MONTGOMERY COUNTY FIRE AND RESCUE SERVICE

OPERATIONS DIVISION

DIVISION CHIEF JOHN KINSLEY

FY2017

OPERATIONS DIVISION

CFAI ANNUAL APPRAISAL

Program Areas:

5C Fire/Explosives Investigation

5E Fire Suppression

5F Emergency Medical Services

5G Technical Rescue

5H Hazardous Materials Response

5I Aviation Fire/Crash Response

5K Wildland Fire Response

5L Urban Search and Rescue

9B Communications

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Fire & Explosive Investigations

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]: 5C

3. PERIOD OF APPRAISAL (Most recently completed fiscal year): FY2017

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The mission of the Fire & Explosive Investigations Unit/Bomb Squad is to protect lives and

property by way of determining and relaying information regarding the causes of fires and

explosions, arresting and prosecuting those responsible for criminal acts related to fires and

explosions and an immediate and effective response to mitigate incidents involving

improvised chemical, biological, radiological, nuclear, incendiary and explosive devices,

military ordnance and improvised explosives labs.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: 12 full-time shift investigators with a Captain and two Lieutenants on each of

four shifts, 1 MFF evidence and maintenance technician assigned to day shift.

• Facilities, if applicable: Office space at PSHQ/Equipment storage at FEI Annex

• Apparatus/Equipment, if applicable: Investigator-assigned satellite response vehicles,

primary bomb squad vehicle, other grant-funded trailers and tow vehicles.

• SOPs and Protocols, if applicable: Investigators follow many guiding documents

including MCFRS P&P’s, MCP Function Codes, NFPA Standards, National bomb squad

guidelines, etc.

• Training and Certifications, if applicable: Investigators hold certifications and continuing

education in fire investigation, sworn law enforcement, bomb technician, haz-mat, EMS

and maintain firefighter requirements as well.

2

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

2017 FEI statistics (starting August 3), Crystal Reports

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

In 2017, FEI assets were dispatched to 538 calls for service totaling approximately 1500

hours of on-scene man-hours. Of these calls, since August 3 when an integrated case

management/statistical database was established within the unit, 93 investigations were

developed of which 57 were closed by investigators in 2017 for a closure rate of 61%.

Thirty-two of these were classified as incendiary fires with 11 being closed by

investigators in 2017 for a criminal case closure rate of 34%.

• Observed Trends1:

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

o Implemented a case management/statistical database with an end-result goal of

better case tracking, statistical analysis and a published information dashboard

o Several investigators earned advanced certifications in the fire investigation and

bomb squad arenas

o Bomb squad training hours restored to national requisite standards

o Bomb squad immediate action capability program initiated

o Members participated in several national research and development projects

• Unexpected Results (positive or negative), if any: The failure to return to duty of

Battalion Chief Frazier and the retirement of Captain Redding created a vacuum in the

conveyance of knowledge regarding the administration of the unit and caused

considerable additional work. This situation has been noted and procedures for the

efficient transfer of responsibilities and information are being developed.

• Customer Satisfaction (e.g., survey results), if available: Currently, FEI has no means for

the measure of customer satisfaction other than the daily encounters during

investigations.

1 To be addressed when past years’ data is available

3

• Program Goals and Objectives:

• Short-Term Goals Met:

o Improved case filing system

o Began implementation of reorganization of responsibilities under current

staffing model

o Completed new firearm transition to 9mm

• Long-Term Goals Met: All investigators maintained requisite certifications and

increased training courses completed

• Deadlines Met, if applicable: N/A

• Full-Scale Evaluation of Response Components, if applicable: A full-scale exercise

involving the bomb squad was conducted on August 27 at White Flint METRO. While

several lessons were learned, the operation was overall considered a success.

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers): Customers continue to have their cases

closed at a high rate and from all accounts available are extremely pleased with the

service that the Fire & Explosives Investigations Unit provides.

• Internal Impact (Impact within MCFRS): On-scene units continue to experience prompt

and efficient service when an investigator or bomb technician is requested.

1

PROGRAM APPRAISAL

FOR FESSAM CATEGORY 5E

1. NAME OF PROGRAM OR PROGRAM AREA:

Fire Suppression

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

5E

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

Fiscal Year 2017

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property

and the environment with comprehensive risk reduction programs and safe and effective

emergency response provided by highly skilled career and volunteer service providers

representing the County’s diverse population.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

1,176 active career and 786 active volunteer on IECS

For specifics, see attached documents

o MCFRS Organizational Chart

o Battalion Roster, June 2017

o LFRD IECS List, June 2017

• Facilities, if applicable:

37 fire/rescue stations, 1 Emergency Communications Center, and 1 Alternate

Emergency Communications Center. Automatic Aid with 5 Federal Fire Departments

with fire/rescue stations located within Montgomery County

• Apparatus/Equipment, if applicable:

Front Line Fleet is 119 primary apparatus, including 35 engines, 15 aerials, 6 rescue

squads, 30 ambulances, 11 transport medic units, 3 ALS chase cars, 8 tankers, 11 brush

trucks, and 9 on-duty command staff (1 duty operations chief, 5 battalion chiefs, 1 safety

officer, and 2 EMS duty officers).

2

For specifics, see attached documents

o MCFRS Dashboard

o MCFRS Apparatus Specification Project

o Apparatus Staffing Policy

• SOPs and Protocols, if applicable:

o Incident Response Policy

▪ Appendix A, Operational Doctrine Statement

▪ Appendix B, Incident Command

▪ Appendix D, Structure Fires

▪ Appendix E, High Rise Fires

▪ Appendix F, Water Supply Operations

▪ Appendix I, Rapid Intervention and Maydays

▪ Appendix S, Communications

▪ Appendix T, After Action Reporting

o MCFRS Policy 26-04, Personnel and Unit Accountability Systems

o MCFRS Policy 26-06AMIII, Respiratory Protection Policy

• Training and Certifications, if applicable:

MCFRS trains personnel to applicable NFPA training standards for structural

firefighting:

o NFPA 1001, Standard for Firefighter Professional Qualifications

o NFPA 1002, Standard for Fire Apparatus Driver/Operator Professional

Qualifications

o NFPA 1021, Standard for Fire Officer Professional Qualifications

MCFRS Personnel are also required to meet certain minimum training standards for each

rank:

o Montgomery County Executive Regulation 36-08AM, Certification Standards for

Training, Experience and Credentialing Requirements

o Appendix A-1, MCFRS Certification Standards for Training, Experience, and

Credentialing Requirements.- Firefighter/Rescuers

MCFRS Command Officers are required to meet certain requirements:

o MCFRS Policy 23-05AMIII, Chief Officer Professional Development and

Improvement

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

o ISO Public Protection Classification Rating for 02-10 for Urban

o ISO Public Protection Classification Rating for 04-10 for Rural

o MCFRS Monthly Leadership Briefing, November 2016

3

o MCFRS Monthly Leadership Briefing, February 2017

o MCFSR Monthly Leadership Briefing, May 2017

o MCFRS Service Delivery Risk Categories

o MCFRS Incident Count

o MCFRS Agency Performance Tracking

o MCFRS First Arriving Unit Benchmark Response Times

o MCFRS Effective Response Force Response Times

o Response Time Performance Objectives

o MCFRS FY17 Baseline vs FY16 Baseline

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

Refer to master data documents MCFRS First Arriving Unit Benchmark Response Times

and MCFRS Effective Response Force Response Times.

Alarm Handling – The MCFRS Benchmark for Alarm Handling time (Phone to

Dispatch) for Fire Suppression Incidents is 2 minutes across all density zones. This

Benchmark is exceeded in FY17. The data collected and analyzed is separated by density

zone and by Fire Suppression Services Incident type. However, the process of call taking

is independent of density zone (e.g., density zone is not a variable in the process of call

taking).

A1F A2-3 FFA-HY FFA-

SRHR FFA-NH

Metropolitan 3:54 2:59 3:18 4:35 N/A

Urban 4:05 2:48 3:10 N/A N/A

Suburban 4:04 2:48 3:07 2:26 4:39

Rural 4:05 3:06 3:23 3:11 3:41

Countywide 3:39 2:58 3:17 4:35 3:41 Table 1 Alarm Handling Times Fire Suppression Services FY17

Turnout Time – The MCFRS Benchmark for Turnout time is 1 minute 30 seconds

across all density zones. This Benchmark is exceeded in FY17. The data collected and

analyzed is separated by density zone and by Fire Suppression Services Incident type.

