) .................................................................................................. 52


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Figure 30: Rock Springs Fire Department Expenditure Forecast (FY 2019 Actual–FY 2025 Forecast) ...........53

Figure 31: Relationship of Recurring/Non-Recurring Expense and Transfer to Reserve ............................... 54

(FY 2019 Actual–FY 2025 Forecast) ............................................................................................................. 54

Figure 32: Criteria Utilized to Determine Fire Station Condition ................................................................. 56

Figure 33: RSFD Fire Station 1 (Headquarters).............................................................................................. 57

Figure 34: RSFD Fire Station 2 ..................................................................................................................... 58

Figure 35: RSFD Fire Station 3 ..................................................................................................................... 59

Figure 36: Summary of the RSFD Fire Stations Capacities ........................................................................... 60

Figure 37: Rock Springs Fire-Rescue Frontline Apparatus Inventory (2020) ................................................. 61

Figure 38: Current Mileage & Age of RSFD Engines & Aerials (2020) ........................................................... 61

Figure 39: Special Operations & Support Vehicles (2020) ............................................................................ 62

Figure 40: Example Criteria & Method for Determining Apparatus Replacement........................................ 63

Figure 41: Estimated Replacement Schedule for RSFD Engines & Aerials ................................................... 65

Figure 42: Rock Springs Fire Department Service Demand by Incident Type (2016–2019) .......................... 67

Figure 43: Rock Springs Fire Department Service Demand by Incident Type (2016–2019) .......................... 68

Figure 44: Rock Springs Fire Department Service Demand by Month of the Year (2016–2019) ................... 69

Figure 45: Rock Springs Fire Department Service Demand by Day of Week (2016–2019) .............................70

Figure 46: Rock Springs Fire Department Service Demand by Hour of the Day (2016–2019) ........................ 71

Figure 47: Rock Springs Incident Density, All NFIRS Incident Types (2016–2019) .........................................72

Figure 48: Rock Springs Incident Density, NFIRS 100 Incident Types (2016–2019) ....................................... 73

Figure 49: Rock Springs Incident Density, NFIRS 300 Incident Types (2016–2019) ...................................... 74

Figure 50: ISO 5-Mile Travel Distance .......................................................................................................... 76

Figure 51: ISO 1.5-Mile Engine Travel Distance ............................................................................................ 77

Figure 52: ISO 2.5-Mile Aerial Ladder Truck Travel Distance ........................................................................78

Figure 53: Projected 4-Minute & 8-Minute Travel Time from Fire Station 1 ................................................. 79

Figure 54: Projected 4-Minute & 8-Minute Travel Times from Fire Station 2 ............................................... 80

Figure 55: Projected 4-Minute & 8-Minute Travel Times from Fire Station 3 ............................................... 81

Figure 56: Projected 4-Minute & 8-Minute Travel Times from SWCFD1 Station 1 ....................................... 82

Figure 57: Commitment Factors as Developed by Henrico County Division of Fire, 2016 ............................ 83

Figure 58: Rock Springs Unit Hour Utilization (2019) ................................................................................... 84

Figure 59: Concurrent Incidents (2016–2019) .............................................................................................. 84

Figure 60: NFPA 1710 Standards for Fire & EMS Responses ........................................................................ 86

Figure 61: Rock Springs 90th Percentile Call Processing Time Performance (2016–2019) .............................87


126

Figure 62: Rock Springs 90th Percentile Turnout Time Performance (2016–2019) ....................................... 88

Figure 63: Rock Springs 90th Percentile First-Arriving Travel Time Performance (2016–2019) ..................... 89

Figure 64: Rock Springs 90th Percentile Turnout & Travel Time Response Time Performance (2016–2019) 90

Figure 65: Rock Springs Total Response Time Performance (2016–2019) ................................................... 91

Figure 66: Rock Springs Zoning Classifications ........................................................................................... 95

Figure 67: City of Rock Springs Zoning Map ................................................................................................ 96

Figure 68: Community Risk by Category ..................................................................................................... 97

Figure 69: Wyoming Haz-Mat Regions ........................................................................................................ 98

Figure 70: Haz-Mat Transporters-Highway Count ..................................................................................... 100

Figure 71: Haz-Mat Transporters, Interstate 80 Highway Count ................................................................. 101

Figure 72: Haz-Mat Transporters, US 30 Highway Count ............................................................................ 101

Figure 73: Haz-Mat Transporters, US 191 Highway Count ......................................................................... 102

Figure 74: Number of UP Rail Cars Originating in Wyoming ....................................................................... 103

Figure 75: Number of UP Rail Cars Terminating in Wyoming ...................................................................... 103

Figure 76: Top Twelve General Rail Commodities Shipped in Sweetwater, 2014 ....................................... 104

Figure 77: Rock Springs Commercial Occupancy Classifications ................................................................. 105

Figure 78: Historical Population Trends ...................................................................................................... 107

Figure 79: Rock Springs Historical Population Estimates ........................................................................... 108

Figure 80: Annual Population Changes, 2010–1018 ................................................................................... 108

Figure 81: Future Population Growth Projections, 2020–2030 ................................................................... 109

Figure 82: Sweetwater County Poverty Population, 2000–2017 ................................................................ 109

Figure 83: Projected Incident Demand, 2020–2030 .................................................................................... 111

Figure 84: Training Chief Estimated Costs ................................................................................................. 113


127

APPENDIX C: REFERENCES

1 U.S. Census Quick Facts.

2 Explore Wyoming website.

3 U.S. Census American FactFinder.

4 2019–2020 City of Rock Springs Final Budget.

5 U.S. Department of Labor-Bureau of Labor Statistics.

6 United States Census Bureau, Quick Facts, 2018.

7 Serving immigrant and refugee populations, National Fire Protection Association, 2017.

8 Insurance Services Office, Public Protection Classification Program.

9 Wyoming Department of Health.

10 Final Report-Assessment of Emergency Medical Services in Sweetwater County, Wyoming, Safetech Solutions, December 2015.

11 Sundance Times, January 23, 2020.

12 Respiratory Protection Standard 29 CFR 1910.134; Occupational Health & Safety Administration.

13 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency

Medical Operations, to the Public by Career Fire Departments; National Fire Protection Association.

14 Recommendations for Improving the Recruiting & Hiring of Los Angeles Firefighters, Rand Corp., 2015.

15 Chicago Sun Times, October 31, 2016.

16 349 Code of Federal Register 395.1-5.

17 This approach focuses on financial transactions or events of the period, typically the current fiscal year, that have increased or decreased the resources available to offset expenditures in the near-term.

18 Accounting method which recognizes revenues at the time they are earned to the extent they are collectible within the period or soon enough afterwards. Under this method, debt service payments and specific accrued liabilities are recognized as expenditures at the time payment is due and they are liquidated with expendable available financial resources.

19 NFPA 1901: Standard for Automotive Fire Apparatus; Section D.3.

20 Fatal Fires in Residential Buildings (2014–2016), Topical Fire report Series Volume 19, Issue 1/June 2018, U.S. Department of Homeland Security, U.S. Fire Administration, National Fire Data Center.


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21 How Busy Is Busy? Fire Engineering, Vol. 169, Issue 5.

22 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency

Medical Operations, to the Public by Career Fire Departments; National Fire Protection Association.

23 U.S. Census Bureau, Annual Estimates of the Resident Population, 2018. 24 City of Rock Springs, Volume III, Wyoming State Profile, August, 2019.

3/1/2020 to 3/1/2019 to 3/1/2018 to 3/1/2017 to 3/1/2016 to 3/1/2015 to Apr-20 3/31/2020 2/28/2020 2/28/2019 2/28/2018 2/28/2017 2/29/2016

Balance from Prior Period 3,111,289.50 2,897,345.25 2,458,132.72 2,524,849.00 1,629,655.78 1,884,139.80 1,952,443.35

RevenuesCity Premiums 370,601.59 365,472.03 4,009,440.28 3,904,546.49 3,846,853.99 3,578,404.61 3,653,243.80 BCBS Refunds - - - - - - - COBRA Premiums - - 8,163.52 7,017.71 563.66 1,571.57 10,074.56 Misc. Reimbursements - - - - 3,369.99 - - Stop Loss Pmts 32,444.47 134,961.62 739,411.08 395,875.03 538,870.55 471,524.16 289,962.95 Interest on Acct 1,004.55 1,302.54 16,099.09 10,783.39 3,819.43 2,913.98 2,464.91 Interest on Cert - - - - 4,900.00 4,913.42 4,900.00 Transfer from Cert/CB Acct - - - - - - -

Total 404,050.61 501,736.19 4,773,113.97 4,318,222.62 4,398,377.62 4,059,327.74 3,960,646.22

ExpensesAdministration 152,679.90 86,397.13 811,557.15 909,580.81 751,591.31 678,246.88 606,107.94 Premiums to vendors 2,787.68 2,775.05 31,854.63 - - - - Claims 181,969.78 198,619.76 3,490,489.66 3,475,358.09 2,751,593.09 3,635,564.88 3,422,841.83 Contribution to City - Employee Share - - - - - - -

Total 337,437.36 287,791.94 4,333,901.44 4,384,938.90 3,503,184.40 4,313,811.76 4,028,949.77

Transfer to/from Reserves - - - - - - - Transfer to Certificate - - - - - - - Balance 3,177,902.75 3,111,289.50 2,897,345.25 2,458,132.72 2,524,849.00 1,629,655.78 1,884,139.80

