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Ocean City Fire Chief Chris Breunig's fire presentation before City Council Nov. 14, 2013.
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Ocean City Fire and Rescue serves a unique island ycommunity with a year round population of 11,000 and increases to 150,000 in the summer months. Th i ’ l d id bli f The city’s government leaders consider public safety a top priority and strongly advocate for the continued high quality and delivery of emergency services within high quality and delivery of emergency services within its community. The common goal is to continue to provide a safe community that exemplifies –
“America's Greatest Family Resort”
OC Beach Patrol – see additional PowerPointY i iYear in review
Fire Department OverviewStaffingA tApparatusStationsEMS
DefibrillatorsDefibrillatorsBLS vs ALS
Response Times – Crucial2 station model vs 3 station’s3
Pilot Program – Fire Prevention BureauGovernment Surplus ‐ see additional PowerPoint
Fire Department currently has 62 uniformed personnel
3 platoon system – 20 assigned per platoon
Most fire dept’s run 4 platoons or 42 hour work week – 2,184
6 h k k h 56 hour work week – 2,912 hours per year
33% longer than your typical fire based service ‐ 14 hours
Cost saving in excess of $1.75 million a yearIf providing the same level of service – 20 per shift / 4 Shifts
Minimum staffing per day – 16 personnelg y
24 Hour shifts – Rotating basis –
Days/Nights – Holidays and weekends
Fire Fighters are trained as Firefighters and EMTS
Dual role – Allows a better delivery of service
Currently running ‐ 3 Stationsy g
2 – Engines / 1 – Quint 75’ / 1 ‐ Truck 105’
2 – Ambulances – BLS units
Ocean City3 –Station’s10 7 sq miles
Ventnor Heights
10.7 sq. miles
62 – FTE’s
Margate CityVentnor City
North Wildwood
Margate City8.8 sq milesCombined
Wildwood 108 ‐ FTE’s
Ocean City Fire OthersOcean City Fire62 personnel Wildwood
18 Firefighters
Others
18 FirefightersNorth Wildwood
13 FirefightersgMargate
35 FirefightersVentnor
42 Firefighters
108 TOTAL
3000
2500
1500
2000
FireEMS
1000EMS
0
500
2010 2011 2012 20132010 2011 2012 2013
5 year ave. ‐ of Calls for service
48%% Fire Calls48%52% Fire CallsEMS Calls
Have been strategically placed and located to cover all g yareas of the island, with the sole purpose of arriving ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐QUICKLY‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
Fire Doubles every 30 seconds
Each Firehouse has a 1 ½ mile radius and covers all areas of town!!areas of town!!
Fire department assumed services in 1996
Fire service‐based emergency medical services (EMS) i ll i i d d li i systems are strategically positioned to deliver time
critical response and effective patient care.
Prehospital 9‐1‐1 emergency response is one of the essential public safety functions provided by our fire serviceservice
2 ambulances staffed and on call – 24 hours a day4 y
Every vehicle is equipped with medical geary gSometimes arrive first and begin careCuts down on the golden hourBegin life saving care with‐in minutesImproves patient experienceImproves patient transfer of careImproves patients return to normal quality of life
Quicker responseFacilitates faster care
9‐1‐1 to hospitalProvides additional helpImproves continuity of careDelivers accuracy
City buildingy g
Common buildings
Large gathering areas
In the home
Education
Every fire department vehicle has oneySeveral of the police vehicles have oneAll city buildings have oneDuring the summer there is 4 on the beachCoverage per less than a square mile all over townAlways can improveKEYS – early 9‐1‐1, early CPR, Early D‐FIB
2012 2013
10 ‐Cardiac Arrest’s 12 – Cardiac Arrest’s6 – Had a ROSC2 – V‐FIB / AED
2 – Had a ROSC3 – V‐FIB / AED
100% ‐ with Early D‐FIB 66% ‐With Early D‐FIB
Provides advanced carePrivate service – ARMCControl by the stateRegulatedCertificate of NEEDNeed a change in Laws
Calls
2500
3000
1500
2000
1000
1500Calls
0
500
2010 2011 2012 20132010 2011 2012 2013
1800
1400
1600
800
1000
1200
SeasonOff
400
600
800 Off season
0
200
2009 2010 2011 20122009 2010 2011 2012
Still A i i i th Still Arriving in the crucial window!!
