HomeMy WebLinkAboutMINUTES - 12081998 - SD2 THE BOARD OF SUPERVISORS OF SD.2
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on December 8, 1998 by the fallowing vote:
AYES: SUPERVISORS UILKEMA, GERBER,DESAULNIER, CANCIAMILLA and ROGERS
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
SUBJECT: CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT DEPARTMENTAL
PERFORMANCE REPORT
IT IS BY THE BOARD ORDERED that the 1998 departmental performance report of the Contra
Costa County Fire Protection District is ACCEPTED.
I hereby certify that the foregoing is a true and correct copy
of an action taken and entered on the minutes of the Board of
Supervisors on the date shown.
ATTESTED: �= `t
Phil Batchelor,Clerk of the Board
of Supervisors and County Administrator
BY �► ,Deputy
CC: CAO
SD.2
12-8-98
2. Fire Prevention:
a. Engineering and Cede Enforcement Units:
• Implementation of new computer tracking system
allows the District to determine and share project
status quickly.
• Through cross training of the existing Inspectors, we
now have a larger pool of qualified individuals
capable of performing fieldinspections and tests of
life safety and fire protection systems.:
• Partnered with the Contra Costa Economic
Partnership and the area Building Officials to greatly
reduce the number of local amendments to the
Uniform Building Code and develop' a guide to be
used by construction professionals.
b. Exterior Hazard Control Unit:
• Use of Fire Prevention Specialists has dramatically
reduced the program costs rather than paying
Firefighter overtime.
• Timeframes required to accomplish abatement tasks
have been significantly reduced by the use of Fire
Prevention Specialists.
• Required training and survey times have fallen,
reducing costs and insuring hazards are eliminated
more quickly.
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C. Fire Investigation Unit. v
The Unit responded to 239 fire incidents in 1997198.
These fires resulted in 15 civilian deaths, 15 serious
injuries, and an estimated property loss of $7,023,051.
Of the fires investigated, 160 were incendiary or
suspicious in origin with an estimated property loss of
$1,933,196. (42 of these (18%) were closed by arrest
or juvenile intervention)
d. Public Education Unit:
The following list represents recent improvements in
programs or revisions designed to increase the Unit's
performance.
• Public Service Announcements and press releases
may go out twice a month in English, Spanish and
Chinese.
• Smoke Detector Give Away Program for seniors and
other disadvantaged citizens.
• "Local Emergency Action Plan" Program educates
citizens about disaster preparedness.
0 "After the Fire Program" enables Prevention
Specialists to visit neighborhoods with educational
messages after a serious fire, explosion, injury or
loss of life.
Management of the "Safety 1 st" television video
project. Aired by CCCTV; programs educate
viewers about earthquake preparedness, drowning
prevention, accessing the 911 system and security
bars on windows.
x
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+ Expanded "Juvenile Firesetter" referral process
through law enforcement and probation agencies as
well as school principals. Intendedto identify and
process a greater number of juveniles. increasing
number of referrals from the Probation Department
and school principals.
Developed an evaluation form to be completed
following each educational presentation. intended to
provide a critical analysis of each presentation,
resulting in continuous performance improvement.
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3. Support Services:
a. Emercency Dispatch
• The Communication Center processed over 41,675
incidents for 1997/98. The'Center provides dispatch
services to Bethel Island, Contra Costa County, East
Diablo and Moraga-Orinda Fire Districts.
Emergency Communications targeted goal for
processing 9-1-1 calls for assistance is being met;
i.e. 94-% of all emergencies are processed and
dispatched within 60 seconds, with 75% of all calls
within 45 seconds. Current average processing time
is 41 seconds.
• Emergency Medical Dispatch provides both pre-
arrival and post dispatch instruction. These calls are
randomly audited by a Quality Improvement Unit in
accordance with the standards of the National
Academy of Emergency Medical Dispatch.
• While EMS pre-call arrival instructions have been in
place since 1988 on a manual card system,
automation of same will facilitate quality
improvement while at the same time, provide for a
layered response system, Measure "N" funding is
allocated and the EMS Chief is coordinating
implementation and review of software programs.
• Since the Delta Regional Communications Center
was combined with the Contra Costa County Fire
Dispatch Center in 1991, incident call volume has
increased 29% without increasing the number of
dispatchers on-duty.
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12-8-48
b. Vehicle Maintenance
All in-service fire apparatus are checked by assigned
personnel on a daily, weekly and monthly schedule.
There are apparatus check lists to ensure continuity
and accountability. All Fire Apparatus and Support
Vehicles receive a maintenance service on a regular
and recurring basis. Fire apparatus also undergo a
safety check which is targeted twice a year. We are
currently servicing units every 8 months on a
preventative maintenance basis.
•
All apparatus with fire pumps and/or aerial ladder
platforms are tested annually to recognized NFPA
Standards. I.S.O. grading schedule :also takes into
account frequency of tests for insurance rating
purposes.
4. Finance:
The District has a structural problem in its 'budget in that
annual expenditures exceed annual realized revenues. The
budget has been balanced by relying on the once sizable
Fund Balance, which has been significantly reduced over the
past few years.
B. Accomplishments
1. Emergency Operations:
• The District continues to standardize bath equipment and
training to eliminate performance barriers and perceived
boundaries. This allows District personnel to be assigned
to any station within the District and function effectively.
33
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12-8-98
• These standardization efforts include apparatus/
equipment, breathing apparatus, 'fire apparatus, protective
clothing ensemble and Standard Operating Procedures
and Standardized Training.
These new stations provide badly needed service to an
expanding population.
• The District is continuing specific training in Technical
Rescue and Hazardous Material Response. These areas
are part of the "All Risk" emergency services that Fire
Districts are called upon to perform; they include low and
high angle rescue (mope Rescue), Confined Space
Rescue, Swift Water Rescue, Trench Rescue, Vehicle
Disentanglement, Hazardous Material Awareness/
Response and the needed Command Systems/Structure
to ensure efficient operations (ICS/IMS/SEMS).
• Information Management System. Information Systems
and Computer Automation/Standardization of report
collection, staffing and accounting continue to be
developed. This is an area that will simplify and improve
data collection, availability and intra-district
communication.
