ANNUAL REPORT. Pierce County Fire Protection District No. 6 Central Pierce Fire & Rescue nd Avenue East Tacoma, Washington 98445

Transcription

1 2012 ANNUAL REPORT Pierce County Fire Protection District No. 6 Central Pierce Fire & Rescue nd Avenue East Tacoma, Washington (253) Fax (253)

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3 Table of Contents Department Overview... 4 Mission Statement... 4 Core Values... 4 Board of Commissioners... 5 A Message from the Fire Chief... 6 Organizational Chart Statistics... 7 Field Operations... 8 Accomplishments in Types of Incidents... 9 Calls in Station Area... 9 Apparatus Responses Emergency Medical Services & Transport Emergency Medical Services Transport EMS and Transport Division Accomplishments in Transports by Medic Unit Transport Destinations Top 10 EMS Call Types Prevention and Education Fire Prevention Fire Investigation Public Information Public Education Public Relations Prevention and Education Division Accomplishments in Training Division Training Division Accomplishments in Annual Training Report Logistics Facilities Maintenance Shop Central Stores Logistics Division Accomplishments in Compliance Report - RCW Emergency Response Goal Statements Appendices Premise Definitions Sequence of Events Dynamics Of Fire In Buildings Fire Growth vs. Reflex Time Emergency Medical Event Sequence Cardiac Arrest Sequence of Events Predictable Consequences Steps to Achieve Compliance District Map Station Locations

4 Department Overview Pierce County Fire Protection District No. 6, also known as Central Pierce Fire & Rescue (CPFR), operates as a legally organized fire protection district under the Revised Code of Washington (RCW) Title 52 and is governed by a five member Board of Fire Commissioners. CPFR was originally formed in 1996 through the merger of several districts and has continued to grow through annexations and mergers. Our service area covers approximately 91 square miles with a population of approximately 202,500 people. The District encompasses the communities of Spanaway, Parkland, Midland, Summit, Summit View, South Hill, Elk Plain, a portion of Frederickson, the City of Puyallup, and unincorporated North Puyallup. In December 2012, the District began contracting with Pierce County Fire District No. 14 (Riverside Fire & Rescue) to provide fire and EMS services. Our service area borders the cities of Tacoma, Lakewood, Edgewood, Fife, Sumner, Graham, and Joint Base Lewis McChord (which is one of the largest military posts in the United States). We serve our constituent communities from 12 fire stations, all of which are staffed 24 hours a day by professional firefighters and paramedics. Eight of our stations house paramedic units, which provide basic and advanced life support care and patient transport to area hospitals. CPFR is known as a progressive fire and emergency services provider. We have grown considerably with the inclusion of multiple diverse communities, but always with the emphasis on service, stability, and sustainability. Mission Statement The mission of Central Pierce Fire & Rescue is to quickly, skillfully, and compassionately respond to the needs of our diverse communities by safely providing: Fire Suppression Emergency Medical Services Technical Rescue Hazardous Materials Mitigation Public Information and Education Prevention and Code Compliance Core Values Commitment to Excellence -- The spirit of determination and dedication found in our members. It inspires unrelenting resolve to achieve and sustain a standard of excellence in every endeavor. Honor -- Guides our members to exemplify ethical and moral behavior with uncompromising integrity and respect for human dignity. Courage -- The inner strength that enables us to do what is right and to make tough decisions under stress and pressure. It carries us through challenges and helps to overcome fear. We, the members, proudly serve our community with commitment, honor, and courage. 4

5 Board of Commissioners The Board of Fire Commissioners is the oversight body of the fire district. The Board has the responsibility to: manage and conduct the business affairs of the fire district, execute contracts, employ necessary services, and adopt reasonable rules to govern the District. The Board is comprised of five commissioners who are elected to six-year terms and represent the citizens of the District in at-large positions. One member of the Puyallup City Council serves on the Board in an ex-officio capacity. The Board of Fire Commissioners meetings take place the second and fourth Monday of each month. Bob Willis Bill Eckroth Larry Nelson Chairperson Current Term: Bob Willis Commissioner Current Term: Bill Eckroth Commissioner Current Term: Rich Coleman Vice Chair Current Term: Steve Stringfellow Commissioner Appointed December 26, 2012 to fill unexpired term ending December 31, 2013 Rick Hansen Ex-Officio Puyallup Mayor appointed by the Puyallup City Council 5

6 A Message from the Fire Chief Chief Doug Willis I am proud to present this overview of activities of Central Pierce Fire & Rescue for Like most other fire departments, we face challenges in 2013 due to several years of continued decline in revenue. To offset this declining revenue, much of our savings this past year has been achieved by not replacing positions as personnel retire. However, with the largest drop in assessed value (8.4%) affecting 2013 revenue, cuts in the field will be unavoidable in the coming year. The good news is that revenue appears to be stabilizing for 2014 and beyond. Riverside Fire & Rescue (Pierce County Fire District #14) joined Central Pierce through a contract for service effective December 17, 2012, and we are honored to serve the Riverside community. We have updated our capital facilities plan and the Board of Fire Commissioners are considering a voter approved facilities bond to address the District s long term facility needs. We ended 2012 with an exceptional number of letters and s thanking employees for their outstanding customer service. There have been countless examples of placing service before self, especially during the holiday season. It is these compassionate actions that make a difference in people s lives and we all reap the benefits of such caring professionalism. Our goal is to provide the best all-hazards emergency and medical services responses possible each and every day. I challenge you to join us in making a difference by becoming prepared for fire and medical emergencies and other disasters by learning first aid and CPR, installing smoke detectors, and creating and practicing your emergency preparedness plan. Together we can make our community a safer place to live and work. 6

