PS COMMITTEE #2 April 29, 2021 Revised
Worksession
M E M O R A N D U M
April 26, 2021
TO: Public Safety Committee
FROM: Susan J. Farag, Legislative Analyst
SUBJECT: Worksession: FY22 Operating Budget and FY21-26 CIP Amendments Montgomery County Fire and Rescue Service (MCFRS)
PURPOSE: Vote on Recommendations for Council’s Consideration
Those expected for this worksession: Chief Scott Goldstein, MCFRS Dominic Del Pozzo, Division Chief, MCFRS Rachel Silberman, Office of Management and Budget (OMB)
Budget Summary
• There are no proposed service cuts in the FY22 Recommended Operating Budget. • There are 10 new Paramedic Training Positions that help address understaffing. • There are one new Paramedic Chase Car and one new Daywork Ambulance to enhance EMS Service Delivery. • The Fire Department audit will be split into two studies, one for operations and one for racial equity and social justice, at a total cost of $200,000. • The Executive’s March 15 amendments to the Capital Improvements Program has minor adjustments to several projects. Overview
For FY22, the County Executive recommends total expenditures of $232,685,066 for MCFRS, a 3.5% increase from the FY21 Approved Budget of 224,995,408.
FY20 FY21 FY22 CE % Change Actual Approved Recommended FY21-22 Expenditures by fund Fire Tax District $244,508,043 $224,869,427 $232,685,066 3.5% Grant Fund $3,355,713 $125,981 $0 -100.0% TOTAL Expenditures $247,863,756 $224,995,408 $232,685,066 3.4%
Positions: Full-time 1317 1318 1,327 0.7% Part-time 0 0 0 -- TOTAL Positions 1317 1318 1327 0.7% TOTAL FTEs 1318.26 1319.26 1,328.26 0.7%
The FY20 County Executive’s recommendation is a net increase of $7,815,639. This net increase stems from the following changes with service impacts:
FY22 Changes with Service Impacts Add 10 Paramedic Training Positions $763,277 Add Daywork Ambulance to Enhance EMS Transport Capacty $641,496 Add Paramedic Chase Car to improve ALS Service Delivery $637,193 Add MCFRS Audit for RESJ and Resource Deployment $200,000 Continue Cell Phone Deployment on all Apparatus $137,000 NET SERVICE IMPACT ADJUSTMENT TOTAL: $2,378,966
2 as well as from the following identified same service adjustments:
Identified Same Service Adjustments Increase Cost: FY21 Compensation Adjustment $3,720,272 Increase Cost: Retirement Adjustment $1,817,352 Increase Cost: FY22 Compensation Adjustment $1,729,521 Increase Cost: Insurance Coverage $391,000 Increase Cost: Shift SAFER Grant Costs to Fire Fund $242,536 Increase Cost: Length of Service Awards Program $88,000 Increase Cost: Recruit Class Adjustments $40,000 Increase Cost: Station Alerting Maintenance $35,000 Increase Cost: FROMS Contract $22,035 Total Increases: $8,085,461 Decrease Cost: Print and Mail Adjustment ($255) Decrease Cost: Motor Pool Adjustment ($67,900) Decrease Cost: Company Officer Leadership Academy ($80,000) Decrease Cost: IT Restructure ($120,000) Decrease Cost: Officer Training Courses ($140,000) Decrease Cost: Civilianize Facility Maintenance ($190,000) Decrease Cost: Elimination One-Time Items Approved in FY21 ($726,400) Decrease Cost: Annualization of FY21 Personnel Costs ($1,324,488) Replace: Shift Final SAFER Grant to Fire Fund ($125,981) Total Decreases: ($2,648,788) NET SAME SERVICES ADJUSTMENT TOTAL: $5,436,673
FY22 Expenditure Issues
Addressing Structural Deficiencies
MCFRS has had structural overtime cost overruns since FY17. As the Committee knows, much of this overtime is caused by insufficient staffing. Additionally, projected overtime has not been accurately budgeted for the past several years. While FY16 only realized a $1.9 million overtime cost overrun, beginning in FY17, these overruns have exceeded the budgeted amount by about 37% on average. Overtime Overruns (in $ millions) Fiscal Year Budgeted Overtime Actual Overtime Difference FY22 $18.7 FY21 $18.3 $17.0 ($1.3) FY20 $18.3 $23.7 $5.4 FY19 $16.2 $18.4 $2.2 FY18 $16.2 $24.2 $8.0 FY17 $15.9 $24.6 $8.7 FY16 $15.6 $17.5 $1.9 FY15 $16.4 $17.1 $0.7 FY14 $16.4 $17.4 $1.0 *through March 27, 2021
3 The following chart illustrates the different categories of overtime pay in FY21. About 78% of the overtime is for field operations, and another 10% is for the Training Academy (instructors and students).
While the use of overtime is both fiscally and operationally prudent in many circumstances, particularly in public safety operations that require 24/7 staffing, there is an appropriate balance between sufficient staffing and strategic overtime use. The Committee has been briefed on the 2018 CountyStat Net Annual Work Hour Update, which determined that the Department needed an additional 180 career Firefighter positions to achieve minimum staffing requirements without the use of overtime.
Recent steps taken to address these deficiencies: The CE’s FY20 Recommended Operating Budget sought to reduce stressors on the structural overtime deficit by adding 20 additional Firefighter positions. Further, the Executive added $2.184 million to the overtime budget to reflect the impact of several years of General Wage Adjustments. The Council approved both measures. In FY21, the Executive recommended adding 20 new Paramedic Training positions. Faced with an estimated $600 million tax revenue shortfall prompted by the COVID- 19 pandemic, the Council did not approve these new positions under its “continuity of services” budget framework.
The FY22 Recommended Operating Budget includes 10 new Paramedic Training Positions for $763,277. These positions will help address backfill overtime that is used when Firefighters attend Paramedic Training. Paramedic Training classes typically range from 15-35 Firefighters each. OMB advises that 20 Paramedic Training positions would be the appropriate
4 number to address backfill overtime needs while Firefighters are in class; however, the number of training positions will be re-evaluated during the FY23 budget development. Adding these positions would help further address the original 180 Firefighter staffing shortage. Along with the 20 Firefighters added in FY20, approval of these positions would help reduce the staffing shortage to 150 Firefighters.
The recommended budget also civilianizes a Facility Maintenance position for a savings of $190,000. This change un-lapses a civilian Program Manager 1 position to help provide facility maintenance management and coordination, allowing a Firefighter to return to the field. The MCFRS Facilities Section does include a Facilities and Equipment Maintenance Coordinator, but there is still an operational gap. Recently the Department has been receiving seven service tickets per day, of which, only a very small percentage can be handled by the Department of General Services (DGS). The vast majority must be addressed by MCFRS.
Overtime General Wage Adjustment Issues: When salaries increase, as they do when employees receive general wage adjustments (GWAs), overtime costs increase as well. As mentioned above, in the past the CE has included the impact of GWAs in the overtime budget, but it has not been a standard practice. For example, the GWA for FY20 ($435,000) and FY21 ($280,000) have not been included in the FY22 overtime budget. (The GWA for FY22 is 1.5%, but is not effective until the last pay period, and has no impact on FY22 overtime.) Given the $18.7 million FY22 overtime budget, overtime cost overruns will be at least $715,000 from this cost element alone. Council staff remains concerned with all aspects of the structural overtime deficit. Part of the proposed audit (discussed below) will examine workload, overtime, staffing, and resource allocation. Council staff recommends following up on this issue once the audit results are released.
Adding EMS Services
The FY22 Recommended Operating Budget augments EMS services with a new Daywork Ambulance ($641,496) and a new Paramedic Chase Car ($637,193). MCFRS currently has a daily cot count of 42, which fluctuates between about 30 Basic Life Support (BLS) ambulance transport units and 11 Advance Life Support (ALS) paramedic transport units. Tying medical services to a cot is not always the most efficient mode of service delivery, since not every patient needs transport for further treatment. To provide more flexibility, MCFRS has a Paramedic on all engines, and has two full-time Paramedic Chase Cars (one at Station 25 in Aspen Hill and one at Wheaton Rescue Squad). In addition, there are two other Paramedic Chase cars that operate part-time including one at Bethesda Chevy Chase Rescue Squad at Rockville Station 3.
The costs associated with the new Chase Car and Daywork Ambulance include both operating expenses and overtime; there are no FTEs associated with the additional services. Council staff agrees that the additional services are needed. Council staff is concerned this approach will contribute even more to the structural overtime deficit. While it may make sense to keep the Daywork Ambulance staffed solely with overtime so that it may be used in a more flexible manner, Council staff advises that staffing the Paramedic Chase car with new positions would be a more appropriate and accurate reflection of actual service delivery costs. To staff the
5 Chase Car appropriately, Council staff recommends swapping out proposed overtime expenditures and replacing it with 5 FTEs. Council staff will work with OMB to determine the cost difference.
MCFRS Audit
The recommended budget includes $200,000 for an audit that will examine both staffing and resource needs, as well as racial equity and social justice elements of MCFRS operations. Last September, the County Executive proposed audits for both the Police and Fire Departments. The Council approved $350,000 for the Police audit and community engagement efforts but voted to delay the MCFRS audit until FY22 when a scope of work was expected to be approved and to include the funding in the FY22 Operating Budget.1
The CE has included the $200,000 in the recommended budget and has split the audit into two separate studies. One audit will optimize resource deployment while the other will address racial equity and social justice elements. The Executive advises that the two audits will address:
1. Workload, overtime, staffing analysis, and resource allocation to enhance operational efficiencies; and 2. Diversity and racial equity assessment of the department (programs, policies, and procedures, and resource allocation), including a climate survey.
Additionally, the Executive advises that the separation of the work is to engage firms that are specialized in the two distinct areas and can provide the County with high quality evaluation and recommendation reports. FRS is working to have the Statements of Work ready for solicitation by June 1st, with anticipated award early in FY22.
Bethesda Chevy Chase Rescue Squad
MCFRS currently pays for certain Local Fire and Rescue Department (LFRD) costs, such as commercial insurance, workers compensation, utilities, and fuel. Historically, Bethesda Chevy Chase Rescue Squad (BCCRS) has paid their own. However, for the past several years, BCCRS has requested that MCFRS cover these items in a similar manner. For FY19, BCCRS had requested a total of $262,400 and the Council approved $176,000. This funding level was included in the FY20 budget as well. BCCRS’ funding request was not included in the FY21 Operating Budget.
BCCRS has again requested additional support from MCFRS that is already provided to all other LFRDs (©16-17). This year, BCCRS requests that funding be added to the MCFRS budget (not directly to BCCRS) to:
1 Council Action on a Supplemental Appropriation for Police audit, Fire and Rescue Service audit, and consulting funds for community engagement support.
6 • help cover the costs of EMS supplies such as oxygen masks, splints, defibrillator pads, IV supplies, and cervical collars; • add BCCRS’ Stryker power cot and load systems to the County's maintenance contract; and • permit access to the County’s Central Maintenance Facility for BCCRS apparatus service and repairs. MCVFRA has also sent a letter of support for inclusion of these supplies and services in the budget (©18-19). Councilmember Friedson has also requested that the Committee consider funding BCCRS needs in the FY22 Operating Budget (©20-21). Council staff does not have an exact cost of these supplies and service provisions. BCCRS estimates that they may be as high as $200,000. BCCRS spent about $55,000 on the EMS supplies and its Stryker power cot maintenance contract last year. Apparatus service and repairs may be as much as $100,000-$150,000 per year. Council staff recommends adding the appropriate amount to the MCFRS operating budget to provide parity among the LFRDs.
Cell Phones are maintained on MCFRS apparatus in FY22.