However, the process of Turnout is independent of density zone (e.g., density zone is not

a variable in the process of Turnout).

A1F A2-3 FFA-HY FFA-

SRHR FFA-NH

Metropolitan 1:58 2:06 2:12 1:49 N/A

Urban 2:05 2:10 2:20 N/A N/A

Suburban 2:02 2:13 2:18 2:32 3:03

Rural 2:31 2:25 2:29 1:36 3:40

Countywide 2:06 2:10 2:14 1:50 3:40 Table 2 Turnout Times Fire Suppression Services FY17

4

Travel Time – The MCFRS Benchmark for Travel times is variable, depending on the

density zone and Fire Suppression Services Incident Type. Two Benchmarks for Travel

Time are established; one for the First Arriving Unit and one for the Effective Response

Force.

Table 4 Travel Times Fire Suppression Services FY17

Total Response Times - Total Response Times for the First Arriving Unit and the Effective

Response Force for FY17 as compared to FY16 are variable. Some areas showed significant

improvement (i.e., Effective Response Force for Fire Full Assignments – Hydranted Areas for

metropolitan and urban density zones with decrease of 1:00 and 3:51, respectively), while other

areas showed decreased in performance (i.e., First Arriving Unit for Fire Full Assignments –

Hydranted Areas for Suburban density zone increased by 1:39).

Call volume for Fire Suppression Services – Full data set available at MCFRS Incident Count.

EMS 95131 78.6%

FIRE 17140 14.2%

SERVICE CALL 7582 6.3%

SOPS 810 0.7%

SYSTEM 59 0.0%

OTHER 267 0.2%

TOTAL 120989 Table 5 FY17 Call Volume

A1F A2-3 FFA-HY FFA-SRHR FFA-NH

FAU ERF FAU ERF FAU ERF FAU ERF FAU ERF

Metropolitan 5:45 N/A 5:00 9:00 3:45 14:30 3:45 14:30 N/A N/A

Urban 6:15 N/A 5:15 9:30 4:15 16:30 4:15 16:30 N/A N/A

Suburban 7:00 N/A 6:00 10:45 5:00 19:30 5:00 19:30 5:00 21:30

Rural 8:15 N/A 9:15 13:00 6:15 23:30 6:15 23:30 8:00 26:30

Table 3 Benchmark Travel Times Fire Suppression Services FY17

A1F A2-3 FFA-HY FFA-SRHR FFA-NH

FAU ERF FAU ERF FAU ERF FAU ERF FAU ERF

Metropolitan 7:19 N/A 5:10 8:23 5:31 16:58 4:24 15:59 N/A N/A

Urban 9:04 N/A 6:18 9:32 6:59 19:01 N/A N/A N/A N/A

Suburban 8:35 N/A 5:51 9:41 6:37 20:55 1:20 N/A 4:51 N/A

Rural 11:15 N/A 8:06 12:01 6:47 17:30 3:39 8:16 9:48 28:34

County Wide 8:32 N/A 5:37 8:55 5:48 17:29 4:24 15:59 9:48 28:34

5

• Observed Trends1:

Alarm Handling – There has been an upward trend in alarm handling times since FY13.

Turnout – There has been a steady state (i.e., no significant change) in Turnout times

since FY13.

Travel – There has been a slight downward trend in Travel times since FY13.

Call Volume – There is an obvious downward trend in the number of Fire Full

Assignments. This is due to the implementation in late FY16 of the light smoke dispatch.

Using Fire Priority Dispatch Protocols, the call type for light smoke changes from a full

assignment to an adaptive. There is a corresponding increase in the A1F and the A2-3

adaptive call types. The steady state for Fire Full Assignment for High Rise buildings is

due to the fact that buildings with high life hazards were excluded from the light smoke

call type.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

o Opened new FS18 on October 21, 2016

o New Operations Division Chief Appointed on October 30, 2016 – Division Chief

John Kinsley

o Staffing enhancements at FS40 with FY17 supplemental budget – Daytime full

staffing of PE740, T740 and A740

o Staffing enhancements at FS15 with A715 controlled 24/7

o Significant reduction in Failure to Respond Rate

o Added paramedic to engine at FS26 – PE726 in August 2016

o Added paramedic to engine at FS10 and FS11 in June 2017

o Converted medic units to ambulances at FS4, FS30 and FS35 in June 2017

1 To be addressed when past years’ data is available

0

500

1000

1500

2000

2500

3000

FY14 FY15 FY16 FY17

Cal

l Vo

lum

e

Fiscal Year

Fire Suppression Services Call Volume

A1F

FFA

FFA-SRHR

A2-3

6

o Added ALS Chase Car at FS41 days – ALS741 in June 2017

o Added ambulance to FS06 days – A706 in June 2017

o Achieved ISO Public Protection Classification of 2/10 for Urban areas, which

represents an increase from Class 4 in 2012.

o Achieved ISO Public Protection Classification of 4/10 for Rural, which represents

an increase from Class 6 in 2012.

o Development, training and implementation of the new Incident Response Policy,

with appendixes:

▪ Appendix A, Operational Doctrine Statement

▪ Appendix B, Incident Command

▪ Appendix D, Structure Fires

▪ Appendix E, High Rise Fires

▪ Appendix F, Water Supply Operations

▪ Appendix I, Rapid Intervention and Maydays

▪ Appendix S, Communications

▪ Appendix T, After Action Reporting

• Unexpected Results (positive or negative), if any:

N/A

• Customer Satisfaction (e.g., survey results), if available:

N/A

• Program Goals and Objectives:

MCFRS Divisions/Sections Goals and Objectives

Specific Fire Suppression Services Goals and Objectives

▪ Eliminate current staffing deficiencies by ensuring minimum standard staffing

at all stations on all primary units:

o Correct deficient availability/reliability of FRS and prevent future

deficiencies in areas of projected growth (long-term)

o Ensure minimum staffing on all primary units (long-term)

▪ Ensure 4-person staffing for all primary suppression and heavy rescue units:

o Plan/budget for, hire, and train personnel to fill current vacancies and

to meet future staffing requirements (mid-term)

o Formally acknowledge 4-person staffing as being the minimum

staffing requirements for engines, aerial units, and rescue squads

(long-term)

▪ Meet the accreditation program response time goals as set forth in the County

Council-approved Fire, Rescue, EMS and Community Risk Reduction Master

Plan as well as voluntary response time standards set forth by NFPA 1701:

o Maintain or construct fire stations in locations that best serve the

public (long-term)

7

o Relocated or expand existing stations, and build additional stations as

needed (long-term)

▪ Correct span-of-control deficiencies by establishing Battalion 6:

o Ensure no Battalion Chief supervises more than 7 stations (long-term)

o Staff a 6th Battalion Chief Office and reconfigure stations into the 6th

Battalion (long-term)

▪ Correct know deficiencies in statistics, data, IT support and program

administration in Operations Division:

o Establish specialized positions to support the IT, planning, and

administrative needs of the Operations Division (mid-term)

o Use civilian and uniformed personnel to support needs of field

operations (mid-term)

Montgomery County - County Stat Performance Measurement and Management

According to the County Stat Data, the percent of residential structure fires

contained to the room of origin is 81%.

This measure is important because it is indicative of a quick response by firefighters

to the incident scene, followed by fast and effective fire suppression operations.

When a fire is confined to the room of origin, damage to the remainder of the

structure is minimized considerably and fire deaths and injuries - to both occupants

and firefighters - are often prevented or minimized. It is important to note that some

structure fires have already spread beyond the room of origin upon arrival of

firefighters; therefore, firefighters have no opportunity to confine these fires to the

room of origin. Fires that have extended beyond the room of origin upon arrival of

firefighters have a negative impact on the overall results for this performance

measure.

8

Response time is a common and useful metric to measure the performance of fire, rescue and

emergency medical services. Performance can be compared to benchmark goals established by

MCFRS as well as standards and best-practices established by the Commission on Fire

Accreditation International (CFAI), and National Fire Protection Association (NFPA) among

others. Quick response to fire incidents is crucial in order for firefighters to perform rescues,

save lives and minimize property damage.

9

According to CountyStat data, the 90th percentile arrival time for first engine to structure

fire in metropolitan areas of the county is 9.18 minutes.