7 Organizational Chart 2012 Statistics Uniformed personnel FTE Non-uniformed personnel FTE 25.5 o Full-time - 24 o Part-time 3 Support service volunteers - 29 Emergency response volunteers - 5 Chaplain - 1 Total number of emergency incidents 26,995 o Emergency medical service calls 20,655 Patients transported to area hospitals - 11,064 7

8 Field Operations Field Operations includes the Fire Suppression Division, Emergency Communications, and the Hazardous Materials and Technical Rescue teams. The main work of the Fire Suppression Division concentrates on responding to calls. The Fire Suppression Division s mission is to provide resources in the extinguishment of all types of fires, as well as provide the supplemental resources for specialty teams, Emergency Medical Services operations, and nonemergent incidents (service calls, alarm activations, gas leaks, electrical malfunctions, etc.). The District utilizes career personnel and volunteers to perform the duties of suppression, emergency medical services, and patient transportation. The costs of these personnel are shared between the suppression, EMS, and transport budgets. The primary elements in the success of meeting the above mission are preparedness of personnel and maintaining equipment in a high state of readiness. This is accomplished by devoting duty hours to training in the latest technology, mandated requirements, and core techniques to promote safety and efficiency, pre-planning based on our community s risks, and maintenance of equipment and systems that support the Fire Suppression Division s efforts (hydrant testing, pre-incident and disaster planning, map updates, hose testing, etc.). This division also supports a research and development committee whose responsibility is to research and recommend tools, equipment, and procedures that enhance firefighter safety and job performance. The retention of a highly skilled workforce, which operates under dynamic, hazardous situations, requires a focus on safety, wellness, system efficiency, and professional growth. Accomplishments in 2012 Continued adding to SOP 431 library of operational guidelines. Began work on Standards of Cover to ensure the best use of resources. Completed drawings and emergency action plans for the new Daily Tower at Good Samaritan Hospital utilizing light-duty personnel and our CAD Zone drawing staff member. Continued using added features of computer management tools to look for efficiencies in response and data collection, and tracking sick leave usage. Added a Tactical Medic program that assists the Metro SWAT team with medical training, supervision, and response. This is a minimal cost using on-duty responders only and nonmandatory training off duty without compensation. Initiated Special Operations training at the shift level for both Technical Rescue and Haz- Mat, and on-duty crews participated in Special Operations drills. Aerial training for the new L61 was completed. Training will be ongoing for new members assigned to the aerial and re-familiarization/updates for those currently assigned to both aerial devices. Due to AFG grants, Special Operations training was increased to monthly training afforded to all members of the teams. Subsequent years training will be dependent upon further awarding of future grants. Began a probationary officers group to meet monthly to discuss applicable topics of newly promoted. Completed channel announce on all portable radios. Through the Regional Air Operations Program, trained Tech Rescue personnel on Airtep, a personnel moving component attached to a helicopter. 8

9 Field Operations Types of Incidents Good Intent 7% Other 7% Fire 2% Fire 641 EMS/Rescue 20,655 Hazardous Conditions 496 Service Calls 1,551 Good Intent 1,864 Other * 1,788 26,995 Service Calls 6% Hazardous Conditions 2% EMS/Rescue 76% * 170 of these incidents were Severe Weather calls from the January storm. Calls in Station Area 4,000 3, , , ,000 1, , * Station 70 is located at the Western Washington Fairgrounds in Puyallup and is staffed during the Spring Fair, Fall Fair, and Interim Events. 9

10 Field Operations Apparatus Responses Total Responses 47,367 3,500 3,000 2,500 2,000 1,500 Medic Engine Ladder 1, Station Medic Engine Ladder M68 is operational when staffing allows. Station 70 is located at the Western Washington Fairgrounds in Puyallup and is staffed during the Spring Fair, Fall Fair, and Interim Events. Effective mid-january, Engine 71 moved to Station 73 (becoming Engine 73), and Medic 73 and Ladder 73 were moved to Station 71 (becoming Medic 71 and Ladder 71). 10

