TABLE OF CONTENTS Table of Contents Pg 2 Mission Statement Pg 3 Executive Summary Pg 4 Fire Suppression Section Pg 5 Fire & EMS Run Volume Comparison Pg 6 Total Fire Loss -vs- Saved Pg 7 Fire Loss Comparison Chart Pg 8 Alarm Times Pg 9 Incident Type Terminology Pg 10 Incident Type Pg 11 Incidents by Month Pg 12 Response Time Comparison Pg 13 Fire & EMS Alarm Times Pg 14 EMS Section Pg 15 Emergency -vs- Non-Emergency Pg 16 City Alarm Times Pg 17 Contractual Townships Alarm Times Pg 18 City Response Pg 19 Contractual Townships Response Pg 20 City Incident Type Pg 21 Contractual Townships Incident Type Pg 22 City Totals by Month Pg 23 Contractual Townships Totals by Month Pg 24 EMS Instructors Pg 25 EMS Summary & Goals Pgs 26-27 Fire Prevention Bureau Section Pg 28 FPB Summary, Goals & Investigators Pg 29-30 Training Section Pg 31 Fire & Assistant Fire Instructors Pg 32-33 Training Highlights & Occupancy Tours Pg 34-35 Training Hours Comparison Pg 36 Administrative Section Pg 37 Budget Variance Pg 38 Daily Manpower Pg 39 Paid Overtime Hours by Category Pg 40 Yearly Overtime Hours Comparison Pg 41 Conclusion Pg 42 2
THE MISSION OF THE ASHLAND FIRE DEPARTMENT IS TO BE A COMMUNITY LEADER IN SAFETY AND PROPERTY PRESERVATION THROUGH DEDICATION, TRAINING AND EDUCATION. 3
EXECUTIVE SUMMARY The firefighters are problem solvers. The bigger the challenge, the bigger the payoff. Saving lives has a big payoff. Providing the best service possible is a challenge the Division willingly takes on every day. You will see that the run volume for 2009 is not statistically different from 2008. The Division continues to average about 10 (9.86) runs per day. The fire loss for the year is down $390,000 as compared to $1,298,840. There were no big loss fires in 2009. EMS calls comprise over 86% of the workload for the Division. When not responding to emergencies, the firefighters are training or are providing public education. Preventing fires and reducing the need for paramedics are two priorities of the Division. A safe community is the result. Approximately 600 adults were trained in CPR. Fire extinguisher training was provided for 1,018 adults. Education in the school system continues. Currently, this training is provided to our citizens free of charge. The minimum staffing level for the Division is six. Emergency recall of off duty firefighters was eliminated again this year. Only when there is a significant emergency are a limited number of firefighters called in. The limited staffing requires the officers to make some difficult decisions. Out of town transports to other hospitals cannot be provided when staffing levels are low. Emergencies are the priority. There were two (2) squads out at the same time 341 times, three (3) squads out 36 and four (4) squads out 2 times. We dropped to three vehicles to save money. The City of Ashland, Division of Fire website can be viewed at: http://www.ashland-ohio.com 4
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# of Incidents FIRE vs EMS Run Volume 4000 3800 3600 EMS FIRE 3400 3200 3000 2800 2600 2400 2200 2000 1800 1600 1400 1200 1000 800 600 400 200 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 6
2009 TOTAL FIRE LOSS $ 919,800.00 TOTAL VALUE* $ 11,215,170.00 SAVED PERCENTAGE OF VALUE 91.80% * Estimated value of structure or items where fire occurred. 7
$4,000,000.00 Fire Loss Comparison $3,500,000.00 $3,000,000.00 $2,500,000.00 $2,000,000.00 $1,500,000.00 $1,000,000.00 $500,000.00 $- 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 8
9 Fire Alarm Times 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 # of Incidents City Montgomery Milton Mutual Aid
Fire Incident Type Terminology FIRE Structure, building, cooking fire, equipment fire, outside rubbish, brush fire. OVERPRESSURE RUPTURE, EXPLOSION, OVERHEAT (no fire) Overpressure rupture, overheat, explosion, excessive heat. RESCUE & EMERGENCY MEDICAL SERVICE INCIDENT - EMS incident, motor vehicle accident with injuries, extrication, EMS standby. HAZARDOUS CONDITION (no fire) - Hazardous condition, combustible condition, flammable liquid spill, gas leak, carbon monoxide incident, power line down, vehicle accident cleanup, bomb removal, electrical wiring problem, overheated motor. SERVICE CALL Person in distress, smoke or odor removal, water problem, animal rescue, assist police or other governmental agency, unauthorized burning. GOOD INTENT CALL - Dispatched & cancelled enroute, no incident found upon arrival, authorized controlled burning, smoke scare, hazmat release investigation w/no hazmat, good intent call. FALSE ALARM & FALSE CALL - False alarm or false call, telephone, malicious false alarm, system malfunction, smoke detector activation, alarm system sounded due to malfunction, unintentional transmission of alarm, smoke detector-no fire, carbon monoxide detector activation, no CO. SEVERE WEATHER & NATURAL DISASTER - Lightning strike (no fire). SPECIAL INCIDENT TYPE Citizen complaint, special incident, other. 10
