MONTOGOMERY COUNTY FIRE AND RESUCE SERVICE

OPERATIONS DIVISION CFAI ANNUAL APPRAISAL

FY2019

Program Areas:

Operations Division Goals and Objectives

5C Fire/Explosives Investigation

5E Fire Suppression

5F Emergency Medical Services

5G Technical Rescue

5H Hazardous Materials Response

5I Aviation Fire/Crash Response

5K Wildland Fire Response

5L Urban Search and Rescue

9B Communications

Operations/Communications

Improve emergency call processing and dispatch times:

• Reduce call-taking and dispatch times for Fire - Full Assignments and Echo/ALS2 events to comply with the latest edition of NFPA 1221, Operations Division benchmarks, and established CFAI benchmarks.

Improve compliance with Priority Dispatch Protocols:

• Utilizing a standardized quality assurance process, reduce errors in call processing for Fire - Full Assignments and Echo/ALS2 events.

• Achieve >90% average protocol compliance scores for call-taking on all Fire - Full Assignments and Echo/ALS2 events in compliance with Priority Dispatch EMDQ & EFDQ guidelines.

• Achieve and maintain ACE Accreditation for MPDS and FPDS.

Train personnel to fill uniformed operations vacancies at ECC:

• Train at least twelve uniformed personnel each year at the ranks of Firefighter/Rescuer III through Fire/Rescue Captain to maintain a field reserve pool of ECC-Q personnel, to: fill any ECC roster vacancies, allow personnel to transfer out of ECC with an immediate replacement available, and provide for promotional opportunities and succession planning.

• Conduct an ECC class for uniformed firefighters to allow incumbents to transfer out as full consolidation is ongoing. This also is beneficial to train future Fire/Rescue Liaisons.

Implement Technology enhancements:

• CAD-2-CAD • Deccan Products • CADWatch • FirstWatch – ProQA Dashboard • PSSM – Radio System • CAD/ProQA/GIS enhancements

Develop in-service training program for ECC personnel:

• Provide all ECC personnel with at least 24 hours of specific, verifiable, realistic, and on-going training (SVROT) each year.

Achieve successful consolidation of call-taking and dispatch functions under Montgomery County Police ECC:

• Develop a transition plan to consolidate all fire/rescue call-taking and dispatch services under the MCP ECC.

o Universal Call-Taking by December 31, 2019. o Fire/EMS dispatching. o Final Consolidation with Fire/Rescue Liaison on 12-hour shifts.

• Establish MCP ECC performance objectives and develop QA process to uphold within Governance Structure.

Operations/Emergency Medical and Integrated Healthcare Services

Enhance EMIHS Capabilities:

• Establish fulltime Medical Director as employee. • Implement COLD responses for BLS events. • Implement Alternate Destination Protocol. • Explore options to deliver assessment and care on low-level calls (Alpha & Omega) to reduce

service demand and hospital overcrowding: o Establish at least two transport units, each staffed with a Paramedic and Physician’s

Assistant (PA) or Licensed Nurse Practitioner (LPN) to respond to repeat customers. [Potential partnership with HHS.]

Cooperate with Health and Human Services to expand MIH program:

• On-board civilian social worker, program manager and data analyst. • On-board community health nurse. • Serve 250 patients a year. • Include outreach to opiate overdose patients. • Address top 5 institutional super-users. • Explore option of Mobile Urgent Care unit and Special Care Transport Unit.

Implement IT software, hardware and training initiatives to improve clinical documentation and patient care

• Implement eMEDS Elite. • Implement automated QA/QI program by FY20 (using Elite validation and CQI/or FirstPass). • Expand FirstWatch surveillance tool to include ProQA. • In cooperation with IT section, implement narcotics on-line log and all ALS equipment on-line

checklist.

Continue data-centric approach towards quality improvement

• Continue present quarterly reporting to CountyStat. • Measure all California EMS program metrics. • Prepare yearly FY report on progress towards accreditation measures, CountyStat measures,

and California measures to satisfy yearly reporting requirements for CFAI, and internal strategic/master plans. Prepare first report for FY18 in FY19 and then iterate yearly to improve product.

Operations/Scheduling & Staffing

Eliminate current staffing deficiencies by ensuring minimum standard staffing at all stations on all primary units:

• Correct deficient availability/reliability of Fire/Rescue Service and prevent future deficiencies in areas of projected growth.

• Ensure minimum staffing on all primary, frontline units. • Plan/budget for, hire, and train personnel to fill current vacancies and to meet future staffing

requirements. • Implement county-wide staffing ratio of 5.0:1

Ensure 4-person staffing for all primary suppression and heavy rescue units:

• Formally acknowledge 4-person staffing as being the minimum staffing requirement for engines, aerial units and rescue squads.

• Increase minimum staffing levels on all aerials to 4-personnnel. • Increase minimum staffing levels on all rescue squads to 4-personnnel.

Correct span-of-control deficiencies by establishing Battalion 6:

• Ensure no Battalion Chief supervises more than 7 stations. • Create and staff a 6th Battalion Chief Office and reconfigure stations into 6 Battalions. • Create and staff a Battalion 3/6 Relief position.

Ensure adequate supervision and span-of-control of EMIHS responders:

• Staff an EMIHS Supervisor position for each battalion.

Operations/Field Operations

Meet the accreditation program response time goals as set forth in the County Council-approved Fire, Rescue, [EMIHS] and Community Risk Reduction Master Plan as well as voluntary response time standards set forth by NFPA in Standard 1710:

• Maintain or construct fire stations in locations that best serve the public. • Relocate or expand existing stations, and build additional stations as needed.

Meet the accreditation program response time goals for ALS as set forth in the County Council-approved MCFRS Master Plan as well as voluntary response time standards set forth by NFPA in Standard 1710:

• Achieve the goal of paramedic arrival on the scene of 90% of ALS calls within 8 minutes.

Improve ALS response time by minimizing the percentage of BLS patient care by paramedics:

• Strategically place ALS chase cars in service with one or two paramedics per chase car. • Place ALS chase cars in service in stations having the highest demand for ALS services.

Correct known deficiencies in statistics, data, IT support and program administration in Operations:

• Establish specialized positions to support the IT, planning, and administrative needs of the Operations Division.

• Use civilian and uniformed personnel to support needs of field operations.

Improve Fire Full Assignment and Fire Adaptive Assignment response times:

• 3% Annual improvement (reduction in response times) across all risk areas and call types for fire full assignment and fire adaptive.

• Reduce Failure to Respond (FTR) rates to near zero. • Confine all fire to room/area of origin.

Improve Incident Command performance

• Monitor and ensure adherence to existing incident management framework. • Monitor and ensure compliance with annual command competency program.

Operations/Field Operations/Wildland

Improve overall preparedness and response to wildland fires:

• Develop a Wildland Workgroup to address the following: o Coordinate with the Maryland Forest Service to develop a standard inventory, including

tools, appliances, and adapters for all brush trucks. o Review the process for brush truck specifications and develop a standard for capabilities

and reinforce a standard for tools, appliances, and adapters. o Develop a robust driver/operator program for wildland firefighting apparatus. o Develop an Incident Response Policy addressing brush and wildland-urban interface

fires. o Review public education policies and develop a program to incorporate Wildland Urban

Interface home inspections with our existing Safety in Our Neighborhood® program.

• Use aerial photos, GIS data, and ground inspections to identify structures and other resources at risk – categorizing risks by low, medium, high or possibly special.

• Coordinate with the Maryland DNR Forest Service to develop a risk assessment and to educate residents on wildland interface fires.

• Develop and implement specific wildland firefighter training: o Confirm performance criteria for the Firefighter I level (NFPA 1001 Compliance). Per the

standard, three skill sets are required [5.3.19(A)(B)(C)] involving ground fire attack, backpack pump, and the use of hand tools to construct a fire line.

o Develop an internal website that will host training materials, videos, best practices and educational media for the department regarding wildland fires.

o Evaluate wildland training needs of structural firefighters and consider additional requirements, such as S-130, Firefighter Training (Blended) and S-190, Introduction to Wildland Fire Behavior (on-line).

o Review the practice of falling trees during wildland incidents. Any process, safety considerations or additional training requirements will be added to the Wildland Incident Response Policy.

o The MCFRS Wildland Workgroup will review the need for refresher training.

Operations/Field Operations/Aviation

Improve overall preparedness and response to aviation fire and rescue incidents:

• Collect and analyze total response time data for the First-Arriving Unit and Effective Response Force for Aircraft Rescue and Fire Fighting services.

• Review and update MCFRS Policy 24-09, Response for Aircraft Emergencies to reflect lessons learned from After-Action Reports (AARs) and to fit the new IRP format.

Operations/Special Operations

Improved Special Operations Training:

• Achieve better coordination and tracking of Special Operations Training. • Assist in conducting annual appraisal of all Special Operations Team Operations and activities. • Fund and staff a fulltime Captain position to serve as a Special Operations Training Officer.

Improved Special Operations logistics:

• Reduce duplicate equipment purchases and provide a cache of equipment to resupply Special Operations units.

• Fund and staff a fulltime Master Firefighter position to serve as Special Operations Logistics Officer.

Improved Special Operations events:

• Provide coordinated planning for and response to special events. • Fund and staff a fulltime Special Operations Events Coordinator position. (Duties can be added

to Hazmat Battalion Chief if a FEI Battalion Chief position is created).

Improved supervision of Special Operations resources:

• Provide oversight and coordination of the Fire and Explosive Investigations Unit, Fire Intelligence program and Suspicious Activity Reporting process by a Battalion Chief.

• Fund and staff a fulltime, shift work Battalion Chief’s position for supervising and managing the functions listed above.

Operations/Special Ops/Fire and Explosives Investigations

Increase number of personnel assigned in the Section to meet the daily staffing requirements:

• Develop support within the department for increased staffing. • Complete staffing model and present objectives to staff. • Work with Fiscal Management to include staffing request. • Increasing staffing to include one daywork Captain and one shiftwork MFF to increase the

efficiency of the unit. • Increase in staffing by creating a full-time bomb squad consisting of four personnel.

Ensure rapid and reliable response to hazardous devices and weapons-of-mass-destruction events through the Bomb Squad:

Ensure all Bomb Squad personnel are proficient in the rapid response to events to include equipment use, PPE selection and donning, SWAT operations, and rapid assessment techniques.

Ensure adherence to National Bomb Squad Guidelines requirements for training and certifications.

Ensure adherence to Metropolitan Washington Council of Government adopted METROTECH guidelines for response and equipment.

Utilize the Bomb Squad staffing to provide: o Training to certified command officers – COPDI. o Training to all department personnel via the In-Service Training Process. o Monthly training to all hazardous device technicians.

Hire a civilian analyst for administrative support for FEI by maintaining case data, analyzing data to assist investigators with case closure, and functioning as the connection with community and insurance company requests:

• Develop support within department for position creation. • Complete survey with OHR on the appropriate position description. • Work with the Division of Fiscal Management to include position request in budget.

Assign a training officer in the Last Quarter of fiscal year 2019

• Ensure that investigators maintain and improve expertise in the field. • Ensure use of the scientific method as part of a systematic approach to the investigation of fires

and explosions is perpetuated.

Improve documentation processes

• Form an internal work group to fully evaluate, update, produce and co-locate all prescribed documentation to include policies, procedures and cooperative agreements with the goal of a safe and efficient delivery of service.

• Create a program to reevaluate these documents as often as necessary and, at a minimum, annually.

Operations/Special Ops/Technical Rescue

Improve Response Data for all Technical Rescue & Swift Water Incidents

• Provide Mobile Data Computers in all primary vehicles that respond on Technical Rescue and Swift Water Incidents.

• Provide data collection method to collect incident specific information not found in FireApp.

Ensure better coordination and tacking of all Tech Rescue & Swift Water Training

• Fund and staff a full time Captain’s position to coordinate and track all Technical Rescue and Swift Water Training.

• Assist in conducting annual appraisal of all Technical Recue and Swift Water Team Operations.

Improve daily operational supervision of Technical Rescue and Swift Water Teams

• Provide oversight and management to Technical Rescue and Swift Water Rescue Teams. • Fund and staff a fulltime Battalion Chief’s position for supervising and managing Technical

Rescue and Swiftwater Rescue Teams. Assist in the development of Technical rescue and Water/Flood Incident Response Policy Appendices

• Ensure the appendices are in conjunction with all current Special Operations Team Standard Operating Guidelines

Operations/Special Ops/Hazardous Materials

Improve daily repose to Hazmat Incidents

• Fully staff a hazmat unit as a second service in a hazmat station

1

PROGRAM APPRAISAL TEMPLATE FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Fire & Explosive Investigations

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]: 5C

3. PERIOD OF APPRAISAL (Most recently completed fiscal year): FY2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: The mission of the Fire & Explosive Investigations Unit/Bomb Squad is to protect lives and property by way of determining and relaying information regarding the causes of fires and explosions, arresting and prosecuting those responsible for criminal acts related to fires and explosions and an immediate and effective response to mitigate incidents involving improvised chemical, biological, radiological, nuclear, incendiary and explosive devices, military ordnance and improvised explosives labs.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: 12 full-time shift investigators with a Captain and two Lieutenants on each of four shifts, 1 MFF evidence and maintenance technician assigned to day shift.

• Facilities, if applicable: Office space at PSHQ/Equipment storage at FEI Annex

• Apparatus/Equipment, if applicable: Investigator-assigned satellite response vehicles, primary bomb squad vehicle, other grant-funded trailers and tow vehicles.

• SOPs and Protocols, if applicable: Investigators follow many guiding documents including MCFRS P&P’s, MCP Function Codes, NFPA Standards, National bomb squad guidelines, etc.

• Training and Certifications, if applicable: Investigators hold certifications and continuing education in fire investigation, sworn law enforcement, bomb technician, haz-mat, EMS and maintain firefighter requirements as well.

2

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

FEI FY2019 Statistics

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: In FY2019, FEI assets were dispatched to 256 calls for service. Of these calls for service, 191 were fire investigations and are broken down as follows: 85 were classified as accidental, 59 as incendiary, 40 as undetermined and 2 as natural (5 were left unclassified). Total fire loss from incendiary fires was estimated at $369,740. During this time, 29 of the fires classified as incendiary were closed resulting in 23 arrests. This places the FEI criminal closure rate at 49%. This figure remains well above the UCR U.S. Suburban County average annual rate of 20-25%. Twenty-seven of the 256 total investigations remain open and under active investigation. There were three adult fire fatalities during this reporting period.

• Observed Trends1: There was a 7% reduction in total calls for FEI/Bomb Squad investigations as compared to FY2018 data. Marked reductions were noted in vehicle, outside and other structure fire investigations as well as suspicious package calls. Noted increases include commercial building fire, personal property fire and burn injury investigations.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments: o FEI statistics and dashboards have been improved to better utilize and display

data from investigations. o One new investigator is nearing completion of the police academy and is on

schedule to be assigned as minimum staffing into a vacant investigator position which will be created by a retiring Captain and subsequent promotion.

o New grant-funded highly mobile x-ray systems have been received and placed in service. These units replace some of the antiquated models which require a more permanent vehicle installation. Other grant-funded equipment is being procured.

o The first three new SUV-style satellite response vehicles have been received and placed in service. These vehicles will provide a more efficient work platform and some relief from the aging fleet. A new K9 pick-up truck, a ¾ ton pickup and a small SUV were also placed in service.

1 To be addressed when past years’ data is available

3

• Unexpected Results (positive or negative), if any: o A large percentage of the satellite vehicle fleet was dead-lined, mostly due to

unexpected rusting of pickup truck bed rails in seven vehicles. Stop-gap measures continue to be necessary until more new vehicles can be placed in service.

o An attempt to change the FEI work schedule through contract negotiations was not completed but assigned for further discussion. This measure would make more efficient use of the currently assigned personnel until additional staffing increases could be realized.

• Customer Satisfaction (e.g., survey results), if available: Internal and external customer training and demonstrations continue at a steady pace with favorable feedback given.

• Program Goals and Objectives:

• Short-Term Goals Met:

o New grant-funded tactical gear placed in service o Continued training adhering to National Guidelines for Bomb Technicians o The training officer role is currently being filled by the shiftwork Captains

until a daywork staff can be implemented.

• Long-Term Goals Met: All investigators maintained requisite certifications and increased the number of training courses completed. The Unit’s currently assigned staffing level has remained at full capacity although the number of certified bomb technicians remains below the FBI assigned level.

• Deadlines Met, if applicable: FBI Bomb Squad reaccreditation was completed on schedule in FY19.

• Full-Scale Evaluation of Response Components, if applicable: No full-scale evaluation

was conducted this reporting period. 8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers): Customers continue to have cases closed at

a high rate and civilian training by FEI personnel continues to be well-received although the needed increase in staffing will expand this capability.

• Internal Impact (Impact within MCFRS): On-scene units continue to experience prompt and efficient service when an investigator or bomb technician is requested. With the assignment of a daywork shift, more attention can be given to training with field personnel and allied agencies.