EMS Division. Expansion of the paramedic program to
eight AES units has been authorized by the Board of
Supervisors for calendar year 1999. During this time, the
paramedic program will undergo an analysis of impacts to
the County EMS system.
Additionally, all suppression personnel have been trained
to be Emergency Medical Technicians - Defibrillation
(EMT-D). All`'EMT's are being trained in additional skills to
allow them to work as paramedic partners.
Advanced Life Support Services are scheduled to begin in
Pleasant Hill, Pacheco, and Clayton stations in early 1999.
34
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• The Technical Rescue Program is in its fourth year of
development. The district has sought to bring one
discipline on-line each year even though limitations in the
budget have slowed the development of the program.
♦ Rope Rescue:
Rope rescue was the first discipline brought on-line. In
the fiscal year 1996/97 the Fire District hosted a "train
the trainer" class which developed 14 new instructors to
teach Fire District personnel in rope rescues. The
District also developed three State CertifiedInstructors
in Rescue Systems 1.
The instructors in turn trained 133 Fire District
employees in a 24-hour rope rescue class. Personnel
who have been instructed are located throughout the
District. This has allowed the District to have five truck
companies and Rescue 10 operational to provide rope
x rescues. Review classes are conducted every three
months to insure that skills are kept up.
All truck companies, Rescue 10 and Rescue 69 are
equipped with a full cache of ropes.
The training tower has been enhanced with permanent
anchors to simulate rope rescue situations. The tower
and training grounds are currently being reviewed to be
a Certified Rescue System I Training Site by the State.
We expect such certification to be granted. A certified
site could be revenue producing.
A rope rescue manual is under development which will
describe all rape systems used by thee.. Fire District.
Truck Company standards are also being developed so
that Battalions Chiefs can evaluate the companies on
their skills.
35
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♦ Water Rescuer
The Water Rescue Program has four State Certified
Instructors. In addition four truck companies, 1, 6, 12
and 84 have been equipped with life vests, helmets and
throw bags. This accompanied with their water rescue
training and rope rescue training make these trucks
capable of performing water rescues at the operational
level:
Water rescue training is being given to the recruit
academy, and will be expended in the next fiscal year to
include all truck and engine companies who have a
water interface.
Confined Space:
The Confined Space Rescue Program has shown
tremendous growth in this fiscal year. The district has
six certified instructors who teach our crews to the
operational level and two instructors who teach
personnel to the awareness level.
A confined space trailer is available for response and
has is outfitted with essential equipment for confined
space incidents. The District has been certified as a
Confined Space Rescue Training Site by the State of
California. Total corporate donations in equipment and
laboris approximately $200,000.
36
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SD.2
12-8-98
2. Support Services:
Community Warning System Response preliminary
scenarios developed, hardware installed in
Communications Center and training of Dispatch Center
personnel scheduled.
• Station 11 - Relocation to Oakhurst (Clayton) area. Site
plans and station specifications are being processed with
City of Clayton. Agreements for construction management
pending.
• Station 22 at Crystyl Ranch - City of Concord is acting as
the lead agency on the construction of this station. Station
site-lease has been finalized with California State
!University. Construction should begin in early 1999.
• Station 87 - (West Leland - Pittsburg). This project was
delayed, but has been reinitiated and will be put out to bid
and is also expected to break ground in 1999.
• Station 82 (Antioch) The City of Antioch is anticipated to
be the lead agency on this fire station relocation project.
Construction agreements are currently being discussed.
Construction of this facility should also begin in 1999.
• Traffic Signal Pre-emption ("apticom") Systems are being
installed with new development. However, there is a
capital unmet need of approximately $1,000,900 to retrofit
major emergency response routes.
37
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V. CHALLENGES AND NEW DIRECTIONS u
A. Chalienpes
1. Emergency Operations:
This report gives an in-depth understanding of the challenges
facing the Operational Division.
• Hazardous Materials Response
The District's goal is to have a three member Hazardous
Materials Response team available 24 hours per day.
♦ Education All firefighting personnel are trained to the
First Responder Awareness (FRA) and First Responder
Operational (FRO) level for hazardous materials. This
level of training allows our personnel to perform
DEFENSIVE TACTICS ONLY.
Haz Mat Technicians and Haz Mat Specialists - A
Hazardous Material Response team will need
approximately 30 personnel trained to the Tech level
with some of these personnel receiving additional
training to the Spec level. With this level of training,
personnel may take an offensive approach and enter a
contaminated area. This number allows for ten (1 Q)
trained individuals per shift for vacation, sickness, injury
replacements as well as staffing a three (3) person
response team. All team members will be C.S.T.I.
certified in Hazardous Material which is the norm for the
State and will participate in scheduled regional training
and drills. The District currently has a number of
personnel trained to these levels who are interested in
becoming team members.
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Education - For team members is an ongoing process
and requires the budget to accomplish this. industry
has an interest in the District's formation of a Haz Mat
team and may help with some of the continued
educational costs.
Decontamination - All personnel will be trained in
decontamination procedures using C.S.T.I. materials.
This will be completed in 1999/00.
a Response Unit - For better utilization of this piece of
equipment, it should be built and equipped for more
than just "Hazardous Material" responses. The unit
should carry equipment which could be used by the
team members to mitigate an incident involving
hazardous materials or aid other firefighters performing
other duties. This unit could incorporate an air cascade
system and be utilized as a breathing support as well
x as a lighting unit.
Hazardous Material Responses- personnel responding on
this unit would be an either/car crew, meaning either an
engine or Naz Mat Unit response. It should be stationed
near industry which appears to be the big user for this type
of unit and near freeways which allows for quick response
within the County.
If entry is required to mitigate an incident, a second
response team will be required (by law) to back up the
entry team. Second teams are available immediately from
the Richmond Fire Department or within an hour from the
San Raman Fire District. Environmental Health sends a
minimum two (2) person response team. The District's
response team of three personnel will be available for
immediate response 24 hours a day.