11 Emergency Medical Services & Transport Emergency Medical Services The Emergency Medical Services (EMS) Division is responsible for providing emergency medical care to the citizens of the District as well as to others in need through mutual aid agreements. The District provides both advanced life support and basic life support. Emergency medical technicians (EMTs) and paramedics provide immediate medical assessment, evaluation, and treatment. Transport The Transport Division s function is to ensure efficient and effective delivery of emergency medical transport services based on the community s needs and expectations. Patients are transported to area receiving facilities as their condition warrants. The Transport Division has a split workforce of paramedics and EMTs to meet a diversity of needs. In order to accomplish these functions, the District must provide highly trained, skilled personnel and adequate vehicles and equipment to do the job. In order to keep their certifications, paramedics and EMTs must continually train to maintain their skills and knowledge in any type of medical emergency. Additionally, through our EMS and Transport Divisions, Central Pierce has an EMS Transport Levy Program, by which residents of the fire district are not billed for Emergency Department transports beyond what their insurance will pay. The balance of transport costs not paid by insurance comes from the EMS Levy and is transferred as needed into the Transport Budget. EMS and Transport Division Accomplishments in 2012 Successful implementation of computer based, bedside reporting system for all medical calls. This has helped with data accuracy and forecasting. Continued to work on the Continuity of Operations Plan which outlines internal plans to manage catastrophic events.. Represented Pierce County Fire Chief s Association on the county-wide Hospital Divert Committee. The Divert Committee has seen significant success in 2012 with less than 0.5% divert for medical and 3% for trauma patients. With Metro SWAT, developed and implemented a Tactical Medic program where paramedics and EMTs with additional education and training provide medical standby for high risk law enforcement activities Entered into a workgroup with area EMS agencies and hospitals to implement a countywide data warehouse for sharing medical records. Represented the fire service in the development of a county-wide all hazards medical disaster planning with the Tacoma Pierce County Health Department. 11

12 Emergency Medical Services & Transport Transports by Medic Unit 2,000 1,800 1,600 1,400 1,200 1, ,549 1,394 1,036 1,282 1,673 1, ,630 1,377 M60 M61 M63 M65 M66 M67 M68 M70 M71 M72 M68 is operational when staffing allows. Medic 70 is located at the Western Washington Fairgrounds in Puyallup and is staffed during the Spring Fair, Fall Fair and Interim Events. Transport Destinations Good Sam 6,387 St Clare 2,019 St Joseph 1,145 Tacoma General 658 Mary Bridge 369 Madigan 325 Recovery Response 86 Allenmore 31 Harborview 6 Other 38 11,064 Madigan Mary Bridge Tacoma General St Joseph St Clare Recovery Response Allenmore Harborview Other Good Sam Top 10 EMS Call Types Chest Pain 2,406 Altered Level of Consciousness 1,221 Falls 2,090 Abdominal Pain 958 Respiratory Distress 2,077 Mental Health 872 Motor Vehicle Accidents 1,797 Seizure 723 Generalized Illness 1,745 Diabetic Emergencies

13 Prevention and Education The Prevention & Education Division (P & E) is responsible for Fire Prevention, Fire Investigation, Public Information, Public Education and Public Relations. A variety of activities and responsibilities fall under the following five categories: Fire Prevention Within the city limits of Puyallup, Prevention personnel inspect occupancies and property to ensure compliance with codes and ordinances as adopted by the City of Puyallup. The Fire Prevention section issues and administers operational permits, plan reviews and inspections, and Spring and Fall Fair permits and inspection. In addition, it receives and receipts fees associated with the permitting process. Throughout the District, the division provides Knox box service and other prevention functions. In the unincorporated area of the District, we work closely with the Pierce County Fire Marshal s office to coordinate services. Fire Investigation Within the city limits of Puyallup, Deputy Fire Marshals respond to emergencies to examine fire scenes and determine the cause and origin of fires. This involves collecting and preserving evidence, interviewing witnesses, conducting background investigations, and testifying in court proceedings. Public Information The division is the primary conduit for information to the public about the fire district. This is provided through public information releases, The Responder newsletter, the CPFR website and other media channels. The Public Information Officer (PIO) function provides timely release of information regarding topics of interest to the public. Public Education This section provides fire and life safety awareness programs to the public. These include school programs for first and fifth graders, Safe Sitter classes, fire extinguisher training, CPR/First Aid classes, and a presentation to high school students addressing driving while impaired. In addition, we coordinate a number of activities to make our communities safer, such as smoke alarm installation and battery replacement, blood pressure checks, sport helmet fittings, and child car seat checks. In addition, we schedule station tours, engine and medic unit visits, and participate in community events and health and safety fairs. Public Relations The Public Relations section develops and seeks to enhance the relationships with the citizens of our District and remain actively involved within the community. This provides CPFR with information about what the community wants and needs from their fire department. 13