Reserve 1,400,000.00 1,400,000.00 1,400,000.00 1,400,000.00 1,400,000.00 1,400,000.00 1,400,000.00

Health Insurance FundApril 30, 2020

Rx Wyo

Date Comprehensive Dental Vision Drug Rebate Total3/4/2020 24,768.81 2,360.15 - 7,162.85 - 34,291.81

3/11/2020 22,620.59 4,839.46 - 15,435.61 - 42,895.66 3/18/2020 50,610.59 4,068.13 - 11,636.92 - 66,315.64 3/25/2020 48,344.32 1,923.51 - 4,848.82 - 55,116.65

4/1/2020 24,347.85 3,321.20 - 3,200.86 (35,483.03) (4,613.12) 4/8/2020 41,505.37 2,250.01 14,327.38 - 58,082.76

4/15/2020 50,489.11 1,398.54 - 9,695.42 - 61,583.07 4/22/2020 13,893.01 406.50 - 6,022.45 - 20,321.96 4/29/2020 30,435.88 1,056.40 - 15,102.83 - 46,595.11

5/6/2020 - 5/13/2020 - 5/20/2020 - 5/27/2020 -

6/3/2020 - 6/10/2020 - 6/17/2020 - 6/24/2020 -

7/1/2020 - 7/8/2020 -

7/15/2020 - 7/22/2020 - 7/29/2020 -

8/5/2020 - 8/12/2020 - 8/19/2020 - 8/26/2020 -

9/2/2020 - 9/9/2020 -

9/16/2020 - 9/23/2020 - 9/30/2020 - 10/7/2020 -

10/14/2020 - 10/21/2020 - 10/28/2020 -

11/4/2020 - 11/11/2020 - 11/18/2020 - 11/25/2020 -

12/2/2020 - 12/9/2020 -

12/16/2020 - 12/23/2020 - 12/30/2020 -

Total 307,015.53 21,623.90 0.00 87,433.14 -35,483.03 380,589.54

Health Insurance ClaimsFor the Period March 1, 2020 through December 31, 2020

Current MTD Actual YTD %Rec YTD Annual Budgeted YTD Budgeted % BudRevenues 4,151,916.55$ 28,994,888.18$ 79.37% 36,532,198.46$ 30,443,498.72$ 83.33%

Expenditures 2,225,030.92$ 27,506,059.19$ Encumbrances 2,822,364.16$ 59.81% 50,704,703.15$ 42,253,919.29$ 83.33%

Net Revenues Over Expend 1,926,885.63$ (1,333,535.17)$ (14,172,504.69)$ (11,810,420.58)$

Cash on Hand at month end 5,597,323.16$

General Fund InvestmentsMaturity

Date Rate

Commerce Bank 1,000,000.00$ 9/27/2021 2.49%Commerce Bank 1,000,000.00$ 10/29/2021 2.49%Uinta Bank 1,000,000.00$ 9/21/2020 1.90%1st Bank Division of Glacier 2,500,000.00$ 8/12/2021 1.85%1st Bank Division of Glacier 1,000,000.00$ 8/12/2021 1.85%Federal Home Ln Mtg 399,913.80$ 5/26/2023CDs Insured To FDIC Limits 924,516.82$ VariousPiper Jaffray Money Market 3,438,031.12$

Total Investments 11,262,461.74$

Cash Reserve Investments

CDs Insured To FDIC Limits - 1,385,634.73$ VariousSIGMA Money Market 8,110,200.59$

Total Cash & Investments in Cash Reserve 9,495,835.32$

-$

Total Pledged Collateral on City's Bank Accounts 60,569,677.88$

City of Rock SpringsGeneral Fund

Financial Report SummaryFor the Month Ending April 30, 2020

City of Rock SpringsBudget Revenue Report

To Date: 04/30/2020From Account:

To Account:Run Date: 05/15/2020

User: alex_visserReport by: Fund, Class

Segments YTD Budget Total Budget MTD Rev. YTD Rev. YTD Variance YTD % Total Variance Total %

110 : General Fund

Taxes : 3,054,500.00 3,054,500.00 803,071.78 3,380,227.30 -325,727.30 -10.66% -325,727.30 -10.66%

Licenses & Permits : 462,050.00 462,050.00 12,463.50 403,031.50 59,018.50 12.77% 59,018.50 12.77%

Miscellaneous Revenues : 1,377,725.66 1,377,725.66 336,036.31 1,818,730.93 -441,005.27 -32.01% -441,005.27 -32.01%

Intergovernmental Revenue : 28,565,610.74 28,565,610.74 1,702,873.53 20,814,643.07 7,750,967.67 27.13% 7,750,967.67 27.13%

Charges for Services : 1,503,172.06 1,503,172.06 226,376.31 1,075,839.67 427,332.39 28.43% 427,332.39 28.43%

Fines & Forfeitures : 338,000.00 338,000.00 14,311.50 320,432.81 17,567.19 5.20% 17,567.19 5.20%

Transfers : 1,231,140.00 1,231,140.00 1,056,783.62 1,181,982.90 49,157.10 3.99% 49,157.10 3.99%

SubTotal : 110 : General Fund 36,532,198.46 36,532,198.46 4,151,916.55 28,994,888.18 7,537,310.28 20.63% 7,537,310.28 20.63%

112 : Road Impact Fee Fund

Miscellaneous Revenues : 200.00 200.00 0.00 5,822.47 -5,622.47 -2,811.24% -5,622.47 -2,811.24%

Charges for Services : 100.00 100.00 0.00 0.00 100.00 100.00% 100.00 100.00%

SubTotal : 112 : Road Impact Fee Fund 300.00 300.00 0.00 5,822.47 -5,522.47 -1,840.82% -5,522.47 -1,840.82%

113 : Health Insurance Fund

Miscellaneous Revenues : 4,104,000.00 4,104,000.00 404,050.61 4,094,307.67 9,692.33 0.24% 9,692.33 0.24%

SubTotal : 113 : Health Insurance Fund 4,104,000.00 4,104,000.00 404,050.61 4,094,307.67 9,692.33 0.24% 9,692.33 0.24%

115 : Reserves For General Fund

Miscellaneous Revenues : 0.00 0.00 0.00 94,491.75 -94,491.75 0.00% -94,491.75 0.00%

Transfers : 1,045,000.00 1,045,000.00 0.00 0.00 1,045,000.00 100.00% 1,045,000.00 100.00%

SubTotal : 115 : Reserves For General Fund 1,045,000.00 1,045,000.00 0.00 94,491.75 950,508.25 90.96% 950,508.25 90.96%

130 : Sewer Fund

Miscellaneous Revenues : 85,890.00 85,890.00 6,724.22 128,754.85 -42,864.85 -49.91% -42,864.85 -49.91%

Intergovernmental Revenue : 100,209.64 100,209.64 52,259.05 52,331.37 47,878.27 47.78% 47,878.27 47.78%


SubTotal : 130 : Sewer Fund 4,912,099.64 4,912,099.64 541,444.08 4,677,368.22 234,731.42 4.78% 234,731.42 4.78%

135 : Sewer Depreciation Fund


SubTotal : 135 : Sewer Depreciation Fund 25,000.00 25,000.00 53,635.16 196,067.99 -171,067.99 -684.27% -171,067.99 -684.27%

150 : Water Fund



SubTotal : 150 : Water Fund 6,075,166.00 6,075,166.00 354,816.32 5,877,424.70 197,741.30 3.26% 197,741.30 3.26%

155 : Water Depreciation Fund

Transfers : 250,000.00 250,000.00 0.00 0.00 250,000.00 100.00% 250,000.00 100.00%

SubTotal : 155 : Water Depreciation Fund 250,000.00 250,000.00 0.00 0.00 250,000.00 100.00% 250,000.00 100.00%

PAGE 1

Segments YTD Budget Total Budget MTD Rev. YTD Rev. YTD Variance YTD % Total Variance Total %

215 : CAP Projects


SubTotal : 215 : CAP Projects 275,000.00 275,000.00 57,000.00 232,489.00 42,511.00 15.46% 42,511.00 15.46%

250 : Public Housing

Miscellaneous Revenues : 337,900.00 337,900.00 27,939.84 290,067.63 47,832.37 14.16% 47,832.37 14.16%


Transfers : 275,000.00 275,000.00 57,000.00 232,489.00 42,511.00 15.46% 42,511.00 15.46%

SubTotal : 250 : Public Housing 877,900.00 877,900.00 113,255.84 750,288.63 127,611.37 14.54% 127,611.37 14.54%

295 : Section 8 Vouchers Program

Miscellaneous Revenues : 150.00 150.00 57.37 578.62 -428.62 -285.75% -428.62 -285.75%


SubTotal : 295 : Section 8 Vouchers Program 382,650.00 382,650.00 25,436.37 268,492.62 114,157.38 29.83% 114,157.38 29.83%

550 : Combined Improvement District Fund

Special Assessments : 50.00 50.00 0.00 0.00 50.00 100.00% 50.00 100.00%

SubTotal : 550 : Combined Improvement District Fund 50.00 50.00 0.00 0.00 50.00 100.00% 50.00 100.00%

552 : Lid #109 Bond Fund


SubTotal : 552 : Lid #109 Bond Fund 50.00 50.00 0.00 0.00 50.00 100.00% 50.00 100.00%