1

PROGRAM APPRAISAL FOR FESSAM CATEGORY 5E

1. NAME OF PROGRAM OR PROGRAM AREA: Fire Suppression

2. CRITERION OR CRITERIA ADDRESSED: 5E

3. PERIOD OF APPRAISAL: Fiscal Year 2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: “The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property and the environment with comprehensive risk reduction programs and safe and effective emergency response provided by highly skilled career and volunteer service providers representing the County’s diverse population.”

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS: • Personnel:

1,161 active career and 805 active volunteers on the Integrated Emergency Command Structure (IECS) lists, per Montgomery County Executive Regulation 16-05AM, Integrated Emergency Command Structure. For specifics, see attached documents:

o MCFRS Organizational Chart o Battalion Roster, FY2019 o LFRD IECS List, FY2019 o IECS List

Facilities, if applicable: 37 fire/rescue stations 1 Emergency Communications Center and 1 Alternate Emergency Communications Center 5 Federal Fire Departments with fire/rescue stations located within Montgomery County (Automatic Aid)

• Apparatus/Equipment, if applicable: Front Line Fleet is 119 primary apparatus, including:

o 35 paramedic engines, o 15 aerials,

2

o 4 brush engines, o 12 brush trucks o 6 rescue squads, o 30 ambulances, o 11 transport medic units, o 3 ALS chase cars, o 8 tankers, and o 9 on-duty command staff (1 Duty Operations Chief, 5 Battalion Chiefs, 1 Safety

Officer, and 2 EMS Duty Officers). For specifics, see attached documents

o MCFRS Dashboard o MCFRS Apparatus Specification Project o Apparatus Staffing Policy

• SOPs and Protocols, if applicable:

o Incident Response Policy Appendix A, Operational Doctrine Statement Appendix B, Incident Command Appendix D, Structure Fires Appendix E, High Rise Fires Appendix F, Water Supply Operations Appendix I, Rapid Intervention and Maydays Appendix S, Communications Appendix T, After Action Reporting

o MCFRS Policy 26-04, Personnel and Unit Accountability Systems o MCFRS Policy 26-06AMIII, Respiratory Protection Policy

• Training and Certifications, if applicable:

MCFRS trains personnel to applicable NFPA training standards for structural firefighting:

o NFPA 1001, Standard for Firefighter Professional Qualifications o NFPA 1002, Standard for Fire Apparatus Driver/Operator Professional

Qualifications o NFPA 1021, Standard for Fire Officer Professional Qualifications

MCFRS Personnel are also required to meet certain minimum training standards for each rank:

o Montgomery County Executive Regulation 36-08AM, Certification Standards for Training, Experience and Credentialing Requirements

o Appendix A-1, MCFRS Certification Standards for Training, Experience, and Credentialing Requirements - Firefighter/Rescuers

3

MCFRS Command Officers are required to meet certain requirements: o MCFRS Policy 23-05AMIII, Chief Officer Professional Development and

Improvement 6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

o ISO Public Protection Classification Rating for 02-10 for Urban o ISO Public Protection Classification Rating for 04-10 for Rural o MCFRS Monthly Leadership Briefing, November 2018 o MCFRS Monthly Leadership Briefing, February 2019 o MCFRS Monthly Leadership Briefing, May 2019 o MCFRS Service Delivery Risk Categories o MCFRS First Arriving Unit Benchmark Response Times o MCFRS Effective Response Force Benchmark Response Times o Response Time Performance Objectives o MCFRS FY19 Incident Count o MCFRS FY13-FY17 Agency Performance Tracking o MCFRS FY18-FY22 Agency Performance Tracking o MCFRS FY19 Baseline vs FY18 Baseline o MCFRS FY13-FY19 FFA Program TRT Continuum Trending Analysis o Montgomery County - CountyStat Performance Measurement and

Management

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: Refer to master data documents MCFRS First Arriving Unit Benchmark Response Times and MCFRS Effective Response Force Benchmark Response Times. Alarm Handling – The MCFRS Benchmark for Alarm Handling time (Phone to Dispatch) for Fire Suppression Incidents (Fire Full Assignments) is 2 minutes across all density zones. This benchmark was exceeded again in FY19. The average of FY19 countywide alarm handling times were 14 seconds larger (slower) than FY18, which is a 6.14% increase. The data collected and analyzed is separated by density zone and by Fire Suppression Services Incident type. However, the process of call taking is independent of density zone (e.g., density zone is not a variable in the process of call taking).

4

A1F A2-3 FFA-HY FFA-

SRHR FFA-NH Urban 4:16 3:35 4:04 4:13 4:11 Rural 4:30 3:34 4:01 N/A 3:32 Countywide 4:20 3:35 4:01 4:13 4:05

Table 1 Alarm Handling Times Fire Suppression Services FY19

Table 2 Alarm Handling Times Fire Suppression Services FY13 to FY19

Figure 2 FY13 – FY19 Phone to Dispatch

0:03:09 0:03:10 0:03:15 0:03:200:03:33 0:03:31 0:03:360:03:30 0:03:29 0:03:36

0:03:450:03:58

0:03:500:04:00

0:05:300:05:38

0:05:160:05:31

0:06:030:05:53

0:05:30

0:01:26

0:02:27

0:03:27

0:04:28

0:05:28

0:06:29

FY13 FY14 FY15 FY16 FY17 FY18 FY19

PtoD Countywide Top Program

ALS BLS FFA Hazmat

FY ALS BLS FFA Hazmat

FY13 0:03:09 0:03:30 0:02:52 0:05:30

FY14 0:03:10 0:03:29 0:02:56 0:05:38

FY15 0:03:15 0:03:36 0:03:08 0:05:16

FY16 0:03:20 0:03:45 0:03:33 0:05:31

FY17 0:03:33 0:03:58 0:04:02 0:06:03

FY18 0:03:31 0:03:50 0:03:48 0:05:53FY19 0:03:36 0:04:00 0:04:02 0:05:30

Phone to Dispatch Countywide Top Program

5

Figure 2 FY13 – FY19 Phone to Dispatch

Figure 3 FY13 – FY19 Phone to Dispatch

3:11 3:123:18

3:23

3:35 3:323:37

2:54 2:532:59 3:02

3:16 3:16

3:253:29 3:28

3:36

3:45

3:583:50

4:00

2:52 2:55

3:06

3:31

3:523:57

4:01

2:59 3:02

3:20

3:38 3:413:35 3:35

2:24

2:38

2:52

3:07

3:21

3:36

3:50

4:04

4:19

FY13 FY14 FY15 FY16 FY17 FY18 FY19

Phone to Dispatch Countywide

ALS1 ALS2 BLS FFA-HY A2-3

3:11

3:12

3:18

3:23

3:35

3:32

3:37

0:00

2:54

2:53

2:59

3:02

3:16

3:16

3:25

1:00

3:29

3:28

3:36

3:45

3:58

3:50

4:00

0:00

2:52

2:55

3:06

3:31

3:52

3:57

4:01

1:00

2:59

3:02

3:20

3:38

3:41

3:35

3:35

0:00

0:14 0:43 1:12 1:40 2:09 2:38 3:07 3:36 4:04 4:33

FY13

FY14

FY15

FY16

FY17

FY18

FY19

NFPA 1221 (2019) Phone to Dispatch

A2-3 FFA-HY BLS ALS2 ALS1

6

Turnout Time – The MCFRS Benchmark for Turnout time is 1 minute 30 seconds across all density zones. This Benchmark is variable in FY19 across density zones and fire incident types. The average of FY19 countywide turnout times for fire full assignments were 9 seconds smaller (faster) than FY18, which is a 9.5% decrease. The data collected and analyzed is separated by density zone and by Fire Suppression Services Incident type. However, the process of Turnout is independent of density zone (e.g., density zone is not a variable in the process of Turnout).

A1F A2-3 FFA-HY FFA-

SRHR FFA-NH Urban 1:34 1:40 1:25 1:15 2:29 Rural 1:53 2:17 1:50 N/A 4:00 Countywide 1:36 1:41 1:25 1:15 3:10

Table 3 Turnout Times Fire Suppression Services FY19

Figure 4 FY13 – FY18 Turnout

Travel Time – The MCFRS Benchmark for Travel times is variable, depending on the density zone and Fire Suppression Services Incident Type. Two Benchmarks for Travel Time are established; one for the First Arriving Unit and one for the Effective Response

7

Force. Some areas showed a significant change from FY18: The countywide average for the first arriving unit on fire full assignments was 43 seconds smaller (faster), which is a 11.2% decrease.

Table 4 Travel Times Fire Suppression Services FY18

Figure 5 FY13 – FY19 Travel

A1F A2-3 FFA-HY FFA-SRHR FFA-NH FAU ERF FAU ERF FAU ERF FAU ERF FAU ERF Urban 7:53 N/A 5:44 9:22 5:40 16:31 4:29 15:54 9:11 22:50 Rural 14:04 N/A 10:45 14:50 7:26 12:52 N/A N/A 11:45 19:17 County Wide 8:48 N/A 5:51 9:31 5:41 16:31 4:29 15:54 10:54 22:15

8

Total Response Times - Total Response Times for the First Arriving Unit and the Effective Response Force for FY19 as compared to FY18 are variable.

Table 5 Total Response Times Fire Suppression Services FY19

Figure 6 FY13 – FY18 Total Response Times

A1F A2-3 FFA-HY FFA-SRHR FFA-NH FAU ERF FAU ERF FAU ERF FAU ERF FAU ERF Urban 12:08 N/A 9:34 13:38 9:27 21:18 8:12 20:08 11:38 27:33 Rural 18:55 N/A 14:19 19:19 12:02 18:56 N/A N/A 16:02 40:00 County Wide 13:04 N/A 9:42 13:54 9:27 21:17 8:12 20:08 15:00 30:21

9

Call volume for Fire Suppression Services – Full data set available at MCFRS FY19 Incident Count.

EMS 95,392 78.4% FIRE 17,590 14.5% SERVICE CALL 8,222 6.8% SOPS 365 0.3% SYSTEM 6 0.0% TOTAL 121,606

Table 6 FY18 Call Volume

Figure 7 Fire Suppression Call Volumes Compared to TRT

10

• Observed Trends: Alarm Handling – There has been an upward trend in alarm handling times since FY13, but trend curve is flattening since FY17 and implementation of the new CAD. Turnout – There has been a significant decrease in Turnout times since FY17 since the implementation of the new fire station alerting system. Travel – There has been a slight increase in travel times for non-full assignments, while a decrease in travel times for full assignments. Call Volume – There was a slight decrease in call volume for fire events (2.4%) from FY18.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments: o Continued significant reduction in Failure to Respond Rate.

• Unexpected Results (positive or negative), if any:

N/A

• Customer Satisfaction (e.g., survey results), if available: N/A

• Program Goals and Objectives: MCFRS Divisions/Sections Goals and Objectives Field Operations Goals and Objectives Specific to Fire Suppression Services

Meet the accreditation program response time goals as set forth in the County Council - approved Fire, Rescue, [EMIHS] and Community Risk Reduction Master Plan as well as voluntary response time standards set forth by NFPA in Standard 1710:

• Maintain or construct fire stations in locations that best serve the public. • Relocate or expand existing stations and build additional stations as needed.

Improve Fire Full Assignment and Fire Adaptive Assignment response times: • 3% Annual improvement (reduction in response times) across all risk areas and

call types for fire full assignment and fire adaptive. • Reduce Failure to Respond (FTR) rates to near zero. • Confine all fire to room/area of origin.

Improve Incident Command performance

11

• Monitor and ensure adherence to existing incident management framework. • Monitor and ensure compliance with annual command competency program.

Scheduling and Staffing Goals and Objectives Specific to Fire Suppression Services

Eliminate current staffing deficiencies by ensuring minimum standard staffing at all stations on all primary units:

• Correct deficient availability/reliability of Fire/Rescue Service and prevent future deficiencies in areas of projected growth.

• Ensure minimum staffing on all primary, frontline units. • Plan/budget for, hire, and train personnel to fill current vacancies and to meet

future staffing requirements. • Implement county-wide staffing ratio of 5.0:1

Ensure 4-person staffing for all primary suppression and heavy rescue units: • Formally acknowledge 4-person staffing as being the minimum staffing

requirement for engines, aerial units and rescue squads. • Increase minimum staffing levels on all aerials to 4-personnnel. • Increase minimum staffing levels on all rescue squads to 4-personnnel.

Correct span-of-control deficiencies by establishing Battalion 6:

• Ensure no Battalion Chief supervises more than 7 stations. • Create and staff a 6th Battalion Chief Office and reconfigure stations into 6

Battalions. • Create and staff a Battalion 3/6 Relief position.

12

According to the County Stat Data, the percent of residential structure fires contained to the room of origin is 80.5%. This is an increase from 86% in FY18.

This measure is important because it is indicative of a quick response by firefighters to the incident scene, followed by fast and effective fire suppression operations. When a fire is confined to the room of origin, damage to the remainder of the structure is minimized considerably and fire deaths and injuries - to both occupants and firefighters - are often prevented or minimized. It is important to note that some structure fires have already spread beyond the room of origin upon arrival of firefighters; therefore, firefighters have no opportunity to confine these fires to the room of origin. Fires that have extended beyond the room of origin upon arrival of firefighters have a negative impact on the overall results for this performance measure.

Response time is a common and useful metric to measure the performance of fire, rescue and emergency medical services. Performance can be compared to benchmark goals established by MCFRS as well as standards and best practices established by the Commission on Fire Accreditation International (CFAI), and National Fire Protection Association (NFPA) among others. Quick response to fire incidents is crucial in order for firefighters to perform rescues, save lives and minimize property damage.

13

According to CountyStat data, the 90th percentile arrival time for first engine to structure fire in urban areas of the county is 9.75 minutes.

89.9% of first engine arrival times fall below the 9.75 minute time. The 90th percentile baseline goals are determined by MCFRS using past performance data and designed to conform to response time guidelines published by the Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

14

According to CountyStat data, the 90th percentile arrival time for first engine to structure fire in rural areas of the county is 14.8 minutes.

89.9% of first engine arrival times fall below the 14.8 - minute time. The 90th percentile baseline goals are determined by MCFRS using past performance data and designed to conform to response time guidelines published by the Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

15

According to CountyStat data, the number of residential fire deaths per 100,000 residents was 0.

This measure reflects the level of success of MCFRS community outreach programs in preventing civilian fire-related deaths as well as the success of MCFRS operational resources in controlling fires quickly to minimize the number of fire fatalities and in rescuing persons trapped in burning structures. MCFRS reports fire death data to the State Fire Marshal, National Fire Protection Association, and Federal Department of Homeland Security (U.S. Fire Administration, National Fire Academy).

16

According to CountyStat data, the number of residential fire injuries per 100,000 residents was 2.9.

This measure reflects the level of success of MCFRS Community Outreach programs in preventing civilian fire-related injuries as well as the success of MCFRS operational resources in controlling fires quickly to minimize the number and severity of fire injuries and rescuing persons trapped in burning structures.

17

• Short-Term Goals Met: o Structure Fires Contained to Room of Origin – Performance

Improved/Optimal o Fire Death per 100,000 Residents - Performance Improved/Optimal o Fire Injuries per 100,000 Residents - Performance Improved/Optimal

• Long-Term Goals Met: o FY19 Failure to response rate reduced.

• Deadlines Met, if applicable:

N/A

• Full-Scale Evaluation of Response Components, if applicable: N/A

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

o Failure to respond rate decreasing which garners improved response times • Internal Impact (Impact within MCFRS):

o Minimum staffing deficiencies corrected.

1

ANNUAL PROGRAM APPRAISAL FOR FESSAM CATEGORY 5F

1. NAME OF PROGRAM OR PROGRAM AREA: Emergency Medical Services (EMS) Operations

2. CRITERION OR CRITERIA ADDRESSED: 5F

3. PERIOD OF APPRAISAL: Fiscal Year 2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: “It is our mission to create a just culture within emergency medical and integrated healthcare services that fosters and supports high quality patient care, accountability and compliance with operational doctrine, and the engagement of continuous data driven EMS quality improvement.”

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:”

• Personnel: The EMS Section is overseen by one (1) uniformed Assistant Chief (AC), one (1) Battalion Chief (BC), and one (1) full time contracted civilian Medical Director. Subordinate administrative staff includes two (2) Captains (Quality Assurance [QA] and Quality Improvement [QI] Officers), one part-time Captain (Assistant QA Officer), two (2) Captains1 (Mobile Integrated Health [MIH] Program Coordinator and a Clinical Coordinator), one (1) Lieutenant, and two (2) administrative members (a records management specialist and a EMS logistics financial specialist). In addition, seven (7) Captains service as EMS Duty Officer across MCFRS’ three operational shifts – two per shift and one in “relief.” These officers liaise with our local hospitals and field personnel to minimize impediments to timely and effective EMS delivery. In addition, they provide critical, on-scene, infrastructural support relative to our QI/QA initiatives.