14 Prevention and Education Division Accomplishments in 2012 Conducted fireworks compliance patrol and education within the Puyallup city limits over the July 4 th holiday in conjunction with the Puyallup Police Department. Implemented a non-emergency Burn Complaint Hotline for the purpose of giving our citizens an avenue for reporting burning complaints without having to utilize the 911 system. The Deputy Fire Marshals performed business license inspections, fire alarm follow-ups, fire investigations, fireworks related responses, and routine inspections in Puyallup. Handled hazardous materials inspections, permits, inventory, and invoicing for occupancies in Puyallup. Assisted the Suppression Division with logistics at the 2012 Puyallup Fair. Conducted Be Cool about Fire Safety for first grade classes. Thirty-nine (39) schools participated. Conducted the Great Escape education and contest for fifth grade classes. Winners received an engine ride through downtown Puyallup during the Daffodil Parade. Distributed educational materials and answered questions for visitors to Station 70 located inside the fairgrounds. Updated the District s public website to provide timely and relevant information to our citizens. Provided Think Again presentations to high schools on the topic of driving while impaired. Coordinated requests for station tours, engine and medic unit tours, special events at schools, safety fairs, senior safety talks, fire safety talks, and community events. Conducted the Fire Stopper classes and follow-up. Adopted the Medical Explorers Post #905 from Multicare, Good Samaritan Hospital. Participated in planning and coordinating National Night Out 2012 activities throughout the District. Participated in the City of Puyallup s 2012 Emergency Preparedness Fair. Planned and coordinated logistics for the 2012 Santa Parade. Participated in holiday tree lighting festivities throughout the District. Created a Prevention & Education Division report for CPFR s 2012 Annual Report. Started the Knox box re-key program district-wide to include Riverside District #14. Entered data on annual and bi-annual fire alarm, sprinkler, range hood confidence testing for occupancies and hazardous materials inventory within Puyallup city limits into the RMS database. 14

15 Training Division The Training Division is responsible for coordinating and scheduling the majority of department training. All suppression personnel must receive initial training, and skills must be continually maintained. Initial firefighter training is accomplished through our Recruit Academy. The Recruit Academy is approximately 16 weeks and operates Monday through Friday during the day. The maintenance of firefighter skills is done through in-service training. In-service training is accomplished in a variety of ways, including: outside instructors, company level training, battalion level training, monthly reading assignments, online web-based computer training, monthly written tests and in-house academies. Personnel are also sent to conferences and classes outside the department for specialized training. Training operates in compliance with requirements established by Washington Administrative Code (WAC), Revised Code of Washington (RCW), and the standards of the National Fire Protection Association (NFPA). As standards change, training programs, records, and District policy must be continually evaluated and updated to remain in compliance. Technology is an integral part of training division operations. Use of the computer network and an intranet web page have optimized training by keeping emergency crews and administrative personnel up-to-date on training information, opportunities, and schedules. Training Division Accomplishments in 2012 Updated and enhanced the training data collection process to provide for more accurate reporting and training program management. Utilized Training Division staff to instruct the majority of in-service training and drills. Continued partnership with Pierce County Emergency management for delivery of Rescue Systems classes at Station 60. Enhanced the requirements and retention for course development worksheets, lesson plans, and Power Point visuals. Continued to utilize the Intranet and Internet to deliver online courses in order to keep companies in their first due area. Completed 59 Firefighter 2 Pro Board certification examinations Delivered two offerings of Live Fire Training to shift personnel, Car Fires and LPG Firefighting. Delivered multiple offerings of Burlington Northern Santa Fe Railroad Safety classes A-B-C. Delivered New Car Technology class on A-B-C shift. Delivered 32 hour Building Construction Class. Delivered Forklift and Manlift operator classes. Delivered 32 hour Managing Company Tactical Operations class. 15

16 Annual Training Report Total Training Hours for ,000 12,000 11,639 11,853 11,635 8,000 4,000 0 A Shift B Shift C Shift Comparison Training Hours ,000 12,000 11,477 11,639 11,668 11,853 11,425 11,635 8,000 4,000 0 A Shift 2011 / 2012 B Shift 2011 / 2012 C Shift 2011 / 2012 Average Training Hours Per Member A Shift 2011 / 2012 B Shift 2011 / 2012 C Shift 2011 / 2012 Assigned Fire Suppression Training Completed - 68% Assigned EMT Courses Completed - 96% Paramedic ALS Courses Completed - 93% Paramedic Protocol TestS Completed - 93% 16

17 Logistics The Logistics division is comprised of an Assistant Chief who provides management services of planning, supervising and evaluating facility needs, vehicle maintenance and replacement, and the District s centralized purchasing operation. This division also coordinates the installation and maintenance of all emergency communications equipment in vehicles as well as those used by front-line personnel. Another of the functions of the Logistics Division is the purchasing and maintenance of equipment and vehiciles owned and operated by the District. This includes emergency apparatus, automobiles, suppression, and communication equipment. Equipment and vehicles are purchased through a variety of methods including utilization of the Washington State Purchasing Cooperative contracts, inter-local government bids, as well and advertising and bidding for equipment as a sole purchaser. Facilities The Facilities Division is responsible for the acquisition and maintenance of the facilities owned by CPFR; specifically nine fire stations owned by the District, three stations owned by the City of Puyallup being utilized by our personnel, one technology office, two training towers, one training center, and one vehicle maintenance shop. Maintenance Shop The District owns and operates a maintenance shop for the repair and maintenance of vehicles and small equipment it owns, including emergency apparatus, automobiles, and suppression / communications equipment. Central Stores The responsibility of the Central Stores Division is to, within the parameters of the District s purchasing policy, purchase, inventory, and deliver supplies to all Central Pierce stations and administrative offices when requested. This Division is also responsible to ensure appropriate stock levels are available for emergency responders to respond quickly and efficiently to citizens. The Central Stores Division also manages the Runner Program utilizing civilian employees (known as Runners ) to pick up and deliver mail, equipment, supplies, etc. and perform day-today errands. The Runners also pick up backboards and other miscellaneous equipment left at hospitals and return the items to other area fire districts that participate in the runner program. This division also maintains an inspection and maintenance program for personal protective equipment as well as fitting personnel with bunker gear, uniforms, and equipment as required. 17