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12-8-98
• Trainin
The amount of information that personnel obtain and the
number of skills required are increasing as the Fire District
prepares to provide new services. Fire departments are
also being required to satisfy a greater amount of
mandated training.
The Training Division faces great challenges in the future
as the Training workload has tripled. Additional funding
will have to be placed into developing additional personnel
and training resources while improving the methods of
delivering training.
• EMS
The EMS Division continues to pursue new funding
opportunities to offset the costs of full implementation of
the paramedic program. The County EMS Agency and
current ambulance provider are working together with the
Fire District to develop a plan to re-deploy the workforce to
allow for a more rapid response of paramedic personnel.
Implementation of Advanced Life Support services District
wide.
Developing an integrated data collection system for
gathering patient care data for the purposes of
demonstrating the effectiveness of EMS.
The plan was developed keeping in mind the Emergency
Medical System as a whole. The plan calls for the
systematic implementation of one paramedic on an engine
company. These engine companies would become
Advanced Life Support (ALS) engines.
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Training & Logistical Support
Quality Improvement Program: Contra Costa County
Fire Protection District has implemented limited clinical
review and quality improvement with medical oversight
which meets County standards.
Required Training: "Partners" training will be provided
for all EMT 1 personnel to assist the first responder
paramedic.
Advanced Life Support Equipment: All apparatus must
be equipped with advanced life support equipment.
Response Data & Performance Reports: Reporting
and monitoring mechanisms have been put into place.
Contra Costa County Fire faces many challenges in the
y gears ahead - foremost of those challenges is stable and
predictable funding. The availability of stable funding will
allow better planning to take place. As discussed
previously, the success of our Fire District is measured by
the ability of personnel and equipment to provide high
lever, competent, consistent response to all emergencies
and effective prevention efforts to minimize those
responses. All efforts will be made to provide these
services within a well planned and managed budget.
41
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2. Fire Prevention:
Cities, as well as the County, increasingly strive to stimulate
proper economic growth and development through inventive
measures designed to simplify or remove red-tape. As a
result, the District anticipates further requests for fire service
input made directly from city application and permit centers.
Difficulty stems from the resulting de-centralization of fire
prevention resources and potential higher costs. The
Prevention Division is currently examining methods to provide
a reasonable presence at city permit centers which will not
jeopardize the economy provided by the current system of
reviewing planning issues and the review of construction and
fire systems documents at our Central Office.
3. Support Services:
• Vehicle Maintenance - The ability of the Fire District to
replace, rehab and maintain emergency vehicles as well
as buildings is being severely limited by the lack of
funding. For years, the Fire District has stretched its
dollars to provide reliable fire engines, equipment and
facilities on a cost effective basis. Fire Engines and other
vehicles need to be replaced on a regular cycle.
• Communications - Process all emergency and business
calls for service rapidly and efficiently.
• Buildings & Grounds - Provide for a preventive
.maintenance program resulting in a safe work
environment and fewer major repairs through a
programmed maintenance and site inspection system for
the fifty-nine (59) structures in the District as well as
managed unimproved properties.
• There are currently 21 stations that are more than 30
years old.
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B. New Directions
EMS:
Successfully meeting the aforementioned challengeswill develop a
highly skilled' workforce that will better position the District to serve our
public as well as take advantage of opportunities in the managed care
arena. Specifically, the District is targeting two areas, prevention and
advanced assessments.
• Prevention - The capitated environment of managed care dictates
the need for preventative care and education. The fire service has
an existing infrastructure of public educators who have a proven
track record of effectiveness (Example: fire prevention, stop-drop-
roll, and duck-cover-hold). Expanding these services into the arena
of injury prevention, safety and illness awareness is a service that
would be of value to a health insurer. This value-added service
could be marketed by using our existing infrastructure to deliver the
} message of managed care.
• Advanced Assessment - Through utilization of paramedic skills, the
District can be positioned to market the service of someone on the
scene of a medical emergency who can direct patients away from
expensive emergency rooms to more appropriate treatment
facilities. The patient who only needs a few stitches doesn't need
to go to an emergency room for an expensive procedure that can
be handled just as easily at a local urgent care. This service asks
the health care industry to invest a small amount of money into a
structured field system that will save them a large amount of money
in costly and sometimes unnecessary ambulance and emergency
room visits.
In order to secure our place as an effective contributor to our
community, we must "re-tool" our workforce to 'give them the
necessary knowledge and skills to meet the demands of our
customers. That is our ultimate challenge.
43
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CONITRA COSTA COUNTY
FIRE PROTECTION DISTRICT
199
DEPARTMENT PfE
REPORT
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5D.2
TABLE OF CONTENTS
SECTION PAGE
FIRE DISTRICT PERFORMANCE SUMMARY..................... 1-3
1. DEPARTMENT OVERVIEW
A. Department Responsibilities...........................................4
B. New Organizational Structure...................................... 4-13
I1. RESOURCES
A. Financial Resources.................................................. 14-15
B. Personnel Resources .......................................I............ 15
C. Affirmative Action.......................................................... 16
D. Sick Leave....................................................... .......... 16
E. Staff Development..................................................... 16-17
F. Automation................................................................. 17-21
111. CUSTOMER SERVICES
A. Service Delivery System............................................. 22-24
B. Customer Profile......................................................... 24-25
C. Customer Relationships................................................. 26
IV. ANNUAL PERFORMANCE
A. PerformanceIndicators............................................... 27-33
B. Accomplishments........................................................ 33-37
V. CHALLENGES AND NEW DIRECTIONS
A. Challenges......................................................... ........ 38-42
B. New Directions................................................... ...........43
APPENDIX A: ORGANIZATIONAL CHARTS
APPENDIX B: DISTRICT MAP
___
SD.2
12-8-98
1998 FIRE DISTRICT PERFORMANCE SUMMARY
The following is a brief summary of the significant performance factors of the
Contra Costa Fire Protection District over the past year. This is prepared in
order to give an overview of the status of the Fire District. Following this
summary is a detailed document outlining the activities within the four divisions.
Accomplishments
• New Fire Chief- On May 4,1998, Keith Richter was appointed to the Fire
Chief position.