Grand Total : 54,479,514.10 54,479,514.10 5,701,554.93 45,191,641.23 9,287,872.87 17.05% 9,287,872.87 17.05%

PAGE 2

City of Rock SpringsAuthorized Spending Report

To Date: 04/30/2020From Account:To Account:

Run Date: 05/15/2020User: alex_visser

Report by: Fund, Division

Segments YTD Budget Total Budget MTD Exp YTD Exp YTD PreEnc YTD Enc YTD Avai. YTD % Total Avai. Total %

110 : General Fund1101 : Mayor/Council 258,600.00 258,600.00 14,161.34 181,941.90 261.04 2,323.26 74,073.80 28.64% 74,073.80 28.64%

1102 : City Attorney 569,200.00 569,200.00 44,991.98 408,960.70 0.00 0.00 160,239.30 28.15% 160,239.30 28.15%

1103 : Finance/Administration 943,225.00 943,225.00 68,028.96 758,234.60 0.00 3,000.00 181,990.40 19.29% 181,990.40 19.29%

1104 : City Buildings 455,280.49 455,280.49 34,535.61 314,620.26 1,105.00 0.00 139,555.23 30.65% 139,555.23 30.65%

1105 : Municipal Court 392,800.00 392,800.00 29,683.00 315,807.41 0.00 0.00 76,992.59 19.60% 76,992.59 19.60%

1106 : Urban Renewal/Main Street 348,437.29 348,437.29 24,366.10 259,547.90 1,140.00 11,463.86 76,285.53 21.89% 76,285.53 21.89%

1107 : Information Technology 973,886.30 973,886.30 43,275.98 723,172.47 0.00 19,372.50 231,341.33 23.75% 231,341.33 23.75%

1201 : Police Department 9,709,104.26 9,709,104.26 590,490.72 7,076,774.47 7,846.33 257,413.21 2,367,070.25 24.38% 2,367,070.25 24.38%

1202 : Animal Control 411,431.43 411,431.43 25,295.54 330,643.23 144.00 45.31 80,598.89 19.59% 80,598.89 19.59%

1204 : Emergency Management 297,394.09 297,394.09 951.89 92,266.74 -322.50 6,632.32 198,817.53 66.85% 198,817.53 66.85%

1205 : Fire Department 5,919,071.47 5,919,071.47 399,648.60 4,508,613.87 0.00 5,620.87 1,404,836.73 23.73% 1,404,836.73 23.73%

1301 : Administration/Engineering 9,106,023.66 9,106,023.66 44,246.55 517,959.26 58,850.00 367,130.65 8,162,083.75 89.63% 8,162,083.75 89.63%

1303 : Street Department 7,368,560.31 7,368,560.31 162,474.08 2,992,155.68 0.00 1,381,729.29 2,994,675.34 40.64% 2,994,675.34 40.64%

1304 : Cemetery 784,500.22 784,500.22 66,833.24 452,805.31 0.00 176,622.59 155,072.32 19.77% 155,072.32 19.77%

1401 : Parks 1,516,147.67 1,516,147.67 72,953.45 965,337.30 2,500.00 193,192.30 355,118.07 23.42% 355,118.07 23.42%

1402 : Golf Course 1,969,405.19 1,969,405.19 100,718.42 1,386,766.48 0.00 176,203.60 406,435.11 20.64% 406,435.11 20.64%

1404 : Civic Center 1,419,648.00 1,419,648.00 94,970.37 1,047,881.58 1,419.39 26,930.40 343,416.63 24.19% 343,416.63 24.19%

1405 : Indoor Recreation Center 2,842,029.04 2,842,029.04 236,481.77 2,230,381.23 369.00 32,116.26 579,162.55 20.38% 579,162.55 20.38%

1501 : Non-Departmental 3,693,664.91 3,693,664.91 45,584.57 1,655,098.76 0.00 140,556.68 1,898,009.47 51.39% 1,898,009.47 51.39%

1901 : Public Services Administration/Planning 349,534.00 349,534.00 22,019.56 209,127.42 0.00 13,835.00 126,571.58 36.21% 126,571.58 36.21%

1902 : Building Inspections 440,250.00 440,250.00 34,218.73 350,882.74 0.00 0.00 89,367.26 20.30% 89,367.26 20.30%

1903 : Vehicle Maintenance 669,600.00 669,600.00 51,604.19 538,740.95 0.00 38.68 130,820.37 19.54% 130,820.37 19.54%

3401 : RS Historical Museum 266,909.82 266,909.82 17,496.27 188,338.93 25.00 8,137.38 70,408.51 26.38% 70,408.51 26.38%

SubTotal : 110 : General Fund 50,704,703.15 50,704,703.15 2,225,030.92 27,506,059.19 73,337.26 2,822,364.16 20,302,942.54 40.04% 20,302,942.54 40.04%

112 : Road Impact Fee Fund1702 : Capital Improvements Street Construction 20,000.00 20,000.00 0.00 0.00 0.00 0.00 20,000.00 100.00% 20,000.00 100.00%

SubTotal : 112 : Road Impact Fee Fund 20,000.00 20,000.00 0.00 0.00 0.00 0.00 20,000.00 100.00% 20,000.00 100.00%

PAGE 1


113 : Health Insurance Fund1801 : Health Insurance 4,471,000.00 4,471,000.00 337,462.59 3,583,274.17 0.00 20,000.00 867,725.83 19.41% 867,725.83 19.41%

SubTotal : 113 : Health Insurance Fund 4,471,000.00 4,471,000.00 337,462.59 3,583,274.17 0.00 20,000.00 867,725.83 19.41% 867,725.83 19.41%

115 : Reserves For General Fund1103 : Finance/Administration 1,046,640.00 1,046,640.00 1,046,640.00 1,046,640.00 0.00 0.00 0.00 0.00% 0.00 0.00%

SubTotal : 115 : Reserves For General Fund 1,046,640.00 1,046,640.00 1,046,640.00 1,046,640.00 0.00 0.00 0.00 0.00% 0.00 0.00%

120 : Governmental Capital Assets0000 : No Division 0.00 0.00 -19,036.31 -347,675.01 0.00 0.00 347,675.01 0.00% 347,675.01 0.00%

SubTotal : 120 : Governmental Capital Assets 0.00 0.00 -19,036.31 -347,675.01 0.00 0.00 347,675.01 0.00% 347,675.01 0.00%

130 : Sewer Fund1108 : Sewer/Water Administration 283,900.00 283,900.00 16,880.48 220,616.17 0.00 6,407.08 56,876.75 20.03% 56,876.75 20.03%

1601 : Wastewater Treatment Plant 7,223,168.55 7,223,168.55 215,679.28 2,924,224.43 0.00 47,661.16 4,251,282.96 58.86% 4,251,282.96 58.86%

SubTotal : 130 : Sewer Fund 7,507,068.55 7,507,068.55 232,559.76 3,144,840.60 0.00 54,068.24 4,308,159.71 57.39% 4,308,159.71 57.39%

135 : Sewer Depreciation Fund1601 : Wastewater Treatment Plant 0.00 0.00 0.00 1,747.95 0.00 0.00 -1,747.95 0.00% -1,747.95 0.00%

SubTotal : 135 : Sewer Depreciation Fund 0.00 0.00 0.00 1,747.95 0.00 0.00 -1,747.95 0.00% -1,747.95 0.00%

150 : Water Fund1108 : Sewer/Water Administration 4,074,200.00 4,074,200.00 169,607.10 2,788,015.77 0.00 6,407.10 1,279,777.13 31.41% 1,279,777.13 31.41%

3302 : Water Operations & Maintenance 10,756,003.40 10,756,003.40 157,422.15 1,352,512.70 0.00 3,017,796.67 6,385,694.03 59.37% 6,385,694.03 59.37%

SubTotal : 150 : Water Fund 14,830,203.40 14,830,203.40 327,029.25 4,140,528.47 0.00 3,024,203.77 7,665,471.16 51.69% 7,665,471.16 51.69%

215 : CAP Projects3525 : CAP Projects 275,000.00 275,000.00 57,000.00 232,489.00 0.00 0.00 42,511.00 15.46% 42,511.00 15.46%

SubTotal : 215 : CAP Projects 275,000.00 275,000.00 57,000.00 232,489.00 0.00 0.00 42,511.00 15.46% 42,511.00 15.46%

250 : Public Housing0000 : No Division 0.00 0.00 0.00 -10,640.18 0.00 0.00 10,640.18 0.00% 10,640.18 0.00%

3501 : Public Housing Administration 439,400.00 439,400.00 35,369.87 347,180.64 0.00 200.00 92,019.36 20.94% 92,019.36 20.94%

3502 : Public Housing Maintenance 445,755.36 445,755.36 87,359.24 356,999.63 0.00 8,371.02 80,384.71 18.03% 80,384.71 18.03%

SubTotal : 250 : Public Housing 885,155.36 885,155.36 122,729.11 693,540.09 0.00 8,571.02 183,044.25 20.68% 183,044.25 20.68%

PAGE 2


295 : Section 8 Vouchers Program3508 : Section 8 Vouchers Program 376,650.00 376,650.00 30,997.91 293,391.67 0.00 0.00 83,258.33 22.10% 83,258.33 22.10%

SubTotal : 295 : Section 8 Vouchers Program 376,650.00 376,650.00 30,997.91 293,391.67 0.00 0.00 83,258.33 22.10% 83,258.33 22.10%

Grand Total : 80,116,420.46 80,116,420.46 4,360,413.23 40,294,836.13 73,337.26 5,929,207.19 33,819,039.88 42.21% 33,819,039.88 42.21%

PAGE 3

Committee Main Street Board – Meeting Minutes

Date April 13, 2020 Via RING Meetings Time 5:00 p.m. Board President Maria Mortensen Meeting Attendees

Today’s Agenda Topics Action Points Assigned To

Call to Order at 5:00 pm by Maria Mortensen - Chairperson

Roll Call-Chad Banks, Maria Mortensen, Sue Lozier, Kevin Harper, Stacy Jones. Not Attending: Eric

Phillips, Mike Hulen, Gloria Hutton and Glennise Wendorff.