89.9% of first engine arrival times fall below this time. The 90th percentile baseline goals are determined by

MCFRS using past performance data and designed to conform to response time guidelines published by the

Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

10

According to CountyStat data, the 90th percentile arrival tie for first engine to structure

fire in urban areas of the county is 10.05 minutes.

89.9% of first engine arrival times fall below this time. The 90th percentile baseline goals are determined by

MCFRS using past performance data and designed to conform to response time guidelines published by the

Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

11

According to CountyStat data, the 90th percentile arrival tie for first engine to structure

fire in suburban areas of the county is 10.72 minutes.

12

89.9% of first engine arrival times fall below this time. The 90th percentile baseline goals are determined by

MCFRS using past performance data and designed to conform to response time guidelines published by the

Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

13

According to CountyStat data, the 90th percentile arrival tie for first engine to structure

fire in rural areas of the county is 13.03 minutes.

89.9% of first engine arrival times fall below this time. The 90th percentile baseline goals are determined by

MCFRS using past performance data and designed to conform to response time guidelines published by the

Commission on Fire Accreditation International (CFAI) in FESSAM 8th Edition.

14

15

• Short-Term Goals Met:

o CountyStat Structure Fires Contained to Room of Origin - Near Target Rating

o CountyStat Fire Response Time to Suburban Areas – On Target Rating

o CountyStat Fire Response Time to Metropolitan Areas – Near Target Rating

• Long-Term Goals Met:

o Minimum staffing deficiencies corrected at FS15 and FS40 with addition of

supplemental roster positions with overtime

o New Apparatus Staffing Policy published in October 2016.

o FY17 Failure to response rate reduced.

o FS18 relocated

o Program of Requirements developed and Capital Improvement Program

budgets for FS39, FS23, and FS35

o Recruit Class 41 hired with 88 additional firefighters in December 2016

o Recruit Class 41 as minimum staffing with 75 firefighters in June 2017

• Deadlines Met, if applicable:

N/A

• Full-Scale Evaluation of Response Components, if applicable:

N/A

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

o Response times to structure fires improving slightly with a corresponding

improvement in confinement of the fire to the room of origin

o Failure to respond rate decreasing which garners improved response times

o

• Internal Impact (Impact within MCFRS):

o Minimum staffing deficiencies corrected.

o 75 new firefighters on the street to improve apparatus staffing.

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA:

EMS Operations

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

5F

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

FY17

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

It is the mission of the EMS Section of the Operations Division to create a just culture of

EMS compliance and to engage in continuous data driven EMS quality improvement.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

Personnel: The EMS Section is headed by an Assistant Chief, who is assisted by a

Battalion Chief, 2 staff Captains (QA and QI Officers), 1 staff Lieutenant, and two

administrative staff (one records management specialist and one EMS logistics financial

specialist). In addition 7 EMS Duty Officer Captains are distributed amongst the three

shifts (2 per shift with one relief) to provide liaison between hospitals and field EMS

personnel and to assist with on the spot QA/QI and EMS infrastructure support.

Facilities, if applicable: PSHQ, EMS703 & EMS704 Offices

Apparatus/Equipment, if applicable: EMS AC & BC assigned staff cars, EMS703,

EMS704, EMS Staff pool car

SOPs and Protocols, if applicable: Maryland Medical Protocols, Applicable MCFRS

P&Ps, FCGOs.

Training and Certifications, if applicable: The Lt. and Captains must be licensed

Paramedics and credentialed to practice in Montgomery County. One of the Chief

Officers must be as well.

2

6. DATA (Most recently completed fiscal year):

Annual Dashboard or Equivalent (click on hyperlinked text for FY17 dashboards)

Countystat: https://reports.data.montgomerycountymd.gov/countystat/department/mcfrs

Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

EMS Calls for service continue to increase by approximately 3% a year with most

of the growth occurring in low acuity BLS calls. MCFRS continues to excel in care of

critical patients with Stroke/Stemi patients being quickly and appropriately treated and

transported to the correct hospital. More records were requested by the public and

attorneys. More QA cases were handled.

Observed Trends1:

7. PROGRAM RESULTS/OUTCOMES:

Key Accomplishments: Expanded MCNIC3 program and won CFAI Excellence in Fire

Based EMS Award – only fire department in country to win award twice (first award in

2014), increased QA and QI efforts, began implementation of FirstWatch data

surveillance program. Kept ROSC rate up and began participation in national cardiac

arrest database CARES.

Unexpected Results (positive or negative), if any: Hospital diversions stayed high, year

around and not just during cold/flu season. Changes in MIEMSS Licensure and

Certification led to problems identifying expiring EMS providers in a timely manner but

workarounds were put in place to avoid serious consequences.

Customer Satisfaction (e.g., survey results), if available: The EMS Section does have

printed patient satisfaction survey forms but lack of staff time precluded same from being

mailed out to patients. The EMS Section will consider alternative ways of conducting

patient satisfaction surveys that are not so time consuming.

Program Goals and Objectives:

Short-Term Goals Met:

All staff members met established goals. EMS701 moved to FS18 and retitled to

EMS704.

Long-Term Goals Met:

Approval of MIEMSS MIH/ADP Pilot Protocol, Launch of MCNIC3 home visit

program. 4 Engines upgraded to PE status (E705, E726, E711, & E710) and ALS742

placed in service. Worked with IT Section and Technical Operations to migrate fleet

of Toughbook computers for EMS reporting over to Panasonic CF-20s.

1 To be addressed when past years’ data is available

3

Deadlines Met, if applicable:

Dashboards turned into OPS Chief on monthly basis

CFAI 5F submission complete on time

Full-Scale Evaluation of Response Components, if applicable:

EMS703 attended 1283 incidents, EMS704 attended 1416. Along with all MCI

incidents and multi-alarm fires, the EMS Duty officers are expected to attend as many

Echo and ALS2 events as is practical. There were about 5000 such dispatched events

during the FY so roughly half were attended.

8. PROGRAM IMPACT:

External Impact (Impact on Our Customers):

Due to MCFRS efforts, 65 citizens walked out of the hospital after suffering cardiac

arrests in the community. Hundreds of stroke and STEMI patients were identified and

brought to the hospital in time to receive definitive therapy and be restored to full

function.

Internal Impact (Impact within MCFRS):

The EMS Section continues to lead the way in quality improvement, program

measurement, and innovation.

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA:

Technical Rescue

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

Criterion 5G

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

FY17 (June 30 – June 30)

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property

and the environment with comprehensive risk reduction programs and safe and effective

emergency response provided by highly skilled career and volunteer service providers

representing the County’s diverse population.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

Technical Rescue Team Members – 138

Technical Rescue Team Trainee – 6

Swift Water Boat Operators – 26

Swift Water Boat Crew – 52

Swift Water Trainee - 22

Operations Level Boat Operators – 149

Operations Level Boat Crew – 180

Additional Technical rescue personnel resources include an Assistant Chief that oversees

Special Operations, a Technical Rescue Battalion Chief, and a Special Operations Master

Firefighter logistician.

• Facilities, if applicable:

Technical Rescue resources are distributed throughout the county and are located at the

following locations;

2

Fire Station 4

17921 Brooke Road

Sandy Spring, MD 20860

(Airboat 704)

Fire Station 10

8001 River Road

Bethesda, MD 20817

(Swift Water 710, Swift Water 710B, Boat Support 710, Boat Support 710B, Boat 710C,

Boat 771, Jon Boat 710, Jon Boat 710B, Rapid Deployment Boat 710, Utility 710)

Fire Station 14

19801 Beallsville road

Beallsville, MD 20839

(Boat 714)

Fire Station 25

14401 Connecticut Avenue

Layhill, MD 20906

(Boat 725, Boat Support 725, Jon Boat 725)

Fire Station 29

20001 Crystal Rock Drive

Germantown, MD. 20874

(Boat 729, Boat Support 729, Jon Boat 729, Rescue Squad 729)

Fire Station 30

9404 Falls Road

Potomac, MD 20854

(Swift Water 730, Swift Water 730B, Boat Support 730, Boat Support 730B, Boat 730C,

Boat 771B, Jon Boat 730, Jon Boat 730B, Rapid Deployment Boat 730, Utility 730)

Fire Station 31

12100 Darnestown Road

North Potomac, MD 20878

(Boat 731, Boat Support 731, Jon Boat 731, Technical Rescue 700, Technical Rescue

700B)