The budget adds $137,000 to maintain cell phones on Fire apparatus in FY22. MCFRS procured ruggedized LTE cellular phones for all MCFRS apparatus in the unit officer position. These cell phones are designed for public safety operations and have a "radio over LTE" application that can be used for apparatus to communicate during emergency response if all other communications fail. This back-up system became critical in the waning months of the legacy Public Safety Radio System, which began having significant operational failures in 2019. The
Recruit Classes
Recruit Classes and Attrition: The recommended budget funds two recruit classes. The current recruit class (RC48) has 37 students and is expected to graduate July 30, 2021. RC 49 is comprised of previous-trained personnel and will have approximately 30 recruits. That class should graduate in December. RC50 is a regular class, with 50-55 recruits. Their projected graduation is July 2022.
EMST Fund
Bill 7-13, Emergency Medical Transportation - Use of Revenue-Amendment, specifies that funds must be distributed to LFRDs according to a procedure specified in the annual budget appropriation resolution. The FY21 operating budget provision that outlines this process is attached on ©35-36. For FY22, $20 million has been budgeted, of which $2.803 million will be distributed to the volunteers.
7 Report Requirements: Two reports are required under the EMST law. There is a provision requiring semi-annual reports on health data in addition to call and transport data. The January 2021 report is attached at ©37-38.
MCFRS must also provide semi-annual reports on EMST Reimbursement that provides information on the total amount of funds in the restricted account, the total amount to be distributed to the LFRDs, each project and LFRD allocation, and the amounts distributed to and spent or encumbered by each LFRD. The April 15, 2021 report was just received, and it is attached on ©39-51.
Capital Improvement Program (CIP) Amendments
The County Executive has transmitted several recommended FY19-24 Capital Improvements Program (CIP) amendments.
January 15 Amendments include:
FS Emergency Power System Upgrade (P450700)(©22-23) This project involves design and installation of emergency generators in fire and rescue facilities. This project will provide continuous operation of emergency equipment; heating, ventilation and air conditioning; lighting; security system, and fire alarm. All installations will be managed by the Department of General Services. This amendment reflects an expenditure reduction of $464,000. The Old Station 25 has been removed from the project since this is no longer an active Fire Station.
Apparatus Replacement Program (P451504)(©24-25) This is an ongoing project that provides for the replacement of fire apparatus and EMS vehicles. The recommended amendment reduces total project funding by $360,000. This reduction is due to lower-than- expected costs in previous years. Adjusted expenditures in FY21 and FY24 to reflect deferral of scheduled FY21 replacements and prioritized replacements of aerial ladder trucks.
Glen Echo Fire Station Renovation (P450702)(©26-27) This project provides for a renovation of the existing 10,800 square feet space, including all heating ventilation, and air conditioning; electrical and life safety systems; correction of code and Americans with Disabilities Act compliance issues and removal of hazardous material at the Glen Echo Fire Station. It also includes a new third bay, reallocation of existing space, complete interior building renovation, improvements in all living areas of the station, replacement of all building systems and a temporary facility. An adjacent property parcel, needed for the renovation project, was recently acquired from the State Highway Administration (SHA). The amendment delays funding until FY23 due to project delays.
Rockville Fire Station 3 Renovation (P450105)(©28-29) This project provides partial funding for the renovation and enhancement of Rockville Fire Station 3 (currently at 100 Hungerford Drive, Rockville), which was constructed in 1965. The CE recommended changes push $500,000 for Site Improvements and Utilities from FY22 to FY23 due to project delays. The
8 Executive advises that a new site for relocation has not been secured yet. Pushing back funding allows additional time for site selection.
White Flint Fire Station (P451502) (©30-32). This amendment reflects a $3.1 million increase due to schematic design and cost escalation. Construction has been pushed out a year to mid-late 2023 due to fiscal capacity.
March 15 Amendments include:
Heart Monitor/Defibrillator Replacement (P452201)(©33-34) This project provides for the purchase of 27 Stryker LifePak15 heart monitor/defibrillators assigned to Montgomery County Fire and Rescue advanced life support (ALS) transport units, paramedic chase cars, and engines. These heart monitor/defibrillators have a useful life of five to eight years and must be replaced to ensure the operability of critical life-saving equipment. The source of funds is short-term financing.
Racial Equity and Social Justice Considerations
As previously discussed, the Executive is seeking audits of the Fire Department which will examine both operational issues as well as racial equity and social justice issues. Racial equity issues in firefighting generally seek to create diverse and inclusive workplaces so that the Department can best serve diverse communities. The Fire Chief has prioritized this work for several years, both through recruiting and community outreach efforts. Several years ago, MCFRS implemented hiring preferences for those who live in the County and those who speak a second language. MCFRS and Montgomery County Public Schools have implemented a high school Fire and Science Career Pathway program that has also helped with diverse recruiting efforts. The social distancing restrictions under COVID-19 have hindered some of this work. It is expected that the racial equity and social justice elements of the Departmental audit will help identify the effectiveness of current efforts and make recommendations for new ones. Council staff recommends that the Committee receive a briefing on these findings once the audit has been completed.
Council Staff Recommendations
Council staff recommends:
• adding five FTEs to staff the Paramedic Chase Car with permanent staffing rather than overtime (cost to be determined); • adding sufficient funding to help cover BCCRS equipment and maintenance needs in the same manner as other LFRDs are supported;
9 • Following up on structural overtime issues such as GWA funding once the Fire operations audit has been released; • Receiving a briefing on the racial equity findings of the Departmental audit, and • Approving the rest of the budget as submitted by the Executive.
This staff report contains © The Executive’s Recommended FY22 Operating Budget 1-12 MCFRS FY22 Responses 13-15 BCCRS Request Letter 16-17 MCVFRA Support Letter for BCCRS 18-19 Councilmember Friedson Letter for BCCRS 20-21 FS Emergency Power System Upgrade PDF (FY21-26 Recommended) 22-23 Apparatus Replacement Program PDF (FY21-26 Recommended) 24-25 Glen Echo Fire Station Renovation PDF (FY21-26 Recommended) 26-27 Rockville Fire Station 3 Renovation PDF (FY21-26 Recommended) 28-29 White Flint Fire Station 23 PDF (FY21-26 Recommended) 30-32 Heart Monitor/Defibrillator Replacement PDF (FY21-26 Recommended) 33-34 Recommended Operating Budget Provisions (amended for FY22) 35-36 January 2021 EMST Program Report 37-38 April 2021 EMST Program Report 39-51
10 Fire and Rescue Service
RECOMMENDED FY22 BUDGET FULL TIME EQUIVALENTS $232,685,066 1,328.26
✺ SCOTT GOLDSTEIN, FIRE CHIEF MISSION STATEMENT
The mission of the Montgomery County Fire and Rescue Service (MCFRS) is to provide maximum protection of 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.
MCFRS consists of the Office of the Fire Chief; Division of Operations; Division of Human Resources; Division of Fiscal Management; Division of Support Services; Division of Volunteer Services; the Fire and Emergency Services Commission; and 19 Local Fire and Rescue Departments (LFRD). MCFRS operates 37 fire and rescue stations and several satellite offices.
BUDGET OVERVIEW
The total Recommended FY22 Operating Budget for the Montgomery County Fire and Rescue Service is $232,685,066 an increase of $7,689,658 or 3.42 percent from the FY21 Approved Budget of $224,995,408. Personnel Costs comprise 83.60 percent of the budget for 1,327 full-time positions, and a total of 1,328.26 FTEs. Total FTEs may include seasonal or temporary positions and may also reflect workforce charged to or from other departments or funds. Operating Expenses account for the remaining 16.40 percent of the FY20 budget.
The Debt Service for the Fire Tax District Fund is appropriated in the Debt Service Fund and is, therefore, not displayed in this section. To pay for the Debt Service, a transfer of funds from the Fire Tax District Fund to the Debt Service Fund of $7,513,040 for general obligation debt and $6,036,575 for other debt is required.
In addition, this department's Capital Improvements Program (CIP) requires Current Revenue funding.
COUNTY PRIORITY OUTCOMES
While this program area supports all seven of the County Executive's Priority Outcomes, the following is emphasized: ❖ Safe Neighborhoods
INITIATIVES
Fire and Rescue Service Public Safety 46-1 (1) ✪ Add firefighter/rescuer positions to the MCFRS budget to reduce the need for overtime while firefighter/rescuers are engaged in full-time training to become paramedics. ✪ Provide funding to continue deployment of cell phone technology on all apparatus to support new alternative destination and telemedicine programs, and to provide backup communication contingency. ✪ Add a daywork ambulance to provide enhanced EMS transport capacity. ✪ Add a paramedic chase car to improve advanced life support (ALS) emergency medical service delivery in the County. By separating the paramedic from the cot, the advanced medical resource can be redeployed back into the community more quickly, improving ALS availability. ✪ Replace 27 aging heart monitor/defibrillators assigned to advanced life support transport units, paramedic chase cars, and engines to ensure the operability of critical life saving equipment through short term financing. Funds are allocated in the debt service budget. ✪ Add funds to support an audit of MCFRS operations and administration with a focus on optimizing resource deployment to address racial equity and social justice while identifying resource efficiencies.
INNOVATIONS AND PRODUCTIVITY IMPROVEMENTS
✹ MCFRS' Emergency Medical and Integrated Healthcare Services section implements the Direct- to-Triage initiative to decrease low-acuity patient hospital transport turnover times by transferring patients who do not require assistance while waiting for an emergency room bed directly to the emergency room triage process. This improves service to the community by decreasing EMS unit total on-call time and increases resource availability. ✹ Began pilot program in cooperation with Shady Grove Medical Center (SGMC) and surrounding skilled nursing facilities (SNFs), to assess the effectiveness of a treatment in place program. This program will introduce a Certified Registered Nurse Practitioner (CRNP) into the field, specifically to assess and treat low-acuity patients at SNFs near SGMC. The program goal is to reduce unnecessary hospital transfers by treating the patient at the facility and referring further follow-up to the SNF staff and clinicians. ✹ Implement RapidSOS technology to provide improved location information to help first responders find 911 callers who cannot confirm their address. ✹ MCFRS operated a COVID-19 surge plan deploying additional resources and enhanced procedures from March 13 to June 10, 2020. ✹ Under revised dispatch protocols, units now respond without lights and sirens to low acuity Emergency Medical Service calls to reduce the risk of collision. ✹ All 37 fire stations now have at least one mechanical Cardiopulmonary Resuscitation (CPR) device; a proven and effective technology that enhances the quality of CPR and will support MCFRS' already stellar return of spontaneous circulation (ROSC) rates. ✹ Nine new EMS units (each with a mechanical load ambulance cot system), four brush engines, one boat support unit, one engine, and one rescue squad have been placed into service in FY21.
PROGRAM CONTACTS
Contact Dominic Del Pozzo of the Montgomery County Fire and Rescue Service at 240.777.2236 or Rachel Silberman of the Office of Management and Budget at 240.777.2770 for more information regarding this department's operating budget.
46-2 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (2) PROGRAM PERFORMANCE MEASURES
Performance measures for this department are included below (where applicable), with multi-program measures displayed at the front of this section and program-specific measures shown with the relevant program. The FY21 estimates reflect funding based on the FY21 Approved Budget. The FY22 and FY23 figures are performance targets based on the FY22 Recommended Budget and funding for comparable service levels in FY23.
PROGRAM DESCRIPTIONS
✺ Fiscal Management The Division of Fiscal Management is responsible for the overall management of the MCFRS operating budget; the management and administration of State and Federal funding; management oversight of the EMS reimbursement program; accounts payable and receivable; and contract management and development.
The Budget and Grants Section handles budget development; grant coordination, administration and close-out; expenditure and revenue analysis and tracking; ordering and payment for office and station supplies; and department-wide financial procedures.
The Emergency Medical Services Transport (EMST) Reimbursement Section manages the department's ambulance transport reimbursement program. The section reviews patient care reports, ensures compliance with various local and federal regulations, manages the contract with the billing company, reconciles revenues, distributes and tracks EMST revenues that are sent to the 19 volunteer departments and monitors the expenditure of EMST reimbursement funds by MCFRS.