90 # of Incidents Fire Incident Type 80 City Montgomery 70 Milton 60 50 40 30 20 10 0 Fire Overpressure Rupture, Explosion (no fire) Rescue & EMS Hazardous Condition (no fire) Service Call Good Intent Call False Alarm & False Call Special Incident Type 11
Number of Incidents 50 45 40 Fire Incidents By The Month City Milton Twp Montgomery Twp Mutual Aid 35 30 25 20 15 10 5 0 January February March April May June July August September October November December 12
# of Incidents 450 425 400 375 AVG Response Time 4:30 minutes 409 City & Contractual Twps Average Fire Response Times 350 325 300 275 250 225 200 175 150 125 100 AVG Response Time 7:30 minutes 75 50 25 86 AVG Response Time 7:26 minutes 34 0 City Montgomery Twp Milton Twp 13
# of Incidents 200 190 180 170 160 150 140 130 120 110 100 90 80 70 60 50 40 30 20 10 0 FIRE & EMS Alarm Times Fire EMS 1:00 Midnight 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 14
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# of Incidents 4000 3750 Emergency VS Non-Emergency EMERGENCY NON-EMERGENCY 3500 3250 3000 2750 2500 2250 2000 1750 1500 1250 1000 750 500 250 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 16
# of Incidents 180 City EMS Alarm Times 160 140 120 100 80 60 40 20 0 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 23:00 22:00 21:00 20:00 19:00 18:00 17:00 16:00 15:00 14:00 13:00 12:00 11:00 10:00 17
# of Incidents Contractual Townships EMS Alarm Times 14 13 12 Milton Twp Montgomery Twp Orange Twp 11 10 9 8 7 6 5 4 3 2 1 0 23:00 22:00 21:00 20:00 19:00 18:00 17:00 16:00 15:00 14:00 13:00 12:00 11:00 10:00 9:00 8:00 7:00 6:00 5:00 4:00 3:00 2:00 1:00 0:00 18
# of Incidents EMS City Response Time 3500 3000 3016 2500 2489 2000 1500 2115 84% in 4 minutes or less 99% in 7 minutes or less 1000 500 0 Total EMS Runs Response time =< 4 minutes Response Time =< 7 minutes 19
# of Incidents Contractual Twps Response Time 200 180 178 160 140 36% in 4 minutes or less 125 120 100 90 86% in 7 minutes or less 9% in 4 minutes or less 80 60 17% in 4 minutes or less 49% in 7 minutes or less 40 20 71% in 7 minutes or less 0 Milton Twp. Montgomery Twp. Orange Twp. Township 20
# of Incidents 440 420 400 380 360 340 320 300 280 260 240 220 200 180 160 140 120 100 80 60 40 20 0 Cancer Arrest (Cardiac) Allergic Reaction Abdominal Pain OK on Arrival DOA Cerebral/Neurovascular Cardiovascular/Circulatory General Illness Environmental Emotional/Mental/Psychological Incident Type for City Undetermined Unconscious, Unknown Etiology Transfer (Emergency Only) Transfer (Non-Emergency) Service Detail Respiratory Poisoning Overdose OB/Gynecology MVC - With Injury MVC - No Injury Musculoskeletal Metabolic Injuries Infectious Disease Hematologic (Blood/Bleeding) 21
# of Incidents 60 Contractual Townships EMS Incident Types 56 52 48 44 40 36 32 28 24 20 16 12 8 4 0 Undetermined Unconscious, Unknown Etiology Transfer (Non-Emergency) Service Detail Respiratory Poisoning Overdose OB/Gynecology MVC - With Injury MVC - No Injury Musculoskeletal Metabolic Injuries Hematologic (Blood/Bleeding) General Illness Emotional/Mental/Psychological DOA Cerebral/Neurovascular Cardiovascular/Circulatory Cancer Arrest (Cardiac) Allergic Reaction Abdominal Pain OK on Arrival 22
# of incidents 300 CITY EMS Incident Totals by Month 250 200 150 100 50 0 January Febuary March April May June July August September October November December 23
# of Incidents Contractual Townships EMS Incidents by Month 24 22 20 Milton Montgomery Orange 18 16 14 12 10 8 6 4 2 0 January Febuary March April May June July August September October November December 24
EMS Instructors Bill Davisson (Paramedic) Ken Gardner (Continuing Education) Christopher King (Paramedic) Daniel McFarlin (EMT) CPR/ACLS Instructors Chad Buzzard (CPR) Anthony Coletta (CPR) Bill Davisson (CPR) Ken Gardner (CPR/ACLS) Christopher King (CPR) Rob McClaran (CPR) Rob McCrea (CPR) Daniel McFarlin (CPR) Travis Pickering (CPR) Dan Raudebaugh (CPR) Mark Timmons (CPR) Chris Van Hesteren (CPR) Rick Williams (CPR) 25