• Facilities, if applicable: Public Safety Headquarters (PSHQ), the EMS703 Office (based out of Travilah – Fire Station 32), and the EMS704 Office (temporarily based out of Glenmont – Fire Station 18).

1 Instituted in Fiscal Year 2018 – in FY20 will be replaced by civilians

2

• Apparatus/Equipment, if applicable: Staff vehicles are assigned to the EMS AC and BC

as well as the Medical Director. 4 Pool vehicles are relegated to the shiftwork EMS Duty Officers – one per office, MIH, and PSHQ staff.

• SOPs and Protocols, if applicable: Maryland Medical Protocols, applicable MCFRS policies and procedures, Fire Chief’s General Orders (FCGO), Information Bulletins (IB), Executive Regulations, etc.

• Training and Certifications, if applicable: Staff lieutenants and captains must be licensed paramedics and credentialed to practice in Montgomery County. At least one of the section chiefs must be as well. As of July 1, 2018, both section chiefs are licensed paramedics. In addition, the per Maryland regulation (COMAR Title 30) the QA officer must have completed the Maryland Institute of Emergency Medical Services Systems (MIEMSS) QA Officer course. The QA and QI Officers, and the Assistant QA Officer, have completed the MIEMSS QA Officer course.

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

Attach June 2019 Dashboard, Countystat: https://reports.data.montgomerycountymd.gov/countystat/department/mcfrs

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: EMS calls for service continue to increase although at a slower rate than past. Nonetheless, our transport rate remains static. While empirical evidence continues to be compiled, MIH initiatives are beginning to translate to results which were anticipated and by-design: “super-users” of our 911 system are being carefully screened by trained MCFRS and Health and Human Services (HHS) professionals and subsequently being steered toward existing, in-county resources such as social programs and appropriate medical professionals. These efforts have resulted in measurable reductions in super-user demands on the 911 system. The MCFRS continues to excel in caring for patients experiencing strokes and/or ST-Elevation Myocardial Infarction (STEMI). Data reflects our patients are being rapidly triaged, treated, and transported to the closest appropriate medical facilities. Leveraging data surveillance tools (e.g. First Watch), the MCFRS has become increasingly adept at quickly identifying target events which enable us to more effectively engage proactive initiatives within the realm of QA and QI.

3

MCFRS continues to manage an annualized increase of requests for medical records from the public and attorneys. While it is difficult to correlate this trend with a specific cause, it is reflective of a national trend toward increased litigation.

• Observed Trends2: While EMS calls, particularly BLS calls continue to increase at the rate of thousands per year, for the first time EMS transports remained static from CY16 to CY17. However, the trend of increased transports reasserted itself in CY2018 although at a lesser rate of increase then in 2013-2015. Further discussion of this development is found below.

7. PROGRAM RESULTS/OUTCOMES: Key Accomplishments: MCFRS received the AHA Mission Lifeline Silver Award in April 2019 for CY2018. Silver is the highest level of award available to inaugural applicants. This represents a significant achievement not only in clinical care but also in compiling the necessary data from disparate sources both MCFRS and hospital based. In FY20, MCFRS will expect to apply for the gold level award.

2 To be addressed when past years’ data is available

6374367369 68784

71528 71500 72050

0

20000

40000

60000

80000

100000

120000

CY2013 CY2014 CY2015 CY2016 CY2017 CY2018

EMS Call Types vs Transports

ALS1 ALS2 Echo BLS Total Number of Patients Transported

4

Through the continued implementation of First Watch data surveillance, the MCFRS has successfully elevated its QA and QI efforts in a more rapid, effective, and efficient approach to event statistic filtering. The MCFRS continues to excel at its efforts to improve on its Return to Spontaneous Circulation (ROSC) accomplishments (see graph below from County stat). On a similar note, the MCFRS has begun participating in the Cardiac Arrest Registry to Enhance Survival (CARES), a mechanism for measuring community performance in improving cardiac arrest survival rates.

In large part because of its active participation on state and regional level committees and workgroups, the MCFRS continues to exercise significant influence on impactful changes in state-level medical protocols. Unexpected Results (positive or negative), if any: High-frequency, in-county hospital diversions remain a year-round phenomenon, not merely during traditional and predictable periods (e.g. cold and flu season) (see chart below, note that August 2019 is partial data). MCFRS instigated two Region V forums to discuss changes to the Region V Diversion Guidelines. These forums were well attended by all five Region V counties as well as the MIEMSS leadership. We expect that MIEMSS will push out changes to the diversion policy within FY20.

5

Customer Satisfaction (e.g., survey results), if available: While historically the EMS Section has had a means for soliciting feedback via a printed patient satisfaction survey, a lack of available staff precluded our ability to carry out this program. In FY20, the EMIHS Section will be working with the EMS Billing Section to institute an outside customer satisfaction survey administered by Change Healthcare, the MCFRS EMS billing contractor. This survey should encompass a much larger sample size than formerly available to solely MCFRS efforts. Program Goals and Objectives:

EMS Logistics: In FY19, much of the budget and responsibility for EMS Logistics was transferred to the Technical Operations Section. Due to significant budget challenges and near-zero organization growth in administration, this function continues to be performed via uniformed personnel on overtime. Accounting functions are still performed by EMIHS. EMIHS and Technical Operations have tried to coordinate efforts and better define roles and this process will continue in FY20. MCFRS was successful in FY19 in fulfilling the goal of placing a Lucas Device at every Fire Station in Montgomery County. EMS Logistics continues to be challenged with two significant product defect issues with Panasonic and PhysioControl products. These issues remain unresolved in entirety, but aggressive efforts are underway to address them. Efforts to replace the aging stock of Video Laryngoscopes have been unfruitful due to the lack of a contract, even though this process has been in process for almost 12 calendar months at the time of this writing. EMS Logistics has also been challenged with almost constant pharmaceutical shortages of one variety or another and MCFRS has yet to implement the medication Ketamine due to lack of supply.

6

The EMS Section will continue to work with Public Safety Logistics (PSL) to develop equipment specifications, identify related shortfalls, refine justifications for hiring full-time support staff, and seek out opportunities for enhanced efficiency and effectiveness.

In terms of expenditures, budget allocations continue to be exceeded as the approved budget does not reflect the expenditures necessary to maintain existing levels of service. Actual expenditures have kept pace with the growth in calls as per the graph below showing the money spent with the section’s major vendors.

Full-time Medical Director: The Medical Director is serving on a full-time, albeit contractual basis. In FY20, MCFRS will be working towards making this position an FTE. As of August 2019, EMIHS had forwarded the necessary paperwork to start this process to the Office of the Fire Chief.

Implement Cold Responses: In FY19, EMIHS prepared a briefing packet for the Fire Chief and Chief Administrative Officer (CAO) outlining the case for Cold Responses for certain low acuity calls. As of this writing, this decision is still pending with the CAO. Alternative Destination/Low-Acuity Patients: The EMS Section continues to actively explore unique opportunities to reduce our emergency response footprint as it pertains to low- acuity patients. The MCFRS has engineered several studies to address this topic including assisting in

0

20000

40000

60000

80000

100000

120000

0

100

200

300

400

500

600

700

800

900

1000

16 17 18 19

Emer

genc

y Ca

lls

Dolla

rs in

Tho

usan

ds

Fiscal Year

Vendor Expenditures vs Call load

Physio Boundtree Cardinal Arrow Roberts EMS Calls

7

the development of a MIEMSS-dictated Alternative Destination Protocol (ADP) screening tool. Furthermore, the EMS Section developed a white paper (and proposed budget) supporting the development of a Mobile Urgent Care unit.

In FY19, EMIHS worked extensively with MIEMSS, Holy Cross Hospital, Righttime Medical Care, and Adventist Healthcare to redevelop the alternative destination pilot. This is expected to roll out in September 2019. EMIHS also worked with the same partners and USACS, a physicians staffing group, to develop a viable proposal for inclusion in the Center for Medicare and Medicaid Innovation’s Emergency Triage, Treatment, and Transportation (ET3) pilot. The application for this program will be submitted in September of 2019.

In FY19, MCFRS also worked with Adventist Health Care to submit a joint grant proposal for a Mobile Urgent Care unit to work in the SGAH catchment area to address low and mid acuity calls at skilled nursing facilities. As of this writing, the grant decision had not been made.

Our MIH program continues to tackle super-user’s overreliance on the 911 system hence averting unnecessary ambulance transports, emergency department visits, hospital admissions and readmissions, and with an emphasis on improving patient outcomes. Through direct patient engagement, the MCFRS in partnership with the County’s HHS and other program partners steers these individuals toward more appropriate in-county resources.

In FY18, MIH efforts continued with most patients (196 in CY18) being referred to existing community programs. These efforts showed a net reduction of about 50% in EMS calls among the enrolled patients. Home visits for patients who could not be managed otherwise were started in FY18, and data is still be compiled to show the efficacy of this outreach effort.

8

MIH efforts with OIT program: In FY19, FRS cooperated extensively with HHS, OEM, MCPD and the State’s Attorney’s office in the Opiate Intervention Taskforce. EMIHS hosted meetings, and established a data sharing relationship with the HHS contractor STEER to enable the rapid response of peer counselors to the hospital (or home) for patients suffering from Opiate addiction. In the last quarter of FY19, 79 percent of Opiate OD patients encountered by MCFRS were followed up on by STEER and MCFRS and STEER collectively handed out 18 (eighteen) Leave Behind Narcan kits to try to reduce the potential for accidental death of addicted patients. EMIHS is also heavily depended upon by OEM and HHS for the supplying of monthly and quarterly data to depict the scope of this problem in Montgomery County. MCFRS also participates in the Montgomery County Opiate Fatality Review team; a process that is mandated by the state government. In FY18, this team reviewed 12 individual cases looking for missed opportunities where the represented organizations could have intervened and prevented the death. Expanding Mobile Integrated Health Program: EMIHS worked extensively with MCFRS Human Resources, OMB, OHR, and HHS to complete the process to hire a program manager and data analyst. This process took just under a full year due to the need for extensive documentation of justifications, the recruiting and hiring process. Both employees started in July of 2019, and the two Captains that were filling those roles were returned to Operations. FRS will continue to work with HHS during FY20 to ensure that the MIH team is built out with a HHS social worker and community health nurse embedded in the FRS MIH Section. Improve IT software, hardware, and training initiatives:

EMEDS Elite: In FY19, after an extensive training program, EMIHS implemented eMEDS Elite. This implementation process led to an immediate improvement in patient care reporting due to extensive validation rules inherent in the MIEMSS and EMIHS programming of the software. This improvement on the patient level also led to cleaner data on the macro level. EMIHS continued to work with EMS Billing through the year to address lingering data quality issues. Automated QA/QI program: EMIHS implemented the Firstpass program through Firstwatch, and appointed five process owners from field paramedics for the areas of STEMIs, Strokes, Cardiac Arrests, general patient care reporting and ALS to BLS downgrades. These process owners concentrate on using Firstpass in their area of expertise and flag cases for further review by the Medical Director and QA staff as necessary. This program has been invaluable for feedback from Field Providers to the section leadership and has led to concrete improvements in patient care and work processes. ProQA Academy Analytics implementation: Funding for this project was obtained from ERS in late FY19. The steps necessary for implementation of this initiative have been turned over to

9

the Tech Ops Chief and to the ECC Leadership. This goal will be transferred to those sections for FY20. Narcotics on-line log: In August of FY19, MCFRS successfully implemented the on-line recordation of daily accountability checks for narcotic medications, as well as recording the life cycle of these medication vials within MCFRS from reception to administration to the patient (or expiry and destruction). A robust dashboard is available which allows for a real-time view of medication accountability and closest expiration dates. This allows for much better compliance with the MCFRS policy governing this process and rotation of the medications before they expire.

Example of the on-line narcotics dashboard. Entries outlined in red show areas of non-compliance to be followed up on. In the future, the on-line narcotic accountability function will need to be rolled to MCFRS IT for sustainment purposes. It is a goal of the EMIHS Section to get this process started in FY20. ALS equipment on-line checklist: The EMS Equipment Committee was engaged in working through a major review of the ALS apparatus inventories in FY19. This work remains to be completed in FY20. Implementing an on-line checklist is dependent on an up to date inventory so this goal will remain tabled until that work is done. QI: At the end of FY19, Capt. Bob Lindsey retired. He was replaced by Capt. Tim Burns. During FY20, Capt. Burns will be working to institute “process owners” in the following areas of care: Strokes, ACS/STEMIs, Cardiac Arrest, Documentation, and ALS to BLS Downgrades. These personnel will be responsible for working with Firstpass to review calls in that area and identify areas of systemic excellence of areas that need systemic improvement.

10

Countystat Measures / California Program Measures: The graphic below shows the current Countystat Headline measures pertaining to EMIHS:

In FY20, the Section will be replacing several Countystat measures with ones that are more contemporary with wider industry standards; or with measures that the Section has much more of an impact on. For instance, the STEMI Patients with D2B Time < 90 Mins will be replaced by STEMI patients with first arriving FRS unit to hospital door < 30 minutes, with the STEMI patient first arriving FRS unit to catheterization < 90 being a supporting measure. This change reflects that the AHA has changed the benchmark to first medical contact (represented by MCFRS0 to balloon time of 90 minutes, and the fact that MCFRS can do little to control hospital processes necessary to achieve placing the balloon with an hour of the patient’s arrival. The link to the department’s County Stat report can be found here: https://reports.data.montgomerycountymd.gov/countystat/department/mcfrs In FY19, the Section was successful in working with Firstwatch to develop monthly reports that report out on all known EMS Compass and California EMS Program measures. The latest iteration of that report is attached at the end of the appraisal. Yearly CFAI report Response Time Goals: FY19 marked the first full year that every fire station in Montgomery County offered ALS services. As with last fiscal year, EMS calls as a whole, and ALS calls in particular, continued to rise. However, even though call processing times continued to rise as well, ALS turnout and travel time improvements made up for this factor, leading to an overall improvement in ALS response times for both ALS1 and ALS2 events in the urban zone. Since the urban zone encompasses most calls for service, this represents a countywide improvement.

11

12

Improvements in response times occurred even though overall EMS call load, and ALS call load increased as reflected in the table below.

As reflected in the chart on page 3 and the chart above, EMS transport unit utilization went up while ALS response times went down. This demonstrates the changes in the deployment model succeeded in meeting the twin goals of improving transport unit efficiency and paramedic availability.

Deadlines Met, if applicable: On a monthly basis, the EMS Section ensures a comprehensive dashboard is submitted to the MCFRS Chief of Operations. In addition, the Commission on Fire Accreditation International (CFAI) 5F submission is complete and timely.

Full-Scale Evaluation of Response Components, if applicable: In addition to the extraordinary (e.g. Mass-Casualty Incidents) and multiple-alarm fires and where practical, our EMS Duty Officers strive to respond to as many high-acuity patient events as possible. During this submission cycle, EMS703 responded to 1,533 incidents and EMS704 to 2,024. There were about 8,459 such dispatched events during FY18. Hence, our duty officers responded to approximately 62% of ECHO events and 27% of all ALS2 events, reaching the scene of 34% of ECHO events and 16% of ALS2 events. We attribute the inability to reach the scene to the fact that two duty officers cover 500 square miles of some of the most congested roadways in the nation. They are completely unable to predict where the next call may be and, often times, must cover a large amount of geography to reach any given incident. We would expect the duty officers to be able to reach the scene with a higher reliability if a third EMS Duty Officer position became available..

13

8. PROGRAM IMPACT: External Impact (Impact on Our Customers): As the result of MCFRS’ prehospital efforts, 65 patients were discharged from local medical facilities after experiencing out-of-hospital cardiac arrests in their community. 50 of these patients had all of their cognitive abilities fully or substantially intact. In addition, hundreds of stroke and STEMI patients were quickly triaged, treated, and transported to appropriate medical facilities for state of the art definitive and restorative care.

Internal Impact (Impact within MCFRS): The EMS Section continues to lead the way in quality improvement, program measurement, and innovation within the realm of emergency medical and integrated healthcare services and community engagement.