The Procurement Section advises and assists in the acquisition of all goods and services for the department. The expertise on procurement procedures and regulations resides in this section, which develops and administers contracts throughout MCFRS. All payments and purchase orders are entered and approved by the Procurement Section, and the section coordinates and oversees the department's purchasing card accounts.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Number of invoices 10,654 11,441 11,500 11,500 11,500 EMST revenue collected (in millions) $18.60 $15.97 $18.00 $20.00 $20.00 EMST reimbursement recovery rate 56.4% 54.8% 55.0% 56.0% 57.0% Percent of contracting dollars awarded to minority, female, or disabled (MFD) firms 14.8% 6.1% 10.0% 12.0% 14.0%
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 5,396,568 15.00 Increase Cost: Insurance Coverage 391,000 0.00 Multi-program adjustments, including negotiated compensation changes, employee benefit changes, (86,730) 0.00 changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 5,700,838 15.00
✺ Human Resources Division The Division of Human Resources is a comprehensive support function of MCFRS focused on the management and
Fire and Rescue Service Public Safety 46-3 (3) maximization of potential for human capital. The Division is comprised of various sub-functions.
The Administrative Services Section is responsible for personnel and labor related issues, including coordination with County OHR, recruiting and hiring, promotional exams, discipline, and the collective bargaining process. Further, they represent MCFRS, in cooperation with the County Attorney, in mediation, arbitration, alternative dispute resolution, and at the Merit System Protection Board.
Fire Rescue Occupational Medical Services provides focus on MCFRS health needs. Services provided include entry level physicals, annual physicals, injury care, return to work exams, fitness for duty exams, and vaccinations. This team also monitors employees injured on the job to ensure appropriate care and timely return to work.
The behavioral and mental health component of MCFRS is addressed by the Behavioral Health Section. Staff professionals provide direct clinical services to MCFRS personnel and assist with the Critical Incident Stress Management Team. The staff psychologist also trains and educates personnel.
The Health and Safety Section ensures the occupational health and safety of personnel through management of safety capacity. The program develops and promotes proactive prevention initiatives to reduce injuries to personnel and damage to property through compliance monitoring, investigations and follow up.
The Training Academy is responsible for all job-related training for MCFRS personnel. The Training Academy is an accredited institution that provides multi-level training, education, and certification that is compliant with applicable regulations.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Number of safety inspections (PPE) performed 1 5,598 5,598 6,000 6,000 6,000 Training academy accreditation (three accreditations) 3 3 3 3 3 Percentage of non-white male recruit applications 2 NA 38% 40% 40% 40% 1 Does not include Volunteer inspections. 2 MCFRS began tracking this metric in FY20.
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 27,492,173 36.26 Increase Cost: Fire Rescue Occupational Medical Services Contract Adjustment 22,035 0.00 Decrease Cost: Company Officer Leadership Academy - Ongoing Savings Plan Adjustment (80,000) 0.00 Decrease Cost: Officer Training Courses - Ongoing Savings Plan Adjustment (140,000) 0.00 Multi-program adjustments, including negotiated compensation changes, employee benefit changes, 667,852 0.00 changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 27,962,060 36.26
✺ Office of the Fire Chief The Office of the Fire Chief (OFC) has the ultimate responsibility for the overall management, direction, planning, and coordination of all MCFRS programs and operations. The OFC manages the overall service needs and delivery requirements of MCFRS, including fire and rescue master and strategic planning, and resource deployment plans; oversees community risk reduction programs and community outreach; develops and recommends capital improvement projects; manages and integrates information technology into the MCFRS' business processes; and recommends policy initiatives and programs to the County
46-4 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (4) Executive.
The Office of the Fire Chief includes the Internal Affairs Section, Community Risk Reduction Section, the Planning Section and the Public Information Office.
The Internal Affairs Section investigates complaints and serious violations of the personnel regulations and department policy and conducts procedural background investigations of applicants for firefighter/rescuer positions.
The Community Risk Reduction Section identifies and mitigates certain risks to the community in an effort to reduce the number of 911 calls. Initiatives include smoke alarm distribution, home safety visits for seniors, child safety seat installation and bicycle safety education.
The Planning Section is primarily responsible for the development of the Fire, Rescue, Emergency Medical Services, and Community Risk Reduction Master Plan, and the department's Annual Strategic Plan and oversees the department's accreditation program. Among the tasks assigned to this office are the analyses of risk and historical emergency incident activity; monitoring development and growth to project strategic resource needs, facility placement, special operational requirements, and future workforce levels; performance measurement; and geographical incident data analyses and technical support.
The Public Information Office facilitates media relations, messages, and imaging/brand management and is responsible for disseminating information to the public on departmental programs and services; conducting outreach and fire safety education; and ensuring high quality customer service.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Child safety seat inspections survey - percent of respondents who were overall satisfied 99.0% 100.0% 100.0% 100.0% 100.0%
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 2,634,931 23.00 Add: MCFRS Audit to Optimize Resource Deployment to Address Racial Equity and Social Justice 200,000 0.00 While Identifying Efficiencies Multi-program adjustments, including negotiated compensation changes, employee benefit changes, 3,066,204 (3.00) changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 5,901,135 20.00
✺ Operations
The Operations Division is the organizational component of the MCFRS that is responsible for the day-to-day delivery of critical Emergency Medical Services (EMS), Fire Suppression, and Technical Rescue mitigation to the residents and visitors of Montgomery County.
The overall responsibility for Fire and Rescue Service operations lies directly with the Fire Chief. The Division Chief of Operations is assigned by the Fire Chief to manage the Division. The career and volunteer components of the combined service work in an "Integrated Emergency Command Structure" that defines the authority and responsibility for all members of the
Fire and Rescue Service Public Safety 46-5 (5) service. MCFRS responds to approximately 120,000 emergency incidents annually. Requests for emergency medical assistance comprise the majority of those incidents, approximately 95,000 calls annually resulting in the transport of 70,000 people to local hospitals. There are 26,000 fire incidents, technical rescue, and hazardous materials incidents annually.
The Operations Division is organized into four major sections, including Field Operations, Emergency Communications Center (ECC), Special Operations (SOPs), and Emergency Medical and Integrated Healthcare Services (EMIHS). MCFRS personnel operate from 37 Fire and Rescue stations. Thirty-five paramedic engines, 15 aerial units, 6 heavy rescue squads, 12 ALS medic units, 2 paramedic chase cars, and 30 Basic Life Support (BLS) ambulances make up the primary fleet of first response apparatus. There are additional units that can be placed in service with available volunteer or recalled career personnel to increase the MCFRS capability.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Number of fire incidents 17,590 16,953 16,290 15,631 14,971 Number of EMIHS (medical services) incidents 95,392 93,516 94,000 94,000 94,000 90th percentile arrival time for first Advanced Life Support (ALS) unit in urban areas of the 10:40 11:18 10:40 10:35 10:30 County 90th percentile arrival time for first engine to structure fire in urban areas of the County 9:27 9:36 9:30 9:15 9:15 EMS cardiac care: Percentage of cardiac arrest patients with return of spontaneous 34% 27% 30% 33% 33% circulation (ROSC)
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 166,890,564 1,185.40 Add: 10 Paramedic Training Positions 763,277 10.00 Add: Daywork Ambulance to Enhance Emergency Medical Services Transport Capacity 641,496 0.00 Add: Paramedic Chase Car to Improve Advanced Life Support Service Delivery 637,193 0.00 Increase Cost: Shift Final SAFER Grant Costs to the Fire Fund 242,536 3.00 Increase Cost: Recruit Class Adjustments 40,000 0.00 Replace: Shift Final SAFER Grant Costs to the Fire Fund (125,981) (3.00) Multi-program adjustments, including negotiated compensation changes, employee benefit changes, 775,016 3.00 changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 169,864,101 1,198.40
✺ Support Services The Division of Support Services provides central administrative and management service and direction for support functions across the department. Core services include Capital Improvement Program, logistics, fleet services, facilities, and technology services.
The logistics function consists of Fleet Support, Fleet Maintenance, Property and Supply, Emergency Medical Service Logistics, and Self-contained Breathing Apparatus & Meters. The Property and Supply Section maintains and distributes uniforms, apparel and protective clothing (firefighting PPE) needs for career and volunteer fire and rescue personnel. This includes the procurement, order placement, receipt, storage, inventory, and distribution of a wide array of items, as well as related contract and budget administration and invoice processing. The section coordinates special services such as uniform tailoring and alterations, shoe repair, and protective clothing inspection, cleaning, and repair.
Maintenance of MCFRS heavy apparatus is performed and managed by Fleet Maintenance. The section ensures compliance with
46-6 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (6) State and Federal regulations pertaining to emissions, inspections, and safe vehicle operation.
The Fleet Support Section handles the acquisition and disposal of County-owned apparatus as well as assisting LFRD's with acquisition of apparatus. The section selects, acquires, maintains and repairs tools, equipment, hose, and appliances used by fire and rescue personnel. Fleet support also purchases and manages fuel for the department.
The Facilities Section is responsible for providing fire and rescue facilities that are properly maintained to enable all elements of the MCFRS to meet their mission. This includes monitoring, management and maintenance of the department's infrastructure.
Capital Improvement Program manages the construction of new facilities and capital improvements to existing facilities.
The Technology Services Section is responsible for development, implementation, and ongoing support of all information technology needs for the department. This section ensures compliance with all Department of Technology Services requirements; is responsible for radio and telecom infrastructure; manages Computer Aided Dispatch; maintains the Data Warehouse; oversees station alerting, and maintains desktops, firehouse reporting, and inventory control software.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Number of COMAR-mandated vehicle inspections performed 1 227 235 245 245 245 Number of facilities maintained by MCFRS 2 46 46 46 46 47 Number of Facility Maintenance Requests and Repairs 3 1,526 1,691 2,100 2,300 2,500 Uptime for MCFRS-maintained IT systems 99.93% 99.93% 99.93% 99.93% 99.93% Number of times MCFRS went below its minimum complement of apparatus 65 50 50 35 35 1 MCFRS Logistics Section recently added responsibility for some LFRD and Special Ops vehicles. 2 While this statistic is generally static, it is a good indicator of the level of effort required to ensure adequate and safe facilities. 3 The new MCFRS defect reporting system was implemented in April 2020. The implementation requires that all facility defects are reported (DGS facilities and volunteer).
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 16,924,926 53.60 Add: Continue Cell Phone Deployment on All Apparatus 137,000 0.00 Increase Cost: Station Alerting Maintenance 35,000 0.00 Decrease Cost: Information Technology Restructure - Ongoing Savings Plan Adjustment (120,000) (1.00) Decrease Cost: Civilianize Facility Maintenance by Un-lapsing Program Manager I and Returning (190,000) 0.00 Details to the Field Multi-program adjustments, including negotiated compensation changes, employee benefit changes, 756,574 0.00 changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 17,543,500 52.60
✺ Volunteer Services
The Division of Volunteer Services (DVS) manages and provides support and volunteer advocacy, oversight, mediation, and enforcement of MCFRS policies, coordination and technical assistance, incentives, and administrative services to support the Local Fire and Rescue Departments (LFRD) within MCFRS.
This program promotes consistent and balanced integration of the activities of volunteer and career firefighters and rescuers; promotes recruitment and retention of volunteers, assists LFRDs in training, risk management, the formulation and
Fire and Rescue Service Public Safety 46-7 (7) standardization of LFRD/MCFRS business plans, use and maintenance of fire and rescue apparatus, budget preparation, and formulating department-wide policy.
The program makes recommendations to the Fire Chief, monitors legislative and regulatory actions involving volunteer activities, and informs the affected groups.