Approve Minutes – February minutes – There was no meeting in March. Kevin Harper moved for

approval, Stacy Jones second, passed unanimously.

Guests – N/A

Committee Reports

Arts and Culture Brown Bag Concert Series – Grant was approved, funding for all concerts, about ¾ booked. Starting in June.

Working on Alternative location to have in case Bank Court is not usable.

Murals –Have not done anything with Murals. We have stopped all fund raising and sponsors because of

Covid 19. The mural at First Security Bank will be torn down with the renovations but will be recreated by

Jenni Knezovich as a banner that we can place elsewhere

Art Underground – Since Where the Wild Things Are is cancelled, We will be redoing the Art.

Second Saturday – On hold - March 14th

, It was the week that we had the golf Tournament set up nothing

had really closed but the downtown was slow. Normally have 150-200 participants and there was around 20.

Asked the merchants to keep and will hold at a later date. Second Saturday has been put on hold.

Curb Side Challenge- Going really good – using URA funds for the gift cards.

Taco Fest – Postponed for now, look at rescheduling.

RS Pilot Community – April 21st.

Rock Springs, Gillette, Platte River, Saratoga is selected for this pilot

program. The meeting was good, will do three online and then they will come in June to finish up.

Business Development

First Security Bank – Asbestos Abatement is being done now. Signed contract with Architect and now the

process of going out to bid to do the work.

Downtown Visitor Guide – Jessica Evans is working on. Hoping to have it out in mid-June. In limbo at this

time.

Downtown First Awards – Will be doing Facebook live to announce the winners.

Main Street Mixer/Small Biz Happy Hour – April has been cancelled- Engagement from merchant page is

very active and the merchants are really engaged.

LGBTQ + Customers – Table until a later date.

Promotions

Holiday Update – Christmas Village tabled for now.

$20 on the 20th

– Still promoting. Going good.

Where the Wild Things Are – Postponed – Rebooked for 2022.

Website update- Up and Running, been blogging.

Gazebo – Done. The new planters will go out next month, one on each side of the gazebo.

Children’s Museum – Update – Jana Paster has spearheaded this project, Jana and the volunteers are working

hard to get it done. Hoping to have it done next month.

TA Grant – They are not doing a grant at this time. Will apply when they open it back up. We did get the

grant for the vertical garden. A man from Pinedale has the lease on it, he will come down and take care of it.

We need to find a place for it, maybe outside of the office. It will be a good example of how it works and what

can be done in our area. Have a small committee that can help.

Training Grant – $2000. Money was to use for GAMSA- Since not going - offer training to businesses, bring

in someone to help with ‘What do we do now’ – ‘How do we plan and come out stronger’? Someone that help

with the downtown business plan for the future, Chad is checking on a few professionals that could help with

this.

Adjourn Public Meeting at 5:20pm by Maria Mortensen – Chairperson

Call RSRF Meeting to Order at 5:20pm by Maria Mortensen

Approve Bills and Deposits for February and March and the minutes from February’ meeting– Sue

Lozier moved for approval, Kevin Harper second, passed unanimously. There was no meeting in

March.

Placemaking Grant – Powerbox wraps. 3 Boxes Downtown. Submitting a $2000 grant, this would allow us

to do 2 of them. Signature from the mayor and then get sent off. We would be able to do 2 boxes downtown.

Blues n’ Brews discussion – Committee met before Covid 19 and have not met since. There was some ideas,

VIP Passes, etc. YAP probably won’t be involved this year, they are falling apart. Amanda is the only one

involved and plans on helping. We don’t have the volunteers that they were able to get for pouring beer that

they handled. Limiting the length of the event – 12 – 10pm, most Brew fests are 2-8pm. The worry is getting

sponsor and the help that we need. Are people going to want to come? The fair is not doing their normal Fair,

they asked if we would be interested in having the Blues and Brews out there. Would we be interested in

this? There are a lot of pros and cons. Board was in agreement to explore the Events Complex for Blues and

Brews.

Other Business/Open Forum – N/A

Adjourn RSRF Meeting at 5:37 pm by Maria Mortensen - Chairperson

Next Meeting – Monday, May 11

www.rswy.net

Summer 2020

ROCK SPRINGSParks & Recreation Department

Activity Guide

1

“To enhance the quality of life in the City of Rock Springs.”

Parks & Recreation Staff Number

Robyn RasmussenFamily Recreation Center Superintendent

Mark Lyon Parks Superintendent

JJ SyvrudCivic Center Programs Superintendent

Grant YaklichGolf Course Superintendent

Aaron AllredGolf Professional

352-1440

352-1400

352-1420

352-1411

352-1415

Our Facilities

Civic CenterPrograms 410 N St. 352-1420

Climbing Wall

352-1420

Family Recreation Center

3900 Sweetwater Dr. 352-1440

Wataha Rec.ComplexNorth of

Rock Springs

Superintendent352-1411Pro Shop352-1415

Parks Division

352-1400

Dave LansangDirector of Parks & Recreation

Our Mission:

On behalf of all the staff in our Parks and Recreation Department, I urge you to enjoy the fun that Rock Springs has to offer this summer. Please takeadvantage of our wonderful city parks, either by reserving a gathering locationor just enjoying the outdoors. We have an exciting new offering this summer - Foot Golf at White Mountain Golf Course! This sport is a combination of golf and soccerand playing it is loads of fun! If that's not for you, play a regular round of golf and you’ll find our course to be among the best in the state. All summer long, our Civic Center Programs division will be offering events for everyone - from fun runs, to the kids’ fishing derby and Touch-A-Truck, to weekly concerts in the park. This year we also plan to have live music and more (at theWataha pavilion) leading up to the aerial fireworks show on July 4th! Have you taken your dog to our dog park recently? We now have a “small dog” area for yourlittle furry friends. And remember to help the children find our wading pools and splash pads on those warmsummer days – they are a great place to cool off! Yes - we will have something for everyone again this year inRock Springs. If indoor fun is needed, both the Civic Center and Family Rec Center will be waiting for you daily. All of these quality areas and offerings provide YOU, the citizen, with numerous QUALITY OF LIFE options thatare essential to a healthy lifestyle. We invite you to come out and participate in a wide range of activities providedby the four divisions that make up RS Parks & Recreation including the Parks Department, the Wataha RecreationArea/White Mountain Golf Course, Civic Center Programs, and the Family Rec Center. If you have a suggestion or need my personal assistance, please do not hesitate to contact me at any time. Itis our wish to give the community our very best because we are excited about Parks and Recreation – we take ourwork and patrons seriously – and we care deeply about our image as a department. Thank you!

Message from the Director:

Who’s Who in City Government

The Parks & Recreation Department provides a variety of facilities and services to all Rock Springsresidents and visitors through a system of four divisional operations, which consist of Parks, Civic

Center Programs, Family Recreation Center and Wataha Recreational Complex. If you should haveany concerns related to any of our services or facilities, please contact the specific division or the

department head with any concerns at:

Parks & Recreation Department Attn: Dave Lansang, Director

3900 Sweetwater Drive Rock Springs, WY 82901

[email protected]

Honorable Mayor - Tim Kaumo 352-1510

City Leadership Department Heads Parks & Rec. BoardKeaton West

Billy Shalata

Tim Savage

Rob Zotti

David Halter

Glennise Wendorf

Jeannie Demas

David Tate

Council meetings arethe first and thirdTuesdays of themonth in the RockSprings City HallCouncil Chambers.

Rick BeckwithCity Attorney Scott NelsonCity Court Judge Paul KauchichCity Engineer Dwane PachecoPolice Chief Jim WamsleyFire Chief Matt McBurnettAdministration Dave LansangParks & Recreation

352-1538

352-1550

352-1541

352-1581

352-1475

352-1500

352-1440

Bill Legerski Kim Taucher Mikayla Maes Joe Lison Darcie Punches-Mickelson Larron Moretti Melinda Gili

Parks & RecreationBoard meetings are thesecond Thursday of themonth in the RockSprings City Hall CouncilChambers.

2

PLEASE NOTE - DATES OF PROGRAMS & EVENTS LISTED

IN THIS GUIDE COULD POSSIBLY CHANGE OR BE MODIFIED

DUE TO COVID-19 RESTRICTIONS.

PLEASE CONFIRM DATES IN ADVANCE!

3

Living Memorial Donations are donations

made by individuals who wish to honor a

loved one by placement of a tree and a

memorial plaque in a City of Rock Springs

park, trail system, natural area or on City

owned property, areas of which would be

determined by the Parks and Recreation

Department staff. These donations are

installed, maintained and protected by the

City Parks Department.

For more information, contact Mark Lyon,

Parks Superintendent, by email at

[email protected].