EMS Summary and Goals 2009 marked some significant changes and challenges for the Division of Fire. The Division of EMS is responsible for responding to emergency and non emergency calls for the sick and injured. The way we respond to these calls for help has been typically done with the Division s four (4) ALS ambulances and call back of off duty personnel. One significant challenge the Division faced was how to respond to multiple squad calls with on duty personnel only. Multiple calls occur when one or more of the division s ambulances respond to calls simultaneously. In 2009, the Division of Fire responded 2 ambulances simultaneously 341 times; 36 times the division had 3 units out and 2 times with all squads out at the same time. Multiple calls can delay response times and affect patient care. To help minimize the effects of multiple calls the Division has outfitted fire apparatus with ALS equipment and changed how we respond to calls for help in the county. A paramedic intercept vehicle was put in service in August 2009. The primary purpose of a Paramedic Intercept is to meet an outlying EMS unit either at the scene or enroute to the hospital of an injury or illness call. The EMT-P can provide advanced life saving skills when a patient may require more sophisticated care utilizing ALS equipment and medications. This has enabled the Division to keep an EMT and an ambulance on station and in-service thus not wasting resources. Since its inception in August 2009, the Division has responded to 36 paramedic intercepts in the county. This has also helped reduce the number of multiple calls the division responds to annually. Another significant change initiated in June of 2009 was a six month trial of responding to EMS calls with only 3 of the divisions 4 ambulances. This trial period was a beta test of the division s resources and the effectiveness of its implemented programs. Implemented programs include not calling in off duty firefighters/emts to man the station, and equipping fire apparatus with ALS equipment that can respond with limited personnel and equipment to stabilize a patient until an ambulance can arrive to transport. The Division responded 4 times with alternative equipment in the coverage area and initiated stabilizing a patient until a squad became available to transport. The end result of the trial period revealed the Division could reduce its current ambulance fleet to 3 with minimal interruption of service or delay of care to the community we serve. 26
The purchasing of new and advanced equipment was an important goal of the division in 2009. Some of the equipment purchased in 2009 was two (2) Life Pak 12 cardiac monitors. With the use of Capnography, paramedics, for the first time, have the ability to measure the effectiveness of CPR during a cardiac arrest. This technology is very beneficial to patient outcomes and treatment modalities. Another feature of the Life Pak 12 monitor is its ability to transmit diagnostic quality 12 lead ECG to the hospital. Through a cooperative effort with Samaritan Hospital we will soon have the equipment necessary to initiate a STEMI alert protocol. The STEMI Alert will allow doctors and paramedics the ability to communicate about the cardiac patient. This is very important to the STEMI patient who may need to be transported to a Cath lab without delay. It is with this technology and the division s heart safe commitment to the community we can truly make a difference in saving lives. Another purchase the division made with the help of the LEPC was an electronic protocol. This new protocol in easy algorithm format will be available to the paramedic in the ambulance on a touch screen computer. The protocol will give the paramedic a fast, reliable reference during a call. The protocol allows paramedics access to accurate drug calculations, burn percentages and pediatric references. This program will soon be implemented county wide with many fire departments following the lead of the Ashland Fire Department. The division remains a Certified Continuing Education Site and continued its commitment to the CPR/AED program, training over 600 people free in CPR/First Aid. We continue to work with Catholic Charities with our car seat program and in 2009 we worked very closely with the Ray and Joan Kroc Center to help increase Fire and EMS awareness programs to the community. 2010 Goals Purchase fourth LP12 monitor Purchase additional CPR equipment Continue Ambulance replacement program Utilize EMS supervisor vehicle 27