External audit reports- During the past year, two separate audit reports
were generated. One was conducted by the County Administrator's
Office and the other commissioned the Davis Company to review Fire
District operations and make recommendations for positive change.
Both audits were brought about by a concern that Fire District
expenditures were higher than current revenues. Capital improvement
w needs had been deferred for several years, causing facilities and
equipment to deteriorate. The recommendations made by the audit
reports have been used to improve the fiscal condition of the Fire District
and significant progress has resulted.
• Operating budget Some of the actions taken to reduce operating
expenses have been.
Elimination of one Assistant Chief position
Elimination of one Chief Inspector position
Elimination of one Supervising Fire Inspector position
Elimination of one temporary mechanic position
Elimination of four clerical support positions
Reclassification of one uniformed Fire Inspector position to'a
civilian plans examiner position
Reduction of light-duty fleet by 14 vehicles
These cost reduction measures, combined with some increased revenue
caused by a good economy, have allowed the Fire District to bring the
operating budget to within current revenue. This good news must be
tempered by the fact that critical capital improvement needs have yet to
be funded.
SD.2
12-8-98
* Restructure of organizational chart- As a result of the reductions in
management and support staff, a new organizational chart has been
implemented to redistribute assignments in a more efficient manner.
More changes are anticipated over the next year as retirements will give
us the opportunity to restructure work assignments.
* Expansion of advanced life support services- The paramedic engine
program, begun in 1997, will be expanded from four units to eight units in
early 1999. This expansion was made possible by a reallocation of
Measure H funds that had been spent to subsidize the private sector
paramedic ambulance service.
Medical Priority Dispatch System- A new system has been initiated in
the dispatch center which allows the call-taker to better assess the
medical problems we respond to. This system makes it possible to
dispatch the appropriate level of care needed for the patient and gives
the calling party specific instructions on what to do for the patient until
help arrives. This system was funded through Measure H funds with the
great assistance of the County EMS Agency.
• Public Information Officer - The Fire District has recently initiated a Public
Information Officer (PIO) position whose responsibility will be to distribute
information from the Fire District to community leaders, news media and
the general public. The PIO will act as a liaison between the District and
the citizens we serve to ensure that important information is
communicated to them in a timely manner.
* County Incident Command overhead teams- A new program within the
county has been initiated to provide a mutual aid command team for
response to major incidents within the county. These ten-person teams,
are comprised of Chief officers from all fire agencies within the county.
Any fire agency in the county can request a response from the command
teams to assist with oversight and management of the incident.
• Cooperation with Cities and industry- The Fire District has made a new
commitment to work actively with the Cities we serve, as well as major
industry, to provide the best quality emergency services to meet their
needs. To that end, we have placed a high priority on regular
communication with these entities and will continue to seek input from
them on emergency service issues.
..........
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CHALLENGES
• Capital Improvement Program- A major concern still to be resolved is the
capital needs for facilities and equipment within the Fire [district. An
aging fleet of fire apparatus, facility needs, and inadequate Information
Technology systems, will require a substantial capital investment that is
currently unfunded.
• Balanced Operating Budget- While the operating budget has been
reduced over the past year, the Fire District will continue to be diligent in
our efforts to cut costs and increase efficiencies. Cost-cutting measures
taken to date have not reduced our emergency response capabilities, but
any additional operating budget reductions will result in a decrease in
emergency service levels.
• Special Operations- The Fire District continues to strive to be a full-
service agency, capable of providing essential emergency services to our
community. This includes the need for response to hazardous materials
incidents and technical' rescues such as confined space and building
collapse incidents. The current revenue picture does not allow for
needed expansion into these areas. The Fire District will need to work
cooperatively with the community and other agencies to facilitate the
special'response capabilities to these types of incidents.
• Career Development Program- The dynamic nature of emergency
services requires an ongoing investment in training our personnel to
manage their jobs safely. The Fire District will need to anticipate these
needs and provide the opportunity for our members to develop the
knowledge and skills required of this occupation.
• Recruitment of entry-level firefighters- Changing job requirements and
anticipated turnover from retirements will create new opportunities for
hiring new firefighters. The Fire District will need to work cooperatively
with the educational system and other agencies to ensure that a
representative labor pool is available to fill these positions. A recruit
firefighter class of 15 will begin in early 1999 to fill current vacancies.
3
SD.2
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I. DEPARTMENT OVERVIEW
A. Department 'Responsibilities
The District provides emergency services to structure, wildlend, vehicle
and miscellaneous exterior fres; vehicle accidents involving
disentanglement and extrication; medical emergencies and hazardous
materials incidents. Conducts inspections of buildings and properties to
insure fire safety; reviews new construction plans for fire code
compliance; performs weed abatement; fire/arson investigation; develops
and delivers fire safety and burn prevention programs to school children,
senior citizens, community groups, businesses and industry.
The Fire District provides service to 9 cities (Antioch, Clayton, Concord,
Martinez, Lafayette, Pittsburg, Pleasant Hill, San Pablo, 'Walnut Creek)
and unincorporated communities of Bay Point, El Sobrante, Oakley; 335
square miles and a population of 580,000. The District encompasses a
complex community from high-rise buildings, shopping centers, apartment
complexes and sprawling residential neighborhoods to large petro-
chemical complexes. Interspersed with these heavily populated areas are
major freeways, railways, B.A.R.T., a grid of petro-chemical pipelines, the
Sacramento and San Joaquin Rivers on the northern boundary and
thousands of acres of rolling grasslands and rugged brushlands.
B. New Organizational Structure
The Contra Costa County Fire District is organized into the
following major divisions Emergency Operations, Training,
Support Services, and Administrative Services. This organizational
structure was implemented on November 1, 1998, in order to
realign responsibilities after the reduction of one Assistant Chief
position. (See Appendix A Organizational Charts)
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1. Emergency Operations Division:
The Emergency Operations Division is responsible for
response to emergency and non-emergency incidents
consisting of medical, rescue, hazardous materials and fires.