This is a very unique and special way to honor

someone special while contributing to the

aesthetic beauty of our surrounding

environment, and providing our community

with much needed greenery.

1. Children under 7 must be accompanied by an adult.

2. Neither facility is responsible for lost or stolen items.

3. Food and drinks are only allowed in designated areas.

4. No running or horseplay allowed.

5. A daily fee or membership is required for admittance.

6. Please obey all other posted rules.

The City of Rock Springs is committed tosupporting and complying with the

Americans with Disabilities Act. If yourequire special assistance to participate in

our programs or to use our facilities, pleasebe sure to let us know!

The Rock Springs Parks & Recreation Departmentinvites all residents to come in and find out whatwe have to offer. We have programs, classes and

facilities for all ages. Want to learn more? Give us acall at 352-1440 or 352-1420. We will be happy toset up a time to show you around and explain any

program that is of interest to you. We want to meetand talk with you and your family. You are

important to us!

Can’t find what you’re looking for? Checkus out on the web at: www.rswy.net.

Information on everything from AnimalControl to Zoning can be located

under the department heading on themain page.

We are also on Facebook!

Check out these pages:

City of Rock Springs Government

Rock Springs Civic Center

Rock Springs Family Recreation Center

Rock Springs FRC Fitness Classes


Both indoor facilities close these days:

Memorial Day: Monday, May 25th

Independence Day: Friday, July 3rd (observed)

Labor Day: Monday, September 7th

Americans with Disabilities Act:

Indoor Facility Rules

Holiday Closures

Living Memorial Program

http://www.rswy.net/

Fee & Membership Information

Youth: Children 7 - 18, or anychild participating in Preschoollessons or higher, if there isn’t acurrent Family membership.Adults with children in Parent/Child lessons must have amembership for themselves,which covers the child.College Student: 19 - 23 yearsold; full time college students.We require a copy of a classschedule indicating status.Adult: 19 - 61Senior: 62 - 74Pioneer: 75 & older (free forPioneers over 80)Family: Spouse as defined bystate law. Membership caninclude any children in the homeof whom the parents have legalcustody/guardianship. It alsoincludes college students.Couple: Spouse (no engagedcouples or couples livingtogether); parent and child.Children under 7 are generallyfree, with a paid adult. Swimming Lessons require acurrent membership. Memberships and daily fees arehonored at either location. Fitness classes are included withyour admission.

Admission Fees

Daily Admission:(Includes Climbing Walland Ice Arena, but notrental fees for skates,shoes or harnesses.)

Punch Passes:Adult (Good for 25Admissions) $150Student (Good for 50Admissions) $150Senior (Good for 50Admissions) $100Student

AdultSeniorPioneer (75+)Pioneer (80+)

$4$7$2.50$1.25FREE

Memberships:

Monthly 6 Month Yearly

Student

Adult

Couples

Family

Senior

Sr. Family

Pioneer (75+)

Pioneer Fam. (75+)

Pioneer (80+)

$27

$54

$72

$90

$16

$24

$8

$12

N/A

$145

$265

$385

$450

$75

$120

$36

$60

N/A

$265

$480

$630

$780

$135

$220

$65

$110

N/A

Equipment Rental Fees:

Ice Skates

Climbing Shoes

Climbing Harness

$3

$2

$2

4

Summer Civic Center & FRC Facility Hours

Family Recreation Center Monday - Thursday 5:00 am - 8:00 pm

Friday 5:00 am - 7:00 pm

Saturday 8:00 am to 6:00 pm

Sunday 10:00 am - 6:00 pm

Civic Center Monday - Thursday 6:00 am - 7:00 pm

Friday6:00 am - 6:00 pm

Weekends8:00 am - 4:00 pm

Civic Center Climbing Wall May - August Hours:Monday - Thursday

1:00 pm - 6:45 pmFriday

1:00 pm - 5:45 pmSaturday & Sunday 11:00 am - 3:45 pm

September Hours:

Monday - Thursday 3:30 pm - 6:45 pm

Friday Closed

Saturday & Sunday 11 am - 3:45 pm

Swim Lessons For Summer/Fall

REGISTRATION: LESSONS:

May 26 - May 31

June 29 - July 5

July 27 - August 2

August 31 - September 6

June 1 - June 18

July 6 - July 23

August 3 - August 20

September 7 - September 24

SUMMER MEMBERSHIP SPECIAL!

Buy any one membership andreceive one month free! Stop byeither facility on Monday, June 22and renew your membership or

sign up for a new one!

What an awesome deal!

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May 4 - October 4, 2020

Civic Center Programs Indoor Activities

Celebrate your birthday with a Civic Center party package including cake, punch, tableware, party favors andall the clean up! Combined parties include pizza, too. Fees cover up to 10 children (including the birthday

child) and a daily fee is required for each additional child. Parties are for children 7–12 years old only.

Meeting rooms are available for private parties and we also rent our our gym for larger events. We require 14days advance notice to schedule all parties.

Pool Party - $75 Wall Party - $105 Combined Party - $130

This commercial simulator has some of the most realistic

graphics on the market! Provides data on swing, ball speed,trajectory and distance. A great learning tool and a way for

patrons to enjoy the game of golf all year long!

Patrons who have a current membership to the Civic Centercan use the simulator at a cost of $17 per hour, while non-members will be charged $20 per hour (fee is for an hour,

not for the number of people using the simulator).

Call the Civic Center at 307-352-1420 to schedule a timeand watch for upcoming simulator tournaments!

“The Rock” climbing wall is a terrific place to practice the

skills necessary to boulder and sport climb outside or to just

do a unique workout. There are ever-changing routes to

climb, with and without ropes, and a variety of difficulty

levels. Climbers of all ages are welcome! Parties of 10 or

should call in advance to ensure availability. Climbers under

13 require a parent to be with them during use.

Civic Center Birthday Parties

Fees

6

TruGolf Simulator

"The Rock" Climbing Wall

Daily Admission or a membership is

required for use and waivers must be

filled out (parents MUST sign for minor

participants) before climbing.

Shoe and harness rentals are $2 each and

chalk bag rentals are $1.

Civic Center Fitness Classes

We offer several of our popular fitness classes through the summer. All fitness classes are held in the

Civic Center gym, with the exception of Summer Challenge and Fitness Fun in the Sun. Senior Yogaends July 30th, but resumes in September

Fitness Fun in the Sun: New class for summer! Come play in the park like you did when you were akid. Join our fitness instructor in Garnet Park to increase your flexibility, strength and coordination.

Foam Rolling: Work out those pesky kinks in a soft stretching class using foam rollers, small balls,Bosu forms, and other devices. Designed to soothe your muscles and ease your aches, your body

receives all the benefits of a full stretching routine, creating a more limber, relaxed system.

Player's Choice: Cardio? Circuits? Rowing? Cycling? You never know what you many get to pickwhen you show up for class! Keep your body guessing, your muscles working and avoid falling into a

workout pattern. This class is a blast and gets you ready for the day ahead!

SilverSneakers® Classic: Increase muscle strength and range of movement! You’ll have a chair forseated exercises and standing support. Exercises can be modified for your fitness level.

Silver Sneakers® Splash: In this fun, shallow-water exercise class, you will use a signature splashboard to increase strength and endurance. Splash is suitable for non-swimmers and all skill levels.

SilverSneakers® Stability: Get stronger and improve your balance through exercises that strengthen

the joints, all in a fun and social setting. This class is designed specifically to help prevent falls.

Senior Yoga: Class is designed for people interested in increased flexibility, balance and coordination,no matter your age or skill. Seated and standing versions of movements are shown so you can modify

to fit your needs or challenge yourself daily.

Summer Challenge: Start the day with a bang! Hit the high school track in the early morning for aramped up workout to challenge your body and increase cardio endurance and overall fitness - using

stairs, the track and any device in your path! Class begins June 1st!

Tai Chi & Yoga: Two ancient exercise practices which focus on the integration of the whole body andmind to increase balance, strength, and decrease stress. At each class, both the seated and standing

versions will be shown so you can modify to fit your needs or challenge yourself daily. The classes aredesigned for people who want to increase flexibility, balance and coordination, no matter your age.

Water Exercise: Classes are gentle on your joints while providing a thorough workout

using the natural resistance of water. Use water dumbbells, bands and noodles to add strength conditioning to easy movements.

7

TIME CLASS NAME CLASS DAY

6:05 am - 6:50 am

6:00 am - 6:45 am

8:30 am - 9:30 am

8:30 am - 9:30 am

9:00 am - 10:00 am SilverSneakers

9:15 am - 10:15 am

10:30 am - 11:15 am

5:30 pm - 6:15 pm

Player's Choice

Summer Challenge

Water Exercise

Silver Sneakers® Splash

® Classic

Senior Yoga

SilverSneakers® Stability

Fitness Fun in the Sun

Monday & Friday

Tuesday & Thursday

Monday, Wednesday & Friday

Tuesday & Thursday

Monday, Wednesday & Friday

Tuesday & Thursday

Tuesday & Thursday

Wednesday

Swim Lessons

Lap/OpenMonday - Thursday

5:00 pm - 6:30 pm

Monday, Wednesday & Friday10:00 am - 1:30 pm

Monday - Friday6:00 am - 9:00 am

Tuesday & Thursday11:00 am - 1:30 pm

Friday4:00 pm - 5:30 pm

Saturday & Sunday8:00 am - 3:30 pm

Water ExerciseMonday, Wednesday & Friday

9:00 am - 10:00 am

Silver Sneakers® SplashTuesday & Thursday

9:00 am - 10:00 am

POOL IS CLOSED DAILY FROM 1:30 PMTO 4:00 PM IN MAY & SEPTEMBER, BUT

OPEN DURING THAT TIME IN JUNE,JULY AND AUGUST.