2‐3 min’s avg3 g
2 Station – model
34th Street ‐ Area
2 Station – model
34th Street ‐ Area
S A T l S dSame Average – Travel Speed
2 stations decrease services and increases responses times
Allows fire to grow – small to largeLess chance of survivalMore strain on the firefighter and the operationGreater property lossC d i Milli f d ll lCost and time – Millions of dollars to complete
Keeps small fires SMALLDecrease potential injury and loss to lifeMany success stories
Helps us participate in shared services
Strathmere
Decrease the use of overtimeEscalating in the past few years
Ad /U f P i lAdvent/Use of Part‐time employeesHelp offset the budget
Inspections / Generation of revenueKeeping funds locallyp g y
450
350
400
250
300
Budgetedousand
s
100
150
200 Actual
In Th
0
50
100
2009 2010 2011 2012 2013
6
5.8
5.9
5.6
5.7
Budgeted
Millions
5.4
5.5
5ActualIn
M
5.2
5.3
5 4
52009 2010 2011 2012 2013
We have experienced unexpected shortfallsBeen running short
Injuries on and off dutyInjuries on and off duty
Long term illnesses
Staffing was 66 uniformed firefighters in 2005
Staffing was kept in place to meet the needs of the current minimum staffing policy and same level of service.
A look at the current state of the departmentSuppression only
Assessing the needsTraining – keeping up with requirementsInspections / code enforcement and preplanningEmergency PreparednessEmergency Preparedness
DepartmentalCommunity
Community EducationFire Safety and Health/Welfare
Financial GoalsFinancial GoalsOvertime costs to be reduced by $75,000 – 1st yearOve t e costs to be educed by $75,000 yea
Use of a seasonal part‐time employeeLong term goal is to cut OT usage in half (‐$200k)
FIRE INSPECTION REVENUES C l 2014 = Cost revenue neutral
2015 = anticipated revenue $75,000 ‐ $100,0002016 = anticipated revenue $200,000 2016 anticipated revenue $200,000
Fire Prevention is the key to fire loss reductiony
It is much more efficient to prevent a fire than to engage in the labor intensive task of suppression.
Fire prevention encompasses inspection, code enforcement, investigation, and public education.
Dedicated Training Officeg
New program – fresh startSafe work place trainingStandardized training Consistent delivery of services Consistent delivery of services Developing of response GuidelinesAdvances technology – new training Can dedicate to special needs
Teaching of Fire SafetyCommunity groupsSchools – ChildrenBusinessesBusinessesGeneral awarenessPublic information media
H l h d W lfHealth and WelfareCommunity CPRAED programp gBasic First AidHeart Healthy Living
Evaluate our current modelStatistics / risk assessment
Taking a advantage of our off season to dedicate efforts Taking a advantage of our off season to dedicate efforts into proven programs!!!
Address our greatest needsSummer seasonAdjust staffingAdjust staffing
Change our practices and policy’sCreate opportunitiespp
Yearly response NFPAyCall Volume
The work loadStandards
NISTSummer time
May to OctoberWi t ti
2 person3 person4 person Winter time
October to May
4 person ISO
Rating and effectg
3000Annual Call Volume
2500
2000
1000
1500 Fire avg 2450EMS avg 2700
500
1000
02008 2009 2010 2011 20122008 2009 2010 2011 2012
Average number of Fire Apparatus calls dailyg pp y
SummerSummer
WinterWinter
Location – Location – Location
Extremely quick response times
Dedicated personnelDedicated personnel
ShiftShiftDeputy Chief
Deputy Asst / Aide
Truck‐1/HQ105’ ‐ quintCapt/FF/FF
Eng‐2/Sta‐275’ ‐ quintCapt/FF
Eng‐3/Sta‐3Capt/FF/FF/FF
Capt/FF/FF
Amb‐1( )
Capt/FF
Amb‐2FF EMT/FF EMT(EMT/FF‐EMT) FF‐EMT/FF‐EMT
Deputy Chief
(open)
Eng‐1/HQCapt/FF/FF
Eng‐2/Sta‐2Capt/FF
Eng‐3/Sta‐3Capt/FF/FF
Trk‐1/HQCapt/FF/FF
Amb‐1(EMT/FF‐EMT)
Amb‐2(FF‐EMT/FF‐EMT
Staffing of 16 to 17 – Summer MonthsStaffing of 16 to 17 Summer MonthsOperations return as normal
Shift Deputy Chief
Engine -1 (3) Engine -2 (2 or 3) Engine -3 (3) Truck -1 (3)g ( )
Pumper
A b l 1
(2 or 3)75’ + pumper
A b l 2
g ( )Pumper
( )105’
Ambulance -1EMT / EMT
(P/T)
Ambulance -2FF-EMT / FF-
EMT
Establish – Dedicated Training OfficegEstablish – Fire Inspections OfficeEstablish – Community Education Office
Special projects coordinator
Staffing goes from 20 to 19 in the winter monthsStaffing goes from 20 to 19 in the winter monthsReallocation of staff provide more protection during busiest times of the daybusiest times of the dayStaffing stays the same during summer or busiest months
Reduction of OvertimeGeneration of Revenue, that already go to the state
Keeping it localUse of part‐time employees to reach these goals. Building and advancing the training of FF’s
Th h li Through compliance Standards and proficiencies RecertificationsRecertifications
Inspections allow us to build our database of key components to the commercial district. Preplanning!
We are not taking away services, we are utilizing them g y gin a better way to build and grow our base. Through training, familiarization and community education.