Actual Actual Estimated Target Target Program Performance Measures FY19 FY20 FY21 FY22 FY23 Number of volunteer stand-by hours 483,472 501,719 510,000 520,000 530,000 Number of volunteer in-station drill hours 14,868 16,862 17,000 17,250 17,500 Percent of total volunteers that are female 35.6% 37.4% 38.0% 38.0% 38.0% Percent of volunteers from a racial or ethnic minority group 25.9% 20.3% 22.0% 22.0% 22.0% Number of trained volunteers hired by MCFRS 19 5 15 15 15
FY22 Recommended Changes Expenditures FTEs
FY21 Approved 5,656,246 6.00 Increase Cost: Length of Service Awards Program 88,000 0.00 Multi-program adjustments, including negotiated compensation changes, employee benefit changes, (30,814) 0.00 changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs. FY22 Recommended 5,713,432 6.00
BUDGET SUMMARY
Actual Budget Estimate Recommended %Chg FY20 FY21 FY21 FY22 Bud/Rec FIRE EXPENDITURES Salaries and Wages 149,568,825 137,086,983 146,172,272 141,100,890 2.9 % Employee Benefits 52,022,537 51,131,446 52,030,918 53,428,498 4.5 % Fire Personnel Costs 201,591,362 188,218,429 198,203,190 194,529,388 3.4 % Operating Expenses 42,747,994 36,650,998 41,958,371 37,770,678 3.1 % Capital Outlay 168,687 0 0 385,000 ---- Fire Expenditures 244,508,043 224,869,427 240,161,561 232,685,066 3.5 % PERSONNEL Full-Time 1,312 1,315 1,315 1,327 0.9 % Part-Time 0 0 0 0 ---- FTEs 1,313.26 1,316.26 1,316.26 1,328.26 0.9 % REVENUES EMS Reimbursement-Ambulance Fee 18,032,185 20,000,000 18,000,000 20,000,000 ---- Miscellaneous Revenues 505,610 244,882 244,882 244,882 ---- Other Charges/Fees (1,556) 0 0 0 ---- Other Intergovernmental 0 198,622 198,622 198,622 ---- Property Tax 214,784,104 244,458,885 243,852,645 255,444,935 4.5 % State Fire/Rescue 508 Funds 1,959,016 0 2,041,846 0 ---- Fire Revenues 235,279,359 264,902,389 264,337,995 275,888,439 4.1 %
46-8 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (8) BUDGET SUMMARY Actual Budget Estimate Recommended %Chg FY20 FY21 FY21 FY22 Bud/Rec GRANT FUND - MCG EXPENDITURES Salaries and Wages 1,719,570 36,853 36,853 0 -100.0 % Employee Benefits 406,648 89,128 89,128 0 -100.0 % Grant Fund - MCG Personnel Costs 2,126,218 125,981 125,981 0 -100.0 % Operating Expenses 1,229,495 0 0 0 ---- Grant Fund - MCG Expenditures 3,355,713 125,981 125,981 0 -100.0 % PERSONNEL Full-Time 5 3 3 0 -100.0 % Part-Time 0 0 0 0 ---- FTEs 5.00 3.00 3.00 0.00 -100.0 % REVENUES Federal Grants 2,774,494 125,981 125,981 0 -100.0 % State Grants 78,921 0 0 0 ---- Grant Fund - MCG Revenues 2,853,415 125,981 125,981 0 -100.0 %
DEPARTMENT TOTALS Total Expenditures 247,863,756 224,995,408 240,287,542 232,685,066 3.4 % Total Full-Time Positions 1,317 1,318 1,318 1,327 0.7 % Total Part-Time Positions 0 0 0 0 ---- Total FTEs 1,318.26 1,319.26 1,319.26 1,328.26 0.7 % Total Revenues 238,132,774 265,028,370 264,463,976 275,888,439 4.1 %
FY22 RECOMMENDED CHANGES
Expenditures FTEs FIRE
FY21 ORIGINAL APPROPRIATION 224,869,427 1,316.26
Changes (with service impacts) Add: 10 Paramedic Training Positions [Operations] 763,277 10.00 Add: Daywork Ambulance to Enhance Emergency Medical Services Transport Capacity [Operations] 641,496 0.00 Add: Paramedic Chase Car to Improve Advanced Life Support Service Delivery [Operations] 637,193 0.00 Add: MCFRS Audit to Optimize Resource Deployment to Address Racial Equity and Social Justice While 200,000 0.00 Identifying Efficiencies [Office of the Fire Chief] Add: Continue Cell Phone Deployment on All Apparatus [Support Services] 137,000 0.00 Other Adjustments (with no service impacts) Increase Cost: FY21 Compensation Adjustment 3,720,272 0.00 Increase Cost: Retirement Adjustment 1,817,352 0.00 Increase Cost: FY22 Compensation Adjustment 1,729,521 0.00
Fire and Rescue Service Public Safety 46-9 (9) FY22 RECOMMENDED CHANGES Expenditures FTEs Increase Cost: Insurance Coverage [Fiscal Management] 391,000 0.00 Increase Cost: Shift Final SAFER Grant Costs to the Fire Fund [Operations] 242,536 3.00 Increase Cost: Length of Service Awards Program [Volunteer Services] 88,000 0.00 Increase Cost: Recruit Class Adjustments [Operations] 40,000 0.00 Increase Cost: Station Alerting Maintenance [Support Services] 35,000 0.00 Increase Cost: Fire Rescue Occupational Medical Services Contract Adjustment [Human Resources Division] 22,035 0.00 Decrease Cost: Print and Mail Adjustment (255) 0.00 Decrease Cost: Motor Pool Adjustment (67,900) 0.00 Decrease Cost: Company Officer Leadership Academy - Ongoing Savings Plan Adjustment [Human Resources (80,000) 0.00 Division] Decrease Cost: Information Technology Restructure - Ongoing Savings Plan Adjustment [Support Services] (120,000) (1.00) Decrease Cost: Officer Training Courses - Ongoing Savings Plan Adjustment [Human Resources Division] (140,000) 0.00 Decrease Cost: Civilianize Facility Maintenance by Un-lapsing Program Manager I and Returning Details to the (190,000) 0.00 Field [Support Services] Decrease Cost: Elimination of One-Time Items Approved in FY21 (726,400) 0.00 Decrease Cost: Annualization of FY21 Personnel Costs (1,324,488) 0.00
FY22 RECOMMENDED 232,685,066 1,328.26
GRANT FUND - MCG
FY21 ORIGINAL APPROPRIATION 125,981 3.00
Other Adjustments (with no service impacts) Replace: Shift Final SAFER Grant Costs to the Fire Fund [Operations] (125,981) (3.00)
FY22 RECOMMENDED 0 0.00
PROGRAM SUMMARY
FY21 APPR FY21 APPR FY22 REC FY22 REC Program Name Expenditures FTEs Expenditures FTEs Fiscal Management 5,396,568 15.00 5,700,838 15.00 Human Resources Division 27,492,173 36.26 27,962,060 36.26 Office of the Fire Chief 2,634,931 23.00 5,901,135 20.00 Operations 166,890,564 1,185.40 169,864,101 1,198.40 Support Services 16,924,926 53.60 17,543,500 52.60 Volunteer Services 5,656,246 6.00 5,713,432 6.00
Total 224,995,408 1,319.26 232,685,066 1,328.26
FUNDING PARAMETER ITEMS CE RECOMMENDED ($000S)
46-10 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (10) Title FY22 FY23 FY24 FY25 FY26 FY27 FIRE
EXPENDITURES
FY22 Recommended 232,685 232,685 232,685 232,685 232,685 232,685 No inflation or compensation change is included in outyear projections. Annualization of Positions Recommended in 0 754 754 754 754 754 FY22 New positions in the FY22 budget are generally assumed to be filled at least two months after the fiscal year begins. Therefore, the above amounts reflect annualization of these positions in the outyears. Elimination of One-Time Items 0 (1,398) (1,398) (1,398) (1,398) (1,398) Recommended in FY22 Items recommended for one-time funding in FY22, including additional recruit class costs to support paramedic training positions, an audit, an ambulance unit and equipment, and paramedic chase car equipment, will be eliminated from the base in the outyears. Labor Contracts 0 2,679 2,679 2,679 2,679 2,679 These figures represent the estimated annualized cost of general wage adjustments, service increments, and other negotiated items. Clarksburg Fire Station (P450300) 0 194 194 194 194 194
White Flint Fire Station 23 (P451502) 0 0 0 124 297 297
Subtotal Expenditures 232,685 234,913 234,913 235,037 235,210 235,210
ANNUALIZATION OF FULL PERSONNEL COSTS
FY22 FY23 Annualized Recommended Expenditures FTEs Expenditures FTEs Civilianize Facility Maintenance by Un-lapsing Program Manager I and Returning Details (190,000) 0.00 (168,000) 0.00 to the Field 10 Paramedic Training Positions 653,277 10.00 1,384,903 10.00
Total 463,277 10.00 1,216,903 10.00
Fire and Rescue Service Public Safety 46-11 (11) 46-12 Public Safety FY22 Operating Budget and Public Services Program FY22-27 (12) FY22 PSP – Operating Budget Council Questions
1) Can I get overtime data? a. FY20 total overtime actual expenditures $23,656,339
b. FY21 overtime budget, and actual expenditures year to date (3/31? If that is easier?) FY21 OT Budget: $18,311,236
FY21 OT Actual (through March 27): $16,950,769
c. FY22 recommended overtime budget. $18,703,145
d. Can you include the overtime breakdown by staff assignment (firefighter backfill, training backfill, etc.) for FY21?
e. Can you include any specific categories of overtime driven by COVID staffing challenges, for example, some staff could remain at home on administrative leave for the past year. Do you track overtime related to that specific backfill staffing need?
(13) The YTD FY21 overtime impact from COVID-related administrative leave is roughly $3.0 million.
f. Reviewing the last full budget staff report (FY20), I noted there had been an OMB addition to the overtime budget to address the lack of GWA impact on overtime. Has that been calculated into the overtime budget for FY22?
The FY22 overtime budget does not include an adjustment for the impact of recent GWAs. The overtime budget was considered holistically during FY22 budget development resulting in the County Executive’s recommendation to unlapse a civilian facilities maintenance position to reduce uniform overtime and to add 10 paramedic training positions. Overtime will be reevaluated over the coming fiscal year in the context of leave use, attrition, and overtime trends.
2) Can you give me the total number of career firefighters? 1,241 (headcount) And is this staffing history right?
a. You added 20 new firefighter positions in FY20. Correct b. You tried to add 20 new paramedic training positions in FY21 and the Council didn’t approve them. Correct
c. You are adding 10 new paramedic training positions in FY22. Are 20 still the optimal number of needed positions? Twenty paramedic training positions would accommodate expected paramedic attrition. The number of training positions will be re-evaluated during FY23 budget development in the context of attrition, training, and leave use trends and based on available resources.
d. Please confirm that there will be two recruit classes. I have 49 and 50 written down? Plus 48 grads expected in late July from the current class. i. RC48- 37 current students//graduate 7/30/2021 ii. RC49- previously trained class//aiming for 30//projected graduation 12/3/2021 iii. RC50- regular//aiming for 50-55//projected graduation 7/3/2022
3) Do you have an approved scope of work for the racial equity audit? Proposed timeline to advertise for that? The statement of work for the FRS audit includes a racial equity assessment. After discussions last fall the current plan is to break the scope into 2 key areas:
1. Workload, overtime, staffing analysis, and resource allocation to enhance operational efficiencies; and
(14) 2. Diversity and racial equity assessment of the department (programs, policies, and procedures, and resource allocation), including a climate survey.
The separation of the work is to engage firms that are specialized in the two distinct areas and can provide the County with high quality evaluation and recommendation reports. FRS is working to have the Statement of Works ready for solicitation by June 1st with anticipated award early in FY22.
4) I just got a request from Councilmember Friedson’s office to discuss BCCRS’ budget request that was not included in the FY22 Recommended Operating Budget. Do you have this request, and if so, could you forward it? I have not seen it. Attached
(15) October 29, 2020
Scott E. Goldstein Fire Chief Montgomery County Fire and Rescue Service 100 Edison Park Drive Gaithersburg, MD 20878
Dear Chief Goldstein,
On behalf of the Board of Directors of the Bethesda-Chevy Chase Rescue Squad (BCCRS), I am pleased to resubmit this request for the Montgomery County Fire and Rescue Service (MCFRS) to cover the costs of certain EMS supplies in the MCFRS FY 2022 operating budget request to the County Council. While we are cognizant of the difficult budget situation the County is facing, we believe it is appropriate for the County to provide similar treatment to BCCRS as is provided every other Local Fire and Rescue Department (LFRD) in the County.