Fire Station 40

17921 Georgia Avenue

Olney, MD 20832

(Boat 740, Boat 740B, Boat Support 740)

3

• Apparatus/Equipment, if applicable:

Unit Stock # Year Make/Model Description

AB704 9-08-L708 2008 Alumitech AGI Airboat

SW710 9-16-G616 2016 DIB Chesapeake IRB

SW710B 9-00-E000 2000 DIB Rescue Sled IRB

BS710 8-15-1222 2015 Ford F550 Boat Support Vehicle

BS710B 8-01-0448 2001 Ford F350 Boat Support Vehicle

BT710C 9-98-I898 1998 DIB Rescue Sled IRB

BT771 9-97-G797 1997 DIB Chesapeake IRB

JB710 9-04-E404 2004 Lowe L1440M Jon Boat

JB710B 9-01-K001 2001 Lowe L1440M Jon Boat

RDB710 9-10-010A 2010 DIB RDB Rapid Deployment Boat

U710 7-06-5092 2006 Dodge 3500 Utility Vehicle

BT714 9-97-D797 1997 DIB Chesapeake IRB

BT725 9-06-F606 2006 DIB Rescue Sled IRB

BS725 8-07-8739 2007 Chevrolet 3500 Boat Support Vehicle

JB725 9-16-516C 2016 Lowe L1440M Jon Boat

BT729 9-10-G707 2010 DIB Rescue Sled IRB

BS729 8-04-0905 2004 Chevrolet 2500 Boat Support Vehicle

JB729 9-16-516D 2016 Lowe L1440M Jon Boat

RS729 4-08-0594 2008 Pierce Rescue Squad Heavy Rescue Squad

SW730 9-08-I080 2008 DIB Chesapeake IRB

SW730B 9-97-B797 1997 DIB Rescue Sled IRB

BS730 8-15-8130 2015 Ford F550 Boat Support Vehicle

BS730 8-99-3478 1999 Ford F350 Boat Support Vehicle

BT730C 9-08-G707 2008 DIB Chesapeake IRB

BT771B 9-05-B505 2005 DIB Rescue Sled IRB

JB730 9-04-404B 2004 Lowe L1440M Jon Boat

JB730B 9-16-516B 2016 Lowe L1440M Jon Boat

RDB730 9-10-010B 2010 DIB RDB Rapid Deployment Boat

U730 7-08-2692 2008 Ford F350 Utility Vehicle

BT731 9-05-A505 2005 DIB Rescue Sled IRB

BS731 8-14-5684 2014 Ford F550 Boat Support Vehicle

JB731 9-16-516A 2016 Lowe L1440M Jon Boat

TR700 8-13-8293 2013 Freightliner Cargo Box Truck

TR700B 8-07-5377 2007 Chevrolet Box Truck Cargo Box Truck

BT740 9-11-I111 2011 DIB Chesapeake IRB

BT740B 9-12-D212 2012 Avon ERB310 IRB

BS740 8-97-3881 1997 Ford F350 Boat Support Vehicle

4

• SOPs and Protocols, if applicable:

Fire Rescue Commission Policy & Procedure 24-05

Swift Water Rescue Team Operational Response Guidelines

Swift Water Rescue Team Training Policy

Training Guidelines for the Potomac River

MCFRS Flooding Pre-Deployment Guidelines

• Training and Certifications, if applicable:

Members of the Technical Rescue Team are required to obtain technician level training in

two of the four major areas of operation for team membership. These certifications

include confined space rescue, trench rescue, rope rescue, and structural collapse rescue.

In addition, members must complete the Technical Rescue Team Task Book within a

two-year period to recertify their membership. The Technical Rescue Team Task Book

requires members to demonstrate knowledge, skills, and abilities identified in the job

performance requirements for each of the four areas of operation.

Members of the Swift Water Rescue Team must complete the Swift Water Boat Crew

Task Book within two years of being accepted to the team. The Swift Water Boat Crew

Task Book requires members to obtain a technician level certification in swift water

rescue as well as demonstrate proficiency in the knowledge, skills, and abilities identified

in the job performance requirements for technician level certification every two years to

recertify their membership. The Swift Water Boat Operator Task Book requires members

to be certified as Swift Water Boat Crew for a minimum of one year and must also

demonstrate proficiency in the knowledge, skills, and abilities identified in the job

performance requirements for technician level certification every two years to recertify

their membership. Swift Water Boat Operators must also obtain a Maryland Department

of Natural Resources Safe Boater Operations certification.

Operations level Boat Crew members must take the three-day Surface Water Boat Crew

class offered at the Public Safety Training Academy. This 24-hour course includes

didactic and practical skill stations that address the knowledge, skills, and abilities

required to operate in non-moving or slow-moving water environments. Operations level

Boat Operators must complete all of the requirements of the Operations level Boat Crew

member and take the three-day Surface Water Boat Operator class offered at the Public

Safety Training Academy. Operations level Boat Operators must also obtain a Maryland

Department of Natural Resources Safe Boater Operations certification.

5

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

FY17 TRT Training Dashboard

Month

Personnel Trained Personnel Trained

Training Days Hours

FS25 FS29 FS31 Non-Con Held Cancelled Hours Man Hours

July 34 24 32 10 100 6 0 9 900

August 32 26 33 9 100 6 0 9 900

September 30 27 32 10 99 6 0 9 891

October 31 26 31 9 97 6 0 9 873

November 34 30 31 13 108 6 0 9 972

December 32 28 30 10 100 6 0 9 900

January 32 27 32 10 101 6 0 9 909

February 32 30 31 14 107 6 0 9 963

March 33 28 29 12 102 6 0 9 918

April 15 16 14 5 50 3 2 9 450

May 25 29 27 9 90 6 0 9 810

June 24 30 29 9 92 6 0 9 828

Total 354 321 351 120 1146 69 2 108 10314

FY17 SWRT Training Dashboard

Month

Personnel Trained Personnel Trained

Training Days Hours

FS10 FS25 FS30 Non-Con Held Cancelled Hours Man Hours

July 26 12 24 4 66 4 0 9 594

August 24 15 21 5 65 4 0 9 585

September 17 11 17 2 47 3 1 9 423

October 25 10 22 6 63 4 0 9 567

November 11 5 11 1 28 2 2 9 252

December 17 9 17 0 43 3 0 9 387

January 24 16 22 8 70 4 0 9 630

February 17 8 15 9 49 4 0 9 441

March 25 18 22 6 71 4 0 9 639

April 27 14 22 3 66 4 0 9 594

May 15 11 17 3 46 3 0 9 414

June 21 11 19 5 56 4 0 9 504

Total 249 140 229 52 670 43 3 108 6030

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

MCFRS has invested a substantial amount of time and resources into preparing for

technical rescue responses. Typically, the Technical Rescue Team will have six dedicated

training days and the Swift Water Rescue Team will have four dedicated training days

per month. Where these training days are planned out far in advance, situations do arise

6

that force training to be cancelled for some reason. Cancellation of dedicated training is

determined by the Duty Operations Chief in consultation with the Special Operations

Chief. In addition to the monthly training Technical Rescue Team members also

participated in the 2017 Virginia Rescue Challenge. This four-day event presents rescuers

with two scenario based exercises per day that push the limits of technical rescue

response. Both Technical Rescue Team and Swift Water Rescue Team members also

participated in the Capital Shield Exercise designed to simulate real lift rescue scenarios.

Both teams were afforded the opportunity to interact with other agency representatives

and network rescue resources to provide a positive scenario outcome.

• Observed Trends1:

- Monthly training participation during peak leave months declines.

- Participation in realistic scenario based exercises like Capital Shield and the Virginia

Rescue Challenge provides unparalleled results as far as technical rescue training.

Team members provided nothing but positive feedback for both the scenarios and

evaluation of skills presented. These events also foster inter agency networking that

has been proven a critical for effective event interoperability.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

- Obtain remaining cache items for TR700

- Buildout of TR700B

- Replace Garmin Rino655t handheld GPS units with newer Garmin755t units for each

Boat Support unit.

- Development of GPS Awareness and Operations programs to be pushed out in fourth

quarter FY17 and first quarter FY18.

- Full evaluation of marine fleet by manufacturer to assist in formulation of

replacement plan.

• Unexpected Results (positive or negative), if any:

Data collection beta testing for water rescue responses provided fascinating data sets of

water rescue incidents. What makes this more impressive is that the training delivered to

the end users consisted of only a 20-30-minute briefing on basic use and expectations.

