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HomeMy WebLinkAboutFire Presentation Q1 2019Fire Q1 2019 | February 26, 2019 Department Updates Community Paramedicine Community Paramedicine •Pilot Status •Data entry improvements •Utilizing 211 •Successes •Challenges •Discharging patients CP Savings "Formula" Components •Cost of services provided: Transport (SBFD), ED visit (hospital), Inpatient admission (hospital), Visit from Community Paramedic •Frequency of services provided •Type of services provided by SBFD •Reimbursement rate to SBFD •Number of patients served COST SAVINGS = Number of Patients Served MULTIPLIED BY PREVIOUS STATE Cost of ED Visits + Cost Inpatient Admission + Cost of Ambulance Transport MINUS CURRENT STATE Cost of ED Visit + Cost Inpatient Admission + Cost of Ambulance Transport +Cost of Community Paramedicine Service Considerations •Cost to system vs. SBFD •Reimbursements (us + partners) •Timeframe for evaluation •Static vs. dynamic values ISO Audit What is an ISO audit? What is ISO? •Insurance Service Office •Uses ratings to asses risk of fire damage for insurance companies •SBFD uses ISO ratings because they are an impartial 3rd party •Audit based on three categories •Emergency Communications (10%) •Fire Department (50%) •Water Supply (40%) Why do we want an ISO rating of 1? •Community Benefits •Lower insurance rates, especially for commercial properties •Safer community •City Values -Excellence •Best in the state •Top 1% nationally (400 out of ~40,000) •Fire Department Mission •The South Bend Fire Department exists to provide our community with the highest quality emergency services protecting life and property through education, response, and dynamic outreach. ISO Audit Cost/Benefit Analysis 2016 Audit •ISO rating 2 •Points earned: 87.24 •Points possible: 105.5 •Points to a 1: 2.76 •Power BI Dashboard Impact/Effort Training Community Risk Reduction Flow Testing Company Personnel Supply System Engine Companies Deployment Analysis EffortImpactDispatch Circuits Impact/Effort Training Community Risk Reduction Flow Testing Company Personnel Supply System Engine Companies Deployment Analysis EffortImpactLow Effort, Low Impact Low Effort, High Impact High Effort, High Impact High Effort, Low Impact Dispatch Circuits Areas of Focus •Fire Department •Company Personnel •Training •Community Risk Reduction •Water Supply •Inspection and Flow Testing Company Personnel •This score is based on the number of firefighters able to respond to structure fires. •Minimum staffing •70 is recommended •2016 audit was 65 •Now is 67 (including Medic Chase Cars) •2016 Audit •Points Earned: 11.67 •Points Possible: 15 •Potential Points: 3.33 Company Personnel •Estimated Cost •Medium –formula for cost •Hiring new people -Cost to hire a firefighter multiplied by the number of new firefighters we'd need •9 firefighters x $88k = $792,000 per year •Use overtime to fill minimum staffing positions –higher hourly rate •2,920 hours x $33/hr = $96,360 per person per year •$96,360 x 9 spots = $867,240 per year •Estimated Impact •High •Having more firefighters at a fire is safer for the firefighters (NFPA) •High number of potential points Training •ISO recommends more focus in the following areas: •Classes for officers •New driver and operator training •Existing driver and operating training •Pre-fire planning inspections •2016 Audit •Points Earned: 7.1 •Points Possible: 9 •Potential Points: 1.9 Training •Estimated Effort/Cost •Low •Implemented new training since last audit •Driver training •Officer training •Need to edit SOP to reflect requirements in training •Estimated Impact •High •High number of potential points Inspection and Flow Testing •This score is based on the intervals between hydrant inspections and intervals between fire flow testing. To get the highest score,ISO recommends 1 year between hydrant inspections and 5 years between flow testing. •2016 Audit •Points Earned: 2.4 •Points Possible: 7 •Potential Points: 4.6 Inspection and Flow Testing •Estimated Effort/Cost •Medium •WW began inspecting ~2 years ago •Replaced 170 fire hydrants since testing began •Coordinate between Fire and WW to review process to inspect & flow test according to ISO standards and document properly •Estimated Impact •High •Potential points •Resident safety Dispatch Circuits •Radio and telephone communications coming in and out of the PSAP center •Monitoring dispatch circuits •Nomadic circuits •2016 Audit •Points Earned: 1.28 •Points Possible: 3 •Potential Points: 1.72 Dispatch Circuits •Estimated Effort/Cost •Low •Monitoring in place since last audit •Estimated Impact •High •Resident Safety ...and there's a new addition to the PSAP Center! Community Risk Reduction •This score is based on fire prevention code adoption and enforcement, public fire safety education, and fire investigation programs. •2016 Audit •Points Earned: 4.07 •Points Possible: 5.5 •Potential Points: 1.43 Community Risk Reduction •Estimated Effort/Cost •Low •Requires proper documentation •Coordinate with building dept for residential inspections – may need ordinance change •Certification training hours added to SOP •Estimated Impact •High •Potential points •Resident safety & education Other Points •Divergence –reduces score based on relative difference between FD and WW scores •Reserve Ladder and Service Trucks –we should have gotten this on the last audit Suggested Projects Suggested Projects •Community Paramedicine •Study on reimbursement –how much is SBFD actually being reimbursed for CP calls by insurance? •State legislature working on CP legislation which would affect reimbursements •ISO follow-up •Hydrant Inspection & Flow –documenting current process with WW, finding gaps between current process and ISO requirements (higher priority) •Plan review for new residential construction –documenting current process with Building, finding gaps between current process and ISO requirements (lower priority) Celebrating Our Values Celebrating Our Values Medic Chase Cars Lead Paramedic used to be staffed on every ambulance in the past. We used to have a need of 8 paramedics every day, now we have only have a need for 5. •Flexibility in staffing •Morale builder •Money saving •Distributing lead medics around the city •Sending the right resources to the right calls