Civic Center Pool Info

Pool Schedule (May, August & September)

8

Pool Schedule (June & July)

During Swim Lessons

Lap/Open Swim

Monday - Friday

6:00 am - 8:30 am

1:00 pm - 6:30 pm

1:00 pm - 5:30 pm Friday

Saturday & Sunday

8:00 am - 3:00 pm

Water Exercise

Monday, Wednesday, Friday

8:30 am - 9:30 am

SilverSneakers® Splash

Tuesday & Thursday

8:30 am - 9:30 am

During Registration Weeks

Lap/Open Swim

Monday - Friday

6:00 am - 8:30 am

Monday - Thursday

9:30 am - 6:30 pm

9:30 am - 5:30 pm Friday

Saturday & Sunday

8:00 am - 3:00 pm

Water Exercise

Monday, Wednesday, Friday

8:30 am - 9:30 am

SilverSneakers® Splash

Tuesday & Thursday

8:30 am - 9:30 am

WET, WACKY WIBIT!Come try our nifty pool inflatable! Pieces areavailable for all swim abilities to make it evenmore wacky. Dates and times are as follows:

June 18th, July 23 and August 20th. Hope to see you there!

During registration weeks, all

open pool hours are lap/open

swim, with the exception of

water exercise.

Swim Lessons

Lessons are taught year round to American Red Cross guidelines. Registration dates

can be found in the front of this brochure. Participants must be signed up in person

and all slots are filled on a first come, first serve basis.

(The Civic Center does not accept phone registration for swimming lessons.) Adult

lessons are available, by request.

August & September:Days & Times:

Levels 1 - 3Mon - Thurs 4:00 pm - 4:45 pm

Levels 4 - 6Mon - Thurs 5:00 pm - 5:45 pm

Parent & Child AquaticsTues & Thurs 10:00 am - 10:30 am

Preschool Aquatics Tues & Thurs 10:30 am - 11 am

or 3:30 pm - 4:00 pm

June & July:Days & Times:

Levels 1 - 3Mon - Thurs 10:00 am - 10:45 am AND

11:00 am to 11:45 amLevels 4 - 6

Mon - Thurs 12:00 pm - 12:45 pmParent & Child Aquatics

Monday & Wednesday OR Tuesday & Thursday11:00 am to 11:30 am

PreschoolMonday & Wednesday OR

Tuesday & Thursday11:30 am to 12:00 pm

Summer Swim Lessons

9





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Summer Youth Development Programs

Civic Center Programs Outdoor Activities

The Rock Springs Parks & Recreation Department charges a $10.00 fee, per activity, to participate in the Summer

Youth Development Programs. Need based scholarships are available for passes, just chat with us. Purchase

at the Civic Center & program locations, prior to registration, or any time your child chooses to participate in a

number of activities; there are deadlines for individual event registration. All events are open to boys and

girls with a drive to learn how to play and improve their skills.

All sports camps use a progression curriculum to teach the fundamentals of each sport so campers can see

improvement by the end of each session. Developing skills includes not just the basics, but also teamwork,

responsibility and a true love for the game. Even better, the camps take kids back to simply playing for fun.

For more information contact the Civic Center.

SPORTS CAMP DETAILS:

For individual events, participants MUST be registered on or before the Monday morning the camp

begins, no mid-event registration will be allowed! You may register ON SITE the Monday the event starts at

8:30 am with your cash/check payment. Sports camps are designed for children 5 - 13 years old.

Civic Center Programs (CCP) encourages youth development by providing opportunities for

personal and athletic growth. CCP promotes sportsmanship, self-esteem and the development

of life skills through engaging youth in sports, while providing a safe, healthy, positive

environment where the youth of our community can learn the fundamentals of sports.

Goals:

Improve all participants, regardless of ability, by teaching the skills, tactics and strategies of the

game, while encouraging and fostering a sense of fun. To provide the fun and safe

environment necessary for success at all levels of the game.

Civic Center Programs Mission Statement

Monday - Thursday at Rock Springs Junior High School

8:30 am to 11:00 am each day

June 8 - 11 Baseball

June 15 - 18 Backyard Games

June 22 - 25 Soccer

June 29 - July 2 Net Games

July 6 - 9 Basketball

July 13 - 16 Backyard Games - Water

July 20 - 23 Football

Camp Schedule

PLEASE NOTE - DATES OF PROGRAMS & EVENTS LISTED IN THIS GUIDE COULD

POSSIBLY CHANGE OR BE MODIFIED DUE TO COVID-19 RESTRICTIONS.


Huck Finn Fishing Derby FREE

Where: Wataha Recreation Area pond

When: Register @ 8:30 am, Saturday, June 6

Time: 9:00 am – Noon

Ages: 3 - 12

Bring your pole & fish for the big one, or just

come have fun casting and playing by the pond.

Kids develop a life-long love of fishing with

positive experiences and challenges to catch the

biggest, smallest or just an extra wiggly one.

Touch-A-Truck FREE

Where: Rock Springs Family Recreation

Center (parking lot)

When: Saturday, June 13

Time: 10:00 am - 1:00 pm

Ages: All ages of kids (and kids at heart) are welcome!

Come get up close and personal with some of the

coolest rides around. Investigate police cars, heavy

equipment or any of the other awesome trucks on site.

Dip, Dodge & Slide FREE

Where: Century West Park

When: Wednesdays - June 10 - August 5

(This event will not be held July 29th)

Time: 1:30 pm - 4:00 pm

Ages: All ages are welcome to play

Play Dodgeball, take a ride on the slip

and slide or a dip in Century West pool

for your summer afternoon

entertainment. Beat the heat and have a

great time!

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When: Fridays, June 12 - July 24

(Not held on July 3rd)

Location: Bunning Park

Time: 10:00 am - 10:30 am

Ages: Walking age up to 4 years old

Organized play encourages co-operation,

socialization and listening skills, while keeping

play time fun. Outdoors for the summer, this

class will use different toys and games to also

help with coordination and agility.

Where: Civic Center Gym

When: June 15 - June 18

Time: 11:00 am - 11:45 am or 12:00 pm - 12:45 pm

(Two sessions available!)

Ages: 7 - 12

Take advantage of our climbing clinic to introduce your

child to the indoor climbing wall. Instructors will show

participants both bouldering and top rope skills.

Movin' With the Munchkins $10

Kid's Climbing Clinic $10

Youth Track & Field Fun Meet FREE FREE

Where: RS High School Track

When: June 15 & July 13, Registration at 6:00 pm with event starting at 6:30 pm

Let your child express his/her love of track and field in a youth event designed to showcase their skills! 1 2

Ages: 3 - 18

Where: Veteran's Park

When: Monday, August 3

Time: Register at 6:00 pm, Race starts at 6:30 pm

Ages: 5 - 10

Partipants will race for fun as they practice their

balance, coordination and motor skills in this obstacle

course type race!

Where: Civic Center Gym

When: Tuesdays, June 9 - July 28

Time: 1:30 pm - 3:00 pmTasty treats take the edge off that afternoon snack attack!Kids learn how easy it is to make quick, healthy creative

snacks for after school.

Kiddie Cooking $5 each class

Munchkin's Mile FREE

Little Squirts Beginner & Youth Developmental Flag FootballLittle Squirts Beginner

Where: Wataha Ballfields

When: Mondays, August 31 - September 28

6:00 pm - 6:45 pm Ages 3 - 6 learn the basic motor skills necessary to play

organized football and just have fun. Sign up at the Civic Center

beginning August 3rd. $20 fee.

Parental participation is required!

Youth Developmental Flag FootballWhere: Wataha Ballfields

When: Tuesdays & Thursdays, Sept. 1 - Sept. 24 from 6:00 pm - 6:45 pm

Ages: Kids in 1st through 4th grade

Develop your child’s love of football, along with their skills, in a learning-based program

emphasizing the fundamentals of the sport and why teamwork is important for the

future. Sign up at the Civic Center beginning August 3rd. $30 fee. 1 3

Register for our summer bike/run duathlon, equivalent to the distance

from Evanston to Pine Bluffs, along I-80. Pick up rules and register at the

Rec Center. Call Robyn with any questions at 307-352-1440.

Registration: May 4 - May 31

Fees: $25 per person or $45 for a team of two

You have from June 1st - June 30th

to complete the required distances.

Bike: 336 miles

Run: 60 miles

Online sign-up starts July 27, ending August

28th; there will be no meeting. Schedules

are posted online September 8th. For more

information, check www.rswy.net/rec,

or call 352-1420. A great way to reconnect

with friends or make new ones!

Adult Leagues and Competitions!

1 4

Adult Volleyball Leagues





These 5K runs are geared

towards families and people of

all ages; adults must be

present for children 12 and

under. Where allowed, pets

are welcome to join in the fun.

All runs have a special theme -

and a nifty surprise. Walkers

are also encouraged to attend!

There is no fee to participate.

Register at each location at

6:00 pm; events start

at 6:30 pm, weather permitting.