The formal GPS Operations rollout is scheduled for first quarter FY18 and should bring

all technical rescue resources online with a consistent data gathering platform for all

hazard rescue events.

• Customer Satisfaction (e.g., survey results), if available:

Interactions on the scene of incidents and training generally represent favorable customer

satisfaction, however, no formal documented customer satisfaction survey process is

currently in place. The Special Operations Section will consider development of a

1 To be addressed when past years’ data is available

7

customer satisfaction survey form and implementation process as resources become

available.

• Program Goals and Objectives:

• Short-Term Goals Met:

- Receipt of replacement cache list items for Technical Rescue Team cache

- Completion of annual maintenance on marine fleet and trailers.

• Long-Term Goals Met:

- Full evaluation of marine fleet by manufacturer to assist in formulation of

replacement plan.

- TR700B deployment and build out. Cache now split between two response

vehicles.

- Development of GPS use and conversion protocol to provide consistent data

collection capabilities in all technical rescue environments which is then used to

provide a common operating picture at the command level.

• Deadlines Met, if applicable:

• Full-Scale Evaluation of Response Components, if applicable:

MCFRS technical rescue resources participated in two noteworthy full-scale evaluation

exercises during this assessment period. The first event was the Capital Shield Exercise

conducted in Northern Virginia which had both Technica l Rescue Team and Swift Water

Rescue Team members engaged in both water borne and land based search and rescue

exercises. The official After-Action Report for the Capital Shield Exercise is attached to

this document.

Additionally, technical rescue members participated in the Virginia Rescue Challenge, a

four-day training event that pushed rescuers to the limits of technical rescue. Members

participated in two scenario based events each day which involved confined space, rope

rescue, trench rescue, and structural collapse rescue evolutions.

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

MCFRS Technical rescue capabilities have had a positive external impact. There were

331 water rescue unit responses and 29 technical rescue unit responses for this

assessment period.

• Internal Impact (Impact within MCFRS):

In addition to training and incident response, MCFRS technical rescue members provide

an internal impact within MCFRS. This impact is primarily in training and education as

the lead and adjunct instructors for all technical rescue based training are experienced

members of the Technical Rescue Team and/or Swift Water Rescue Team.

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA:

Hazardous Materials

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

5H

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

FY2017 (June 30 – June 30)

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The mission of the Montgomery County Hazardous Materials Incident Response Team is to

provide all-hazards preparedness, response, mitigation, and support capabilities from natural

and man-made hazardous materials disasters. Internally, the Hazardous Materials Response

Team is dedicated to protecting the citizens and visitors of Montgomery County as well as

the water, land, air, and general environment from contamination resulting from hazardous

materials.

The Hazardous Incident Response Team, (HIRT) was organized in 1981. Since then HIRT

has become a highly trained and equipped response team. As an integrated response unit,

personnel are preassigned specific duties to improve on-scene efficiency and to promote team

safety. These highly trained personnel are consolidated at strategically located fire stations to

provide a flexible and scalable response at any time.

In addition to the standard hazmat training topics, team members receive training on how to

manage the consequences of incidents involving weapons of mass destruction (WMD).

Through in-service and specialized training programs personnel receive information on

terrorism and radiological, biological and chemical warfare agents, in addition, training is

provided on explosives recognition and safety. Part of the ongoing training includes gaining

proficiency in the use of specialized chemical agent detection instruments, materials and

equipment.

In addition to its emergency response and training activities, HIRT conducts State of

Maryland and SARA Title III inspections, other hazmat-related inspections, and participates

in the county's Annual Household Hazardous Materials Clean-Up Program.

2

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

Hazardous Materials Officers – 14

Hazardous Materials Team Members – 93

Hazardous Materials Team Trainee – 9

The Hazardous Materials Incident Response Team is stations at Fire Stations 7 and 28.

Each station is staffed daily with four hazardous materials technicians and one hazardous

materials officer. Two additional hazardous materials technicians also staff Engine 720

and three hazardous materials technicians staff Fire Station 25. In addition there are two

decontamination units assigned to Fire Stations 1 and 34 for the purpose of large scale

personnel decontamination. The Hazardous Materials Incident Response Team is

managed by the Hazardous Materials Battalion Chief assigned to Special Operations.

• Facilities, if applicable:

Hazardous materials response capabilities are strategically distributed throughout the

county and are located at the following locations;

Fire Station 1

8110 Georgia Avenue

Silver Spring, MD 20910

(Decon 701)

Fire Station 7

8001 Connecticut Avenue

Chevy Chase, MD 20815

(Hazmat 707)

Fire Station 20

9041 Old Georgetown Road

Bethesda, MD 20814

(Engine 720)

Fire Station 25

14401 Connecticut Avenue

Layhill, Md 20906

(Support Unit 725)

Fire Station 28

7272 Muncaster Mill Road

Derwood, MD 20855

(Hazmat 728)

3

Fire Station 34

20633 Boland Farm Road

Germantown, MD 20876

(Decon 734)

• Apparatus/Equipment, if applicable:

Unit Stock # Year Make/Model Description DCN 701 8-06-4489 2006 Chevrolet Box Truck Decontamination Unit HM707 8-07-7075 2007 Spartan Hazmat Unit Hazmat Response Unit E720 1-08-7617 2008 Spartan Crimson Class A CAFS Engine HM728 8-07-7076 2007 Spartan Hazmat Unit Hazmat Response Unit DCN734 8-06-4264 2006 Chevrolet Box Truck Decontamination Unit

• SOPs and Protocols, if applicable:

MCFRS HAZMAT Standard Operating Procedure 2014 Edition

Training and Certifications, if applicable:

62 Hour - Hazardous Materials Technician - NFPA 472 compliant

18 Hour –MCFRS Hazardous Materials Specialist Course

16 Hour – Hazardous Materials Incident Command Course

16 Hour – Hazardous Materials Officer Program – Scenario and Practical

4

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

Hazardous Materials Incident Response Team

FY17 Team Training Dashboard

Month

Personnel Trained

Total Trained FS7 FS20 FS25 FS28

July 12 8 11 18 49

August 12 6 9 18 45

September 12 10 14 18 54

October 12 6 9 18 45

November 12 7 15 18 52

December 12 9 14 18 53

January 12 6 9 18 45

February 12 7 9 18 46

March 12 9 16 18 55

April 12 7 9 18 46

May 12 6 9 18 45

June 12 8 12 18 50

Total Trained 144 89 136 216 585

Hazardous Materials Incident Response Team

FY17 Unit Responses by Call Type

Call Type

Unit Responses

HM707 HM728 SU725 DCN701 DCN734 E720

Adaptive A1F 0 1 0 0 0 56

Adaptive A1N 14 12 0 0 0 310

Adaptive A2-3 5 6 4 0 0 162

ARF SR 1 1 1 0 0 1

Bomb Squad 1 0 0 0 0 0

Full Assignment 1 1 0 0 1 67

Hazmat LR 7 4 2 0 0 1

Hazmat MR 56 37 40 0 0 32

Hazmat HR 9 7 9 0 0 4

Hazmat SR 18 24 6 0 0 11

Service Call 4 3 0 0 0 141

Total HM Responses 116 96 62 0 1 785

*Note - Some service calls for E720 are not HM related. ** Data reflects monthly training only. Does not include HM Tech, HMIC, or HMO programs

5

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

Training data from the dashboard reflects the commitment of MCFRS to support

continuing education and training of HIRT members. With dedicated staffing levels and

monthly training days identified the only variances in monthly training membership

occur at stations with the ability to exceed minimum hazardous materials staff levels. In

addition to the monthly training HIRT has trained 22 additional hazardous materials

technicians and 15 Hazardous Materials Officers for secession planning purposes.

Incident response data reflected in the dashboard indicate most of the hazardous material

responses where for Moderate and Special Risk categories.

• Observed Trends1:

There has been an increase in the amount of carbon monoxide responses during this

assessment period. This influx is most likely directly related to public education

initiatives being driven by Community Risk Reduction and are beneficial to the

community and department alike.