BCCRS currently purchases a variety of EMS supplies for which it does not (and has not historically) seek reimbursement from MCFRS. These supplies include but are not limited to oxygen masks, splints, defibrillator pads, IV supplies, and cervical collars. In addition, we request that BCCRS be added to the County's maintenance contract for the Stryker power cot and load systems in our ambulances. In the fiscal year ending June 30, 2020, BCCRS spent almost $55,000 on these EMS supplies and Stryker service contract.
Additionally, we request that BCCRS have access to the County’s Central Maintenance Facility (CMF) for service and repairs on our heavy rescue squad apparatus. As with our request for EMS supplies, all other LFRDs – except BCCRS – routinely have their apparatus service requests performed at CMF. We appreciate the current workload on CMF, and this request is limited to service of our heavy rescue squads. BCCRS would continue to service and repair its own ambulance (EMS transport) units.
We believe there is ample justification to support our request. MCFRS provides these supplies to all other LFRDs. In addition, the County receives reimbursement for a significant portion of these supplies via the Emergency Medical Services Transport fees billed to insurance companies. Finally, this modest incremental support to BCCRS should be considered in light of the fact that BCCRS provides front-line 24-hour staffing for three (3) EMS transport units and one heavy rescue squad during weekday hours and four (4) EMS transport units and a heavy rescue squad every night and on weekends. Using a shift relief factor of 4.7 (as referenced in the MCFRS FY
(16) Fire Chief Scott E. Goldstein October 29, 2020 Page 2
2020 budget), BCCRS volunteers provide front-line apparatus staffing that would require more than 50 FTEs if provided by career personnel.
It is worth noting that, as is the case across the County, BCCRS has risen to the challenge during the COVID-19 pandemic. BCCRS’ response to the pandemic has been guided by a unique group of volunteer paramedics, firefighters and EMS personnel, several of whom have specialized public health backgrounds. Operationally, BCCRS bolstered its staffing to respond to the early surge in COVID-19 patients. BCCRS volunteers provided more than 1,400 hours of surge staffing – placing extra ambulances and paramedic units in service beyond the Squad’s normal compliment of units. During the height of the surge, BCCRS responded to approximately 250 COVID-19 patients. That contribution to the County’s safety and response capabilities is immeasurable.
For the reasons described above, we request that MCFRS reimburse BCCRS for the costs of its EMS supplies (or provide these supplies directly to BCCRS) beginning no later than the start of FY 2022 (July 1, 2021). In addition, please know that pursuant to our summer 2020 conversation regarding the Squad's long-term capital improvement needs, we’ll be pursuing a condition assessment in coming months to better equip ourselves for that process in coming years.
We would be happy to answer any questions or provide more information in support of this request.
Respectfully submitted
Kenny Holden President cc: The Honorable Sidney Katz Chair, Public Safety Committee Montgomery County Council
The Honorable Andrew Friedson District 1 Councilmember Montgomery County Council
(17) (18) (19) MONTGOMERY COUNTY COUNCIL RO CK V I L L E , M ARYLAND
ANDREW FRIEDSON COUNCILMEMBER DIS TRI CT 1
MEMORANDUM
April 26, 2021
TO: Public Safety Committee Members
FROM: Andrew Friedson, Councilmember
SUBJECT: Fulfilling the Bethesda-Chevy Chase Rescue Squad’s FY22 Budget Request
For the past two fiscal years, the Bethesda-Chevy Chase Rescue Squad (BCCRS) has respectfully submitted a request to the County Executive asking the Montgomery County Fire and Rescue Service (MCFRS) to cover the costs of certain EMS supplies. In addition, the BCCRS has requested access to the County’s Central Maintenance Facility (CMF) for service and repairs on its heavy rescue squad apparatus. These costs and services are currently provided to every other Local Fire and Rescue Department (LFRD) in the County and have been for some time, so I am writing to stress the equitable treatment of the BCCRS in the FY22 budget.
The BCCRS currently purchases a variety of EMS supplies for which it does not seek, and has not historically sought, reimbursement from MCFRS including oxygen masks, splints, defibrillator pads, IV supplies, and cervical collars. The BCCRS has also covered the costs for the Stryker power cot and load systems contract on its ambulances. The BCCRS has also absorbed the costs for service and repairs on its heavy rescue squad apparatus.
Not only does the County cover theses costs for all other LFRDs, we also benefit greatly from the quality volunteer service provided by the BCCRS. The BCCRS provides front-line 24-hour staffing for three (3) EMS transport units and one heavy rescue squad during weekday hours and four (4) EMS transport units and a heavy rescue squad every night and on weekends. The County would need to provide career staffing of 50 FTEs to match the volunteer value the BCCRS provides. The savings achieved by the BCCRS on behalf of the County are clear and evident.
We must also acknowledge the impact COVID-19 has had on the BCCRS’s finances and ability to fundraise.
STELLA B. WERNER OFFICE BUILDING 100 MARYLAND AVENUE, 5TH FLOOR, ROCKVILLE, MARYLAND 20850 240-777-7828 OR 240-777-7900, TTY 240-777-7914, FAX 240-777-7989 WWW.MONTGOMERYCOUNTYMD.GOV
(20) MONTGOMERY COUNTY COUNCIL RO CK V I L L E , M ARYLAND
ANDREW FRIEDSON COUNCILMEMBER DIS TRI CT 1
The BCCRS has proactively sought grant funding to cover increased costs relating to PPE, cleaning, and other pandemic-related costs, however, these costs have risen significantly since the onset of the pandemic and have had real budgetary impacts. Increased compensation obligations have coincided with heightened requirements for fair pay in recent fiscal years. Furthermore, despite quickly pivoting from a door-to-door fundraising campaign to a mail-in model, the BCCRS has experienced lower levels of fundraising revenue. The loss of their banquet hall, alumni association’s fundraising apparatus, and parking lot as sources of revenue have been significant.
Lastly, I would be remiss if I did not mention the BCCRS’s incalculable contributions to the surrounding community beyond their operations as an LFRD, as evidenced by their work with the Nourishing Bethesda Coalition. The BCCRS has generously provided their parking lot each Friday since August 2020 for what has become one of the County’s largest food security operations, serving the most vulnerable residents in the Bethesda area and throughout the County. This is just another example of the BCCRS stepping up with a generous spirit to support our community.
While we acknowledge the County faces an uphill battle in coming fiscal years due to revenue losses attributable to the COVID-19 pandemic, it is irrefutable that the BCCRS first responders and volunteers have risen to the challenge of the last 14 months to support their neighbors at the risk of their own wellbeing. They’ve stepped up for us, and it is now long overdue that we return the favor of their support to our residents. I firmly believe it is time that the BCCRS be considered along with all its fellow LFRDs, and so I respectfully request that the Committee move to include the BCCRS’s budget request of $175,000 in the FY22 Montgomery County Fire and Rescue Service budget. It is important to note that the BCCRS is not seeking this line item for its own accounts and control, but that this increase would go to the MCFRS so that the BCCRS can seek the equitable access to EMS supplies, to the CMF, and to Stryker contracts that other LFRDs already have.
STELLA B. WERNER OFFICE BUILDING 100 MARYLAND AVENUE, 5TH FLOOR, ROCKVILLE, MARYLAND 20850 240-777-7828 OR 240-777-7900, TTY 240-777-7914, FAX 240-777-7989 WWW.MONTGOMERYCOUNTYMD.GOV
(21) FS Emergency Power System Upgrade (P450700)
Category Public Safety Date Last Modified 12/23/20 SubCategory Fire/Rescue Service Administering Agency General Services Planning Area Countywide Status Ongoing
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Planning, Design and Supervision 2,386 2,194 - 192 192 ------Construction 4,859 4,141 14 704 704 ------Other 2 2 ------
TOTAL EXPENDITURES 7,247 6,337 14 896 896 ------
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Current Revenue: General 8 8 ------G.O. Bonds 7,239 6,329 14 896 896 ------
TOTAL FUNDING SOURCES 7,247 6,337 14 896 896 ------
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Request (303) Year First Appropriation FY07 Cumulative Appropriation 7,550 Last FY's Cost Estimate 7,711 Expenditure / Encumbrances 6,413 Unencumbered Balance 1,137
PROJECT DESCRIPTION
This project involves design and installation of emergency generators in fire and rescue facilities. This project will provide continuous operation of emergency equipment; heating, ventilation and air conditioning; lighting; security system, and fire alarm. All installations will be managed by the Department of General Services.
ESTIMATED SCHEDULE
Two stations will be completed through FY21.
COST CHANGE
Cost savings are due to the elimination of funding programmed to support Old Fire Station 25, which no longer functions as an active
FS Emergency Power System Upgrade 3-1 (22) fire station.
PROJECT JUSTIFICATION
The emergency power backup systems are essential for full facility operation in the event of power failure and especially during a large scale disaster situation. Each fire station requires full power to support emergency operations, shelter for professional emergency responders, and essential disaster management operations. Most of the listed facilities are not equipped to meet operational needs during a long-term power outage. Careful evaluation resulted in the determination that most fire stations need to upgrade the size of their systems, while others need to reconstruct their emergency power electrical systems. This project allows facilities to continuously function at a normal power level during long-term power outages. An assessment study was prepared on June 2019 by Montgomery County Fire and Rescue Service.
FISCAL NOTE
There are no more fire station emergency power upgrade projects beyond FY21.
COORDINATION
Montgomery County Fire and Rescue Service, Local Volunteer Fire and Rescue Departments, Department of General Services, and Department of Permitting Services.
FS Emergency Power System Upgrade 3-2 (23) Apparatus Replacement Program (P451504)
Category Public Safety Date Last Modified 12/23/20 SubCategory Fire/Rescue Service Administering Agency Fire/Rescue Service Planning Area Countywide Status Ongoing
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Planning, Design and Supervision 8 8 ------Other 101,492 37,110 12,202 52,180 6,454 9,802 7,401 10,770 9,260 8,493 -
TOTAL EXPENDITURES 101,500 37,118 12,202 52,180 6,454 9,802 7,401 10,770 9,260 8,493 -
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Current Revenue: Fire 44,044 10,627 2,315 31,102 3,215 6,185 4,480 6,345 5,634 5,243 - Short-Term Financing 57,456 26,491 9,887 21,078 3,239 3,617 2,921 4,425 3,626 3,250 -
TOTAL FUNDING SOURCES 101,500 37,118 12,202 52,180 6,454 9,802 7,401 10,770 9,260 8,493 -
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Request 8,424 Year First Appropriation FY15 Cumulative Appropriation 57,152 Last FY's Cost Estimate 101,860 Expenditure / Encumbrances 41,741 Unencumbered Balance 15,411
PROJECT DESCRIPTION
This project provides for ongoing replacement of fire apparatus and Emergency Medical Service (EMS) vehicles. The following units are anticipated to be replaced over the six year period: ten aerials, 38 EMS units (ambulances), 16 engines, four rescue squad units, and one tanker. These are approximate quantities and may require slight adjustment as costs and departmental needs are determined on an annual basis. The regular acquisition of replacement fire apparatus is an integral component of the Montgomery County Fire and Rescue Service (MCFRS) Master Plan, MCFRS Accreditation, and National Fire Protection Association (NFPA) 1901 Annex D.
ESTIMATED SCHEDULE
Apparatus Replacement is an ongoing project. The intention is to provide a steady and continuous flow of funding for minimum replacement needs.
COST CHANGE
Apparatus Replacement Program 3-1 (24) Cost decrease due to lower than expected costs in previous years. Adjusted expenditures in FY21 and FY24 to reflect deferral of scheduled FY21 replacements and prioritized replacement of aerial ladder trucks.