Dates & Locations

June 22 - Color Run 5K at

Stagecoach Elementary

July 20 - Mud & Suds 5K at

Century Park

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Movies are shown in Bunning Park and

films start at dusk, between 8:15 pm and

8:45 pm. Bring your lawn chair, blanket &

snacks to enjoy the movie in comfort.

Concessions are available!

August 7th - Frozen 2

August 14th - Sonic The Hedgehog

Free Family-Friendly Events

FAMILY RECREATION CENTER

Abide by all park rules!

Obey lifeguards and posted pool

rules.

All children under 7 must be

accompanied (within arm’s reach) by

an adult.

No breath holding contests.

No diving.

No horseplay, including dunking.

Swimsuits must be worn by all

swimmers. Toddlers require swim

diapers as well as suits.

Only US Coast Guard approved

flotation devices are allowed in

the pools.

Weekday break is 12:30 pm to

12:50 pm and 3:45 pm to 4:00 pm.

1 6

Outdoor Pools & Splash Pads

All pool dates are tentative and may be adjusted depending on

the weather or other factors

Century West Wading PoolOpen: June 8 - August 8

Time: Mon - Fri 10:30 am - 5:00 pm

Sat & Sun 12:00 pm - 4:00 pm

Weekday break is 12:30 pm - 12:50 pm

and 3:45 pm - 4:00 pm.

Ages: Boys & girls 15 years old & under

Blairtown Wading PoolOpen: June 8 - August 8


Sat & Sun 12:00 pm - 4:00 pm


and 3:45 pm - 4:00 pm.


Washington Wading PoolOpen: June 8 - August 8



and 3:45 pm - 4:00 pm.


Garnet Park & FRC Splash PadsTentative Opening: Memorial Day Weekend –

mid September

Times: 9:00 am - 9:00 pm, daily

Springland Pool will not be in

operation this summer.

Parents, bring your kids, 8 & under, and let them play in our Power Playplayroom. All children 6 and under are free, but must be accompanied by anadult 18 or older. Children 7 & 8 years of age are welcome to play, but they

must have a membership or pay a daily fee.

Child care is open year round. Bring your infant to 6-year-old with you andleave them with our staff while you work out. For your convenience, it is

available Monday - Friday, 8:45 am - 11:45 am and fees are $3.25 per child,per hour. Staff will keep kids entertained and occupied with a variety of

activities while you work out.

1 7

Facility

Reservations

Have your next party at the FRC Pool or Activity Room! Meetingrooms are available for rental upstairs and off the Aquatic Center.

Fees are $17 per hour (with a two hour minimum). A $70 deposit isrequired the day of the party. Call 352-1440 to schedule.

Playroom

&

Child Care

Information

Family Recreation Center

Bike Camp

For children 18 months to 5 years

Register: May 4 - May 31Class dates: Tuesday & Thursdays

from June 2 - June 18 6:00 pm to 6:30 pm each night

Cost $25 per child

Your child will learn the basic terminology of a

bike, increase balance and coordination, developconfidence, successfully ride on two wheels andgraduate with a Certificate of Accomplishments.

A parent must attend with child.

New Children's Programs

Your child will learn fundamentals to reach

milestones through play.

Classes alternate weeks and are held on

Fridays at 4:15 pm.

Call 352-1440 to register the Wednesday of the

week the class is held. Classes are limited

to 10 children each.

Born to Play

Ages 3 to 6, $2 per class.

Parent must stay within eyesight of child.

Jump Start Fitness

Age 7 to 10, $4 per class or free with

membership.

Parent must stay in the building.

HIIT - This class combines a variation of circuit training and interval training, working with your own level and

speed incorporating a variety of different kinds of equipment.

Pilates – Pilates is known for its remarkable ability to strengthen, lengthen and tone the entire body. Focusing on the powerhouse, which includes abs, glutes, back, and thighs, Pilates retrains the powerhouse through dynamic movement patterns that focus on creating long lean muscles to

increase both strength and flexibility.

RIP - RIP is the fastest growing functional barbell program there is. Incorporating functional strength trainingusing weights, body weight and music. Every movement plane is attached, every muscle is engaged.

Pound/Interval - Fun, beginner-friendly class that incorporates 1/2 Pound jam session and 1/2

intervals of muscle toning exercises and weight lifting for everyone.

POUND FITNESS – Cardio jam session inspired by the infectious, energizing and sweat-dripping fun ofplaying the drums! Using Ripstix, a lightly weighted drumstix engineered specifically for exercise,

POUND transforms drumming into an incredibly effective way of working out.

Spin City Cycling - Often perceived as too hard for the beginner, the opposite is true. Although it can be avery aggressive workout, each participant works out at their own pace and level.

Transform - Unites Yoga and sport. Temp controlled Yoga that keeps you motivated and moving to the

music. This format is guaranteed to challenge you differently than your traditional Yoga while implementingplyometrics and strength. Be prepared for a unique mind/body experience to feel empowered!

Yoga - A wide variety of movements incorporating Yoga flows, stretching, poses, breathing and

relaxation for a total mind and body experience.

Yoga/Fusion - This class combines Yoga with core conditioning and gentle strength training. Includedare Yoga flows, postures, stretching, basic muscle toning, and and core conditioning exercises.

Total body toning and relaxation.

Zumba®Fitness – A fusion of Latin and international music/dance that create a dynamic and exciting work out. The routines feature aerobic/fitness interval training with a combination of

rhythms that tone and sculpt the entire body.

FRC Fitness Classes

1 8

Check the monthly class schedule at the FRC Front Desk or on

Facebook at the Rock Springs FRC Fitness Classes

Lazy River & Spray Area/Lap PoolMonday - Thursday Friday Saturday & Sunday 10:00 am - 2:35 pm 10:00 am - 2:35 pm Noon to 5:30 pm 3:00 pm - 6:30 pm 3:00 pm - 5:30 pm

6am -9am

9am - 10

10am -0:30am

11am - 11:30am

10:30am - 4pm

4pm– 5:30p

5:30pm 6:30pm

Lessons

Levels 1 & 2

Mon - Thurs

10:00 am - 10:30 am

11:00 am - 11:30 am

4:00 pm - 4:30 pm

Levels 3 & 4

Mon - Thurs

10:00 am - 10:45 am

Levels 5 & 6

Mon - Thurs

3:00 pm - 3:45 pm

Parent & Child Aquatics

Tuesday & Thursday

11:00 am - 11:30 am

Water Exercise

Mon, Weds & Thurs

5:30 pm - 6:30 pm

Tues, Thurs & Fri

9:00 am - 10:00 amCall for slide times – 307-352-1440.

Pools close for lifeguard breaks from 2:35 to

3 pm on weekends and no school days.

1 9

CLASSES ARE FREE WITH A MEMBERSHIP!Classes for ages 8 and up! Men, women, children &

seniors welcome. Classes taught by certified black belts.

TUESDAY & THURSDAYS 6:30 pm - 8:00 pm

7:00 pm - 9:00 pm (Starting Oct. 5)

Martial Arts Self Defense Health & FitnessSelf Confidence Stress Relief Discipline

Lap/Open Swim

Mon & Weds

6:00 am - 10:00 am

11:30 am - 2:35 pm

4:30 pm - 5:30 pm

Tues & Thur

6:00 am - 9:00 am

11:30 am - 2:35 pm

4:30 am - 5:30 pm

4:30 pm - 6:30 pm (Tues only)

Friday

6:00 am - 9:00 am

10:00 am - 2:35 pm

3:00 pm - 5:30 pm

Weekends

Noon - 5:30 pm

FRC Pool Schedule

Rock Springs Taekwon-Do

Green Fees:9 holes (resident): $209 holes (non-resident): $2518 holes (resident): $3618 holes (non-resident): $44

Junior Fees:9 holes (resident): $99 holes (non-resident): $1318 holes (resident): $1618 holes (non-resident): $24

Season Rates:Family: $850Couples: $700Single Adult: $540Juniors (18 & under): $240Senior (62 & over): $300

Cart Rental (per rider):9 Holes: $918 Holes: $15 Range Tokens:$5 for a bucket of balls

2 0

Pro Shop 352-1415 (open to 8 pm most days)Lessons available from PGA certified instructors; call the Pro Shop for more information.

Facility closes in November and will reopen in March or April, 2021. (Weather permitting.)

Book a tee time by calling us or make one online by visiting www.rswy.net

and clicking on the White Mountain Golf Course tab!

Lockers:

$90

(Half off with season pass)


Junior Golf Clinic

Dates: June 15 - 19

Ages: 8 - 17 year olds

Times: Boys 8 - 10 8:00 am - 9:30 am

11 - 13 10:00 am - 11:30 am

Girls 8 - 13 12:00 pm - 1:30 pm

Boys & Girls 14 - 17 2:00 pm - 3:30 pm

Fees: $25.00 (includes green fees)

Registration: Call 352-1415.

Join the kids for a tournament & barbecue on

Friday, June 19th to celebrate!

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Footgolf is a sport in which players kick

a soccer ball into a cup in as few shots

as possible. The game is a combination

of soccer and golf and loads of fun!

Our first Footgolf Tournament will be

held July 21st!

Where: White Mountain Golf Course

When: Saturday, July 4

Fees: $10, plus green fees, or membership

Four man scramble format with some of the

craziest holes ever imagined.