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

o Completion of 62-hour Hazardous Materials Technician and 18-hour MCFRS

Hazardous Materials required team training produced an additional 22

hazardous materials technicians to address secession planning concerns.

o Inclusion of 2 MCPD Emergency Services Unit members in the Hazardous

Materials Technician program provided interagency operation as well as

critical tactical resources to MCPD

o Successful implementation of the 16-hour Hazardous Materials Officer

program which included completion of the 16-hour MFRI Hazardous Duty

Incident Command course provided 15 certified Hazardous Materials Officers

to address secession planning.

o Grant funded training for Preventative Radioactive Nuclear Detection

provided for XXX members of MCFRS.

o Acquired M908 mass spectrometers for each Hazmat Unit.

• Unexpected Results (positive or negative), if any:

o Hazardous Materials Officer Program delivery provided much needed training

and practical scenario based skills for Hazmat management.

o Some difficulty in getting Hazardous Materials Officer final Task Books

certifications completed. The issues encountered include transfers and

1 To be addressed when past years’ data is available

6

promotions occurring after program completion but prior to Task Book

completion.

• Customer Satisfaction (e.g., survey results), if available:

Interactions on the scene of incidents and training generally represent favorable customer

satisfaction, however, no formal documented customer satisfaction survey process is

currently in place. The Special Operations Section will consider development of a

customer satisfaction survey form and implementation process as resources become

available.

• Program Goals and Objectives:

• Short-Term Goals Met:

o Final unit inventories were established and both Hazmat Units outfitted to

reflect the finalized inventory.

o Inclusion of an I-Pad and corresponding software programs on each Hazmat

Unit provide inventory control and improve documentation capabilities.

• Long-Term Goals Met:

o Annual offerings of Hazardous Materials Technician, Hazardous Material

Incident Command, and Hazardous Materials Officer Programs have provided

a process for continued succession planning.

o Preventative Radioactive Nuclear Detection policy finalized and implemented.

• Deadlines Met, if applicable:

o Preventative Radioactive Nuclear Detection policy finalized and implemented

before the deadline establish by the Fire Chief.

• Full-Scale Evaluation of Response Components, if applicable:

The full-scale evaluation of hazardous materials response components is conducted

during several monthly training events. Typical monthly training may be more focused in

nature to reinforce a specific skill set; however, these training days are used to build

complexity and include at least three full-scale response scenarios per year. Each event is

evaluated by team management and the results of these evaluations are utilized to identify

future training needs.

7

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

MCFRS HIRT has provided a positive external impact during this assessment period.

There have been over 900 hazardous materials unit responses for FY17.

• Internal Impact (Impact within MCFRS):

In addition, the HIRT has provided a positive internal impact by providing subject matter

expertise for Incident Commanders and Unit Officers numerous times when questions

arise regarding the need for a full HIRT response. Much of this dialog is directed to the

Hazmat Materials Officers when units in the field are unsure if an event is, or could

possibly be, related to hazardous materials. Many of the HIRT members also serve as

instructors for the Hazardous Materials Operations courses taught at the Public Servce

Training Academy.

1

PROGRAM APPRAISAL

FOR FESSAM CATEGORY 5I

1. NAME OF PROGRAM OR PROGRAM AREA:

Aviation Rescue and Fire Fighting Services

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

5I

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

Fiscal Year 2017

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property

and the environment with comprehensive risk reduction programs and safe and effective

emergency response provided by highly skilled career and volunteer service providers

representing the County’s diverse population.

Policy Statement from Montgomery County Fire and Rescue Service Policy 24-09, Response

for Aircraft Emergencies

It is MCFRS policy to provide standard operating procedures to guide personnel responding

to, or operating at, an aircraft emergency, to enhance their ability to work as safely as

possible while mitigating the incident swiftly and effectively'. Because aircraft emergencies

can occur anywhere, guidelines for responding to these incidents are not limited only to

designated airports/airparks.

Aircraft incidents have the potential to be mass casualty events, and may also involve.

incident types that include combinations of fire, hazardous materials, and the need for wide-

area searches: For responses to incidents involving aircraft emergencies and crashes,

personnel must follow the procedures below to enhance their own safety and that of any

potential viable patients while operating on the incident scene, to mitigate the emergency

condition, and to protect the environment from the release of any hazardous materials.

Personnel must also be aware that aircraft emergencies often involve the response of local,

state, and federal agencies to conduct accident investigation procedures at the scene for

extended periods of time. Areas related to these incidents may also become crime scenes,

involving investigation by local, state, and federal law enforcement agencies.

2

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

1,214 active career and 890 active volunteer on IECS

• Facilities, if applicable:

37 fire/rescue stations

• Apparatus/Equipment, if applicable:

Front Line Fleet includes 35 engines, 15 aerials, 6 rescue squads, 30 ambulances, 11

transport medic units, 3 ALS chase cars, 8 tankers, and 9 on-duty command staff (1 duty

operations chief, 5 battalion chiefs, 1 safety officer, and 2 EMS duty officers).

MCFRS fleet does not include program-specific apparatus/equipment for Aviation

Rescue and Fire Fighting, i.e., those described under NFPA 414 Standard for Aircraft

Rescue and Fire-Fighting Vehicles.

• SOPs and Protocols, if applicable:

Montgomery County Fire and Rescue Service Policy 24-09, Response for Aircraft

Emergencies.

• Training and Certifications, if applicable:

MCFRS trains personnel to applicable NFPA training standards for structural

firefighting.

MCFRS does not train personnel specifically for Aviation Rescue and Fire Fighting, as

per the following NFPA documents:

NFPA 402 Guide for Aircraft Rescue and Fire Fighting Operations

NFPA 403 Standard for Aircraft Rescue and Fire-Fighting Services at Airports

NFPA 422 Guide for Accident/Incident Response Assessment

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

FY17 data shows a single ARF response.

First Arriving Unit TRT = 7 minutes and 41 seconds

Effective Response Force TRT = 23 minutes and 53 seconds

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

Incident #16-0120670 for the 51D1S, Small Aircraft Crash on Land, at the 23900 block

of Laytonville Road near the Davis Airport.

3

The First Arriving Unit TRT (7:41) is significantly lower than the 90% fractile

benchmark ARF-SR of 13:45 for a rural area.

The Effective Response Force TRT (23:53) is significantly lower than the 90% fractile

benchmark ARF-SR for a rural area.

For further information, see the following reports:

Significant Incident Report – 23900 Block of Laytonsville Road Plane Crash

NTSB Aviation Accident Data Summary

• Observed Trends1:

Since there are only one or two ARF incidents in Montgomery County per year, MCFRS

has instituted the practice of analysis to other similar type incidents. That is to say, the

response plan for the majority of AR-SR responses are based on the HM-SR (HM3

response plan) responses and the AR-HR responses are based on the HM-MR (HM2

response plans) responses. Therefore, the ARF responses are made in comparison to all

other HM responses. See attached data sheets.

1 To be addressed when past years’ data is available

4

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

A single ARF response occurred in Montgomery County in FY17. A small plane (Cessna

172) crashed and caught fire in a field approximately ½ mile from the Davis Airport

runway. The adult male pilot was the only soul onboard, was DOA at the time of the first

MCFRS unit arrived on scene. The fire was quickly extinguished and the crash site

secured by the Montgomery County Police. MCFRS assisted the NTSB and FAA during

their initial stages of investigation.

• Unexpected Results (positive or negative), if any:

N/A

• Customer Satisfaction (e.g., survey results), if available:

N/A

• Program Goals and Objectives:

• Short-Term Goals Met:

For the single ARF response in FY17, MCFRS exceeded its benchmark response time

performance.

• Long-Term Goals Met:

N/A

• Deadlines Met, if applicable:

N/A

• Full-Scale Evaluation of Response Components, if applicable:

N/A

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

Even though MCFRS had a rapid response that exceeded goals to the single ARF incident

in FY17, the customer perished. This was not due to the MCFRS response, but rather the

nature of the airplane crash (see NTSB report).

• Internal Impact (Impact within MCFRS):

After preparing this first formal and documented appraisal of the Aircraft Rescue and

Fire Fighting Services, the author recommends that a review of applicable NFPA

5

standards be conducted and applicable standards be incorporated in the next revision of

the Response for Aircraft Emergencies policy. Roll-out of the revised policy should

include training to responders and command officers.