FIRE PREVENTION BUREAU 28
2009 Fire Prevention Bureau Summary The Fire Prevention Bureau is tasked with several different responsibilities which support the mission of the Ashland Fire Department. Fire Code enforcement or inspections, public education and fire investigation are all incorporated into the duties of Prevention Bureau to complete the mission; To be a community leader in safety and property preservation through dedication, training, and education. The Fire Prevention Bureau conducted 127 fire safety inspections in 2008, a nearly 48% decrease from 243 in 2008. Fire safety inspection is a means of discovering and eliminating or correcting deficiencies that pose a threat to life or property. Inspections are conducted at schools, churches, businesses, factories, daycare facilities, and adoption or foster care homes. A vital part of the inspection process is discussing the problems or violations discovered and their potential solutions with owners, property managers, architects, engineers, lawyers, contractors, vendors and representatives from the insurance industry. The total number of inspections as well as options for a comprehensive inspection program is limited by a lack of trained inspectors and available budget resources. There are 4 current Certified Fire Safety Inspectors. A key component of fire prevention is education. In 2009 the Fire Prevention Bureau trained 1, 018 adults in the use of fire extinguishers at 17 different locations. Fire Extinguisher training is scheduled at the request of employers as part of safety training or preparedness programs at numerous factories, civic organizations, or businesses. The training can be conducted at the employer s facility to minimize lost working time and consists of both classroom and hands-on training in the effective use of fire extinguishers. Instructors and training materials are provided by the Division of Fire at no cost; however the facility must provide their own fire extinguishers. The Fire Prevention Bureau also instructed 660 elementary school students on basic fire safety during Fire Prevention Week. Beginning as early as Pre-K, children are taught the fundamentals of fire safety and those concepts are reinforced every years as the children continue up through elementary school. Fire Safety presentations are delivered to the students at their school during October during the National Fire Prevention Week as well as at the fire station throughout the year. The 24 hour shift fire fighters have taken a larger role in conducting fire safety education. Local elementary schools participated in the fourth year of the Firefighters 1 st TEAM program Pennies for Prevention. Each participating school competes to raise the most money in pennies, nickels, dimes, and quarters to purchase smoke alarms for lowincome individuals or families. The top class at each school is treated to a VIP fieldtrip to the fire station and a pizza lunch with the firefighters, pizza being donated by Dor-Lo s Pizza. The second place class, or Best Effort class has firefighters bring pizza to them for lunch in their classrooms. The participating elementary schools raised $3,500.00 through the Pennies for Prevention campaign in 2009 to purchase smoke alarms. 29
Investigation of fires is a key component in fire prevention and fire protection. Accurate determinations of origin and cause, reason for spread, and performance of fire protection equipment are vital in prevention of future, similar occurrences. Investigation is also the primary means for detecting arson and securing evidence for conviction of arsonists. The knowledge that every fire will be thoroughly investigated in itself is a powerful influence for fire prevention. We are proud that interagency cooperation with Federal, State and local law enforcement has always been a key component in many successful investigations. Basic origin and cause investigations can sometimes be performed by shift personnel. Detailed fire investigations are conducted by the Fire Prevention Bureau s Fire Investigation Team. The Fire Investigation Team conducted 14 detailed origin and cause investigations in 2009. The Fire Investigation Team currently has 10 members. The Fire Investigation Team completed a total of 183 hours of fire investigation continuing education in 2009 and four (4) members of the Fire Investigation Team completed IAAI (International Association of Arson Investigators) Fire Investigation Technician certifications. All members of the Fire