PROJECT JUSTIFICATION
The 2016 edition of the NFPA 1901 Standard for Automotive Fire Apparatus advises the following: "changes, upgrades, and fine tuning to NFPA 1901, Standard for Automotive Fire Apparatus, have been truly significant, especially in the area of safety. Fire departments should seriously consider the value (or risk) to firefighters of keeping fire apparatus older than 15 years in first-line service." Regular apparatus replacement is identified in the current "Fire, Rescue, Emergency Medical Services, and Community Risk Reduction Master Plan," as approved by the County Council. It is also a requirement of the Commission on Fire Accreditation International. Replacement fire apparatus includes enhanced safety features as well as decreased downtime for maintenance and repairs.
FISCAL NOTE
This project will be funded with short term financing and the Consolidated Fire Tax District Fund which includes Emergency Medical Service Transport (EMST) revenue. Fire Consolidated current revenue shown above reflects the outright purchase of some apparatus and required non-financeable equipment. Debt service will be paid for in the operating budget with EMST revenue as a primary funding source.
DISCLOSURES
Expenditures will continue indefinitely.
COORDINATION
Local Volunteer Fire and Rescue Departments.
Apparatus Replacement Program 3-2 (25) Glen Echo Fire Station Renovation (P450702)
Category Public Safety Date Last Modified 12/18/20 SubCategory Fire/Rescue Service Administering Agency General Services Planning Area Bethesda-Chevy Chase and Vicinity Status Planning Stage
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Planning, Design and Supervision 202 - - 202 - - 202 - - - -
TOTAL EXPENDITURES 202 - - 202 -- 202 ----
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years G.O. Bonds 202 - - 202 - - 202 - - - -
TOTAL FUNDING SOURCES 202 - - 202 -- 202 ----
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Request (202) Year First Appropriation FY10 Cumulative Appropriation 202 Last FY's Cost Estimate 202 Expenditure / Encumbrances - Unencumbered Balance 202
PROJECT DESCRIPTION
This project provides for a renovation of the existing 10,800 square feet space, including all heating ventilation, and air conditioning; electrical and life safety systems; correction of code and Americans with Disabilities Act compliance issues and removal of hazardous material at the Glen Echo Fire Station. It also includes a new third bay, reallocation of existing space, complete interior building renovation, improvements in all living areas of the station, replacement of all building systems and a temporary facility. An adjacent property parcel, needed for the renovation project, was recently acquired from the State Highway Administration (SHA).
LOCATION
5920 Massachusetts Avenue
COST CHANGE
Defer funding and expenditures to FY23 due to project delays.
Glen Echo Fire Station Renovation 3-1 (26) PROJECT JUSTIFICATION
Glen Echo Fire Station 11 was constructed in 1954. The station requires a major renovation to meet current and future fire/rescue services delivery requirements. In June 2001, the Station Location and Resources Allocation work group re-affirmed the need for a fire/rescue station in the Glen Echo area to be located on or in the immediate vicinity of the current station. This project is recommended in the Fire, Rescue, Emergency Medical Services, and Community Risk Reduction Master Plan approved by the County Council in October 2005.
FISCAL NOTE
Debt service for this project will be financed with Consolidated Fire Tax District Funds.
DISCLOSURES
A pedestrian impact analysis has been completed for this project.
COORDINATION
Montgomery County Fire and Rescue Service, Glen Echo Volunteer Fire Department, Department of General Services, Department of Permitting Services, Department of Technology Services, Maryland-National Capitol Park and Planning Commission, Bethesda/Chevy Chase Regional Services Center, Conduit Road Fire Board, Washington Suburban Sanitary Commission, Pepco, and Washington Gas.
Glen Echo Fire Station Renovation 3-2 (27) Rockville Fire Station 3 Renovation (P450105)
Category Public Safety Date Last Modified 12/18/20 SubCategory Fire/Rescue Service Administering Agency General Services Planning Area Rockville Status Planning Stage
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Site Improvements and Utilities 500 - - 500 - - 500 - - - -
TOTAL EXPENDITURES 500 - - 500 -- 500 ----
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Current Revenue: Fire 500 - - 500 - - 500 - - - -
TOTAL FUNDING SOURCES 500 - - 500 -- 500 ----
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Request - Year First Appropriation Cumulative Appropriation - Last FY's Cost Estimate 500 Expenditure / Encumbrances - Unencumbered Balance -
PROJECT DESCRIPTION
This project provides partial funding for the renovation and enhancement of Rockville Fire Station 3, which was constructed in 1965. The scope of work includes: structural repairs; Americans with Disability Act (ADA) accessibility improvements; an addition to increase living and bunk space; maintenance bay reconfiguration and conversion to locker area; and improvements in kitchen, living area, administrative area, and bunk rooms. Other facility repairs include replacement of the existing roof and paved parking lot surface.
LOCATION
380 Hungerford Drive, Rockville, Maryland.
COST CHANGE
Defer funding and expenditures to FY23 due to project delays.
PROJECT JUSTIFICATION
Rockville Fire Station 3 Renovation 3-1 (28) The present facility does not comply with current building or ADA code requirements for fire suppression sprinklers, Heating Ventilation and Air Conditioning, electrical systems, personnel living quarters, and work space. The consulting structural engineer recommended that a complete renovation to the existing facility would be more cost effective in the long-run than multi-year partial repairs. Architectural plans have been submitted and approved by the Rockville Volunteer Fire Department (RVFD) Board of Directors.
OTHER
This PDF reflects a one-time County contribution of $500,000 for this project. The remaining expenditures will be mostly funded with non-tax funds provided by the RVFD. Partial funding may also be provided through the State of Maryland Senator William H. Amoss Fire, Rescue, and Ambulance fund. The RVFD developed cost estimates for this project through an independent cost estimator.
COORDINATION
City of Rockville; Montgomery County Fire and Rescue Service; Department of General Services, Division of Building Design and Construction; and Rockville Volunteer Fire Department.
Rockville Fire Station 3 Renovation 3-2 (29) White Flint Fire Station 23 (P451502)
Category Public Safety Date Last Modified 12/23/20 SubCategory Fire/Rescue Service Administering Agency General Services Planning Area North Bethesda-Garrett Park Status Preliminary Design Stage
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Planning, Design and Supervision 4,597 773 736 3,088 501 538 594 713 549 193 - Land 2,693 2,593 100 ------Site Improvements and Utilities 3,552 - - 3,552 --- 2,368 1,184 -- Construction 21,245 95 - 21,150 --- 14,100 7,050 -- Other 1,552 4 - 1,548 --- 1,032 516 - -
TOTAL EXPENDITURES 33,639 3,465 836 29,338 501 538 594 18,213 9,299 193 -
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years G.O. Bonds 33,639 3,465 836 29,338 501 538 594 18,213 9,299 193 -
TOTAL FUNDING SOURCES 33,639 3,465 836 29,338 501 538 594 18,213 9,299 193 -
OPERATING BUDGET IMPACT ($000s)
Total Beyond ImpactImpact TypeType Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Maintenance 75 - - - - - 75 Energy 49 - - - - - 49
NET IMPACT 124 ----- 124
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Request - Year First Appropriation FY15 Cumulative Appropriation 6,301 Last FY's Cost Estimate 30,445 Expenditure / Encumbrances 4,606 Unencumbered Balance 1,695
PROJECT DESCRIPTION
This project provides for a new five bay Fire and Rescue Station in the Rockville/White Flint area and the purchase of associated apparatus. The new facility will be located on an acquired site at the south-east quadrant of Route 355 and Randolph Road. The northern border of the site has frontage along Randolph Road and the eastern border fronts Chapman Avenue. The new station will be
White Flint Fire Station 23 3-1 (30) constructed in accordance with the general square footage specifications of the prototype program of requirements (POR) for a Class I Fire Station, with adjustments made to meet these specific site conditions and additional uses. This Fire Station will include apparatus bays, dormitory and support space, personnel living quarters, administrative offices, and meeting/training rooms. Parking requirements will be accommodated on site to the greatest extent possible. Fire/Rescue apparatus to be purchased for this station includes a new Emergency Medical Services unit and related equipment. Space has been added to co-locate a future Police Substation at the fire station. Site constraints for this project include a significant Washington Metropolitan Area Transit Authority easement which bisects the site running north/south through the mid-parcel. A Phase 1 Environmental Site Assessment has been performed and a traffic impact statement is pending.
LOCATION
Southeast quadrant of Route 355 and Randolph Road at Maple Avenue.
ESTIMATED SCHEDULE
Planning began in Winter 2017. Construction is delayed one year due to fiscal capacity and is expected to begin in mid to late 2023.
COST CHANGE
Cost increases reflect updated estimates after schematic design and additional cost escalation.
PROJECT JUSTIFICATION
The existing Rockville Fire Station #23, located at 121 Rollins Avenue, has only three bays and is extremely undersized to meet the current response time requirements. A new station is necessary in this area due to the present and projected population density for the Rockville and White Flint areas. The White Flint sector is envisioned to include a mix of housing, commercial, retail, recreation, and civic uses with the White Flint District as the focal point. White Flint is experiencing fast growth and the population is expected to increase with a significant amount of residential and commercial development, including 5,938 new proposed dwelling units and nearly 3 million square feet of new non-residential/commercial. Relocation of Rockville Station #23 to the White Flint area is needed to better position the station in relation to the high-density development in the approved White Flint Sector Plan and to minimize response time to the Station's highest incident call load area. The new site is of sufficient size to accommodate the construction of a larger station which can house additional needed apparatus and other public safety services.
OTHER
A number of test fits have been conducted at the proposed site located at the south-east quadrant of Route 355 and Randolph Road for the fire station and possible co-located affordable housing. Land Acquisition was funded initially through ALARF, and then reimbursed from this project.
FISCAL NOTE
Debt service for this project will be financed with Consolidate Fire Tax District Funds.
DISCLOSURES
A pedestrian impact analysis will be performed during design or is in progress.
White Flint Fire Station 23 3-2 (31) COORDINATION
Montgomery County Fire and Rescue Service, Department of General Services, Montgomery County Police Department, Regional Service Centers and Department of Housing and Community Affairs. Special Capital Projects Legislation will be proposed by the County Executive.
White Flint Fire Station 23 3-3 (32) HHearteart Monitor/Defibrillator Replacement (P452201)
Category Public Safety Date Last Modified 03/12/21 SubCategory Fire/Rescue Service Administering Agency Fire/Rescue Service Planning Area Countywide Status Planning Stage
EXPENDITURE SCHEDULE ($000s)
Total Beyond Cost Elements Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Other 710 - - 710 - 710 - - - - -
TOTAL EXPENDITURES 710 - - 710 - 710 -----
FUNDING SCHEDULE ($000s)
Total Beyond Funding Source Total Thru FY20 Rem FY20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 6 Years 6 Years Short-Term Financing 710 - - 710 - 710 - - - - -
TOTAL FUNDING SOURCES 710 - - 710 - 710 -----
APPROPRIATION AND EXPENDITURE DATA ($000s)
Appropriation FY 22 Approp. Request 710 Year First Appropriation Cumulative Appropriation - Last FY's Cost Estimate - Expenditure / Encumbrances - Unencumbered Balance -
PROJECT DESCRIPTION
This project provides for the purchase of 27 Stryker LifePak15 heart monitor/defibrillators assigned to Montgomery County Fire and Rescue advanced life support (ALS) transport units, paramedic chase cars, and engines. These heart monitor/defibrillators have a useful life of five to eight years and must be replaced to ensure the operability of critical life-saving equipment.
ESTIMATED SCHEDULE
Equipment will be purchased in FY22.
PROJECT JUSTIFICATION
Purchased heart monitor/defibrillators will replace aging units that are approaching the end of their useful life.