5

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Trauma01

Percentage of injured patients with a documented pain scale

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Trauma03Of injured patients reassessed, how many had less pain

1 30%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Trauma04

Percentage of injured patients with two or more pain scale values present

0

500

1,000

1,500

2,000

Avg

. p

er

Mo

nth

Month Starting

Trauma01 (CA CORE)

What is the 90th percentile for on scene time value for trauma patients (in seconds)

MCFRS Measure Report Nov-18 to Jul-19Compass California

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

ACS1 Percentage of patients with chest pain/discomfort who were administered aspirin from EMS personnel

0

500

1,000

1,500

2,000

Avg

. p

er

Mo

nth

Month Starting

ACS-3 90th percentile scene time for STEMI patients

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

ACS-4Percentage of STEMI patients with declared STEMI alert

0

500

1,000

1,500

2,000

2,500

Avg

. p

er

Mo

nth

Month Starting

ACS-6 90th percentile time, on scene to 1st EKG for STEMI patients

MCFRS Measure Report Nov-18 to Jul-19Compass California

0%10%20%30%40%50%60%70%80%90%

100%

Avg

. p

er

Mo

nth

Month Starting

Hypoglycemia01 % of hypoglycemic patients who received treatment to correct low blood sugar

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Stroke01

Percentage of stroke patients who received a stroke sceen

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Stroke02

Percentage of stroke patients who received an evaluation of their blood glucose

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Stroke04

% of Stroke Patients with declared stroke alert pre arrival notification

MCFRS Measure Report Nov-18 to Jul-19Compass California

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Pediatrics02 Administration of beta agonist for pediatric asthma

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Pediatrics03

Patients <15 years with a documented weight or length

3

1 2

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Seizure01 Measure of seizure patients who received an evaluation of their blood glucose

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Seizure02

Measure of patients with ongoing seizure activity for 5 minutes or more or two or more seizures in a 5 minute period without regaining consciousness between them who received intervention (e.g., benzodiazepine) intended to stop the seizure

MCFRS Measure Report Nov-18 to Jul-19Compass California

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Trauma02

Percentage of trauma patients transported directly to a trauma center

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Pediatrics01

Pediatric patients with SpO2 AND RR measurement

1 2 3 3

0%

20%

40%

60%

80%

100%

Avg

. p

er

Mo

nth

Month Starting

Safety01

A rate of emergency lights and sirens responses. This includes each vehicle responding to an incident.

2

0%

20%

40%

60%

80%

100%A

vg.

pe

r M

on

th

Month Starting

Safety02 A rate of emergency lights and sirens transports. This includes each vehicle transporting from an incident with one or more patients.

MCFRS Measure Report Nov-18 to Jul-19Compass California

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 1/7

Montgomery County Fire &Montgomery County Fire &Rescue Service (MCFRS)Rescue Service (MCFRS)

What the Department Doesand for Whom

The core function of the MontgomeryCounty Fire and Rescue Service is to

Home Sign InCountyStat Montgomery County

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 2/7

protect lives, property, and theenvironment with comprehensiverisk reduction programs and safe,efficient, and effective emergencyresponse provided by career andvolunteer service providersrepresenting MontgomeryCounty’s diverse population.

Headline Performance Measures

Tweets by @mcfrs

DYK that the leading cause of dryfailure to clean them? Clean the a month or even once a week buload. If you notice your dryer takeclothes, there may be a blockagevent system. bit.ly/2qAHJ3q

MontgomeryCo(MD)Fire@mcfrs

93.6

STEMI Patients w/D2B Time <90 Mins

Percent

PerformanceConsistent

34.9

Cardiac ArrestPatients with ROSC

Percent

PerformanceConsistent

84

Stroke Patients w/E2D < 30 Mins

Percent

PerformanceConsistent

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 3/7

10.5

ALS Response Time:Metro Areas

Minutes at 90thpercentile

PerformanceConsistent

11.2

ALS Response Time:Urban Areas

Minutes at 90thpercentile

PerformanceConsistent

11

ALS Response Time:Suburban Areas

Minutes at90th percentile

PerformanceConsistent

13.1

ALS Response Time:Rural Areas

Minutes at 90thpercentile

PerformanceConsistent

9.9

Fire Response Time:Metro Areas

Minutesat 90th percentile

PerformanceDecline

10.8

Fire Response Time:Urban Areas

Minutes at 90thpercentile

PerformanceDecline

10.1

Fire Response Time:Suburban Areas

13.8

Fire Response Time:Rural Areas

100

CFAI CoreCompetencies Met

Percent

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 4/7

Minutes at 90thpercentile

PerformanceImproved/Optimal

Minutes at 90thpercentile

PerformanceDecline

Achieved Goal June 30, 2018

80.5

Structure FiresConfined

Percent

PerformanceConsistent

0

Fire Deaths per100,000 Population

Fire deaths per100,000 residents

PerformanceImproved/Optimal

2.9

Fire Injuries per100,000 Population

Fireinjuries per 100,000residents

PerformanceImproved/Optimal

99.2

Child SeatInspections Survey

Percent overallsatisfied

PerformanceImproved/Optimal

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 5/7

Responsive and SustainableLeadership

308.1

MCFRS - Overtime

Overtime hoursworked per full-time, non-seasonalemployee

PerformanceImproved/Optimal

78.7

MCFRS - WorkforceAvailability

Percent ofscheduled hoursworked

PerformanceConsistent

100

MCFRS - InternalAudits

Percentof auditrecommendationsimplemented

PerformanceImproved/Optimal

674

MCFRS - Injuries

Injuries

PerformanceImproved/Optimal

31

MCFRS - SuccessionPlanning

Percent ofkey positionsplanned

PerformanceDecline

25

MCFRS - MFD ActionsAwarded

Percent ofdepartmentcontract actionsawarded

PerformanceImproved/Optimal

MCFRS - MFD DollarsAwarded

MCFRS - Print andMail Usage

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 6/7

Approved Budget Click on the chart below to explore how Fire and Rescue is funded.

6.1 Percentof departmentcontract dollarsawarded

PerformanceImproved/Optimal

106.9KDollars

PerformanceImproved/Optimal

11/9/2019 Montgomery County Fire & Rescue Service (MCFRS) | CountyStat

https://stat.montgomerycountymd.gov/stories/s/Montgomery-County-Fire-Rescue-Service-MCFRS-/rgm5-yy5h 7/7

Accessibility Policy Language Translation Policy Privacy Policy User Rights Policy MC 311

© 2019 Montgomery County, Maryland Powered By

MCFRS Operations Division EMS Section Monthly Dashboard Month: Year: 2019

Month YTD Month YTD715 9276 7297 7617412 254 13 6073 63613

13.21 5 70 470 4528317 3056

5 59 57 374Title 28 23 266

Unit Unit 25 25026.03 5 5313.79 15 434 432723.1990% 448 4249 2 29

50 41653498 45902 53 578

51 568Month YTD

93 954 3 12376 3681 1564 787 Career Vol4 62 1

24 232 1 1 SUBPOENANumber Hours Avg Career Vol Records Pers EMS Fire MONTH

38 612.25 16.1 19 12 34 13 74 36 157118 832.63 7.1 (RC) 5 YTD YTD 207511 15.41 1.4 19

168 1462.03 8.7 234 26.16 6.5 102

101LEVEL 1 186 203

71 1,086LEVEL 2 9 59

96 724LEVEL 3 362 3

Mth YTD 221-5 Promotions Processed 15

"Our People" "Our Service" Transfers Processed 545 Strongly Agree Very Satisfied 444 Agree Satisfied3 Neither Neither2 Disagree Dissatisfied1 Strongly Disagree Very Dissatisfied

Stroke avg scene (min)

QI Reports ReviewedStroke avg E2D (min)

OPERATIONS

% Peds tranaportedCurrently Open

Non-STEMI cardiac ch. painsSpecial QA Topic

BLS

Avg E2D STEMI (min)Measure

ALS

Month

Not Sustained

YTD

QA Reports ReviewedTOTAL Reviewed

Notes:

MAY

Quick & Efficient

- Pre-hospital Saves - Resuscitation Terminated

- Patient Refusal

Total Epcr completed

Working Codes "We want to help"

"Our People"

Took Care of you

Program Measure

EPCR OUTCOME SUMMARYMONTH YTD

- STEMI LEVEL2 - Patient Transported

CUSTOMER SERVICE SURVEYSSTEMI VS NON STEMI

Total 12 Leads performed

QA CASES

LEVEL3Avg Time on Scene (min)

LEVEL1

SustainedALS/BLS Downgrade

Care of belongings

County-Wide Average YTD

Crew Friendly

Explained care

Missing ePCRs

Intubations performedI/Os performed

Anticipated Needs

In Medic Class or pending residency

Career

Ambulance transport

#

MF and Below

# Roster Medic Vacancies

RECORDS REQUEST

Medics in Recruit Class#

Reports

Volunteer

Medical treatment

Other service (specify)

NEW MEDICS

A less severe violation which contains no criteria from Level 1 or 2 and can be handled with immediate corrective action.

CUSTOMER SURVEYS

Red The hospital has no ECG monitored beds available. These ECG monitored beds will include all in-patient critical care areas and telemetry beds.Yellow The emergency department temporarily requests that it receive absolutely no patients in need of urgent medical care. Yellow alert is initiated because the Emergency dept is experiencing a temporary overwhelming overload such that priority II and III patients may not be managed safely.

Super Users

# of Homeless Individuals

Total Monthly Super Users

MONTH

Current Users

Total SuperUser Responses

Behavioral Health Referrals

New Users >4 Responses

Total Pateint Home VisitsAPS Screened-InField Referrals to APS/A&D

TOTALVolunteer

New Pateint Home VisitseMeds/Fire App Referrals

Residents

#Residencies on extension

LT & CANon-Ops

ALS Certification Dropped

INCUMBENT MEDICS

#Residencies 1st 3 months

Alerts

The most severe level, including an incident that results in the worsening of a patient’s condition or causes death, the provider is identified as being a risk to their patients, MCFRS and/or themselves.

E708=360, A725=311, M708=269

Number of transport units above 200 calls

Hosp. Reroutes

Fire Extinguishment

"Our Service"Receipt of 911 callResponse time

Billing compliance %

Blue When an EMS jurisdictional system is temporarily taxed to its limits in providing pre hospital care and ambulance transportation due to extraordinary situations such as snow, icing, flooding or other circumstances that contribute to high demand for ambulance service (suspends yellow)

Blue Alerts

Hospital Alert Status

An incident which may include protocol violations or prohibited conduct as defined by COMAR and which does not meet criteria for a Level 1

ReRoute An ALS/BLS unit is being held in the emergency department of a hospital due to lack of an available bed.

QA Cases

YTD

Career

Overall AverageALS -2 DispatchesAverage Cycle Time (minutes)

Total Hosp. Alerts

Hosp. Red Alerts

Number of transport units above 150 calls

Hosp. Yellow Alerts

Echo Dispatches

$3,708,279

$3,745,836

$3,680,000

$3,690,000

$3,700,000

$3,710,000

$3,720,000

$3,730,000

$3,740,000

$3,750,000

Operating Budget YTD Expenditures & Encumbered

41.0%

4.6%

53.3%

1.1%

EMS DISPATCHES

ALS1

ALS2

BLS

ECHO

1

PROGRAM APPRAISAL TEMPLATE FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Technical Rescue

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]: Criterion 5G

3. PERIOD OF APPRAISAL (Most recently completed fiscal year): FY19 (July 1 – June 30)

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: The mission of the Montgomery County Fire and Rescue Service Special Operations Section is to enhance and expand upon the capabilities of Montgomery County Fire and Rescue Service by providing highly trained and specialized response, management, origin and cause determination, and logistical capabilities for any high risk/low frequency incident or event.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: Technical Rescue Team Officers -29 Technical Rescue Team Members – 96 Technical Rescue Team Intermediate – 1 Technical Rescue Team Trainee – 22 Swift Water Task Force Leaders – 3 Swift Water Officers - 11 Swift Water Boat Operators – 27 Swift Water Boat Crew – 57 Swift Water Trainee - 35 Operations Level Boat Operators – 138 Operations Level Boat Crew – 189 Additional Technical rescue personnel resources include an Assistant Chief that oversees Special Operations, a Technical Rescue Battalion Chief, and a Special Operations Master Firefighter logistician.

2

• Facilities, if applicable: Technical Rescue resources are distributed throughout the county and are located at the following locations;

Fire Station 4 17921 Brooke Road Sandy Spring, MD 20860 (Airboat 704)

Fire Station 10 8001 River Road Bethesda, MD 20817 (Swift Water 710, Swift Water 710B, Boat Support 710, Boat Support 710B, Boat 710C, Boat 771, Rapid Response Boat 710, Rapid Response Boat 710B, Rapid Deployment Boat 710, Utility 710)

Fire Station 14 19801 Beallsville road Beallsville, MD 20839 (Boat 714)

Fire Station 25 14401 Connecticut Avenue Layhill, MD 20906 (Boat 725, Boat Support 725, Jon Boat 725)

Fire Station 29 20001 Crystal Rock Drive Germantown, MD. 20874 (Boat 729, Boat Support 729, Jon Boat 729, Rescue Squad 729)

Fire Station 30 9404 Falls Road Potomac, MD 20854 (Swift Water 730, Swift Water 730B, Boat Support 730, Boat Support 730B, Boat 730C, Boat 771B, Rapid Response Boat 730, Jon Boat 730B, Rapid Deployment Boat 730, Utility 730)

Fire Station 31 12100 Darnestown Road North Potomac, MD 20878 (Boat 731, Boat Support 731, Jon Boat 731, Technical Rescue 700, Technical Rescue 700B)

Fire Station 40 17921 Georgia Avenue Olney, MD 20832 (Boat 740, Boat 740B, Boat Support 740)

3

• Apparatus/Equipment, if applicable:

Unit Stock # Year

Make/Model Description

AB704 9-08-L708 2008 Alumitech AGI Airboat SW710 9-16-G616 2016 DIB Chesapeake IRB SW710B 9-00-E000 2000 DIB Rescue Sled IRB BS710 8-15-1222 2015 Ford F550 Boat Support Vehicle BS710B 8-01-0448 2001 Ford F350 Boat Support Vehicle BT710C 9-98-I898 1998 DIB Rescue Sled IRB BT771 9-16-G616 2016 DIB Chesapeake IRB BT771C 9-19-A919 2019 DIB Rescue Sled IRB RRB710 9-18-818A 2018 DIB RR120 IRB RRB710B 9-18-818B 2018 DIB RR120 IRB RDB710 9-10-010A 2010 DIB RDB Rapid Deployment Boat U710 7-06-5092 2006 Dodge 3500 Utility Vehicle BT714 9-17-B717 2017 DIB Chesapeake IRB BT725 9-06-F606 2006 DIB Rescue Sled IRB BS725 8-07-8739 2007 Chevrolet 3500 Boat Support Vehicle JB725 9-16-516C 2016 Lowe L1440M Jon Boat BT729 9-10-G707 2010 DIB Rescue Sled IRB BS729 8-04-0905 2004 Chevrolet 2500 Boat Support Vehicle JB729 9-16-516D 2016 Lowe L1440M Jon Boat RS729 4-08-0594 2008 Pierce Rescue Squad Heavy Rescue Squad SW730 9-08-I080 2008 DIB Chesapeake IRB SW730B 9-18-818C 2018 DIB Rescue Sled IRB BS730 8-15-8130 2015 Ford F550 Boat Support Vehicle BS730 8-99-3478 1999 Ford F350 Boat Support Vehicle BT730C 9-08-G707 2008 DIB Chesapeake IRB BT771B 9-05-B505 2005 DIB Rescue Sled IRB RRB730 9-17-F717 2017 DIB RR120 IRB JB730B 9-16-516B 2016 Lowe L1440M Jon Boat RDB730 9-10-010B 2010 DIB RDB Rapid Deployment Boat U730 7-08-2692 2008 Ford F350 Utility Vehicle BT731 9-05-A505 2005 DIB Rescue Sled IRB BS731 8-14-5684 2014 Ford F550 Boat Support Vehicle JB731 9-16-516A 2016 Lowe L1440M Jon Boat TR700 8-13-8293 2013 Freightliner Cargo Box Truck TR700B 8-07-5377 2007 Chevrolet Box Truck Cargo Box Truck BT740 9-11-I111 2011 DIB Chesapeake IRB RRB740 9-12-D212 2012 Avon ERB310 IRB BS740 8-17-4156 2017 Dodge 5500 Boat Support Vehicle

4

• SOPs and Protocols, if applicable: Fire Rescue Commission Policy & Procedure 25-03 Swift Water Rescue Team Operational Response Guidelines Swift Water Rescue Team Training Policy Training Guidelines for the Potomac River MCFRS Flooding Pre-Deployment Guidelines Technical Rescue Team Standard Operating Guidelines Incident Response Policy Appendix J – Technical Rescue Incidents Incident Response Policy Appendix M – Water Rescue incidents

• Training and Certifications, if applicable: Effective January 1, 2018 members of the Technical Rescue Team are required to obtain technician level training in three of the four major areas of operation for team membership. Effective January 1, 2019 this requirement changed to make all four major operational areas a minimum requirement for full team membership. These certifications include confined space rescue, trench rescue, rope rescue, and structural collapse rescue. In addition, members must complete the Technical Rescue Team Task Book within a two-year period to recertify their membership. The Technical Rescue Team Task Book requires members to demonstrate knowledge, skills, and abilities identified in the job performance requirements for each of the four areas of operation. Members of the Swift Water Rescue Team must complete the Swift Water Boat Crew Task Book within two years of being accepted to the team. The Swift Water Boat Crew Task Book requires members to obtain a technician level certification in swift water rescue as well as demonstrate proficiency in the knowledge, skills, and abilities identified in the job performance requirements for technician level certification every two years to recertify their membership. The Swift Water Boat Operator Task Book requires members to be certified as Swift Water Boat Crew for a minimum of one year and must also demonstrate proficiency in the knowledge, skills, and abilities identified in the job performance requirements for technician level certification every two years to recertify their membership. Swift Water Boat Operators must also obtain a Maryland Department of Natural Resources Safe Boater Operations certification. Operations level Boat Crew members must take the three-day Surface Water Boat Crew class offered at the Public Safety Training Academy. This 24-hour course includes didactic and practical skill stations that address the knowledge, skills, and abilities required to operate in non-moving or slow-moving water environments. Operations level Boat Operators must complete all of the requirements of the Operations level Boat Crew member and take the three-day Surface Water Boat Operator class offered at the Public Safety Training Academy. Operations level Boat Operators must also obtain a Maryland Department of Natural Resources Safe Boater Operations certification.