Worthy of note, since the last CFAI assessment of MCFRS in 2013, a significant aircraft

crash incident occurred in Montgomery County. On December 8, 2014, a 12-passenger

Embraer EMB-500 crashed on runway approach into the neighborhood on Drop Forge

Lane in Gaithersburg near the Montgomery County Airpark, killing the pilot and two

passengers, as well as a mother and her two children in their home. The initial response

was for a house fire assignment, which was quickly upgraded to a large plane crash. Over

25 MCFRS front-line units and over 80 personnel responded. Significant lessons learned

were collected from this incident operations, which have impacted the development of

the new Incident Response Policy.

Refer to the attached Post Incident Analysis.

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA: Wildland Fire Services

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]: 5K

3. PERIOD OF APPRAISAL (Most recently completed fiscal year): New

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The Wildland Fire Services Program is designed to educate Montgomery County residents

and businesses on wildland fire and to ensure readiness of first responders to mitigate

wildland fires.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel: Existing Structural Firefighting Force qualified in the all-hazards mission of

the Montgomery County Fire/Rescue Service.

• Facilities, if applicable: Multiple Stations

• Apparatus/Equipment, if applicable: In addition to structural firefighting apparatus, off-

road four-wheel drive apparatus and water tankers are needed for program success. The

agency has a fleet of firefighting resources including 35 engines (all but 2 are 4-person

staffing) meeting NFPA 1901 Pumper Classifications, 4 Brush Engines meeting NFPA 1901

Pumper Classification, 12 brush trucks and 8 tankers/tenders (3,000 gallons or more each).

These resources are not officially typed with any recognized resource management system (e.g.

NWCG).

• SOPs and Protocols, if applicable: None

• Training and Certifications, if applicable: Firefighting personnel responding to wildland

fires are trained to the Firefighter I and Firefighter II level based on NFPA 1001:

2

Standard for Fire Fighter Professional Qualifications. Students receive 3 ½ hours of

classroom training in wildland fire but no practical work. At the current time, MFRI does

not have a practical portion for Lesson 3-2 of FFI. NIMS ICS 100 and ICS 700 are also

required.

Brush Truck drivers are required to complete additional training in wildland firefighting

and wildland fire behavior based on the NWCG S-130/S-190 courses. The additional

training is a minimal self-paced assignment and is not the full course. A practical exam

in the operation of the vehicle is also required based on NFPA 1002: Standard for Fire

Apparatus Driver/Operator Professional Qualifications.

Fire Officers responding to wildland fires are required to complete Fire Officer I or Fire

Officer II based on NFPA 1021: Standard for Fire Officer Professional Qualifications.

NIMS ICS 100, 200 and 700 are also required.

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached): Map of brush fires of 1 acre or more

from CY14 – CY16 (page 4)

• Map of FY12-FY14 brush fires with a brush unit assigned (page 5)

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

• Observed Trends1:

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments: The introduction of the new criterion program has served as a

gap analysis for program improvement.

• Unexpected Results (positive or negative), if any: Initial analysis has identified needs for

improvement in apparatus standardization, training and incident command improvement.

• Customer Satisfaction (e.g., survey results), if available:

1 To be addressed when past years’ data is available

3

• Program Goals and Objectives: Identify and correct gaps in wildland fire service

delivery:

1. Improve Public Education using FireWise Program

2. Standardize and provide “typing” standards for wildland fire apparatus

3. Improve wildland firefighting and urban interface training

4. Evaluate response to wildland fire incidents

• Short-Term Goals Met:

• Long-Term Goals Met:

• Deadlines Met, if applicable:

• Full-Scale Evaluation of Response Components, if applicable:

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers): Improve response to wildland fire incidents.

• Internal Impact (Impact within MCFRS): Moderate impact on apparatus improvement

and enhancing training requirements.

4

MCFRS Calendar Year 2014 - Calendar Year 2016 Significant Brush Fires

Green shaded areas are Agriculturally Zoned

5

MCFRS Fiscal Year 2012 - Fiscal Year 2014 Brush Fires with a Brush Unit Assigned

Green shaded areas are Agriculturally Zoned

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 5

1. NAME OF PROGRAM OR PROGRAM AREA:

Category V

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

5L Other Programs ((US&R)

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

FY17 (June 30- June 30)

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

Mission, Vision, Core Sustaining Values

Mission of Maryland Task Force One

To create and maintain an elite Urban Search and Rescue “All-Hazards” disaster response

team that is trained and certified to meet or exceed the highest technical rescue standards;

visionary in situational needs assessment and development of deployment strategies and

tactics; cutting edge in training and member preparation; well prepared and equipped to

deploy to the worst possible disaster scenario; capable and willing to perform search,

rescue and community assistance in the most austere and potentially hazardous

environment; and to do so with the highest level of professionalism and compassion for

those served, as well as each other.

2

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

MCFRS personnel 137

Civilian personnel 36

Participating Agency 4

Total team 177

In addition, MD-TF1 has a full time civilian program manager, a full time civilian

warehouse manager, part time civilian warehouse assistant, part time civilian grants manager,

part time civilian administrative assistant and a part time civilian training coordinator.

• Facilities, if applicable:

701-C Dover Rd. Rockville, MD. 20850

33,000 square feet. Warehouse and Offices.

• Apparatus/Equipment, if applicable:

a. b. c. g. Additional information on this vehicle IE:

Designation Description Model Year VIN # excessive maintenance,

breakdowns etc.

1 Tractor 1 Western Star 2005 5KJJAECKX5PV33583 Tandam axle w/ medium

sleeper

2 Tractor 2 Western Star 2005 5KJJAECKX5PV33582 Tandam axle w/ medium

sleeper

3 Tractor 3 International 1995 2HSFMAMROSC3276

8 Tandam axle w/ medium

sleeper

4 Trailer 1 Kentucky 2005 1KKVA53256L220759 53' Van w/ side & rear liftgate

5 Trailer 2 Kentucky 2005 1KKVA53256L220760 53' Van w/ side & rear liftgate

6 Trailer 3 Kentucky 2010 1KKVE5324BL230181 53' Van w/ side & rear liftgate

7 Pick Up 1 Chevrolet 2005 1GCHK33235F951521 3500 Diesel 4x4 crew cab w/

bed cap

8 Pick Up 2 Chevrolet 2005 1GCKK33245F958025 3500 Diesel 4x4 crew cab w/

bed cap

9 Pick Up 3 Chevrolet 2015 1GC4KYE85FF176864 3501 Diesel 4x4 crew cab 10 Pick Up 4 Chevrolet 2015 1GC4KYE87FF179166

3502 Diesel 4x4 crew cab

11

Box Truck #1 Freightliner 2005

1FVACYDC05HV52240

Single sleeper cab w/ 24' Box w/ rear liftgate

12

Box Truck #2 Freightliner 2015

1FVHG3DV7GHHH5495

24' Soft sided Box Dual Rear Axels

13

Logs 4500 Chevrolet 2005 1GBE4E3265F502847

C4500 4x4 w/10' flatbed w/ fuel & tools pods

14

Support Tlr. Mastertrack 2006 1C9A42T236G099045

24' beaver tail flat bed

15 Gator 1 John Deere 2005 MOHP4DX034438

2 person w/ dump bed

3

16 Gator 2 John Deere 2005 MOHP4DX034437

2 person w/ dump bed

17 ISU Cargo Mate 2003 4X4TSEX293N037283

20' box w/ rear fold down ramp

18

Skid Steer John Deere 2003 KV0240A440339

w/ 6' bucket and pallet forks

19

Boat Tr. #1

B & M Manufacturing 2013

19BEK1522DCC30026 Boat Trailer #1, Haul-Rite

20

Boat Tr. # 2

B & M Manufacturing 2013

19BEK1524DCC30027 Boat Trailer # 2, Haul-Rite

1 HEPP Van Dorsey 2003 1DTV11524A302168 HEPP Van trailer (Fema)

2 Air

Trailer Scott 2012 5631B1621CM0004

75 HEPP air trailer (Fema)

3 HEPP Pickup Ford 2006

1FTWW33P96EB10544

HEPP F350 Dual Rear Wheels

• SOPs and Protocols, if applicable:

Federal Emergency management Agency 44CFR part 208

National Urban Search and Rescue Response Systems, Operations Manual

MD-TF1 Administrative Manual

MD-TF1 Mobilization Manual

• Training and Certifications, if applicable:

176 members trained and certified within one of the 19 specialty positions in the task

force.