18 Logistics Division Accomplishments in 2012 Central Pierce Fire & Rescue Continued station re-lamping project with 90 percent of the facilities completed receiving between percent rebates back from the utility companies for the cost of the projects. Started process to study the feasibility and projected costs to remodel /build new or relocate district facilities in order to possibly present a bond proposal to the voters of CPFR in Submitted an RFP and ordered two new medium duty medic units due in February Sent one mechanic to be factory trained at Amkus rescue tools to reduce outsourcing costs. Added Riverside fleet to CPFR inventory and standards. Developed a Vehicle Replacement Schedule that best meets the needs of the District. Purchased a new Mercedes Runner van with more carrying capacity thus reducing the amount of trips to each station and freeing the runner to assist in other aspects of the Central Stores operation. Requested bids for fuel. The bid process resulted in the District reducing total costs for fuel purchased. Set up an interlocal agreement with outlying fire districts to allow them to purchase fuel from our fuel sites. This helps offset the cost of fuel to CPFR by sharing the administrative costs associated with each fuel site. Set up systems for better tracking and monitoring of fuel used by the district. Placed into service a new Aerial Ladder Truck which has been equipped with Pierce Manufacturing s first Idle Reduction Technology System in the nation. Accomplished the installation of emission reduction equipment funded by a grant from the Department of Ecology. This will decrease our vehicle emissions and is hoped to enable us to acquire future grant monies to install idle reduction systems on our current fleet of engines and medic units. Improved overall maintenance shop operations by training the shop Support Specialist as a Parts Purchasing Agent and implementing electronic work order access to the mechanics. These changes among others have decreased our engine service backlog from 5 months to 3 months and our medic units from 3 months to 4 to 6 weeks. This is also the result of our newest mechanic who was hired in April of 2011, gaining experience and knowledge of our vehicles, operations of the shop and the workings of our district as a whole. Applied for and received scholarship to send one Mechanic to the Washington State Mechanic annual conference for certifications and training. Applied for and received scholarship to send the Support Specialist to the Washington State Administrative Services Annual Conference for training. 1,000 gallon propane tank was installed at the Training Center for fire prop use. In conjunction with Labor and Industry, completed station inspections and implemented appropriate corrections to ensure we are in compliance with all Labor and Industry standards. 18

19 Compliance Report - RCW Revised Code of Washington (RCW) requires substantially career fire protection districts to set performance standards and issue an annual report based on data relating to level of service, deployment, and the achievement of each objective. Central Pierce Fire & Rescue (CPFR) has developed our annual report around the following response types: Fire Suppression Emergency Medical Services both ALS and BLS Special Operations (Hazmat and Special Ops) The District has adopted Resolution No for the purpose of complying with this law. The resolution declares the fire department as established and identifies the services, organizational structure, and number of employees of the department. Resolution No was established to evaluate performance elements and objectives and to establish written turnout and time goals for service. The district is required to report to our Governing Body, as well as have the report available to the citizens, on how well the fire department is doing in meeting its established emergency response standards. CPFR is part of a consortium of Pierce County departments working to standardize reporting information. The format is new and the report matrices have been altered from past reports. Times are accurate with previous reports but information has not been validated to the new format. Updated information will be reported to the Board of Commissioners and posted to the website once the information is validated. Every effort has been made to accurately present this information based on the data available. Emergency Response Goal Statements 1. Turnout Time 1 a) The National Fire Protection Association 2 defines 80 seconds as the Turnout Time 1 performance standard for a Fire Suppression 15 and Special Operation response 5. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 1, our agency has defined 120 seconds as the Turnout Time 1 performance standard for a Fire Suppression 15 and Special Operation response 5. Our agency meets this objective 93.9 percent of the time. c) 90% of our Fire 15 and Special Operation 5 responses have a Turnout Time 1 of 119 seconds or less. d) The National Fire Protection Association 2 defines 60 seconds as the Turnout Time 1 performance standard for an Emergency Medical Services response 9. Our agency meets this objective percent of the time. 19