5

6. DATA (Most recently completed fiscal year): • Annual Dashboard or equivalent (to be attached):

o See attached Dashboards

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: MCFRS has continued to invest a substantial amount of time and resources into preparing for technical rescue responses. Members of the Technical Rescue Team and Swift Water Rescue Team completed a total of 67,163- and 37,523-man hours of training respectively within their discipline. In addition to the monthly training Technical Rescue Team members also participated in the 2019 Virginia Rescue Challenge. This four-day event presents rescuers with two scenario-based exercises per day that push the limits of technical rescue response. A similar, multi-day scenario-based exercise is being designed for the first quarter of FY20 with the target audience being the Swiftwater Rescue Team. The FY19 Dashboard reflects an increase in Technical Rescue Team and Water Rescue responses and engagements. It is believed that this increase in usage is a direct result of changes made within the Emergency Fire Dispatch (EFD) and Emergency Medical Dispatch (EMD) protocols and in conjunction with the newly created appendix for Technical Rescue Incidents and Water Rescue Incident within the Incident Response Plan. We see this increase as being beneficial as it allows highly trained Subject Mater Experts to arrive on the scene to provide a technical support capability to the Incident Commander. Likewise, the unusually rainy season resulted in rapid ground saturation which drastically increased the likelihood of flash flooding types of events. Where inland flooding call volume remained roughly even between FY18 and FY19, the number of rescues conducted increased two-fold. Not reflected in the Dashboard is the profound effect of including the Rapid Response Boat platform into the fleet. The Rapid Response Boats were purchased as an alternative to the exiting Jon Boat platform and primarily designed for inland flooding and events where the platform would require being hand carried to the launch site. The decreased weight, and increased stability, of the new platform has exceeded expectations and is reflected in the Dashboard when comparing boat usage during FY18 and FY19. To increase the efficiency of technical rescue search capabilities, FY19 has also seen much work dedicated to the purchase and training of a certified search canine. The canine, Piper, is currently certified as a Human Remains/Cadaver (HR) search dog and is actively working on Live Find (LF) certifications. It is anticipated that the Standard Operating Guidelines for use and deployment of search canine capabilities will be completed in FY20. Until that time deployment determination is made by The Special Operations Chief, and/or the Technical Rescue Battalion Chief.

6

Where historically not part of Technical Rescue, the grant funded purchase of three Utility Task Vehicles (UTV’s) has also increased the technical rescue capabilities available in FY19. Where the vehicles were purchased in FY17, most of FY18 was spent developing Policies and Procedures for use, as well as building the logistical infrastructure required to properly support them. FY19 was dedicated to training, outfitting, and delivery of the UTV’s to the field. Again, we see that the changes in EFD/EMD and dispatch resources have dramatically increased the call volume and usage of these assets. With this increase in volume and effectiveness, we have chosen to include the UTV’s as part of the Technical Rescue criterion.

• Observed Trends: - Participation in realistic scenario-based exercises like the Virginia Rescue Challenge

provides unparalleled results as far as technical rescue training. Team members provided nothing but positive feedback for both the scenarios and evaluation of skills presented. These events also foster inter agency networking that has been proven critical for effective event interoperability.

- Inclusion of the Rapid Response Boat platform increased victim safety and rescuer efficiency.

- Changes to EFD/EMD and the IRP have affected response volume and usage of Technical Rescue resources

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

- Continued work on replacement of rope on BS710, BS710B, BS730, and BS730B - Continued training with Garmin755t units on each Boat Support unit. - Continued final steps to replace BS725 and BS730B with newer units. - Conducted one Structure Collapse Rescue Specialist course, one Technical Rescue

Paramedic course, six Flat Water Boat Operator Flood Operations courses, and assisted the PSTA with the rollout of twelve Off Road Driving courses to certify Utility Task Vehicle drivers.

- Increased technical search capabilities with the acquisition and certification of one HR search canine.

• Unexpected Results (positive or negative), if any:

- GPS usage, combined with geolocation from the initial 911 call, has allowed responders to arrive at the patient’s side quicker.

- Data collection for Technical Rescue incidents is now available for most incidents and affords the opportunity to view search progress and document search areas.

- Where data is collected on each event, assimilating data for monthly dashboards is still time consuming and unrealistic. Discussions are underway to identify and address a more efficient data collection process that would provide a live dashboard.

7

This dashboard should automatically update whenever data is provided and should be able to track search progression on large, and small-scale events in live time.

• Customer Satisfaction (e.g., survey results), if available: Interactions on the scene of incidents and training generally represent favorable customer satisfaction, however, no formal documented customer satisfaction survey process is currently in place. The Special Operations Section is still considering development of a customer satisfaction survey form and implementation process once resources become available.

• Program Goals and Objectives:

• Short-Term Goals Met: - Continued and expanded GPS Use and Data collection for water-based incidents - Completion of annual maintenance on marine fleet and trailers. - Completion of the Off-Road Driving Course to facilitate certification of Utility

Task Vehicle drivers. - Provide Flood Water response guidance to existing Flat Water Boat Operators to

ensure understanding and requirements with the new Incident Response Policy regarding Inland Flooding Incidents.

• Long-Term Goals Met:

- Continue working toward cache shortfall needs on the Swift Water Rescue Team to include replacement of all rope carried on the Boat Supports at FS10 and FS30.

- Continue efforts to finalize and place in service new vehicles to use as BS725 and BS730B.

• Deadlines Met, if applicable:

• Full-Scale Evaluation of Response Components, if applicable: MCFRS technical rescue resources participated in one full-scale evaluation exercise during this assessment period. Members of the Technical Rescue Team participated in the Virginia Rescue Challenge, a four-day training event that pushed rescuers to the limits of technical rescue. Members participated in two scenario-based events each day which involved confined space, rope rescue, trench rescue, and structural collapse rescue evolutions. A similar, multi-day scenario-based exercise is being designed for the first quarter of FY20 with the target audience being the Swiftwater Rescue Team.

8

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers): MCFRS Technical rescue capabilities have had a positive external impact. There were 314 water rescue unit responses and 38 technical rescue unit responses for this assessment period.

• Internal Impact (Impact within MCFRS): In addition to training and incident response, MCFRS technical rescue members provide an internal impact within MCFRS. This impact is primarily in training and education as the lead and adjunct instructors for all technical rescue-based training are experienced members of the Technical Rescue Team and/or Swift Water Rescue Team. Additionally, Swiftwater Rescue Team members provided numerous In-Service training sessions to operational response units during the Swiftwater Rescue In-Service Training rollout.

Montgomery County Fire and Rescue Services Special Operations Section

FY19 Technical Rescue Response and Training Dashboard

FY19 TRT Training Dashboard

Month Personnel Trained Personnel

Trained Training Days Hours

FS25 FS29 FS31 Non-Con Held Hours Man Hours July 28 28 30 22 108 6 52 5616

August 28 26 26 21 101 6 39 3939 September 35 28 32 20 115 7 56 6440

October 23 27 29 22 101 6 46 4646 November 22 28 28 21 99 6 48 4752 December 22 27 29 21 99 6 48 4752

January 24 29 28 24 105 6 50 5250 February 18 25 24 18 85 5 40 3400

March 30 34 41 22 127 10 74 9398 April 21 20 28 14 83 9 80 6640 May 23 27 29 20 99 9 78 7722 June 21 28 32 15 96 6 48 4608 Total 295 327 356 240 1218 82 659 67163

TR700 TR700B TR700 TR700B2 3 2 32 2 1 16 7 1 11 1 1 15 5 2 22 2 2 218 20 9 10

Response EngagementCall Type

Confined Space RescuePerson trapped vehicle/equip

Rope Rescue

Response By Call TypeCall Type

Confined Space RescuePerson trapped vehicle/equip

Rope RescueSearch

Structural CollapseTrench Rescue

Total Responses

SearchStructural Collapse

Trench RescueTotal Engagements

Technical Rescue Team Usage and Call Type

Confined Space Vehicle/Machinery

Rope Rescue Search

Structural Collapse Trench Rescue

In Service While Responding Staged on Scene

TR700 TR700B0 02 31 12 22 22 2

A Shift B Shift C Shift8 5 58 5 7

Engagement TypeEngagement Type

Structural Shoring

TR700B

Body recovery

TR700

Response By ShiftShiftUnit

Assist Self-ExtricationConfined Space Entry

Rope RescueTrench Rescue

Montgomery County Fire and Rescue Services Special Operations Section

FY19 Water Rescue Response and Training Dashboard FY19 SWRT Training Dashboard

Month Personnel Trained Personnel

Trained Training Days Hours

FS10 FS25/14 FS30 Non-Con Held Hours Man Hours July 57 11 23 5 96 9 57 5472

August 29 6 17 3 55 4 25 1375 September 46 15 41 8 110 7 40 4400

October 32 10 16 5 63 4 30 1890 November 20 5 16 4 45 3 23 1035 December 21 6 26 6 59 4 29 1711

January 31 12 21 4 68 4 32 2176 February 29 6 17 6 58 4 32 1856

March 26 13 24 5 68 7 46 3128 April 36 21 20 6 83 5 38 3154 May 52 27 26 7 112 8 58 6496 June 43 24 28 10 105 6 46 4830 Total 422 156 275 69 922 65 456 37523

20 312 1 17 3 2

1 4 18 46 14 1 2 49 1

12 1 6 0 19 5

25 4 0 10 28 13 72 70 21 3

16 4 72 5923 2 3 19 11 1

1 1 2 7 4 11 1 12 00 1 30 0

VICTIM DEMOGRAPHICSBILLY GOAT TRAIL A LOOP ANAPHYLAXIS MALE:

VICTIM EXTRACTED BY HIP INJURY

TOW PATH OR LOCK FOOT INURY UNDETERMINED:INLAND WATER EVENT HEAD INJURY CALLS FOR SERVICE

BILLY GOAT TRAIL B LOOP ANKLE INJURY FEMALE:BILLY GOAT TRAIL C LOOP ARM INJURY CHILD/TEEN:

SHALLOW WATER CROSSING: SYNCOPE

AB704SW710

SW710BBT714BT725

BT729SW730

SW730BBT731BT740

MUTUAL AID RECEIVEDFFX - 5

HOIST: NECK/BACK INJURYSELF: SHOLDER INJURY

BOAT: LEG INJURYLAND: MO

ISWR OR WRONG LOCATION HEAT EMERGENCY

MALE: MALE:FEMALE:

HOCO - 4

FEMALE:CHILD/TEEN:

WATER RESCUE MEDICAL RESPONSESINCIDENTS BY LOCATION INJURY/EVENT TYPE

CHILD/TEEN:UNDETERMINED: UNDETERMINED:PG - 1

INLAND FLOOD RESPONSE SEARCH RESPONSETOTAL RESPONSES TOTAL RESPONSESFIELD UNIT EXTRACT NOTHING FOUNDWR RESOURCE EXTRACT WR RESOURCE EXTRACTSOULS SAVED SOULS SAVEDSOULS LOST SOULS LOSTFLOOD EXTRACT METHODSEARCH EXTRACT METHOD

BOAT: BOAT:SWC: VESSELS SALVAGED:

VICTIM DEMOGRAPHICS VICTIM DEMOGRAPHICS

INLAND FLOOD RESPONSE SEARCH RESPONSE TOTAL RESPONSES 20 TOTAL RESPONSES 3 FIELD UNIT EXTRACT 3 NOTHING FOUND 2 WR RESOURCE EXTRACT 46 WR RESOURCE EXTRACT 1 SOULS SAVED 49 SOULS SAVED 1 SOULS LOST 0 SOULS LOST 1 FLOOD EXTRACT METHOD SEARCH EXTRACT METHOD

BOAT: 28 BOAT: 1 SWC: 21 VESSELS SALVAGED: 3

VICTIM DEMOGRAPHICS VICTIM DEMOGRAPHICS MALE: 11 MALE: 1

FEMALE: 4 FEMALE: 1 CHILD/TEEN: 12 CHILD/TEEN: 0

UNDETERMINED: 30 UNDETERMINED: 0

Montgomery County Fire and Rescue Services Special Operations Section

FY19 Utility Task Vehicle Response Dashboard

2 0 4 2 4 0 53 1 22 5 3 0 60 0 0 1 1 0 10 0 1 0 0 1 00 0 2 0 1 0 00 0 12 10 0 1 04 1 1 0 1 2 20 0 0 0 0 0 19 2 0 42 0 18 0 0 0 10 4 158 5 1 9 0 16 11 0 0 8 1 16

3 1 11 4 7 0 80 0 10 5 0 1 16 1 20 9 3 3 60 0 1 0 0 0 00 0 0 4 0 0 0

Working CodeFY19 Total Responses

ALS Injured PersonBLS Injured Person

Body RecoveryBrush Fire

Medical EmergencySearch and Rescue

Failed To RespondMutual Aid Response

FY18 Total ResponsesUTV INCIDENT USAGE

In Service While Responding

Arrived on Scene (Utilized)

Special Events Standby

UTV

725

UTV

731

UTV

740

BUTV

740

UTV

742

Call Type

UTV

708

BUTV

708

UTV

709

Arrived on Scene (Standby)

UTV

711

UTV

712

UTV

714

UTV

722

UTV INCIDENT RESPONSE SNAPSHOTUTV Resource

1

PROGRAM APPRAISA FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Hazardous Materials

2. CRITERION OR CRITERIA ADDRESSED: 5H

3. PERIOD OF APPRAISAL: FY2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: The mission of the Montgomery County Hazardous Materials Incident Response Team is to provide all-hazards preparedness, response, mitigation, and support capabilities from natural and man-made hazardous materials disasters. Internally, the Hazardous Materials Response Team is dedicated to protecting the citizens and visitors of Montgomery County as well as the water, land, air, and general environment from contamination resulting from hazardous materials.

The Hazardous Incident Response Team, (HIRT) was organized in 1981. Since then HIRT has become a highly trained and equipped response team. As an integrated response unit, personnel are preassigned specific duties to improve on-scene efficiency and to promote team safety. These highly trained personnel are consolidated at strategically located fire stations to provide a flexible and scalable response at any time.

In addition to the standard hazmat training topics, team members receive training on how to manage the consequences of incidents involving weapons of mass destruction (WMD). Through in-service and specialized training programs personnel receive information on terrorism and radiological, biological and chemical warfare agents, in addition, training is provided on explosives recognition and safety. Part of the ongoing training includes gaining proficiency in the use of specialized chemical agent detection instruments, materials and equipment.

In addition to its emergency response and training activities, HIRT conducts State of Maryland and SARA Title III inspections, other hazmat-related inspections, and participates in the county's Annual Household Hazardous Materials Clean-Up Program.

2

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: Hazardous Materials Officers – 13 Hazardous Materials Team Members – 94 Hazardous Materials Team Trainee – 19 The Hazardous Materials Incident Response Team is stations at Fire Stations 7 and 28. Each station is staffed daily with four hazardous materials technicians and one hazardous materials officer. Two additional hazardous materials technicians also staff Engine 720 and three hazardous materials technicians staff Fire Station 25. In addition, there are two decontamination units assigned to Fire Stations 1 and 34 for the purpose of large-scale personnel decontamination. The Hazardous Materials Incident Response Team is managed by the Hazardous Materials Battalion Chief assigned to Special Operations.