Heart Monitor/Defibrillator Replacement 3-1 (33) FISCAL NOTE
The project provides appropriation authority for a purchase funded through the Master Lease program. Master Lease payments are assumed in the CE Recommended FY22 budget.
COORDINATION
Montgomery County Fire and Rescue Service, Department of Finance
Heart Monitor/Defibrillator Replacement 3-2 (34) Page 14 Resolution No.:
42. County tax funds appropriated for use by local fire and rescue departments must not be spent or encumbered, directly or indirectly, for legal fees or expenses related to pursuing any claim against County Government or any County agency, except as expressly agreed to by the Executive with prior advice and review by the Council as part of a settlement of a civil action to which the County is a party. The Fire Chief must adopt a policy to implement this paragraph and assure compliance by local fire and rescue departments through the annual financial audit process.
43. The County Executive or designee must submit a report to the Council not later than January 1, 2022 that includes for the period June 1 through November 30, 2021, and a second report not later than June 30, 2022 that includes for the period December 1, 2021 through May 30, 2022, the following data collected in collaboration with area hospitals:
(a) The number of 911 calls for emergency medical services during the reporting period and a comparison to the number in this reporting period for the prior year; (b) The number and type of emergency medical services provided during the reporting period; (c) The mortality rates for County hospital for STEMI incidents, and a comparison to the rates in this reporting period for the prior year; (d) The number of patients arriving in hospital emergency rooms complaining of heart attack or stroke symptoms who did not arrive by ambulance and a comparison to the number in this reporting period for the prior year. (e) The number of invoices issued to collect revenue under this program and the average amount charged. (f) The number of EMS transports of out-of-County residents; (g) The number of hardship waivers requested and the number granted; and (h) The number and type of calls received by the Patient Advocate.
44. As required by County Code §21-23A(h)(3)(A), the County Fire and Rescue Service (MCFRS) must use the following procedure to allocate for the benefit of local fire and rescue departments (LFRD’s) 15% of the net Emergency Medical Services Transport (EMST) Insurance Reimbursement Program revenue (after deducting costs of implementing the Reimbursement Program) appropriated in this resolution for the purposes authorized in §21-23A(h)(3)(A):
(a) Each LFRD may apply for funds under an application process conducted by the Montgomery County Volunteer Fire and Rescue Association (MCVFRA). MCVFRA must forward the results of that process to the Fire Chief by a date set by the Fire Chief. In any disagreement between the MCVFRA and the Fire Chief about LFRD allocations and projects, both the MCVFRA President and the Fire Chief must take reasonable steps to resolve their disagreements before funds are distributed. The Fire Chief must approve the final allocation for each LFRD and project.
(b) By October 15, 2021, MCFRS must distribute to LFRD’s 15% of the actual amount of revenue received in the restricted EMST Reimbursement account
(35) Page 15 Resolution No.:
attributable to FY 2021 (after deducting EMST Reimbursement Program implementation costs), as calculated by the Department of Finance.
(c) By April 15, 2022, MCFRS must distribute 15% of the actual amount of revenue received in the restricted EMST Reimbursement account attributable to FY 2022 from July 1, 2021 to December 31, 2021 (after deducting EMST Reimbursement Program implementation costs), as calculated by the Department of Finance after a mid-year reconciliation of the funds in the account.
(d) Any funds distributed under this procedure must be spent or encumbered by each LFRD to which funds are assigned no later than one calendar year after the last date funds are distributed (respectively, October 15, 2022 or April 15, 2023). Any funds that an LFRD does not encumber or spend by these dates automatically revert to MCFRS on October 15, 2022 or April 15, 2023 respectively. The Fire Chief must reallocate any funds reverted under this provision, consistent with this provision, §21-23A, and other applicable State and County laws, regulations, policies, and guidelines.
The County Executive or designee must report to the Council no later than October 15, 2021 and April 15, 2022: the total amount of funds in the restricted account; the total amount to be distributed to the LFRD’s; each project and LFRD allocation; and the amounts distributed to and spent or encumbered by each LFRD to date, by project and fiscal year.
Any EMST Reimbursement Revenue attributable to FY 2022 that is not spent or encumbered by MCFRS by June 30, 2022, must remain in the restricted account and must not be spent unless re-appropriated for a use allowed under County Code §21-23A.
For FY 2022, it is expected that $20,000,000 of the appropriation to the Montgomery County Fire and Rescue Service will be supported by EMST Reimbursement Revenue from the restricted account. The Office of Management and Budget must transmit to the Council no later than March 15, 2022 the amount of revenue received, and amount billed from July 1, 2021 through February 28, 2022.
(36) Emergency Medical Services Transport Insurance Reimbursement Program Report for the period June 1 to November 30, 2020
As part of the FY21 Budget Resolution, the Montgomery County Fire and Rescue Service is required to provide a report to Council on some specific areas of the operations of the Emergency Medical Services Transport Insurance Reimbursement Program. The reduction in calls and EMS transport and the ripple effects could be associated with the ongoing pandemic.
The areas the resolution requires to be addressed are: a. Calls for Emergency Medical Services
During the reporting period of June 1, 2020 to November 30, 2020, there were a total of 42,565 calls for emergency medical services compared to 48,235 calls during the same period in 2019. b. Number and types of Emergency Medical Services
A total of 28,833 calls for emergency medical services resulted in transports to the hospital during the reporting period of June 1, 2020 to November 30, 2020. The breakdown of the type of emergency medical services for these transports was: 14,411 were dispatched as ALS level calls and 14,422 were BLS level calls. c. Mortality Rates for STEMI incidents (County Hospitals)
In view of hospital concerns of the data being shared for non-quality assurance purposes and the possibility that it might be used in the furtherance of litigation;
it appears that it will not be possible to obtain this data. d. Patient with Heart Attack or Stroke Symptoms at Emergency Departments that were not transported by Ambulance
This data is not required by the regulators and is therefore not tracked by the hospitals. As a result, MCFRS cannot obtain this information. e. Number of invoices issued, and average amount charged
During the reporting period, a total of 29,185 invoices were processed with an average charge per transport of $552.96.
(37) f. Out-of-County Residents EMS Transports
A total of 4,077 transports processed were for out-of-county residents. This represents about 14% of all EMS transports invoices processed during the reporting period. g. Hardship Waiver Requests
There were four (4) requests for hardship waiver request during the reporting period. All were approved and requestors notified. h. Calls to Patient Advocate
There was a total of 4 calls to the Patient Advocate during the reporting period. 75% (3 calls) of the calls were EMS record requests that were redirected to the Montgomery County Fire and Rescue Service, while the balance (1 calls) covered inquiry on hardship waiver and affordability.
(38) Montgomery County Fire and Rescue Service Emergency Medical Services Transport Insurance Reimbursement Program Report
The Fire Chief must report to the Council not later than October 15, 2020 and April 15, 2021 on the total amount of funds in the restricted account; the total amount to be distributed to the LFRD's; each project and LFRD allocation; and the amounts distributed to and spent or encumbered by each LFRD to date, by project and fiscal year. (FY21 Budget Resolution 19-472; 44)
The program’s enabling legislation requires that 15% of the program’s net revenue be allocated and distributed to the local fire and rescue departments (LFRDs) to be used to replace or augment apparatus owned and staffed by local fire and rescue departments and training, gear and equipment for the local fire and rescue departments.
As of December 31, 2020, the EMST program had net revenue of $129,368,060. Of this amount, $18,238,984 (net of $128,691 savings plan) had been allocated and distributed to the LFRDs. The next distribution of $1,037,534 is in process and funds will be distributed as agreements are signed.
15% Allocation to Local Fire Reporting Period Gross Revenue Program Expenses Net Revenue Departments FY13 (January to June 2013) $ 3,431,187 $ 420,507 $3,010,680 $451,602 FY14 $ 19,641,072 $ 1,079,097 $18,561,975 $2,784,296 FY15 $ 16,912,283 $ 1,079,033 $15,833,250 $2,374,988 FY16 $ 17,179,992 $ 997,250 $16,182,742 $2,427,411 FY17 $ 20,150,518 $ 1,194,392 $18,956,126 $2,843,419 FY18 $ 18,715,883 $ 1,204,476 $17,511,407 $2,626,711 FY19 $ 18,604,267 $ 1,085,026 $17,519,241 $2,627,886 FY20 $ 15,964,061 $ 1,088,317 $14,875,744 $2,231,362 FY21 $ 7,362,385 $ 445,491 $6,916,895 $1,037,534 $ 137,961,649 $ 8,593,589 $129,368,060 $19,405,209
The table below reflects the Local Fire and Rescue Departments (LFRDs) and MCVFRA projects that were funded by the EMST reimbursement distributions. The report covers expenses through December 31, 2020. We will be reviewing reports from LFRDs and the MCVFRA on expenses incurred from January to March 2021 soon and we anticipate lower unspent balances when the spending reports are adjusted for these expenses.