FireWhacker Golf Tournament

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BASEBALL / SOFTBALLLittle League (ages 5 – 12)Michelle Oliver 871-0322

American Legion (ages 13 – 18) Ricky Rondinelli 231-7863

Girls’ Fastpitch Softball (ages 5 – 18) Amy Copsey 382-2787Adult Slowpitch Softball

Hodgie Carter 922-6856Jonathan Surat 399-9562 Ryan Hughes 922-1433

Gary Delgado 303-880-8313 Kyle Dudzik 871-0312

BASKETBALL

Boys’ Basketball (3rd – 6th grades) Ethan Thomas 705-5365

Girls’ Basketball (4th – 6th grades) Lolita Sains 371-4264

Men’s Basketball Mike Caudell 371-1245

LOCAL SPORTS ORGANIZATIONS

The City of Rock Springs supports a variety of sports activities for both youth and adults. Below is a list

of athletic service organizations and a contact person. All numbers have a 307 area code, unless

otherwise noted. If you are unable to locate a specific organization, contact the Parks & Rec. Dept.

County ParksArrowhead Springs ParkCrossroads West Park

Mesa ParkReliance Park

Sweetwater County Picnic GroundsPioneer Trails Picnic Grounds

Bicentennial ParkBig Sandy Park

To reserve a county park, call 922-5450.

OTHER SPORTS ORGANIZATIONSR. S. Boxing Club (4th – 6th grades)

Lawrence Padilla 382-6915Young American Football

Teno Trujillo 354-6404R. S. Co-Ed Hockey

FRC Ice Arena 352-1440R. S. Men’s Hockey Association

Will Wheatley 389-1609 R. S. Junior Hockey Association

Larry Macy 922-1081Figure Skating Club

Robyn Weller 757-7851Senior Golf Association

Willie Jimeno 875-5108R. S. Men’s Golf Association

Brian Jackson 382-6376R. S. Women’s Golf Association

Pro Shop 352-1415Red Desert Road Runners

John & Terry Pawleska [email protected]

R. S. Swim Club Ron DeFauw 362-3877

R. S. Gymnastics 362-1647Cheer & Gymnastics

Christy Doak 382-8496Horseshoe Pitching Club

Lane Durrans 922-1669Pee Wee Wrestling

Shaun Carothers 760-9944Youth Bowling

Dave Mitchelson 362-2281R. S. Soccer Association

Meghan Jensen 371-3883R. S. Avengers Soccer

Andy Fletcher 922-2194Southwest Wyoming BMX

Ashley Wells 371-5332Sweetwater Archery Club John Sutter 362-3271

Sweetwater Lopes LacrosseRick Baker 303-668-0181

Sweetwater Trap ClubJeff Strange 389-5164

Sweetwater Rec Board & Shooting Range 922-5450

ARTHUR PARKLocated: College Dr.

Facilities: Picnic area, restrooms, grills, disc golf course, playground and ½ mile walking track.

BELMONT PARK

Located: Connecticut Avenue(Near the Questar office building)

Facilities: A passive one-acre park with walkways, benches and an open lawn area.

BITTER CREEK BARK PARKLocated: West Center behind Animal Control

Facilities: An off-leash park featuring a picnic area, grassy areas, a pond, dog wash, walking path and dog & people fountains.

BLAIRTOWN PARK

Located: 1st Avenue WestFacilities: An active eight acre park with a ball field, wading pool, picnic area, portable toilets,

playground, cable ride, a winter sledding hill and large grass areas.

BOOKER PARKLocated: Wright St.

Facilities: Small park with picnic shelter and basketball court.

BUNNING PARK

Located: J Street & Evans StreetFacilities: A two acre park with restrooms, shaded and open grass

areas for picnics, playground, pavilion and band shell.

CENTENNIAL PARKLocated: off Winterhawk Drive

Facilities: Restrooms, picnic shelters, pavilion, volleyball court and playground.

ROCK SPRINGS CITY PARKS

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For city park reservations, visit www.rswy.net or call Allison at 352-1440.There is a usage fee to reserve a park, depending

on the number of people attending the event.

CENTURY WEST PARKLocated: Evergreen Way

Facilities: A nine acre park with restrooms, shelter, wading pool, soccer fields, playground, picnic and open grass areas.

FOOTHILL WETLANDS AREA

Located: Foothill Blvd.Facilities: Contains walking path, restrooms, shelter, tables and benches, as well as 2 scenic ponds.

On-leash dogs are welcome at this area.

GARNET PARKLocated: Garnet Street

Facilities: A four acre park with tennis courts, basketball court, spray pad, horseshoe pits, playground,restrooms and picnic shelter.

KIWANIS FIELDLocated: G St.

Facilities: Three acre park with lighted Little League baseball and football fields, parking, concessionstand, playground and restrooms.

NORTH PARK

Located: Falcon WayFacilities: Neighborhood park with grass area, picnic shelter and grills.

O’FARRELL PARK

Located: N St. & Ruby PlaceFacilities: ½ acre park with playground,

basketball court, benches and a picnic shelter with grills.

PAINTBALL PARKLocated: Community Park Drive

Facilities: Paintball course with obstacles.

PALISADES PARKLocated: Palisades Way

Facilities: 1 ½ acre park with playgrounds, a basketball court, picnic shelter and an open grass area.

PAUL J. WATAHA RECREATION AREA

Located: North of Rock SpringsFacilities: Approximately 320 acres with a 27-hole golf course, four diamond

ball field complex, large picnic/park area and clubhouse.

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PEARL PARKLocated: Pearl Street

Facilities: A one acre landscaped park withrestrooms, a playground, picnic tables, shelter and basketball court.

PRAIRIE PARK

Located: Along Westview Ave.Facilities: ½ acre park with playground, grass area and benches.

RAILROAD PARK

Located: Along South Main St.Facilities: Historical monuments and the old Union Pacific train depot and a picnic area.

STEVENS PARK

Located: Center StreetFacilities: A small picnic area, playground area, and basketball courts.

SUMMIT PARK

Located: Westridge DriveFacilities: This pocket park features a playground perfect for young children.

VETERANS PARK

Located: North Belt RouteFacilities: A six-acre park with picnic pavilion, grills, restrooms, horseshoe pits, soccer field, playground,

full ADA access and a skate park.

WARDELL PARKLocated: Wardell Court

Facilities: A grass open area that’s great for picnics.

WASHINGTON PARKLocated: D St. & Pine St.

Facilities: A little less than an acre, this park has a wading pool, picnic area, restrooms and basketball court.

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Smoking is prohibited on park grounds.

Alcohol and drugs are prohibited.

No overnight lodging or parking.

Litter must be placed in designated receptacles.

Defacement, destruction, removal or disturbance of property, equipment or natural features is

prohibited.

No animals allowed, except at Bitter Creek Bark Park and Foothill Wetlands Area.

Open fires allowed only in designated park grills or on personal grills. No ground fires are permitted.

Possession of fire works, firearms and weapons are prohibited.

Hitting of golf balls and other hazardous activities are prohibited.

All parks are closed from 9:00 pm to 7:00 am.

Parents are responsible for their children.

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Map of Rock Springs

June

July

26

August

27

INTERNAL REVENUE SERVICE Electronic fund transfer 116,608.65$

ICMA RETIREMENT CORP (wire) Employee Deferred 2,914.89$

GREAT-WEST LIFE & ANNUITY Employee Deferred 9,336.46$

GREAT-WEST LIFE & ANNUITY Post Tax 465.00$

496 & 872-NCPERS GROUP LIFE/PRUDENTIAL Group Life employee deductions 1,056.00$

AFLAC INSURANCE NEW GROUP Employee Premiums 5,939.66$

AXA-EQUITABLE LIFE Employee Deferred 137.50$

FLEXSHARE-BLUE CROSS BLUE SHIELD Employee BCBS Flexshare 7,218.74$

NATIONWIDE RETIREMENT SOLUTIONS Employee Deferred 170.00$

RS POLICE PROTECTIVE ASSOC Employee dues 435.00$

RS CITY TREASURER Employee BCBS reimbursement 70,258.18$

RS FIREFIGHTER ASSN #1499 Employee dues 2,307.20$

SUN LIFE ASSURANCE CO Employee Premiums 1,834.80$

CIRCUIT COURT OF THE THIRD (RS) Employee garnishments 155.42$

SWEETWATER COUNTY COURT (GR) Employee garnishments 627.59$

UMWA/OAW LOCAL #4893 Employee dues 2,378.80$

UNITED WAY OF SW WYOMING Employee deductions 1,198.71$

WADDELL & REED FINANCIAL SERVICES Employee Deferred 887.50$ WADDELL & REED FINANCIAL SERVICES Section 529 Plan 525.00$

WYOMING CHILD SUPPORT ENFORCEMENT Child Support payments 2,825.50$

WY DEPARTMENT OF EMPLOYMENT Quarterly Unemployment 4,620.14$

WYOMING RETIREMENT SYSTEM Employee benefits 128,160.78$

WYOMING RETIREMENT SYSTEM Law Enforcement 42,169.84$

WYOMING RETIREMENT SYSTEM Fire benefit city/employee 55,706.17$

WYOMING WORKERS COMP Employee benefits 26,217.50$

WYOMING WORKERS COMP Work Restitution Workers -$

Total 484,155.03$

May 7, 2020

CITY OF ROCK SPRINGS

City of Rock Springs

Payroll Authorization

for May 7, 2020

Gross Payroll - $631,976.12

City Council Meeting · 5/19/2020 · Springs and the surrounding defined county service called...

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Transcript of City Council Meeting · 5/19/2020 · Springs and the surrounding defined county service called...