• Facilities, if applicable: Hazardous materials response capabilities are strategically distributed throughout the county and are located at the following locations; Fire Station 1 8110 Georgia Avenue Silver Spring, MD 20910 (Decon 701) Fire Station 7 8001 Connecticut Avenue Chevy Chase, MD 20815 (Hazmat 707) Fire Station 20 9041 Old Georgetown Road Bethesda, MD 20814 (Engine 720) Fire Station 25 14401 Connecticut Avenue

Layhill, Md 20906 (Support Unit 725)

Fire Station 28 7272 Muncaster Mill Road Derwood, MD 20855 (Hazmat 728)

3

Fire Station 34 20633 Boland Farm Road Germantown, MD 20876 (Decon 734)

• Apparatus/Equipment, if applicable: Unit Stock # Year Make/Model Description DCN 701 8-06-4489 2006 Chevrolet Box Truck Decontamination Unit HM707 8-07-7075 2007 Spartan Hazmat Unit Hazmat Response Unit E720 1-08-7617 2008 Spartan Crimson Class A CAFS Engine HM728 8-07-7076 2007 Spartan Hazmat Unit Hazmat Response Unit U728 7-96-7235 1996 Dodge 3500 Pickup Work Body Utility DCN734 8-06-4264 2006 Chevrolet Box Truck Decontamination Unit

• SOPs and Protocols, if applicable:

MCFRS HAZMAT Standard Operating Procedure 2014 Edition Training and Certifications, if applicable: 62 Hour - Hazardous Materials Technician - NFPA 472 compliant 18 Hour –MCFRS Hazardous Materials Specialist Course 16 Hour – Hazardous Materials Incident Command Course 16 Hour – Hazardous Materials Officer Program – Scenario and Practical

4

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

o See attached Dashboards

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: Training data from the dashboard reflects the commitment of MCFRS to support continuing education and training of HIRT members. With dedicated staffing levels and monthly training days identified the only variances in monthly training membership occur at stations with the ability to exceed minimum hazardous materials staff levels. Not reflected in the Dashboard is the multiple vendor supplied training programs and conferences.

• Observed Trends: Incident response data reflected in the dashboard indicate most of the hazardous material responses where hydrocarbon in nature. Additionally, we are beginning to see an increasing trend in chemical and radiation related responses. There has been a significant decrease in the amount of carbon monoxide responses during this assessment period lending credence to FY18 data being related to public education initiatives being driven by Community Risk Reduction. Furthermore, the addition of multi-gas meters on all special services prompted response plan changes that removed hazardous materials resources from moderate risk inhalation emergencies involving carbon monoxide. Additionally, we have noticed a downward trend in natural gas responses during this assessment period and are looking at potential contributing factors.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

o 17 personnel completed Hazmat Team member checkoffs (new or returning member)

o Technology upgrades through replacement of Hazmat Unit laptops and iPad devices.

o Technology upgrade through upgrade from flip phone to iPhone for Hazmat Officer assigned to each Hazmat Unit.

o Addition of computer and iPhone/iPad applications relevant to Hazmat response. o Chemical Companion program training from developer. o New defect reporting system designed and placed into operation for Meters/CPC,

Spec Ops Equipment and MDE supplied equipment.

5

o Placed in-service and trained on Etiological/Highly Infectious Disease response equipment kits for each Hazmat Unit. Consists of Kappler Provent 10,000 CPC suits, Powered Air Purifying Respirators, CAP-1 CBRN canisters and Isopods for patient transport.

o Placed in-service two new Arizona Instrument Jerome J505 on each HMU for increased mercury response capability.

o Improved workflow between field personnel and MCFRS meter shop for handling Hazmat meters.

o Evaluation of new in-suit communication technology to begin replacement process of older units.

o Development of Hazardous Material Unit Workgroup to begin process for HMU replacement.

o HM Team personnel attended IAFC Hazardous Materials Conference o Review and evaluation of County Commodity Flow Study performed by

contractor at request of Emergency Management. o PSTA Hazmat Ops instructors reviewed equipment and set-up of MCFRS Decon

Units for use on incident and in training. o Attended Loudon County Potomac River Contamination Tabletop Exercise with

Emergency Mgmt. o Continued work on CAMEO database with Emergency Management and vendor. o Approval of work coveralls through MWCOG Hazmat Sub-Committee for

MCFRS Hazmat Team.

• Unexpected Results (positive or negative), if any:

o Data transfer from state and county Hazmat permitting system not fully compatible with CAMEO program.

o Limited communication from Loudon County stakeholders in a Potomac River Hazmat scenario.

• Customer Satisfaction (e.g., survey results), if available: Interactions on the scene of incidents and training generally represent favorable customer satisfaction, however, no formal documented customer satisfaction survey process is currently in place. The Special Operations Section is still considering development of a customer satisfaction survey form and implementation process once resources become available.

6

• Program Goals and Objectives:

• Short-Term Goals Met:

o Technology upgrades through replacement of Hazmat Unit laptops and iPad devices.

o Technology upgrade through upgrade from flip phone to iPhone for Hazmat Officer assigned to each Hazmat Unit.

o Addition of computer and iPhone/iPad applications relevant to Hazmat response.

o Chemical Companion program training from developer.

• Long-Term Goals Met: o New defect reporting system designed and placed into operation for

Meters/CPC, Spec Ops Equipment and MDE supplied equipment. o Improved workflow between field personnel and MCFRS meter shop for

handling Hazmat meters. o Development of Hazardous Material Unit Workgroup to begin process for

HMU replacement. o Approval of work coveralls through MWCOG Hazmat Sub-Committee for

MCFRS Hazmat Team.

• Deadlines Met, if applicable: o Placed in-service and trained on Etiological/Highly Infectious Disease

response equipment kits for each Hazmat Unit. Consists of Kappler Provent 10,000 CPC suits, Powered Air Purifying Respirators, CAP-1 CBRN canisters and Isopods for patient transport.

• Full-Scale Evaluation of Response Components, if applicable:

The full-scale evaluation of hazardous materials response components is conducted during several monthly training events. Typical monthly training may be more focused in nature to reinforce a specific skill set; however, these training days are used to build complexity and include at least three full-scale response scenarios per year. Each event is evaluated by team management and the results of these evaluations are utilized to identify future training needs. Team members were also able to participate in a Full-Scale exercise with Holy Cross Hospital. The scenario focused on dealing with Ebola patients and provided hands on practical training for these rare but serious incidents.

7

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

MCFRS HIRT has provided a positive external impact during this assessment period. There have been 347 hazardous materials unit responses for FY19.

• Internal Impact (Impact within MCFRS): In addition, the HIRT has provided a positive internal impact by providing subject matter expertise for Incident Commanders and Unit Officers numerous times when questions arise regarding the need for a full HIRT response. Much of this dialog is directed to the Hazmat Materials Officers when units in the field are unsure if an event is, or could possibly be, related to hazardous materials. Many of the HIRT members also serve as instructors for the Hazardous Materials Operations courses taught at the Public Service Training Academy.

Montgomery County Fire and Rescue Services Special Operations Section

FY19 Hazardous Materials Response and Training Dashboard

HM707 HM728 E720 SU725 DCN701 DCN734 Total1 0 0 1 0 0 21 0 0 0 0 0 11 0 0 1 0 0 21 1 0 1 0 0 33 2 0 4 0 0 90 1 0 0 0 0 11 1 0 1 0 0 32 1 0 2 0 0 56 3 0 3 0 0 120 0 0 1 0 0 11 1 0 0 0 0 240 36 19 21 0 0 1160 0 1 1 0 0 20 0 0 2 0 0 26 7 4 10 0 0 275 6 2 6 0 0 190 0 0 2 0 0 21 0 0 0 0 0 110 10 8 14 0 0 421 1 1 0 0 0 31 4 0 1 0 0 60 1 0 0 0 0 10 2 0 2 0 0 42 3 0 1 0 0 60 1 0 0 0 0 12 0 0 1 0 0 33 2 2 4 0 0 111 1 0 0 0 0 20 1 0 1 0 0 20 3 1 1 0 0 51 6 2 1 0 0 1011 6 4 11 0 0 320 1 0 0 0 0 10 1 0 0 0 0 1

A Shift B Shift C Shift HM707 43 8 4938 28 35 101 HM728 60 12 3637 44 33 114 E720 18 6 1315 11 17 43 SU725 21 18 4931 21 37 89 DCN701 0 0 00 0 0 0 DCN734 0 0 00 0 0 0 Total 142 44 147

121 104 122 34764 742 5194Training Days Held Manhours of TrainingPersonnel Trained

Fuel Spill

Response By Call Type

Carbon Monoxide w/SickCDS

Chemical Leak

Call TypeAcid SpillAmmonia

Carbon DioxideCarbon Monoxide

Gas Leak

Chemical ReleaseChemical Spill

Outside Gas LeakMO

Hazmat InvestigationInhalation Emergency

Inside Gas LeakMercury

Personal Injury CollisionPowder

EMS/CodeExplosion

RadiationSAR/AircraftService CallSick Person

Spill

DCN734Total By Shift

Vehicle FireWires Down

Structure Fire w/HazmatSuspicious Package

Train FireUncontained Hazmat

Unknown Hazmat

HM707HM728

E720SU725

DCN701

Unknown Odor

Unit Used Staged ISWRResponse By Shift

Unit ShiftTotal

1

PROGRAM APPRAISAL

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Aviation Rescue and Fire Fighting Services

2. CRITERION OR CRITERIA ADDRESSED: 5I

3. PERIOD OF APPRAISAL: Fiscal Year 2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: “The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property and the environment with comprehensive risk reduction programs and safe and effective emergency response provided by highly skilled career and volunteer service providers representing the County’s diverse population.” There is no specific program area mission statement for Aviation Rescue and Fire Fighting Services (ARFF). Additionally, the Commission of Fire Accreditation International (CFAI) has determined that Montgomery County Fire and Rescue Service (MCFRS) does not need to report out on Criterion 5I, as there are no “Indexed” airports in Montgomery County according to the Federal Aviation Administration (FAA) Airport Certification Status List in compliance with 14 CFR Part 139, and thus no requirement for ARFF vehicles or extinguishing agents. Nonetheless, the current response policy provides guidance for this program area. The following is the Policy Statement from Montgomery County Fire and Rescue Service Policy 24-09, Response for Aircraft Emergencies.

“It is MCFRS policy to provide standard operating procedures to guide personnel responding to, or operating at, an aircraft emergency, to enhance their ability to work as safely as possible while mitigating the incident swiftly and effectively. Because aviation rescue and fire fighting (ARFF) emergencies can occur anywhere, guidelines for responding to these incidents are not limited only to designated airports/airparks.

“ARFF incidents have the potential to be mass casualty events and may also involve. incident types that include combinations of fire, hazardous materials, and the need for wide-area searches: for responses to incidents involving aircraft emergencies and

2

crashes, personnel must follow the procedures below to enhance their own safety and that of any potential viable patients while operating on the incident scene, to mitigate the emergency condition, and to protect the environment from the release of any hazardous materials.

“Personnel must also be aware that aircraft emergencies often involve the response of local, state, and federal agencies to conduct accident investigation procedures at the scene for extended periods of time. Areas related to these incidents may also become crime scenes, involving investigation by local, state, and federal law enforcement agencies.”

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

Existing Structural Firefighting Force qualified in the all-hazards mission of the Montgomery County Fire and Rescue Service. 1,161 active career and 805 active volunteers on the Integrated Emergency Command Structure (IECS) lists, per Montgomery County Executive Regulation 16-05AM, Integrated Emergency Command Structure. For specifics, see attached documents:

o MCFRS Organizational Chart o Battalion Roster, FY2019 o LFRD IECS List, FY2019 o IECS List

• Facilities:

37 fire/rescue stations 1 Emergency Communications Center and 1 Alternate Emergency Communications Center 5 Federal Fire Departments with fire/rescue stations located within Montgomery County (Automatic Aid)

• Apparatus/Equipment: Front Line Fleet includes the following: o 35 paramedic engines, o 4 brush engines, o 12 brush trucks, o 2 Hazardous Materials Units, o 15 aerials, o 6 rescue squads,

3

o 30 ambulances, o 11 transport medic units, o 3 ALS chase cars, o 8 tankers, and o 9 on-duty command staff (1 Duty Operations Chief, 5 Battalion Chiefs, 1 Safety

Officer, and 2 EMIHS Duty Officers).

The MCFRS fleet does not include program-specific apparatus/equipment for ARFF, i.e., those described under NFPA 414 Standard for Aircraft Rescue and Fire-Fighting Vehicles.

• SOPs and Protocols:

Montgomery County Fire and Rescue Service Policy 24-09, Response for Aircraft Emergencies

• Training and Certifications:

MCFRS trains personnel to applicable NFPA training standards for structural firefighting.

MCFRS does not train personnel specifically for ARFF, as per the following NFPA documents:

NFPA 402, Guide for Aircraft Rescue and Fire Fighting Operations

NFPA 403, Standard for Aircraft Rescue and Fire-Fighting Services at Airports

NFPA 422, Guide for Accident/Incident Response Assessment

6. DATA:

• Annual Dashboard or equivalent:

In FY19, there were two Aircraft Rescue and Fire Fighting Services incidents in Montgomery County:

Incident #18-00096245 on July 29, 2019, for a report of a helicopter crash near Brighton Dam. This was a good intent call, as the pilot merely landed the helicopter to have a picnic lunch.

Incident #18-00111785 on September 3, 2019 for a report of an activated Emergency Position Indicating Radio Beacon (EPIRB) from a small airplane. This was also a good intent call, as no crash site was found at the GPS location.

• Brief Summary of Key Data presented in Annual Dashboard:

Not applicable for FY19, as both incidents were cleared as good intent calls.

4

• Observed Trends:

Since there are very few, if any, ARFF incidents in Montgomery County each year, MCFRS has instituted the practice of analysis and comparison to other similar incident types. That is to say, the response plan for ARFF Special Risk (AR-SR) responses are the same as the Hazmat Special Risk (HM-SR) category, which is the HM3 response plan; and the ARFF High Rick (AR-HR) responses are the same as the Hazmat High Risk (HM-HR) category, which is the HM2 response plans. Therefore, the ARFF responses are made in comparison to all other HM responses. See attached data sheets (pages 7 and 8).

The FY19 response times are lower than the previous baseline in both first arriving unit (1st Unit) on the scene and total response time for the effective response force (TRT-ERF).

FY14-FY18 Baseline FY19 Actuals HM-SR 1st Arriving Unit 13:10 11:48

TRT ERF 41:55 30:23

HM-HR 1st Arriving 10:53 10:19 TRT ERF 47:28 N/A

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

None applicable.

• Unexpected Results (positive or negative), if any:

None applicable

• Customer Satisfaction (e.g., survey results), if available:

None applicable

• Program Goals and Objectives:

Improve overall preparedness and response to aviation fire and rescue incidents:

5

• Collect and analyze total response time data for the First-Arriving Unit and Effective Response Force for Aircraft Rescue and Fire Fighting services.

• Review and update MCFRS Policy 24-09, Response for Aircraft Emergencies to reflect lessons learned from After-Action Reports (AARs) and to fit the new [Incident Response Policy] IRP format.

• Short-Term Goals Met:

FY19 total response time data for the First-Arriving Unit and Effective Response Force for Aircraft Rescue and Fire Fighting services was collected and analyzed.

Total Response Time for the First Unit OnScene

#18-00096245 12 minutes 5 seconds #18-00111785 20 minutes 43 seconds

Since these incidents were both good intent calls, there is no Total Response Time for Effective Response Force recorded.

With such a small sample size, no conclusions should be inferred about call processing or response time performance.

When examining the broader HM-SR and HM-HR categories, there is a noted improvement in Total Response Time for the First Unit OnScene when comparing FY19 to FY18. The data show a 9.5% decrease in TRT for HM-SR and a 1.7% decrease in TRT for HM-HR. There is a remarkable improvement in Total Response Time for Effective Response Force for HM-SR, with data showing a 21.8% decrease.

For the Effective Response Force for HazMat Special Risk (HM-SR) category, the incident must have the following compliment of appropriate units, regardless of which station the units come from. The first arriving unit can come from any fire-rescue station, including Federal and mutual aid stations.

● 5 Primary Unit Type Engine AND

● 2 Primary Unit Type Aerial AND

● 1 Primary Unit Type Rescue Squad AND

● 1 Primary Unit Type Chief AND

● 1 Primary Unit Type Ambulance OR 1 Secondary Unit Type Medic AND

● 1 Primary Unit Type Hazmat

If the incident does not have the corresponding eleven (11) units on scene or total response time data is not recorded for those eleven (11) units, that incident will be

6

excluded from the measure. The total response time used for the measure will be for the last arriving unit out of these eleven (11) units.

• Deadlines Met, if applicable:

None applicable

• Full-Scale Evaluation of Response Components, if applicable:

None applicable

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

None applicable

• Internal Impact (Impact within MCFRS):

After preparing this formal and documented appraisal of the Aircraft Rescue and Fire Fighting Services, it is recommended that a review of applicable NFPA standards be conducted and applicable standards be incorporated in the next revision of the Response for Aircraft Emergencies to be included as an appendix to the IRP. Roll-out of the revised policy should include training to all responders and command officers. This process is underway, with publication anticipated in the second half of FY20.