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached): See pages 4-6

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard: See pages 8-9

• Observed Trends1:

1 To be addressed when past years’ data is available

4

30%

22%

29%

19%

Training Hours FY2016

3rd Qtr 2016

4th qtr 2016

1st qtr 2017

2nd qtr 2017

20%

1%1%

78%

Membership

Civilian

PG Fire

DC Fire

MCFRS

5

20%

78%

2%

Annual Refresher Training

Civilian

MCFRS

PG/DC

27%

63%

10%

Training

ATLS

National Level: HERS,Canine Search, SafetyOfficer, Logistics,Medical Spec, and TFL

Canine Evaluation

6

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

MDTF1 remains fully deployable as validated by current independent Readiness

Evaluation

• Unexpected Results (positive or negative), if any:

With the PSTA moving to new location, MDTF1 does not have a workable rubble pile

within Montgomery county.

• Customer Satisfaction (e.g., survey results), if available:

• Program Goals and Objectives:

• Short-Term Goals Met:

• Long-Term Goals Met:

• Deadlines Met, if applicable:

Quarterly Petty Cash Report

Semi Annual Performance Report

Federal Finical Report (quarterly)

18%1%

73%

8%

Other Training

Canine

Incident Support Team

Technical Rescue

MSOC

7

• Full-Scale Evaluation of Response Components, if applicable:

January 2107 Self-evaluation score: 87%

April 2017 Formal Task Force Administrative Readiness Evaluation (ARE) score: 93%

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

• Internal Impact (Impact within MCFRS):

MONTGOMERY COUNTY FIRE AND RESCUE SERVICE

MARYLAND TASK FORCE ONE

Isiah Leggett Scott E. Goldstein

County Executive Fire Chief

MARYLAND TASK FORCE ONE

701-C Dover Road, Rockville, Maryland, 20850 PHONE 240-777-2350, FAX 240-777-2354

Serving with dedication, courage and compassion

FY2016

Membership: 177 total members

• Civilian: 36 members • PG Fire: 2 members • DC Fire: 2 members

Training Hours:

• Annual Refresher

1. Civilian Hours: 185 hours 2. MCFRS Hours: 710 hours 3. PG/DC Fire: 20 hours

• Quarterly Training specific to FEMA US&R

1. September 28,29,30 Discipline Specific 912 hours 2. November 28,29,30 Discipline Specific 685 hours 3. March 28,29,30 Discipline Specific 871 hours 4. May 23,24,25 Discipline Specific 585 hours

• ATLS course

1. Advanced Trauma Life Support 16-hour program 208 hours

• National Level Training Courses:

Two to most programs

o HERS CA-TF1 November 7-10 72 hours o Canine Search TX-TF1 November 15-18 24 hours o Safety Officer CA-TF5 December 12-15 96 hours o Logistics TX-TF1 December 5-8 96 hours o Medical Spec. PA-TF1 December 6-9 96 hours o Task Force Leader CA May 22-25, 2017 96 hours

• Canine Evaluation

o 6 teams to certify/recertify 76 hours

MONTGOMERY COUNTY FIRE AND RESCUE SERVICE

MARYLAND TASK FORCE ONE

Training Hours:

• Canine

o 1st and 3rd Saturday of every month 795 hours o Canine Prep 85 hours

• Incident Support Team

o Continuing Education WA-TF1 Feb. 2017 48 hours

• Technical Rescue Skills

o 72 days of Technical Rescue based training o 6 days per month 3456 hours

• MSOC Program

o New York City FDNY 384 hours o 4 days of Training May 4th-7th, 2017

TOTAL: 12,150 hrs.

1

PROGRAM APPRAISAL TEMPLATE

FOR FESSAM CATEGORY 9

1. NAME OF PROGRAM OR PROGRAM AREA:

Emergency Communications

2. CRITERION OR CRITERIA ADDRESSED [Designated number(s) per FESSAM]:

9B

3. PERIOD OF APPRAISAL (Most recently completed fiscal year):

Fiscal Year 2017

4. PROGRAM OR PROGRAM AREA MISSION STATEMENT:

The Mission of the Montgomery County Fire and Rescue Service is to protect lives, property

and the environment with comprehensive risk reduction programs and safe and effective

emergency response provided by highly skilled career and volunteer service providers

representing the County’s diverse population.

5. PROGRAM OR PROGRAM AREA RESOURCES/INPUTS:

• Personnel:

o MCFRS Organizational Chart

o Battalion Roster

• Facilities, if applicable:

o Emergency Communications Center

o Alternate Emergency Communications Center

• Apparatus/Equipment, if applicable:

o Motorola Computer Aided Dispatch System

o Purvis Fire Station Alerting System

o Personnel VAN

• SOPs and Protocols, if applicable:

o Incident Response Policy

▪ Appendix A, Operational Doctrine Statement

▪ Appendix B, Incident Command

▪ Appendix D, Structure Fires

2

▪ Appendix E, High Rise Fires

▪ Appendix F, Water Supply Operations

▪ Appendix I, Rapid Intervention and Maydays

▪ Appendix S, Communications

▪ Appendix T, After Action Reporting

• Training and Certifications, if applicable:

o Emergency Telecommunicator -MPDS

o Emergency Medical Dispatch – MPDS

o Emergency Fire Dispatch - MPDS

6. DATA (Most recently completed fiscal year):

• Annual Dashboard or equivalent (to be attached):

• FY13-FY17 ECC Phone to Dispatch Call Processing Charts by Accreditation Programs

• Brief Summary (Narrative) of Key Data presented in Annual Dashboard:

The ECC Dashboard as written captures all service deliverables for the section.

This includes phone-to-pending, phone-to-dispatch times, quality assurance and

improvement “scores”, and general service provisions. This dashboard was briefly

suspended for a period while the new CAD system was launched, however has been

resumed in FY2018.

• Observed Trends1:

During the implementation of the new CAD system, an increase of call processing

times has been recognized. This increase was attributed to new technology learning

curves and has begun to decrease as of December 2017.

In addition, numerous other conditions attributing to several years of negative call

processing trending have been noted and documented within the 2017 MCFRS

Accreditation Annual Compliance Report (ACR). These conditions, along with a

plan to improve the negative trending, have also been documented within this ACR.

A summation of this portion of the 2017 ACR can be viewed here.

1 To be addressed when past years’ data is available

3

7. PROGRAM RESULTS/OUTCOMES:

• Key Accomplishments:

Implementation of new Computer Aided Dispatch System

Implementation of new Fire Station Alerting

Implementation of EFD, and upgraded EMD

• Unexpected Results (positive or negative), if any:

Slight increase in call processing times with implementation of new CAD/Protocol

systems

• Customer Satisfaction (e.g., survey results), if available:

N/A

• Program Goals and Objectives:

• Short-Term Goals Met:

• Long-Term Goals Met:

• Deadlines Met, if applicable:

• Full-Scale Evaluation of Response Components, if applicable:

8. PROGRAM IMPACT:

• External Impact (Impact on Our Customers):

The MCFRS Emergency Communications Section as a direct impact on all facets of the

emergency services provided by the MCFRS. This begins with the 911 call taker. As the

“first – first responder” the 911 Call Taker, is the first help provided to a customer in

their time of need. The efficiencies created by the protocol systems greatly assist the

MCFRS in consistent call-taking practices; however, it is the trained 911 call-taker that

provides the calm, compassionate, efficient service to begin the mitigation of the

emergency. The effectiveness of this call-taker is of utmost importance in the delivery of

emergency services.

Additionally, the CAD, Radio, and Protocol systems provide a platform for the 911 Call-

Takers and Dispatchers to efficiently manage, calls for service and resources.

4

These systems are highly technical and require much effort to maintain in a reliable, high

performance state.

Lastly, the Emergency Dispatcher, or “Resource Manager”, has a direct external impact

as this person is the organizer, and announcer of the emergency call for service.

Expertise in this aspect of Emergency Communications is critical as once dispatched, and

systems are activated it is difficult to correct any problems. Highly skilled personnel are

required for this position.

• Internal Impact (Impact within MCFRS):

The MCFRS Emergency Communications Section is unique in that it serves the public

safety community as a consumer of its services, as well as the community at large. The

impact of properly trained telecommunicators is the provision of services in an accurate

consistent manner to this internal customer. Through the MCFRS Incident Response

Policies, CAD systems, and ancillary systems used to notify and assign resources the

MCFRS ECC provides this service to its internal customers. The overall impact is that of

faster response and mitigation of emergency calls for service through a combination of

human and technological processes.