Currently the Division is comprised of four battalions
consisting of 30 fire stations under the direction of an
Assistant Chief. The following programs are managed by the
Operations Division:
• Air (Oxygen and Self-Contained Breathing Apparatus)
+ B.A.R.T. (Bay Area Rapid Transit)
• C.F.I.R.S. (California Fire Incident Reporting System)
• EMS/Paramedic-EMT-1 and Paramedic Program with Training/
Support/ Management Structure
• Disaster Planning
+ Fire Trail Maintenance (Grading, Access Negotiation/
Maintenance and Mapping)
• Hazardous Materials
• Technical Rescue (Bread Spectrum Capabilities Development
including Low and High Angle Rescue, Confined Space, Swift
Water, Trench and Vehicle Disentanglement)
• Reserve Firefighters
• Target Information (Access and Site Information for Specific
Occupancies to Ensure Efficient Operations)'
+ Mutual Aid
• Special Studies as Assigned
a. Training,:
The Training Division, under the supervision of a
Training Chief, is responsible for the fallowing:
• identifying training needs
• planning and developing in-service training
• developing and maintaining a system of
administering training
• providing the necessary resources for allowing
employees to acquire knowledge and skills
assuring all personnel satisfy initial and on-going
mandated training requirements
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b. Emergent-y Medical Services:
The Emergency Medical Services Division is under the
supervision of an EMS Chief, who reports to the
Operations Chief, provides for the planning, training
and implementation of emergency medical services to
the community. The EMS Chief is currently supported
by a part-time Quality Assurance Nurse (whose time is
donated to the District by the EMS Agency) and a part-
time Executive Secretary. Current service levels
offered are:
• Emergency Medical Dispatch
• EMT-1 - Defibrillation
• Limited Paramedic First Responder Services
(beginning August 1997)
The EMS Division is currently striving to attain five
goals:
To increase the efficiency and economy of services
provided.
By increasing the training levels of existing
firefighters, the District can provide a work force with
a higher value-for-the-dollar.
• To increase save rates and improve patient
outcomes.
. A more rapid delivery of advanced skills to the
patient will result in more lives saved.
• To increase integration with the health care industry.
Fire-based EMS has not historically "tapped" into the
health care dollar. Providing advanced training to
firefighters will uniquely position the District to take
advantage of future opportunities in health care
reform, and save taxpayer dollars.
.{r..rx+;x:4ii>:{{5{rr,r n,vnGCtitt2{{VLN rv.,v,MV;vfn N ,v,.vyx •M1;•;+: :.:: :vvv. ;rt•: .:moi ::..
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• To improve patient care.
By "frontloading" paramedics on first responder
units, patient treatments can be initiated sooner. In
addition to life threatening interventions, treatments
like pain relief, breathing treatments, and preventing
dangerous heart rhythms will improve the overall
patient care experience.
The EMS Division is responsible for the delivery,
deployment, training and quality of the emergency medical
care provided by the District.
• Delivery - The level of care provided to the community.
• Deployment - The method used to deliver care.
• Trainin - EMT-Defibrillation review, EMT-1 re-
certification, Emergency Medical Dispatch, Paramedic
Assistant, Paramedic Training. These responsibilities
are shared jointly with the Training Chief.
• Quality A=ssurance/Quality Improvement - Assuring
quality of patient care and striving for continuous
improvement.
• Policy development - The policies and procedures that
direct and guide patient care operations.
• Infection Control Plan - Providing for, and monitoring;
infection control of personnel.
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2. Fire Prevention Division: v
Under direction of the Fire Marshal, the Fire Prevention
Bureau is responsible for overseeing the State and District
Fire and Life Safety regulations and for promoting fire safety
awareness within the District.
In addition to the Contra Costa County Fire District, the Fire
Prevention Bureau provides direct services to the Bethel
Island and East Diablo Fire Districts.
The Fire Prevention Bureau has two locations; Antioch and
Pleasant Hill and is composed of the following units: Code
Enforcement, Engineering, Exterior Hazard Control,
Investigation and Public Education. The following programs
are managed by the Fire Prevention Division:
• Code Enforcement
Exterior Hazard Control
• Fire Investigation
• Public Education
• Plan Review
• Engineering Systems
Site Access
• Water Supply
• Permits
• Company Inspections
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a. Code Enforcement
The Code Enforcement Unit is responsible for the
general enforcement of all applicable codes and
ordinances in 14,000 existing occupancies other than
one or two family dwellings. The District's goal is to
inspect those occupancies annually for fire and life
safety.
The Fire Prevention Bureau inspects approximately
6,000 occupancies such as schools, hospitals, public
assemblies, licensed facilities and those requiring
permits.
The other 8,000 occupancies are inspected by the
Engine Companies and are the smaller retail,
commercial and residential occupancies.
Since its implementation over 25 years ago, fire
statistics show that the Code Enforcement Inspection
Program has resulted in a reduction of accidental and
preventable fires occurring within the inspected
occupancies.
The Code Enforcement Unit has partnered with the
County Health Department, the County Emergency
Services Department, and the CAER Organization by
working with petro-chemical mentors and our School
Districts to insure an understandingand proper
response to the new Community Warning System.
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b. Exterior Hazard Control
The objectives of the Exterior Hazard Control Program
are to substantially reduce the number of vegetation
and rubbish fires; and to limit fires that do occur to a
size that can be effectively controlled with a first-alarm
response. Present suppression statistics on numbers
and sizes of exterior fires clearly indicate that the
program works effectively.
The program operates by identifying the hazard area(s),
notifying property owners to remedy the problem, and
the district removing the hazardwhen the property
owner fails to do so. Notifying the property owner is
done by letter, approximately 8,400 notices per year.
Properties which are not cleared by their owners are
abated by the Fire District's contractor. These
properties number about 1,150 each year. The cost of
the abatement is billed to the property owner, and if not
paid, is placed as a lien against the property.
C. Fire Investigation
Arson is the major cause of deaths, injuries and dollar
loss in commercial properties and the second leading
cause of residential fires and residential fire deaths.
The primary responsibility of the Fire Investigation Unit
is determining the cause and origin of incendiary and
suspicious fires, identification of person(s) responsible
for those fires, and actively pursuing criminal charges.