7

(High Risk) Aircraft Rescue FF – ARF-HR - 90th Percentile Times - Baseline Performance

FY 2018 -

FY 2022 FY 2022 FY 2021

FY 2020 Q1

FY 2019 FY 2018

Alarm Handling

Pick-up to Dispatch

Urban 07:51 05:09 05:55

Rural N/A N/A N/A

Countywide 07:51 05:09 05:55

Turnout Time

Turnout Time 1st Unit

Urban 02:32 02:06 02:03

Rural N/A N/A N/A

Countywide 02:32 02:06 02:03

Travel Time

Travel Time 1st Unit

Distribution

Urban 05:31 06:09 04:19

Rural N/A N/A N/A

Countywide 05:31 06:09 04:19

Travel Time ERF

Concentration

Urban N/A N/A 26:06

Rural N/A N/A N/A

Countywide N/A N/A 26:06

Total Response Time

Total Response

Time 1st Unit on Scene

Distribution

Urban 13:17 10:19 10:27

N=4 N=30 N=21

Rural N/A N/A N/A

N=0 N=0 N=0

Countywide 13:17 10:19 10:27

N=0 N=0 N=21

Total Response Time ERF

Concentration

Urban N/A N/A 34:40

N=0 N=0 N=11

Rural N/A N/A N/A

N=0 N=0 N=0

Countywide N/A N/A 34:40

N=0 N=0 N=11

8

(Special Risk) Aircraft Rescue FF – ARF-SR - 90th Percentile Times - Baseline Performance

FY 2018 -

FY 2022 FY 2022 FY 2021

FY 2020 Q1

FY 2019 FY 2018

Alarm Handling

Pick-up to Dispatch

Urban 02:03 04:15 04:36

Rural N/A 09:03 N/A

Countywide 02:03 05:53 04:36

Turnout Time

Turnout Time 1st Unit

Urban 02:08 02:12 02:00

Rural N/A 06:41 N/A

Countywide 02:08 02:21 02:00

Travel Time

Travel Time 1st Unit

Distribution

Urban 04:19 07:01 05:54

Rural N/A 10:41 N/A

Countywide 04:19 07:03 05:54

Travel Time ERF

Concentration

Urban 14:23 22:22 21:11

Rural N/A N/A N/A

Countywide 14:23 22:22 21:11

Total Response Time

Total Response

Time 1st Unit on Scene

Distribution

Urban 07:43 11:48 10:41

N=2 N=17 N=12

Rural N/A 20:53 N/A

N=0 N=2 N=0

Countywide 07:43 18:18 10:41

N=2 N=19 N=12

Total Response Time ERF

Concentration

Urban 19:09 30:23 23:56

N=1 N=10 N=4

Rural N/A N/A N/A

N=0 N=0 N=0

Countywide 19:09 30:23 23:56

N=1 N=10 N=4

1

PROGRAM APPRAISAL FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Wildland Fire Services

2. CRITERION OR CRITERIA ADDRESSED: 5K

3. PERIOD OF APPRAISAL: Fiscal Year 2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: “The Wildland Fire Services Program is designed to educate Montgomery County residents and businesses on the dangers of wildland fires and to ensure readiness of the Montgomery County Fire and Rescue Service to mitigate, prevent and respond to wildland fires.”

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: Existing Structural Firefighting Force qualified in the all-hazards mission of the Montgomery County Fire and Rescue Service (MCFRS). 1,161 active career and 805 active volunteers on the Integrated Emergency Command Structure (IECS) lists, per Montgomery County Executive Regulation 16-05AM, Integrated Emergency Command Structure. For specifics, see attached documents:

o MCFRS Organizational Chart o Battalion Roster, FY2019 o LFRD IECS List, FY2019 o IECS List

• Facilities:

37 fire/rescue stations 1 Emergency Communications Center and 1 Alternate Emergency Communications Center 5 Federal Fire Departments with fire/rescue stations located within Montgomery County (Automatic Aid)

2

• Apparatus/Equipment: In addition to structural firefighting apparatus, off-road four-wheel drive apparatus and water tankers are needed for program success. The department has a fleet of firefighting resources, not officially typed with any recognized resource management system (e.g. NWCG, including:

o 35 paramedic engines. o 4 Brush Engines, o 12 brush trucks o 8 tankers/tenders (3,000 gallons or more each).

• SOPs/Protocols:

None specific to Wildland Fire Services

• Training/Certifications: Firefighting personnel responding to wildland fires are trained to: Firefighter I and Firefighter II level based on NFPA 1001, Standard for Fire Fighter Professional Qualifications. Students receive 3 1/2 hours of classroom training in wildland fire fighting, but no practical exercises. At the current time, MFRI does not have a practical portion for Lesson 3-2 of the Fire Fighter I course. NIMS ICS 100 and ICS 700 are also required. Brush Truck drivers are required to complete additional training in wildland firefighting and wildland fire behavior based on the NWCG S-130/S-190 courses. The additional training is a minimal self-paced assignment and is not the full course. A practical exam in the operation of the vehicle is also required based on NFPA 1002, Standard for Fire Apparatus Driver/Operator Professional Qualifications. Fire Officers responding to wildland fires are required to complete Fire Officer I or Fire Officer II based on NFPA 1021, Standard for Fire Officer Professional Qualifications. NIMS ICS 100, 200 and 700 are also required.

6. DATA (Most recently completed fiscal year): • Annual Dashboard or equivalent (to be attached):

No Annual Dashboard for this program area, however:

3

FY19 – Location of all Wildland Fire as Dispatched

FY2019 Incident Count by Dispatch Code

67D1 Wildland Fire 1 67D2 Large Brush/Grass Fire 3 67D3 Large Outside Fire 2 67B1 Small Outside Fire 286 67B2 Small Outside Fire w/ HazMat 7 67B3 Unknown Situation 89 67A1 Extinguished Fire [Fire Out] 163 TOTAL 551

4

FY2019 Incident Count by NFIRS Situation Found Code

140 Natural vegetation fire, Other 30 141 Forest, woods or wildland fire 11 142 Brush or brush-and-grass mixture fire 60 143 Grass fire 14 171 Cultivated grain or crop fire 0 172 Cultivated orchard or vineyard fire 1 173 Cultivated trees or nursery stock fire 1

TOTAL 117 FY2019 Incident Count by NFIRS Situation Found Code

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

• Observed Trends: According to CAD records, there was one Wildland Fire and three Large Brush/Grass Fires in FY2019, as classified by the International Academy of Emergency Dispatch (IAED) that would fall under this program area. The single Wildland Fire event turned out to be a good intent call, as no fire was found and ended up being a call for emergency medical services.

5

The Large Brush/Grass fires ranged from 1/2 to four acres involving woods.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

The introduction of this criterion program developed from a gap analysis. New Operations Division Goals and Objectives were developed to include Wildland Fire Services for FY2019.

• Unexpected Results (positive or negative), if any: None available

• Customer Satisfaction (e.g., survey results), if available:

None available

• Program Goals and Objectives:

Improve overall preparedness and response to wildland fires: • Develop a Wildland Workgroup to address the following:

o Coordinate with the Maryland Forest Service to develop a standard inventory, including tools, appliances, and adapters for all brush trucks.

o Review the process for brush truck specifications and develop a standard for capabilities and reinforce a standard for tools, appliances, and adapters.

o Develop a robust driver/operator program for wildland firefighting apparatus.

o Develop an Incident Response Policy addressing brush and wildland-urban interface fires.

o Review public education policies and develop a program to incorporate Wildland Urban Interface home inspections with our existing Safety in Our Neighborhood® program.

• Use aerial photos, GIS data, and ground inspections to identify structures and

other resources at risk – categorizing risks by low, medium, high or possibly special.

• Coordinate with the Maryland DNR Forest Service to develop a risk assessment

and to educate residents on wildland interface fires.

• Develop and implement specific wildland firefighter training: o Confirm performance criteria for the Firefighter I level (NFPA 1001

Compliance). Per the standard, three skill sets are required [5.3.19(A)(B)(C)] involving ground fire attack, backpack pump, and the use of hand tools to construct a fire line.

6

o Develop an internal website that will host training materials, videos, best practices and educational media for the department regarding wildland fires.

o Evaluate wildland training needs of structural firefighters and consider additional requirements, such as S-130, Firefighter Training (Blended) and S-190, Introduction to Wildland Fire Behavior (on-line).

o Review the practice of falling trees during wildland incidents. Any process, safety considerations or additional training requirements will be added to the Wildland Incident Response Policy.

o The MCFRS Wildland Workgroup will review the need for refresher training

• Short-Term Goals Met:

None, new goals and objectives developed.

• Long-Term Goals Met: None, new goals and objectives developed.

• Deadlines Met, if applicable:

None, new goals and objectives developed.

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

While much work is needed to determine the direct external impact of Wildfire to Montgomery County residents, it is known that the general impact is becoming more severe on a national level. The national 10-year average number of wildfires is 60, 190 with 6.3 million acres burned. The 2017 statistics show 54,962 with 8.9 million acres burned and 2018 statistics show 52,260 wildfires with 8.3 million acres burned. In 2017, Maryland had 108 wildfires with over 2 thousand acres burned.

The cost of fighting wildfires was $2.9 billon in 2017, with estimates on direct losses of somewhere between $71.1 billion and $347.8 billion. According to FireApp records (NFIRS), the specific dollar loss due to Wildfires in Montgomery County for FY19 was $630 in property loss.

7

FY2019 Property Loss Values by Count of Situation Found Code

Row Labels 140 141 142 143 172 173 Grand Total

Brush or brush-and-grass mixture fire 60 60

$0.00 58 58 $30.00 1 1 $200.00 1 1

Cultivated orchard or vineyard fire 1 1

$0.00 1 1 Cultivated trees or nursery stock fire 1 1

$0.00 1 1 Forest, woods or wildland fire 11 11

$0.00 11 11 Grass fire 14 14

$0.00 13 13 $100.00 1 1

Natural vegetation fire, Other 30 30 $0.00 29 29 $300.00 1 1

Grand Total 30 11 60 14 1 1 117

• Internal Impact (Impact within MCFRS): There is an impact on MCFRS operations, with the intent to safely respond to wildfires. In 2017 there were 14 firefighter deaths from wildfires nation-wide. MCFRS needs to begin planning in earnest in order to avoid such a tragedy.

The following excerpt highlights the dangers of wildfire firefighting operations: Butler, C., Marchs, S., Domitrovich, J., and Helmkamp, J. (2017). Wildland firefighter deaths in the United States: A comparison of existing surveillance systems. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5702908/.

Between 2001–2012, over 100 U.S. firefighter line-of-duty deaths occurred annually. Firefighting is high-risk and requires considerable physical and psychological demands.

The risk to wildland firefighters (WFFs) has increased in recent years largely due to increases in acreage burned and changes in the types of fires. In 2013, more than 4.1 million acres burned in the U.S., about twice as many as reported 40 years ago.[3] This increase is likely due to a variety of factors, including changes in climate, vegetation,

8

snowpack, fuel conditions, and human activities. Over the past several years, large fires have been reported in areas known as Wildland Urban Interface (WUI). The National Wildland Fire Coordinating Group (NWCG) defines WUI as “the line, area, or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels.” Although WUI comprises only 10% of all land, over 38% of U.S. homes are within these areas. In 2011, the State Foresters Association estimated that over 66,000 U.S. communities were at risk because of wildland fire. The economic and resource burden associated with fighting fires in these areas is increasing as more homes are built in these environments.

PROGRAM APPRAISAL FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM

Urban Search and Rescue

2. CRITERION OR CRITERIA ADDRESSED:

5L

3. PERIOD OF APPRAISAL:

Fiscal Year 2019

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: Mission, Vision, Core Sustaining Values

Mission of Maryland Task Force One

To create and maintain an elite Urban Search and Rescue “All-Hazards” disaster

response team that is trained and certified to meet or exceed the highest technical

rescue standards; visionary in situational needs assessment and development of

deployment strategies and tactics; cutting edge in training and member preparation;

well prepared and equipped to deploy to the worst possible disaster scenario;

capable and willing to perform search, rescue and community assistance in the most

austere and potentially hazardous environment; and to do so with the highest level

of professionalism and compassion for those served, as well as each other.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: MCFRS personnel: 136 Civilian personnel: 41 Participating Agency: 12 Total team: 189

In addition, MD-TF1 has a full-time civilian program manager, a full-time civilian warehouse manager, part time civilian warehouse assistant, part time civilian grants manager, full time civilian administrative assistant and a part time civilian training coordinator.

• Facilities, if applicable:

701-C Dover Rd. Rockville, MD. 20850 33,000 square feet. Warehouse and offices.

• Apparatus/Equipment, if applicable: Attached as addendum • SOPs and Protocols, if applicable:

Federal Emergency Management Agency 44CFR part 208 National Urban Search and Rescue Response Systems, Operations Manual MD-TF1 Administrative Manual MD-TF1 Mobilization Manual

• Training and Certifications, if applicable:

189 members trained and certified within one of the 19 specialty positions in the task force.

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached): See below • Brief Summary (Narrative) of Key Data presented in Annual Dashboard: • Observed Trends1:

1 To be addressed when past years’ data is available

2019 Membership Breakdown

Annual Refresher Training Hours

National Course Work Attended

Program Based Training Hours

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments: MDTF1 remains fully deployable as validated by current independent Readiness Evaluation Type I (80 personnel) Full Scale MOBEX conducted exercising all 5 components, Activation/Mobilization, Transportation, Full BoO setup Operations and Demob . Evaluation performed by VATF2 with positive rating. Type I (80 personnel) deployment Hurricane Dorian. Our membership has increased across all levels including other sponsoring agency participation, other professionals such as physicians and structural engineers.

• Unexpected Results (positive or negative), if any:

The Public Service Training Academy (PSTA) has been completed and a larger disaster rubble pile is near completion, but operations for canine training remains off site due to rubble pile size.

• Customer Satisfaction (e.g., survey results), if available:

• Program Goals and Objectives:

• Short-Term Goals Met:

• The team has increased is team roster of deployable personnel

• Long-Term Goals Met:

• Deadlines Met, if applicable: Quarterly Petty Cash Report Semi Annual Performance Report Federal Financial Report (quarterly) Self-evaluation

• Full-Scale Evaluation of Response Components, if applicable:

January 2019 Self-evaluation score 87.75% Note: Team Full scale Mobilization drill will be captured on 2020 Self-evaluation and Administrative Readiness Evaluation (ARE) slated for March.

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers): • When deployed, provides search and rescue assets to help mitigate incident

• Internal Impact (Impact within MCFRS): • Creates personnel vacancies during deployment and training opportunities. Provides search

and rescue expertise as a state and county resource.

Fiscal Year 2019 Team membership breakdown

• Montgomery County Fire & Rescue (MCFRS): 136 • Civilian

o (Physicians, Engineers, Police, Other Professionals) 41 • Prince George’s Fire Dept (PGFD): 2 • District of Columbia Fire Dept (DCFD): 1 • Howard County Fire Dept (HCFD): 9

Training

• Annual Refresher Hours o MCFRS: 688 o Civilian: 164 o DCFD, PGFD, HCFD 48

• Quarterly Training Hours (FEMA/USAR) o Sept 2018 868 o Nov 2018 642 o February 2019 888 o May 2019 176

• MOBEX o May 2019 4,480

• National Level Training o FEMA Plans Program Jul 2018 160 o Swift Water Boat Ops. Aug 2018 288 o Structural Collapse Program Oct 2018 968 o Canine Evaluation Training Oct 2018 64 o FEMA US&R Reg Training Struct Eng Oct 2018 40 o Canine Training Workshop Oct 2018 160 o FEMA Technical Search Nov 2018 72 o TFL Workshop & Tabletop Nov 2018 160 o FEMA Task Force Leader Jan 2019 128 o FEMA Canine Specialist Feb 2019 48 o FEMA National Task Force Workshop Mar 2019 80 o Water Training Workshop Apr 2019 32 o FEMA Safety Officer Program May 2019 160 o FEMA Medical Specialist Program June 2019 80 o FEMA Comm-L Workshop June 2019 80 o FEMA Support Group Workshop June 2019 104

• Canine Specific Training o 1st and 3rd Saturday of Each Month: 780 o Canine Prep 85

• Incident Support Team (IST) o Continuing Education (UT-TF1) 64

• Technical Rescue Skills (6 Days/Month) 3456 o 72 Days of Technical Rescue based training

Total: 14,963 hours

Addendum

Vehicles Assigned to MD-TF1 (USAR) 4.

VEHICLE INFORMATION:

a.

b. c. d. e. f.

GVWR

g.