20 e) Due to circumstances outlined in Appendix 1, our agency has defined 120 seconds as the Turnout Time 1 performance standard for an Emergency Medical Services response 9. Our agency meets this objective percent of the time. f) 90% of our Emergency Medical Services responses 9 have a Turnout Time 1 of 102 seconds or less. 2. Response time 10 for the arrival of the first arriving engine company 12 at a fire suppression incident 15 (Building or Dwelling Only NFIRS 111 & 121) a) The National Fire Protection Association 2 defines 4 minutes as the performance standard. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 2, our agency has defined 1 geographic area within our jurisdiction: o For the 1 st geographic area, our agency has defined 6:35 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times 10 for this objective are 6.05 minutes or less. 3. Response time 10 for the arrival of the first arriving engine company 12 to all other fires 16 a) The National Fire Protection Association 2 defines 4 minutes as the performance standard. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 3, our agency has defined 1 geographic area within our jurisdiction. o For the 1 st geographic area, our agency has defined 6:35 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times for this objective are 7.88 minutes or less. 4. Response time 10 for the arrival of the 4 th firefighter at a fire suppression incident 15 (Building or Dwelling Only NFIRS 111 & 121) a) The National Fire Protection Association 2 defines 4 minutes as the performance standard. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 4, our agency has defined 1 geographic area within our jurisdiction. o For the 1 st geographic area, our agency has defined 7:00 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times for this objective are 9.20 minutes or less. 5. Response time 10 for the deployment of a full first alarm assignment 17 at a fire suppression incident 15 (Building or Dwelling Only NFIRS 111 & 121) a) The National Fire Protection Association 2 defines 8 minutes as the performance standard. Our agency meets this objective 6.34 percent of the time. b) Due to circumstances outlined in Appendix 5, our agency has defined 1 geographic area within our jurisdiction. o For the 1 st geographic area, our agency has defined 16 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times 10 for this objective are minutes or less. 20

21 6. Response time 10 for the arrival of a unit with first responder 18 or higher level capability at an emergency medical incident 9 a) The National Fire Protection Association 2 defines 4 minutes as the performance standard. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 6, our agency has defined 1 geographic area within our jurisdiction. o For the 1 st geographic area, our agency has defined 7:15 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times 10 for this objective are 7.1 minutes or less. 7. Response time 10 for the arrival of an advanced life support unit 19 at an emergency medical incident 9, where this service is provided by the fire department 20. a) The National Fire Protection Association 2 defines 8 minutes as the performance standard. Our agency meets this objective percent of the time. b) Due to circumstances outlined in Appendix 7, our agency has defined 1 geographic area within our jurisdiction. o For the 1 st geographic area, our agency has defined 6 minutes as the performance standard. Our agency meets this objective percent of the time. 90% of our response times 10 for this objective are 7.1 minutes or less. Appendices Appendix 1 Our turnout time is extended as the receipt of our dispatch information is included in this time. In addition, our two story fire stations typically have longer travel distances to apparatus than our single story fire stations. Appendix 2 Our department uses an Urban classification only. Our district has a wide variety of land use zones with several that may qualify for a Rural distinction; however our fire stations are in close proximity to these areas, negating a differentiation. Appendix 3 Our department uses an Urban classification only. Our district has a wide variety of land use zones with several that may qualify for a Rural distinction; however our fire stations are in close proximity to these areas, negating a differentiation. We expected this number to be similar to structure fire response data. We expect closer times for 2012 with the implementation of a validation tool for our incident reports. Appendix 4 The 4 th firefighter time measurement is now being used because of the 2in/2out firefighting rule. According to RCW , except as provided in WAC (11), firefighters must not engage in interior structural firefighting in the absence of at least two standby firefighters. Also, NFPA 1500 has similar language. Using the 4 th firefighter arrival time stamp will, under normal circumstances, indicate when interior firefighting operations may begin. 21

22 Appendix 5 For a full first alarm assignment, CPFR uses 4 Engines, 1 Ladder, 2 Battalion Chiefs, and one medic unit. This response is for residential structure fires, and for reporting purposes. These resources perform the functions as defined in Definition 17. Typically the total number of personnel responding on these apparatus is 19. Appendix 6 All of CPFR s uniformed personnel are either Washington state certified EMTs or Paramedics. These certifications are higher than the First Responder certification. Appendix 7 All of CPFR s uniformed personnel are either Washington state certified EMTs or Paramedics. All of our Medic units have at least one Paramedic, and depending upon daily staffing, many of our engine and ladder companies have a paramedic as well. Premise 1) We are only capturing the apparatus times when that unit is responding and arriving priority. 2) We are only reporting on incidents that occur within our own jurisdiction. 3) Apparatus from neighboring agencies that respond into our jurisdiction (mutual aid or automatic aid received) will be measured. Definitions 1) Turnout Time The time interval that begins when the notification process begins by either an audible alarm or visual annunciation, or both, and ends at the beginning point of travel. Reference NFPA ) National Fire Protection Association (NFPA 1710 Standard Edition) The standard for the organization and deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. 3) NFIRS National Fire Incident Reporting System. 4) Fire Incident All NFIRS 100 incident types. 5) Special Operation Incident Those emergency incidents to which the fire department responds that require specific and advanced training and specialized tools and equipment. Reference NFPA ) CPR Cardiopulmonary resuscitation. 7) BLS A specific level of pre-hospital medical care provided by trained responders, focused on rapidly evaluating a patient s condition; maintaining a patient s airway, breathing, and circulation; controlling external bleeding; preventing shock; and preventing further injury or 22