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u The Investigation Unit responds to all fires involving a
fatality or major injury; all third or greater alarm fires;
second or greater alarm fires in commercial buildings;
all fires determined to have been intentionally set; and
to suspicious fires when requested by Operations
personnel. Full-tune Investigators also respond on
request to assist Operations personnel when they are
unable to determine the cause and origin of fres. The
Investigations Unit actively pursues criminal cases
through the legal system, including arrest of the
suspect, fling charges with the District attorney's Office
and testifying in court.
d. Public Education
The District's Pubic Education Unit develops, prepares
and presents a variety of fire burn and injury prevention
programs. Programs are available at no charge to
schools, businesses, industrial and community groups.
The overall goal of the Public Education Unit is to
educate the public about the dangers of fire within their
home and community, how to survive fire when it
strikes, and hour to prevent fires, burns and other
injuries from occurring.
e. Engineering
All land development reviews, plan review of buildings,
tenant improvements and fire protection systems are
performed in the Pleasant Hill office,
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3. Support Services Division:
The Support Services Division is responsible for
Facility/Property Management and Vehicle Maintenance
including emergency dispatch under the direction of an
Assistant Chief. The following are areas and/or programs for
which this Division is responsible;
• Building and Property Maintenance
Canvas Program
• Communications Hardware and Software Systems
• Equipment Maintenance
• Inventory Program
• Mapping Program
• Opticom - Traffic Signal Pre-emption
• Property Management (Acquisition/Leasing)
• Station Construction
• Station Location Planning
• Supply Program
• Vehicle Maintenance
• Wood Shop Program
• Fire Prevention Bureau
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4. Personnel:
The Personnel Section, under the supervision of the
Personnel Officer provides a full range of personnel support
services to District Managers and Employees. Areas of
responsibility are as follows:
• Recruitment and Selection
• Promotional Selection
• Classification and Pay Administration
• Affirmative Action and Equal Employment Opportunities
• Workers Compensation
• Discipline
• Labor Relations - Meet and Confer, Grievances
• Directs and Coordinates Clerical Staff
5. Finance.
The Budget/Finance Division is staffed by one Chief of
Administrative Services, one Accounting Technician, and one
Clerk-Senior. In addition, an Office Manager, spends about
40% of her time working in Budget/Finance.
• Monitors the various budgets to control expenditures in
accordance with appropriations, and maintains fiscal
controls.
• Bills for fire protection services provided, deposits
incoming revenue and coordinates with the Office of
Revenue Collection on overdue accounts.
• Prepares special budget reports as needed, and develops
and maintains budget related information.
• Confers and works with staff in the Auditor Controller's
Office on financial/budget matters and the 'generation of
needed information.
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(l. RESOURCES
A. Financial Resources
The FY 1998-99 final general fund budget Fire District is as follows:
Expenditure Contra Costa
Accounts Count
Salaries 40,064,200
Services 5,952,136
Other 443,450
Capital 349,700
Total 46,809,486
On the expenditure side, the Fire District budget is labor-intensive
and personnel costs typically account for 85-90% of the operating
budget in a fiscal year. While modest amounts have been
allocated for capital, there are tremendous capital needs, both
maintenance and expansion, which are unmet due to a lack of
funding.
On the revenue side, the primary financial resource is the property
tax which accounts for the great majority of overall revenue
generated annually. The Districts do not receive any sales tax
revenue, Prop. 172 monies or federal and state funds. The
passage of Prop. 218 in November 1996 makes it more difficult for
local governments to generate supplemental revenue and in certain
cases to maintain existing revenue sources. Other than property
tax, the only significant revenue sources are weed abatement
charges, Measure N monies, dispatching charges and RDA Non-
Property Tax Pass-Throughs.
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Measure H Fund (SCA EM-1). During 1997198, the District
received $191,045 from this fund to pay for enhancements such as
new defibrillators for the paramedic program, training for program
enhancements, etc. This was less than the costs of the
enhancements provided.
B. Personnel Resources
The FY 1998-99 general fund permanent full time/part time
budgeted positions by function are as follows:
Function Contra Costa County*
Operations (Fire Suppression/ 308
EMS/fescue)
Fire Prevention Bureau 21
Communications 14
Apparatus Shop 8
Training 5
Administration 13
Total 369
*There are an additional 11 budgeted positions in Fire Prevention
Bureau Fee Schedule Fund in Fire Prevention Bureau function and
one (1) budgeted position in Oakley Fire Assessment Fund in
Operations function.
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C. Affirmative Action
FIRE DISTRICT
WORK FORCE COMPARISON
385 ��+CfII��+fTX
�CFINTR Ct) TA COUNTY FIRE . Tt3TAT.'Wt)1 FORCE*
1�At1C►R
Numbt' Percents e
African American 23 6.0% 7.6%
Caucasian 315 81.8% 72.4%
Hispanics 30 7.8% 10.5%
Asian/Pacific Islanders 10 2.6% 8.90/0
American Indians/Alaskan Natives 7 1.8% .6%
Females 43 11.2% 45.4%
Males 342 88.8% 54.6%
*Percentages based on the Contra Costa County Work force Survey Report dates 2/10198.
D. Sick Leave
Sick Leave Usage in the Fire District has been high over the past
year. Tighter controls on the monitoring of sick leave abuse is
expected to improve the unscheduled leave rate with the Fire
District. Where necessary, progressive disciplinary actions will
been taken.
E. Staff Development
•
Training
The Fire District has aggressive training and development
programs. Each Training Officer is sent to 2 to 3 classes a year
on topics to improve their knowledge and skill within Training,
and to keep apprised of new technologies and advances in
Fire/Rescue.
The fire service, as an industry, places heavy reliance on
training. Every Engine Company participates in training daily.
Cross battalion training and assignments are made as District needs
change.
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Evaluations
• Current policy is to evaluate every employee at the time they
have a merit salary increment. An annual performance review
for all employees is under development.
• Career Development
Under the Management Education Incentive Program, every
manager is strongly encouraged to participate in at least one
career development course per year. This Program is
monitored by the Personnel Division to ensure criteria is being
met and goals identified.