Designation Description License Plate VIN # Qualcomm Unit ID POC Name Cell / Sat #:

1

Tractor 1

2005 Western Star

LG 74556

5KJJAECKX5PV33583

MDTF1TR1

80000

2

Tractor 2

2005 Western Star

LG 74557

5KJJAECK85PV33582

MDTF1TR1

80000

3

Tractor 3

1995 International

LG 66792

2HSFMAMROSC32768

N/A

80000

4

Trailer 1

2006 Kentucky

LG 77207

1KKVA53256L220759

N/A

40000

5

Trailer 2

2006 Kentucky

LG 77208

1KKVA53216L220760

N/A

40000

6

Trailer 3

2010 Kentucky

LG 92027

1KKVES53248L2301A1

N/A

40000

7

Box Truck

2005 Freightliner

LG 75871

1FVACTDC05HV52240

MDTF1ST1

38000

8

Box Truck 2

2015 Freightliner

05924 LG

1FVHG3DV7GHHH5495

N/A

66000

9

4500 Service Truck

2005 Chevrolet

LG 75118

1GEB4E3265F502847

MDTF1LOGS

18000

10

Pick Up 1

2005 Chevrolet

LG 75119

1GCHK33235F951521

MDTF1 PU1

10000

11

Pick Up 2

2005 Chevrolet

LG 75120

1GCHK33245F958025

MDTF1 PU2

10000

12

Pick Up 3

2015 Chevrolet

00197 LG

1GC4KYE85FF176864

N/A

10000

13

Pick Up 4

2015 Chevrolet

00198 LG

1GC4KYE87FF179166

N/A

10000

14

Deck Over Tlr

2006 Mastertrack

LG 79446

1C9A42T236GO9945

N/A

12500

15

Boat Trailer 1

2013 B&M MFG

LG 97049

19BEK1522DCC300026

N/A

5250

16

Boat Trailer 2

2013 B&M MFG

LG 97053

19BEK1524DCC30027

N/A

5250

17

Boat Trailer 3

2017 B&M MFG

09298 LG

19BEK1527HCC17018

N/A

5250

18

Jon Boat 1

2013 One Boat

MD0374CG

WKGG9214E313

19

Jon Boat 2

2013 One Boat

MD0370CG

WKGG9217E313

20

Jon Boat 3

2013 One Boat

MD0372CG

WKGG9227E313

21

Jon Boat 4

2013 One Boat

MD0372CG

WKGG9230E313

22

Inflatable Boat 1

2017 DIB

MD1309DB

DIB47558H717

23

Inflatable Boat 2

2017 DIB

MD1308DB

DIB47557H717

24

HPX Gator 1

2005 John Deere

MOHP4DX034438

N/A

2686

25 HPX Gator 2 2005 John Deere MOHP4DX034437 N/A 2686

26 Fork Lift 2014 Moffett N410625A N/A 7150

27 Van 1 2005 Chevrolet LG 74555 1GAHG39U61171582 N/A 10000

27 Van 2 2006 Chevrolet LG 75872 1GAHG39U061123671 N/A 10000

2019 Annual Refresher TrainingAgency Participation Training Hours

2019 Membership BreakdownTeam Membership - Participating Agencies

2019 National Training ProgramsTotal Man Hours Trained

2019 Program Based Training Hours

1

PROGRAM APPRAISAL TEMPLATE FOR FESSAM CATEGORY 9

1. NAME OF PROGRAM OR PROGRAM AREA: Communications

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]: 9B

3. PERIOD OF APPRAISAL (Most recently completed fiscal year): FY19

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT: The mission of the MCFRS Emergency Communications Center is to obtain the necessary information to dispatch the proper response quickly, provide appropriate pre-arrival instructions, ensure fire and rescue response personnel have adequate situational awareness of the dispatched event, and to manage all response communications and technologies. ECC strives to ensure the preservation of life and property by treating all who use our services with professionalism, courtesy, and compassion and by relaying accurate information in a timely and efficient manner.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: The Emergency Communications Section is headed by a (1) Fire and Rescue Assistant Chief, with a direct support staff of (1) Fire and Rescue Captain, (2) Fire and Rescue Lieutenant’s, serving in the professional standards and training positions respectively. A dedicated Computer Aided Dispatch System manager is also employed by the MCFRS to maintain the Fire & Rescue portions of the CAD system.

• Facilities, if applicable: The Emergency Communications Section is located at the Emergency Communications Center. This facility houses all resources to intake, dispatch and manage emergency calls for service. The MCFRS also maintains a back-up 911 communications center that provides complete redundant back-up systems if needed in the event of failures at the primary facility.

• Apparatus/Equipment, if applicable: The Emergency Communications Center has a 12 person passenger van with lights and siren used to facilitate rapid activation of the alternate center.

2

• SOPs and Protocols, if applicable: Applicable ECC section SOP’s and directives, MCFRS Policy, Procedure, and Fire Chief General Orders.

• Training and Certifications, if applicable: Each telecommunicator is certified to the protocols that they will be using and as an Emergency Telecommunicator under the guidelines of the Academies of Emergency Dispatch. These personnel are also licensed by the State of Maryland as Emergency Medical Dispatchers.

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent:

https://drive.google.com/drive/folders/1tqYEF7i0CVSPcX3UO_e8MMS9OlAT3nKp

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: o Call processing times have plateaued in FY19 with slight improvement in pending to

dispatch times. ECC has implemented process changes that has had a positive impact on pending to dispatch times. High priority calls are processed quicker than lower acuity calls. The MCP are on schedule to answer and process all 911 calls as of January 1, 2020, and continue to hire and train staff in the Priority Dispatch protocols.

• Observed Trends:

o In the 2nd quarter of FY19, ECC implemented several process changes that targeted pending to dispatch times. As a result, those times have decreased. FFA and Echo/ALS2 events are processed quicker than BLS call. Phone to dispatch times have plateaued with the MCP handling the majority of 911 medical and fire calls. These times are expected to decrease as the MCP Communications Specialits gain proficiency.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

o Continued focus on 911 consolidation and universal 911 call taking initiatives o Successfully completed Phase I of the P25 radio project o Successfully completed integrating the new 7.0 version of EFD o Trained and certified ECC radio/dispatch only class 19-01

• Unexpected Results (positive or negative), if any:

o New CAD system reliability has proven positive with no outages of system or

inability to dispatch events via CAD since go-live

3

• Customer Satisfaction (e.g., survey results), if available:

• Program Goals and Objectives:

• Short-Term Goals Met:

o Training of ECC radio/dispatch personnel o Implementation of EFD 7.0

• Long-Term Goals Met:

o Phase I of the P25 radio project

• Deadlines Met, if applicable:

• Full-Scale Evaluation of Response Components, if applicable: 8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

o 911 Call Taking and Emergency Dispatching has become more stable and

effective with the implementation of the P1 CAD system. This implementation has provided a reliable platform to take and dispatch events on with protocol based call taking at the forefront of this delivery. Standards based call taking with the protocol system has been attained.

• Internal Impact (Impact within MCFRS):

o The MCFRS has seen an increase of efficiency with the new CAD system and its sub systems. Events are now dispatched to apparatus and personnel using automatic vehicle routing and recommendations based on actual locations of events versus center point box areas. This has improved the accuracy of which apparatus is responding and improved the efficiency of the service.

MCFRS Management Team Briefing

MCFRS Monthly Leadership Briefing

Emergency Communications CenterAC Ed Radcliffe

November 6, 2018

MCFRS Management Team Briefing

TRANSFERS

• Captain Tony Scott to ROCC• Lt. Marilynne Pabst to Professional Standards• MFF Keith Burns to 26A

MCFRS Management Team Briefing

2021

Today

2017 2018 2019 2020 2021

Organizational ConsolidationFeb 5

Structural ConsolidationApr 2

Functional ConsolidationDec 31

Complete Consolidation

Dec 31

Organizational Consolidation reached when FRS Civilian personnel are

moved over to POLICE. Date Completed: February 5, 2017.

Structural Consolidation reached when renovations are complete at the PSCC. Date Completed: April 2, 2017.

Renovations at the AECC were completed in 2016

Functional Consolidation will be reached when Universal Call Taking (UCT) is fully implemented at

ECC. Target date is currently set for the end of 2019, but is heavily contingent on staffing and training.

Consolidation Timeline

Complete Consolidation will be achieved when ECC functions as one entity and encompasses all UCT, Police and Fire Dispatch.

FRS personnel will only be assigned as Fire Liaison Officers (FLO). Target date is the end of 2021, but is heavily contingent

on staffing and training.

Phase I

Phase II

Phase III

Phase IV

CONSOLIDATION

MCFRS Management Team Briefing

2020

Today

2016 2017 2018 2019 2020

Class 2016-3 CompletedDec 17

Class 2017-1 CompletedApr 21

Class 2017-2

CompletedJul 14

Class 2017-3 Completed

Sep 8

Class 2018-1 Completed

Dec 15

Class 2018-2 Completed

Mar 10

Class 2018-3 Completed

May 19

Class 2018-4 Completed

Jul 29

Class 2019-1 Completed

Nov 30

Class 2019-2

CompletedFeb 2

Class 2019-3

CompletedMay 2

Class 2019-4

CompletedAug 8

Dec 26 Dec 17Class 2016-3May 28

Apr 21Class 2017-1

Aug 20 Jul 14Class 2017-2Oct 15 Sep 8Class 2017-3

Jan 21 Dec 15Class 2018-1

Apr 16

Mar 10Class 2018-2

Jun 25 May 19Class 2018-3

Sep 4 Jul 29Class 2018-4

Jan 6 Nov 30Class 2019-1

Class 2019-2

Class 2019-3

Class 2019-4

ECC New Hire / Training Schedule

Overview2016 - 2020

Adds 91 New Hires by end of 2020

MCFRS Management Team Briefing

STAFFING

• Increase desired staffing to 8 December 9, 2018• Class 18-01• Promotional Opportunities• FRS ECC Class 19-01 begins January 7, 2019

• Radio/Dispatch/Business Lines – ECCR

MCFRS Management Team Briefing

FUTURE

• County is buying 1300 Quince Orchard Blvd• P25 Radio System• Next Generation 911• Text to 911

2019 Annual MCFRS Chiefs Meeting

Template

EMERGENCY COMMUNICATIONS CENTER

2019 Annual MCFRS Chiefs Meeting

2021

Today

2017 2018 2019 2020 2021

Organizational ConsolidationFeb 5

Structural ConsolidationApr 2

Functional ConsolidationDec 31

Complete Consolidation

Dec 31

Organizational Consolidation reached when FRS Civilian personnel are moved over to POLICE. Date Completed: February 5, 2017.

Structural Consolidation reached when renovations are complete at the PSCC. Date Completed: April 2, 2017. Renovations at the AECC were completed in 2016

Functional Consolidation will be reached when Universal Call Taking (UCT) is fully implemented at ECC. Target date is currently set for the end of 2019, but is heavily contingent on staffing and training.

Consolidation Timeline

Complete Consolidation will be achieved when ECC functions as one entity and encompasses all UCT, Police and Fire Dispatch. FRS personnel will only be assigned as Fire Liaison Officers (FLO). Target date is the end of 2021, but is heavily contingent on staffing and training.

Phase I

Phase II

Phase III

Phase IV

CONSOLIDATION

2019 Annual MCFRS Chiefs Meeting

• NEXT GENERATION 911

• PS25 Radio System• CAD2CAD

MCFRS Management Team Briefing

MCFRS Monthly Leadership Briefing

Emergency Communications CenterAC Ed RadcliffeMay 21, 2019

MCFRS Management Team Briefing

2021

Today

2017 2018 2019 2020 2021

Organizational ConsolidationFeb 5

Structural ConsolidationApr 2

Functional ConsolidationDec 31

Complete Consolidation

Dec 31

Organizational Consolidation reached when FRS Civilian personnel are

moved over to POLICE. Date Completed: February 5, 2017.

Structural Consolidation reached when renovations are complete at the PSCC. Date Completed: April 2, 2017.

Renovations at the AECC were completed in 2016

Functional Consolidation will be reached when Universal Call Taking (UCT) is fully implemented at

ECC. Target date is currently set for the end of 2019, but is heavily contingent on staffing and training.

Consolidation Timeline

Complete Consolidation will be achieved when ECC functions as one entity and encompasses all UCT, Police and Fire Dispatch.

FRS personnel will only be assigned as Fire Liaison Officers (FLO). Target date is the end of 2021, but is heavily contingent

on staffing and training.

Phase I

Phase II

Phase III

Phase IV

CONSOLIDATION

MCFRS Management Team Briefing

ISSUES

• Class 19-01• EFD 7.0

• METRO• Outside Tank Fire• Sinking Vehicle• Weather Disaster

MCFRS Management Team Briefing

ISSUES

• Phase I P25• Current Radio System

Montgomery County Fire and Rescue Service

∑ % Chart Daily x Month ∑ %

7747 56.28% 256 7,678 78% 32 66.67%

2 64 1% » Compliant 7 14.58%

12 368 4% 5 10.42%

6019 43.72% 101 3,031 39% 2 4.17%

0.00% 141 4,215 55% 2 4.17%

13766 0 0%

74 2,229 22% 48 0.63%

50% 90% Chart 2 62 3%

0 14 1%

» TTY/TDD 0 7 0%

45 1,357 61%

24 728 33%

50% 90% Chart 2 61 3%

0 0 0%

330 9,907 100%

0

50% 90% SPCC 50% 90% SPCC 50% 90% n Accuracy

86.5 160.9 19 26 107 179.8 7A Radio Review107.5 180 22 45.3 131.5 207 7B Radio Review

113 186 22 47 138 215 Tactical Talkgroup Review

123 203 24 56 151 235

96 153.6 60 87 155 224.7

96 158 20 48 120 194 0

153 264.6 39.5 71.3 220.5 308.2

134 251.4 67 160.4 248 344.4 n

Dispatcher Error / Omission 3

2

5

7

1

18

27.78%

38.89%

5.56%

Customer Service Complaint

EFD Variance

6) NFPA 1710 (2016), Organization and Deployment of Fire Suppression Operations by Career Fire Departments, A.4.1.2.5.2 – attainment of the 90% objective is only to be evaluated against emergency incident responses.

4) National Fire Protection Association, NFPA 1221 (2016), Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 7.4.2 and NFPA 1710 (2016), Organization and Deployment of Fire Suppression Operations by Career Fire Departments, 4.1.2.3.3 – 90% of alarms processed within 64 seconds and 95% of alarms processed with 106 seconds.

5) National Fire Protection Association, NFPA 1221 (2016), Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 7.4.2.2 and NFPA 1710 (2016), Organization and Deployment of Fire Suppression Operations by Career Fire Departments, 4.1.2.3.3.1 – the following call types shall be completed within 90 seconds 90% of the time and within 120 seconds 99% of the time: calls requiring EMD and PAI/PDI, calls requiring language translation, calls requiring use of TTY/TDD, calls of criminal activity with safety concerns, hazardous materials incidents, technical rescue, calls that require determining the location of the alarm due to insufficient information, and calls received by text message.

7) American Society for Testing and Materials International, ASTM F-1220 (2014), Standard Guide for Emergency Medical Services Systems Telecommunications, 10.4.2 - the delay between the time of first notification of a medical emergency and the receipt of the dispatch message by the responding unit should never exceed 2 minutes

2) National Fire Protection Association, NFPA 1221 (2019), Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 7.4.1, and NFPA 1710 (2016), Organization and Deployment of Fire Suppression Operations by Career Fire Departments, 4.1.2.3.1 - 95% of alarms answered within 15 seconds, 99% answered within 40 seconds.3) National Fire Protection Association, NFPA 1221 (2016), Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 7.4.4 and NFPA 1710 (2016), Organization and Deployment of Fire Suppression Operations by Career Fire Departments, 4.1.2.3.2 - Where alarms are transferred from the primary PSAP to a secondary PSAP, the transfer procedure shall not exceed 30 seconds for 95% of all alarms processed.

Totals

EMD Variance

Incorrect Address

Personnel Outside of ECC

16.67%

11.11%

Scores

FRS Call Answering Times (1, 2)

1) National Emergency Number Association, NENA 56-005 (2006), NENA Call Answering Standard/Model Recommendation, 3.1: 90% of 9-1-1 calls answered within 10 seconds. 95% of 9-1-1 calls answered within 20 seconds. Note that this standard applies to the MCPD as the PSAP, but included here as best practices for the MCFRS as the secondary PSAP.

» Service Call

» Mutual Aid

» Aircraft

Combined Fire

Emergency 911

Echo - ALS2

ALS2

*TTY/TDD

*Language Line

COMMUNICATIONS CENTER STANDARDS *Text-911

» Technical/Water Rescue

» Adaptive

» ALS1

» BLS

» Mutual Aid

» HazMat

» Full Assign.

Emergency 911

» Language Line

Total

Emergency Communications CenterPerformance Dashboard

Jun-19

Total Reviewed Cases

Scores Compliance

EFD Scores

» Language Line

Non-Emergency In

Non-Emergency Out

» Partial Compliant

» Low Compliant

» Non-Compliant

Telephone Call Volumes Dispatched Incident Volumes

Emergency 911

» TTY/TDD

Combined EMS

» Echo ALS2

EMD Scores

» High Compliant

» ALS2

Compliance

» High Compliant #DIV/0!

Aircraft

Call Processing Errors

ALS1

Total

Call Processing Times (4, 5, 6, 7)Phone-Pending Pending-Dispatch

Total EMS & Fire

Call Transfer Times from MCP (3)

BLS

Full Assignment

Adaptive

HazMat

Technical/Water Rescue

Total

CAD ARL Recommendation

» Compliant #DIV/0!

» Partial Compliant #DIV/0!

*Responder Safety

Total Reviewed Cases 0.00%

DISPATCH

» Low Compliant #DIV/0!

» Non-Compliant #DIV/0!

Percentage

0.00%

0.00%