23 disability by immobilizing potential spinal or other bone fractures. Reference NFPA ) ALS Emergency medical treatment beyond basic life support that provides for advanced airway management including intubation, advanced cardiac monitoring, defibrillation, establishment and maintenance of intravenous access, and drug therapy. Reference NFPA ) Emergency Medical Incident The treatment of patients using basic first aid, CPR, BLS, ALS, and other medical procedures prior to the arrival at a hospital or other health care facility. Reference NFPA Note: Only NFIRS 321, 322, and 323 incident types. 10) Response Time (aka Travel Time) Means the time immediately following the turnout time that begins when units are en route to the emergency incident and ends when the first arriving unit arrives at the scene. Reference NFPA ) NFPA 1710 The standard for the organization and deployment of fire suppression, emergency medical operations, and special operations to the public by career fire departments. 12) Engine Company Apparatus whose primary functions are to pump and deliver water and perform basic firefighting at fires; including search and rescue. Reference NFPA ) NFIRS 111 Building fire. 14) NFIRS 121 Fire in mobile home used as fixed residence. 15) Fire Suppression Incident - Only NFIRS 111 and 121 incident types. 16) All Other Fires All NFIRS 100 level incident types except 111 and ) Full First Alarm Assignment - Means the appropriate number and type of both apparatus and fire suppression personnel, as defined by each jurisdiction, sufficient to perform the eight NFPA defined fire-fighting tasks at a working structure fire incident. Reference NFPA ) First Responder A trained individual providing initial assessment and basic first-aid intervention, including cardiac pulmonary resuscitation and automatic external defibrillator capability. Reference NFPA ) Advanced Life Support Unit Personnel and equipment capable of providing ALS care. 20) Fire Department A fire protection district or a regional fire protection service authority responsible for firefighting actions, emergency medical services, and other special operations in a specified geographical area. Reference Revised Code of Washington (4). 23

24 Sequence of Events It is important to understand the characteristics of the community s two major priorities within the District: fire suppression and emergency medical services. This section provides a description of the sequence of events involved with a structural fire and cardiac arrest or similar significant medical emergency. These explain the importance of response times in creating a positive outcome to an emergency and the results if the response is delayed. The ultimate goal of any emergency service delivery system is to provide sufficient resources (personnel, apparatus, and equipment) to the scene of an emergency in time to take effective action to minimize the impacts of the emergency. Dynamics Of Fire In Buildings Most fires within buildings develop in a predictable fashion unless influenced by highly flammable material or liquids, ignition, or the beginning of a fire. It may take some minutes or even hours from the time of ignition until flame is visible. This smoldering stage is very dangerous, especially during times when people are sleeping, since large amounts of highly toxic smoke may be generated during early phases. Once flames do appear, the sequence develops rapidly. Combustible material adjacent to the flame heats and ignites, which in turn heats and ignites other adjacent materials if sufficient oxygen is present. As the objects burn, heated gases accumulate at the ceiling. Some of the gases are flammable and highly toxic. The spread of the fire continues quickly. Soon the flammable gases at the ceiling reach ignition temperature. At that point, an event termed flashover takes place; the gases ignite, which in turn ignites everything in the room. Once flashover occurs, damage caused by the fire is significant and the environment within the room can no longer support human life. Typically, in furnished and ventilated buildings, flashover usually happens about five to eight minutes from the appearance of flame. Since it has such a dramatic influence on the outcome of a fire event, the goal of any fire agency is to apply water to a fire before flashover takes place. Perhaps as important as preventing flashover is the need to control a fire before it does damage to the structural framing of a building. Materials used to construct buildings today are often less fire resistive than the heavy structural skeletons of older frame buildings. Roof trusses and floor joists are commonly made with lighter materials more easily weakened by the effects of fire. Light weight roof trusses can fail after five to seven minutes of direct flame impingement. Plywood I-beam joists can fail after as little as three minutes from flame contact. This creates a very dangerous environment for firefighters. In addition, the contents of buildings today have a much greater potential for heat and smoke production than in the past. The widespread use of plastics in furnishings and other building contents rapidly accelerates fire spread and increases the amount of water needed to effectively control a fire. All of these factors make the need for early application of water essential to a successful fire outcome. A number of things must happen quickly to make it possible to achieve fire suppression prior to flashover. The following figure illustrates the sequence of events. 24

25 Fire Growth vs. Reflex Time The reflex time continuum consists of six steps, beginning with ignition and concluding with the application of (usually) water. The time required for each of the six components varies. The policies and practices of the fire department directly influence four of the steps, but two are only indirectly manageable. The six parts of the continuum are: 1. Detection: The detection of a fire may occur immediately if someone happens to be present or if an automatic fire detection or fire suppression system is functioning. Otherwise, detection may be delayed, sometimes for a considerable period. 2. Report: Today most fires are reported by telephone to the dispatch center. Call takers must quickly elicit accurate information about the nature and location of the fire from persons who are apt to be excited. A citizen well trained in how to report emergencies can reduce the time required for this phase. 3. Dispatch: The dispatcher must identify the correct fire units, subsequently dispatch them to the emergency, and continue to update information about the emergency while the units respond. This step offers a number of technological opportunities to speed the process, including computer aided dispatch and global positioning systems. 4. Turnout: Firefighters must don firefighting protective clothing, assemble on the response vehicle, and begin travel to the fire. Good training and proper fire station design can minimize the time required for this step 5. Travel: This is potentially the longest phase of the continuum. The distance between the fire station and the location of the emergency influences reflex time the most. The quality and connectivity of streets, traffic, driver training, geography, and environmental conditions are also factors. 25