A structured career development program for non-management
employees will be developed in the coming year. The purpose
of the program will be to provide a consistent and measurable
set of performance standards for employees wanting to
promote.
F. Automation
The District continually strives to find better ways of doing more
with less. The following are examples of how the District is using
automation to accomplish its goals:
1. Emergency Operations:
• Automation has been key in building the infrastructure
necessary to collect, store and retrieve incident data. This
data is used to produce crucial information showing
incident frequency, incident types, station response time,
required resources and capacity planning requirements.
The District is also required to make incident data
available to the State Fire Marshal's Office as well as to
the public.
• The District's Local Area Network (LAN) has expanded
into four battalions and the Training Division. The network
also has access to the Countywide area network.
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Most of the "1S" (information System) effort in supporting
Operations has been in the area of facilitating incident
data capture and reporting. Modems and phone lines
have been installed in many of the stations, and a centrally
located subsystem containing a centralized incident
database (Sunpro) has been connected.
• Other significant work included implementing an
automated recall system, statistical reports generated from
dispatch, and a street map index produced from down-
loaded computer aided dispatch (CAD) data.
• The District is moving toward a centralized, fully-
automated incident data collection and executive
information system where a variety of statistics will be
easily accessible on-line. All fire stations will be linked to
the DAD and other programs on the LAN.
• The Training Division is in the process of placing all
individual and company training records on a data base, in
addition to training aids, such as videos, textbooks and
related reference material. Computer data bases will track
all employee training needs and/or deficiencies.
Availability of pertinent data will be through a network for
the Fire District Administration Office and all fire stations.
Computer equipment has been purchased to develop
overhead transparencies. Plans are being developed to
provide computer assisted instructional capability through
the use of CD ROM's.
The goal of the EMS Division relative to automation is to
create a paperless EMS data collection and reporting
system that will fully integrate with the SunPro Incident
Reporting System and the EMS Agency's data
requirements.
18
.4Xti-0CR{pttiSpl'H+•-, .vrr- vv:'- :::.: ... ,r.- .... ..
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h Currently, no electronic system exists for gathering patient
data and information. All patient contacts are documented
on a standard County EMS Agency form. These forms are
collected at the EMS division, reviewed and filed. The
ability to gather accurate, reliable, timely information is
minimal.
• Emergency Medical Dispatching will be transitioned from a
flip card system to software that will guide the dispatcher
through the appropriate protocols and instructions. This
Will increase consistency and minimize errors.
2. Fire prevention:
• A CD-Rom server has been installed to share reference
information (codes, haz mat information, parcel data)
across the network in place of numerous paper copies.
• Common Weed Abatement, Fire Inspection, plan Check
and Word Processing applications are now available for
use at the remote sites as well as access to the
Countywide area network.
3. Support Services:
a. Vehicle Maintenance
• A Vehicle Maintenance Records System has been
automated at both Central and East Shops.
Currently, historical data is being transferred to a
Fleet Maintenance Records Management System.
Both Shops data systems are now directly
interfaced, facilitating the transfer and entry of data
at either location for the 200 vehicles in the fleet.
• Vehicle Maintenance Invoices for repairs have been
automated to facilitate inter-District maintenance and
repair charges and associated cost recovery.
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• Planned changes include automating daily, weekly ,.
and monthly fire apparatus check lists, fuel
consumption logs and work orders on the District-
wide Management Information System.
• Testing pumps and certification of aerial ladders is
done annually per Insurance Service Office (I.S.O.)
Standards.
b. Emergency Communications
• Response data can now be used for future fire
station location planning need's. Currently, unit
response times are being processed to assist in site
plans and/or fire station relocation. Incident data is
automatically downloaded for report purposes.
Planned enhancements include the expansion of the
current Medical Transmission Network (MTN) to
provide for automatic incident and unit status from
all fire agencies within the County for use by the
County E.O.C. and Fire Operations Centers.
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4. Personnel:
• The Personnel Division has developed a Personnel/
Payroll Management Information System to track staffing,
miscellaneous time off, sick leave, vacation and overtime
to facilitate information accessibility for management
purposes.
5. Finance:
• Contra Costa Fire Program Budget System is maintained
in the services and supplies accounts, enabling the District
to maintain a more up-to-date picture on the status of the
budget as expenditures and/or orders for supplies and
goods occur.
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III. CUSTOMER SERVICES
A. Service Delivery System
1. Emergency Operations:
• The district's goal is to attain a five-minute emergency
response time, called "reflex time", for 90% of the District
area. This includes 9-1-1 dispatch processing time, unit
dispatch, unit get-out and travel time. When multiple units
are dispatched, for a structure fire, all units, including a
Chief Officer, should arrive within a 10-minute reflex time.
The average emergency response time is currently 5
minutes and 39 seconds.
In order to achieve this standard, stations should be
placed within three miles of each other and staffed by full
time emergency personnel.
The rural response standard is stations placed 6 miles
apart and emergency first response within ten minutes.
REFLEX TIME
FIRE DEPARTMENT
RESPONSE TIME
MEDICAL/ DETECTION& ALARMGET RUN SET MEDICALICARE
IGNITION REPORTING OUT TIME UP SUPPRESSION
----GOAL: Less Than
3 Minutes
----Time Varies----------------------------------------Goal: Less Than 5 Minutes-------_—----------..--..-
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The emergency medical services provided to the public have
been described previously. The District is not obligated by
statute or regulations to provide training beyond the First
Responder level (approximately 40 hours). Additional levels
of service provided (up to the paramedic level) are decisions
pursued by the District to enhance service capabilities to the
public. These additional capabilities have specific
regulations regarding the type of training provided.
Expansion into the advanced life support (paramedic)
services is required to be approved by the County EMS
Agency. The number of units provided and the deployment
structure of those units is at the District's discretion, as
always, based upon achieving the best service to the public.
2. Fire Prevention Section.
The Service Delivery System is best illustrated by describing
the six units within the Fire Prevention Section:
•
Planning - Interacting with developers and municipal
planners regarding land development.
• Engineerina - Review of certain plans and specifications
relative to fire resistive construction and life and property
fire protection systems.