Investigation Team are required to complete quarterly online training modules presented by the IAAI. The IAAI has created this interactive training in order to share expertise and deliver consistent and credible web based courses to fire investigators. NAFI Certified Fire and Explosion Investigator Mark D. Miller IAAI Certified Fire Investigation Technician Mark D. Miller Richard E. Williams Robert B. McCrea Daniel A. Raudebaugh Travis C.L. Pickering Ohio Certified Fire Safety Inspector Mark G. Burgess Duane E. Fishpaw Richard A. Anderson Mark D. Miller 2010 Fire Prevention Bureau Goals Train additional Certified Fire Safety Inspectors. Fire Investigation Team NAFI CFEI certifications. Fire Investigation Team IAAI FIT certifications. Increase specialized Investigator training. Complete IAAI Certified Fire Investigator requirements. Certify department investigator in Computer Voice Stress Analysis. Continue the Pennies for Prevention campaign and education programs. 30
Trench Rescue Live Fire Exercise Ice Rescue 31
FIRE INSTRUCTORS Chief Mark Burgess Assistant Chief Duane Fishpaw Assistant Chief Ronald Workman Assistant Chief Rick Anderson Captain Chris King Captain Raymond E. Miller Jr. Captain Gabe Campbell Captain Kenneth Gardner Captain Chris Van Hesteren Firefighter Dan McFarlin Firefighter Richard Williams Firefighter William Davisson Firefighter Robert McCrea Firefighter Dan Raudebaugh Firefighter Chad Buzzard Firefighter Joseph Coseno Firefighter Tyler Smith 32
ASSISTANT FIRE INSTRUCTORS Firefighter Andrew Ferguson Firefighter Travis Pickering Firefighter Kevin Rosser Firefighter Chris Schmidt Firefighter Brian Stichler 33
2009 TRAINING HIGHLIGHTS Riley Barn Live Fire Training Substance Abuse (training & awareness) Northern Ohio Arson Seminar Ohio Fire Executive Class 1 Graduation Advanced Cardiac Life Support Ice Rescue Technician Buckeye Girls State Honor Guard Training Fire Origin & Cause 1 attendee at the National Fire Academy R.I.T. Training HazMat LEPC Functional Exercise Car Seat Technician Class Trench Rescue Operations Re-cert class Kroc Center Live Fire Training 34
OCCUPANCY TOURS Kingston Nursing Home Kroc Center Caraustar Journey Athletics Ashland University Stadium Complex 35
NUMBER OF HOURS 9000 8500 TRAINING HOURS 8325 8000 7500 7000 6500 6000 6902 7396 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 4692 5065 0 2005 2006 2007 2008 2009 YEAR 36
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110 100 2009 BUDGET VARIANCE TARGET ACTUAL VARIANCE 90 80 70 60 50 40 30 20 10 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 38
11 10 # of Firefighters Daily Manpower Levels 1st Half (0630-1830 Hrs) 2nd Half (1830-0630 Hrs) 9 8 7 6 5 4 3 2 1 0 January February March April May June July August September October November December Average 39
# of Hours 2,400 Paid Overtime Hours By Category 2,200 2098 2,000 1,800 1,600 1,400 1,200 1,000 800 819 600 400 448 389 609 200 55 88 108 199 0 FIRE SQUAD TRANSFER MEETING OTHER TRAINING MVC ADMIN HOLIDAY 40
# of Hours 15,000 Yearly Overtime Hours Comparison 14,000 13725 13,000 12,000 11,000 11562 12334 11118 12563 11360 11420 10,000 9785 9953 9907 9,000 8794 9039 8,000 7,000 6,000 5593 5640 5,000 4813 4,000 3,000 2,000 1,000 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 41
CONCLUSION The citizens expectations for the fire department continue to expand. Traditional services such as fire suppression, rescue, prevention and public education are only the beginning. Responses to all types of hazards, manmade or natural are expected. Regionalization is a method of ensuring resource availability for these big events. It is not a question of if but a question of when. Emergency medical care is filling the gap between healthcare insurance, loss of income and the hospital. Changes in healthcare at the national level impact the services we provide our citizens. We hope you noticed this statistic, 59% of our CPRs had bystander CPR. That means that if you or a loved one collapses with a cardiac emergency, there is a good chance that a bystander will know what to do to help save their life. Not many communities can say that. Averaging 9.9 calls per day keeps the firefighters busy. Overtime is no longer sufficient to maintain the minimum staff of six. Strategic decisions need to be made in order to maintain service let alone to make necessary improvements. Our citizens deserve continuous service improvement. Thank you for allowing us to serve you. Professionals Serving Someplace Special 42