26 6. Set up: Once firefighters arrive on the scene of a fire emergency, fire apparatus are positioned, breathing apparatus donned, hose lines stretched out, additional equipment assembled, and certain preliminary tasks are performed (such as ventilation) before entry is made into the structure and water is applied to the fire. As is apparent by this description of the sequence of events, application of water in time to prevent flashover is a serious challenge for any fire department. It is reasonable, though, to use the continuum as a tool in designing the emergency response system. Emergency Medical Event Sequence Cardiac arrest is generally used as a prototypical life-threatening medical event. A victim of cardiac arrest has mere minutes in which to receive definitive lifesaving care if there is to be any hope for resuscitation. Cardiac arrest survival chances fall by 7 to 10 percent for every minute that passes without cardio pulmonary resuscitation (CPR) and defibrillation. Consequently, American Heart Association guidelines now recommend the administration of cardiac defibrillation accompanied by effective CPR as quickly as possible following cardiac arrest. As with fires, the sequence of events that leads to emergency cardiac care can be visualized in the following figure. Cardiac Arrest Sequence of Events The probability of recovery from cardiac arrest drops quickly as time progresses. Research stresses the importance of rapid cardiac defibrillation and demonstration of certain drugs as a means of improving the opportunity for successful resuscitation and survival. 26

27 Predictable Consequences As an agency, we continually strive to look at policies and practices that provide the best possible service to the community. As the preceding pages show, we currently do not meet all of the response objectives we have established. We are unable to meet the Turnout Time objectives in all instances. We are also unable to assemble adequate personnel on most of the significant fire events within our established time frame. These deficiencies can lead to several undesirable consequences. Some of those consequences include: Increased frequency of brain death or severe mental deficiency in patients who require defibrillation to treat sudden cardiac arrest that presents with ventricular fibrillation. A reduced probability of surviving a hostile fire event in which rescue is necessary. Increased property loss in structural fires that have reached the flashover phase of the fire growth. Increased risk of firefighter injury or death trying to save persons and property in structural fires where either flashover has occurred or the framing elements are exposed to direct flame impingement. Steps to Achieve Compliance IMPROVE DATA COLLECTION: Significant improvements were made last year in our data collection efforts. We updated existing software and added third-party companion software that automates the QA process. This has decreased the entry error rate significantly and increased the reliability of the output. Detailed analysis can now be undertaken more quickly and with greater confidence. To continue to improve upon this initial success, a data administrator could be hired whose only function is to ensure the integrity of the data and provide detailed information to the policy makers. EVALUATE RESOURCE DISTRIBUTION: The largest single factor in the previous section is response time. Driving distance between the fire station and emergency location is fixed and is further limited by safe driving speeds, traffic devices, topography, and traffic volume. Current station locations must be evaluated on current and future predicted call volumes. How a station is configured also plays a significant role in turnout time. An evaluation of response times against stations should be conducted to identify problem facilities. A plan could then be developed to address design deficiencies that hamper the crew s ability to reduce turnout times. A continuing evaluation is necessary to ensure the best resource distribution and the improved data collection should assist in that endeavor. EVALUATE RESOURCE CONCENTRATION: The amount of resources stationed at a fixed site could be altered. Not only should station locations be analyzed, but the personnel and apparatus could be revised or reconfigured to provide better coverage. These items should be evaluated in light of current budgetary constraints. Decreasing personnel will result in us getting further from the goal of meeting our 27

28 response objectives. Also, reducing crew size has a significant impact on the time required to mitigate fire emergencies effectively while increasing firefighter risk of injury. The improvements in data collection will help identify the impacts of reduced personnel. EVALUATE RESOURCE AVAILABILITY: Having units available to respond to emergencies in their first due area significantly minimizes travel time for calls currently requiring the use of another station. Data should be analyzed to ascertain the frequency and duration of multiple calls. Analysis should be performed to identify and evaluate the causes that contribute to resources being away from their stations on nonemergency functions such as public education events and training. ONGOING TRAINING: It is imperative that crews be given feedback to understand the impact of delayed response. They also need to continuously drill on efficient donning of personal protective equipment and district familiarization to reduce turnout times. Training would also help in the area of improved data collection. INCREASE STAFFING: One of the ways to reduce risk, reduce injury, reduce response times and increase the likelihood of a positive outcome for all significant emergencies is to increase the amount of personnel available at any given time. We meet our minimum daily staffing levels by using overtime on a regular basis. This is due to not replacing personnel who have left the department. Staffing is directly impacted by the balance of desired staffing levels versus publicly approved funding. 28

29 District Map N Riverside Fire Dist. W E S 29