• Cade Enforcement - Field inspections and verifications to
ensure a reasonable degree of safety exists.
• Public Education - Directed at various target groups and
designed to prevent or reduce the effects of fire, burn
injuries, home and business accidents and to better
prepare for local disasters.
• Exterior Hazard Control - Intended to reduce the available
dry vegetation in threat areas to lessen the likelihood of
fire, and to minimize potential spread/damage, should fire
occur.
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• Investigations/Arson Unit - Ensures all fires are
investigated as to cause and origin. In addition, the Unit
pursues, arrests and assists in the prosecution of
arsonists.
Note: Discretion: With the exception of the Public
Education Unit, all other unlit services are
required by statute or regulation.
B. Customer Profile
• Emergency Operations Customer Profile consists of a wide
variety of individuals who are 'residents from various socio-
economic backgrounds, with a day population of workers from
other areas. Additionally, we serve customers from schools,
manufacturing, airport, rail transit, municipal agencies and a
large business population.
The traditional concept of our customer base has changed.
Originally, only the public - specifically patients/victims of injury
or illness have been viewed as our customer. Yet, EMS is a
complex delivery service that requires a large amount of inter-
dependence among various entities and agencies. Thus, in
addition to the public the District serves, we are seeing new
customers such as the 'health care payer industry, the County
EMS Agency, American Medical Response-West, local
hospitals, law enforcement and other various social
organizations. While the public "end-user" is our primary
customer, we cannot effectively serve them without the
cooperation of our other customers.
• Planning Customers consist of the many who seek information
and advice regarding fire and life safety issues relating to land
development, including. local planning department personnel,
planning commissions, developers; land owners and real estate
personnel. For example, their need for service stems from the
necessity to consider statutes and regulations enforced by the
Fire District associated with development.
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• Engineering Customers include building departments, property
owners, architects, engineers, contractors and their sub-
contractors. For example, their need for service centers on
assurance that all applicable statutes and regulations enforced
by the Fire District are considered.
• Code Enforcement Customers Include all owners/managers of
commercial and multi-residential property. Their need for our
service may include; need for clearance in ;order to have
occupancy or business permit. They may need a fire permit or
clearance to obtain a state license to operate. A day care,
hospital, private school or senior center are examples. General
citizens are also customers to the extent we will receive and
investigate safety complaints and provide education and
information whenever possible.
• Public Education Customers include all with whom we have
contact. A variety of programs reach the elderly, the very young,
school age children, teachers and a host of other target groups.
Our customers will expect to hear from us or often will call and
make specific requests. An apartment home owners
association may request a guest speaker to advise on general
fire safety. For example, a city public works department may
request a class and drill on the use of portable fire extinguishers.
• Hazard Control Customers include the complainants regarding
threats to their property. Farmers, ranchers, country clubs,
water districts, home owners associations and other large
property owners who need individual advice and direction as to
protection against wildfires.
• Investigations/Arson Customers include other law enforcement
agencies, the District Attorney's office and citizens or victims
who will mare contact with respect to providing information or
expressing concern or fear regarding the crime of arson. The
need for this service becomes apparent when one realizes none
of the local law enforcement agencies are trained or staffed to
do arson cases. However, all do assist and work directly with
the Arson Unit.
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C. Customer Relationships
Customer Service is the District's first priority. Operations
personnel frequently turn an emergency incident into a positive
experience for both the victim(s) and fire personnel. Customer
assist calls also provide positive service relationships. Customers
access this service by dialing 9-1-1.
Within each unit of Fire Prevention, efforts are made to identify
and maintain contact/communication with steady customers.
Examples: The Arson Unit sends out periodic newsletters
regarding unit activity and arson crime statistics for each city and
the Sheriff. The Plans Unit makes house calls to the various
planning departments to work with planning personnel. In order to
be reasonably accessible to our customers, regional offices are run
in the East (Antioch) and Main or Central Office in Pleasant Hili.
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x IV. Annual Performance
A. Performance indicators
1. Emergency {operations.
Suppression actions and damage control at fire incidents
continue to improve as a result of engine and truck company
standards (Hands-On Training) coupled with multi-company
drills. To enhance the District's Insurance' Service Office
(I.S.n.) rating and maintain a high proficiency level of
personnel, mandated drills and exercises are an on-going
function.
a. Training:
The Training Unit primarily works with performance
indicators found in a training/evaluation environment
and in actual emergency incidents. This is monitored
by:
• Monthly In-Station Quiz Scores
• Evaluation of Engine Companies during Engine
Company Standards
• Reviewing/Critiquing of All Major Incidents
• Review of all Defibrillator Audio Tapes and Code
Summaries
• Observing Cin-Scene Emergency Incidents
• Reviewing Incident/Patient Care Reports
• Evaluating Probationary Written and Performance
Examination Scores
• Reviewing Priority Dispatch Audio Tapes
• Investigation of Communicable Disease Exposure
• Evaluating Course Final Written and Performance
Examination Scores
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b. EMS:
The EMS Unit has five primary performance indicators.
They are:
• Response Times - Have remained consistent.
"Front Loading" (Placing Paramedics on Engines),
which began in 1997 provides for quicker paramedic
response times.
• Patient Outcomes - These are difficult to measure as
they rely on feedback from local hospitals. We often
rely on paramedic judgment to determine if field
treatments have improved patient condition prior to
arrival at the hospital. This information will be
collected in the new database.
• Survival Rates - In 1991, when the First Responder-
Defibrillation Program began, the County had a 3%
survival rate for cardiac arrests suffered outside the
hospital. The survival rate is now 15%. Much of this
can be attributed to early defibrillation by firefighters.
It is expected that with the addition of rapid delivery
of ALS services, this survival rate would continue to
rise toward our goal of 24%.
o Customer Satisfaction - The performance of any
service is defined by the customer. The need to
gather feedback on customer satisfaction is
important and will be addressed in early 1999
o Therapeutic and preventative care - The ability to
provide early pain relief, assist diabetics, relieve
shortness of breath, and prevent life threatening
heart rhythms are examples of care that may not
impact survivability, but do improve quality of life.
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