(39) Legends: (F) - Facilities (SF) - Standby Food (A) - Apparatus and other vehicles (T) - Training (S) - Administrative Support (VS) - Volunteer Support (E) - Equipment and Supplies
Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020 Station 26 bunkroom renovations (F) $74,000 October 2015 $74,000 $74,000 Ambulance Sta. 6 (new service) (A) $41,000 October 2018 $41,000 $41,000 Lucas (E) $17,500 October 2018 $1,109 $1,109 Standby Support (SF) $5,000 April 2019 $2,318 $2,318 $0 Ambulance Sta. 6 (A) $34,000 April 2019 $34,000 $34,000 Standby Support (SF) $5,000 October 2019 $5,000 $1,982 $3,018 Utility pickup replacement plus plow (new) (7-00-4595) (A) $55,000 October 2019 $55,000 $55,000 Ambulance Sta. 6 (A) $20,000 October 2019 $20,000 $20,000 Administrative support (S) $20,000 April 2020 $17,666 $17,666 $0 Bethesda Fire Ambulance Station 6 (A) $20,000 April 2020 $20,000 $20,000 Department FS 26 Sewer Project (F) (Funds from Station 26, Bunkroom renovations is planned for reallocation to this project) $15,800 April 2020 ($38,101) ($38,101) Administrative Support (S) $15,000.00 October 2020 $6 $14,994 Standby Support (SF) $7,500.00 October 2020 $7,500 Ambulance Sta. 6 (A) $30,000.00 October 2020 $30,000 Dormitory Renovation - Station 6 (F) $50,000.00 October 2020 $50,000 Dormitory Renovation - Station 20 (F) $5,000.00 October 2020 $5,000 $414,800 $231,992 $21,972 $317,520
Standby support (SF) $5,200 October 2017 $312 $266 $46 Life safety rope replacement (E) $5,796 October 2017 $190 $190 Bethesda-Chevy ALS/BLS equipment (E) $22,500 October 2017 ($360) ($360) Chase Rescue Squad Ambulance replace (cont) (3-05-7145) final (A) $66,538 April 2018 $5,136 $5,136 Administrative support (2 F/T) (S) $30,000 October 2018 $0 $0
(40) 2 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020 Ambulance replace (cont) (3-05-7146) (A) ($11,148 reallocated to Bunkroom enhancement) $75,000 October 2018 $53,852 $53,852 Ambulance replace (ongoing/final) (3- 08-3566) (A) (A reallocation is Bethesda-Chevy planned from funds remaining in Chase Rescue Squad prior ambulance projects to this) $10,000 October 2019 ($58,988) ($58,988) Administrative Support (S) $36,726 April 2020 $36,726 $36,726 $0 Administrative Support (S) $23,274 October 2020 $23,274 Ambulance Replace (3-08-3525) (A) $117,500 October 2020 $117,500 Standby Support (SF) $10,000 October 2020 $10,000 $402,534 $36,867 $36,992 $150,650
Rescue Squad replace (4-05-4535) (A) $100,000 October 2018 $100,000 $100,000 $0 Rescue Squad replace (4-05-4535) (ongoing) (A) $25,000 April 2019 $25,000 $25,000 $0 Rescue Squad replace (4-05-4535) Burtonsville (ongoing) (A) $80,000 October 2019 $80,000 $80,000 $0 Volunteer Fire Administrative support (S) $40,000 April 2020 $39,961 $40,012 ($51) Department Rescue Squad replace (4-05-4535) (ongoing) (A) $100,000 April 2020 $100,000 $0 $100,000 Rescue Squad equipment replacement (ongoing) (A) $49,203.00 October 2020 $49,203 $394,203 $344,961 $245,012 $149,152 Replace command vehicle (A) $50,000 March and May 2014 $9,557 $9,557 Standby food (Board addition) (SF) $5,000 March and May 2014 $368 $368 Boat support unit - Station 30 (A) $70,000 October 2014 $30 $30 ALS Equipment (E) $40,306 October 2016 $1,275 $1,275 Cabin John Park Training - Hose Bed Prop (T) $5,000 April 2017 $2,397 $2,397 Volunteer Fire Administrative support (S) $25,000 April 2019 $4,629 $4,629 $0 Department Engine replacement (new project)(1-09- 0887) (A) $80,000 October 2019 $80,000 $80,000 $0 Administrative support (S) $20,000 April 2020 $20,000 $9,288 $10,712 Engine replacement (ongoing)(1-09- 0887) (A) $75,000 April 2020 $75,000 $75,000 $0
(41) 3 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Cabin John Park Administrative support (S) Volunteer Fire $4,500 October 2020 $0 $4,500 Department $374,806 $193,256 $168,917 $28,839
Replace worn and broken window shades (F) $5,500 March and May 2014 $16 $16 Training Smartboard (T) $7,500 October 2016 $500 $500 Station Safety Sign Replacement (F) $22,000 April 2017 $12,000 $12,000 Chevy Chase Fire Rear deck replacement (final) (F) $14,298 April 2018 $200 $200 Department Administrative support (S) $18,000 April 2019 $4,750 $4,750 $0 Paint interior & exterior (F) $40,975 April 2019 $270 $270 Administrative support (S) $21,000 April 2020 $21,000 $5,750 $15,250 $129,273 $38,736 $10,500 $28,236
Ambulance (ongoing) (A) ($86,760 originally disbursed, $42.93 reallocated from Garmin GPS) $86,760 October 2016 $43 $43 Portable Radios (E) $7,500 October 2016 $851 $851 Damascus Replace cabinets/countertops in watch Volunteer Fire office (F) $13,000 October 2018 $598 $598 Department Seal exterior brick & block (F) $5,000 April 2019 $450 $450 Standby support (SF) $7,000 October 2019 $4,317 $4,317 $0 Replace windows & door glass (F) $55,000 October 2019 $55,000 $55,000 Administrative Support (S) $20,000 April 2020 $17,648 $5,688 $11,960 Standby support (SF) $5,000 April 2020 $5,000 $733 $4,267 $199,260 $83,906 $10,738 $73,168
Brush truck graphics, equipment & mounting (E) ($5,000 originally Gaithersburg- disbursed, $5,000 reallocated from Washington Grove Command replacement private loan - Vol. Fire Dept. final payment) $5,000 April 2018 $846 $846 Administrative support (S) $14,000 April 2020 $9,205 $5,225 $3,980
(42) 4 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Replace Fire Safety House (E) Gaithersburg- $25,000 April 2020 $25,000 $25,000 Washington Grove Canteen Replacement (7-07-0072) (A) $21,000 October 2020 $21,000 Vol. Fire Dept. Replace Fire Safety House (E) $25,000 October 2020 $25,000 Graphics for Brush 708 (A) $600 October 2020 $600 $90,600 $35,052 $5,225 $76,427
Administrative support (S) $40,000 April 2016 $4,145 $4,145 Engine Room Lockers Replacement (F) $38,376 October 2016 $2,937.57 $2,938 Power Cot Surface Extender (E) $2,736 April 2017 $156 $156
Vehicle storage building (plus $23,618 reallocated from Double-sided LED $25,391 display sign - Crystal Rock side) (F) October 2017 $45,809 $45,809 Fire extinguisher public safety training $10,260 (T) Germantown October 2017 $20 $20 Volunteer Fire Vehicle storage building (F) $75,000 October 2018 $75,000 $75,000 Department Vehicle storage building (F) $75,000 April 2019 $75,000 $75,000 Administrative support (S) $15,000 October 2019 $15,000 $2,663 $12,338 Standby support (SF) $5,000 October 2019 $1,211 $1,211 $0 Vehicle storage building (ongoing) (F) $75,000 October 2019 $75,000 $75,000 Standby support (SF) $10,000 April 2020 $10,000 $2,293 $7,707 Administrative support (S) $26,387 October 2020 $26,387 Insta-Chains (Ambulance 729) (E) $5,520 October 2020 $5,520 Training Aids (Forceable entry $8,000 stimulator/foam mats) (T) October 2020 $8,000 $411,670 $304,278 $6,167 $338,019
Station renovations (F) $41,000 March and May 2014 $41,000 $41,000 Glen Echo Fire Station renovations (F) $45,000 October 2014 $45,000 $45,000 Department Standby support (SF) $5,000 April 2015 $1,358 $1,358 Station Renovation (F) $100,000 October 2015 $100,000 $100,000
(43) 5 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Station Renovation (ongoing) (F) $120,000 October 2016 $120,000 $120,000 Station Renovation (F) $200,000 October 2017 $200,000 $200,000 Equipment for A711 (radios; EPCR; Glen Echo Fire MDC) (E) $50,000 April 2018 $91 $91 $0 Department Station renovation (ongoing) (F) $100,000 October 2018 $100,000 $100,000 Administrative Support (S) $2,500 April 2020 $2,278 $2,278 $0 Administrative Support (S) $2,500 October 2020 $222 $2,278 Standby support (SF) $5,000 October 2020 $1,358 $3,642 $671,000 $609,728 $3,949 $613,278 Standby food (Board addition) (SF) $3,000 March and May 2014 $370 $370 Standby food (SF) $1,500 June 2014 $1,500 $1,500 Standby food (SF) $1,500 October 2014 $1,500 $1,500 Station 12 Remodel lower level admin area, operational offices & hallway (F) $35,000 October 2015 $1,000 $1,000 Administrative staff (S) $20,000 April 2018 $0 $0 Ambulance for Sta. 24 (ongoing) final (A) {Reallocated $10,000 to Station 12 training room (ongoing/final) and $630 to Ambulance Power cot (final)} Hillandale $80,000 April 2018 $19,625 $10,630 $8,995 Volunteer Fire Command Vehicle (Reallocated from Department Feasibility study Sta. 12) (A) $385 $385 Ambulance-power cot (final) (E) {$630 reallocated from Ambulance for Sta. 24 (ongoing) final (A)} $40,000 April 2019 ($630) ($630) $0 Administrative staff (S) $20,000 October 2019 $10,224 $1,348 $8,876 Sta.12 training room (ongoing/final) (F) {$10,000 reallocated from Ambulance for Sta. 24 (ongoing) final (A)} $15,000 October 2019 $15,000 ($10,000) $25,000 Administrative staff (S) $10,000 April 2020 $10,000 $10,000 Administrative staff (S) $10,000 October 2020 $10,000 $ 236,000 $58,974 $1,348 $67,626
6 (44) Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020 Training (Reallocated from Administrative support staff) (T) $635 May 2015 $20 $20 UTV transport trailer (A) ($5,500 originally disbursed, $15.02 reallocated to Standby support) $5,500 October 2015 $1,124 $1,124 U709 replacement (Stock 7-96-9602) (A) $52,000 April 2016 $310 $310 Rescue Engine replacement (cont.) $25,000 (1-07-5889) (A) October 2018 $25,000 $25,000 $0 Hyattstown Sidewalk expansion (F) $12,900 October 2018 $7,650 $7,650 Vounteer Fire Garage alteration (F) $20,000 October 2018 $20,000 $20,000 Department Standby support (SF) $1,500 April 2019 $293 $293 Rescue Engine replacement ((A) $25,000 April 2019 $25,000 $25,000 $0 Rescue Engine replacement (ongoing)(1- $60,000 07-5889) (A) October 2019 $60,000 $60,000 $0 Garage alteration (F) $15,000 October 2019 $15,000 $15,000 Administrative support (S) $17,500 April 2020 $14,368 $8,293 $6,076 Rescue Engine replacement (ongoing)(1- $25,000 07-5889) (A) April 2020 $25,000 $25,000 $0 Building renovation (UTV Storage) (F) $47,350 October 2020 $21,773 $25,578 $307,385 $193,766 $165,065 $76,051
ALS Chase car replacement (7-09-6873) (A) {$2,215.59 reallocated to Canteen replacement (7-02-0125) (A)} $53,500 October 2017 $2,216 $2,216 $0 Administrative Support (S) $30,000 April 2018 $1,018 $1,018 $0 Kensington Standby food $25,000 April 2018 $239 $239 Volunteer Fire Canteen replacement (7-02-0125) (A) Department {$2,215.59 reallocated from ALS Chase car replacement (7-02-0125) (A) and $48,967 reallocated from Pumper loan (ongoing) (A)} $50,000 October 2018 $50,000 ($51,183) $101,183 Administrative support (S) $10,000 April 2019 $10,000 $10,000 $0 Administrative support (S) $20,000 October 2019 $20,000 $391 $19,609
(45) 7 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Standby food (SF) $22,000 October 2019 $22,000 $22,000 Outfit command vehicle for command platform (ongoing/final) (A) $72,571 October 2019 $72,571 $72,571 Pumper Loan (ongoing) (A) Kensington Reallocated to Canteen replacement Volunteer Fire (7-02-0125) (A) $48,967 October 2019 $48,967 $48,967 $0 Department Administrative Support (S) $25,000 April 2020 $25,000 $25,000 Ambulance 705A Replacement (A) $50,000 April 2020 $50,000 $50,000 Standby Support (SF) $23,400 October 2020 $ 23,400 Stryker Power Cot (E) $40,630 October 2020 $ 40,630 $471,068 $302,010 $11,409 $354,631 Renovation/addition to station 17 (F) $50,000 October 2014 $9,204 ($610) $9,814 Command vehicle buildout for command platform (A) $30,000 April 2018 $516 $610 ($94) Standby support (SF) $8,000 April 2019 $3,237 $3,237 Laytonsville Engine/Tanker replacement (new) District Volunteer (1-00-6691) (A) $55,000 October 2019 $55,000 $55,000 $0 Fire Department Station renovation loan (ongoing) (F) $60,000 October 2019 $3,876 $3,876 Tanker Replacement (ongoing)(1-15- 9898) (A) $50,000 April 2020 $50,000 $50,000 $0 Standby support (SF) $10,000 $10,000 $263,000 $121,833 $105,000 $26,833
Command vehicle replacement (A) $47,820 March and May 2014 $25 $25 Staff vehicle (A) $45,000 April 2015 $2,741 $2,741 Replacement of eight (8) Bay Doors at Station 3 (Reallocation from roof Rockville Volunteer replacement) (F) $10,000 April 2015 $1,210 $1,210 Fire Department Locker replacement (Reallocation from roof replacement) (F) $30,000 April 2015 ($190) ($190) Staff vehicle (A) $45,000 October 2015 ($3,690) ($3,690) Hose for E703B (E) $20,000 October 2015 $6,604 $6,604 Replace Station 23 Bay Doors (F) $45,000 October 2016 ($50) ($50)
(46) 8 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Ladder truck replacement (ongoing - 2- 07-7878) (A) $150,000 October 2017 $8,254 $8,254 Training props (T) $10,000 October 2017 $8,895 $1,535 $7,359 Building study Sta. 33 (F) $5,000 October 2017 $3,764 $3,764 Administrative support (S) $60,000 April 2018 $15,915 $15,915 $0 Standby support (SF) $30,000 April 2018 $28,435 $28,435 Ladder truck replacement (A) $23,000 April 2019 $23,000 $23,000 Standby support (SF) $10,000 April 2019 $10,000 $10,000 Ladder truck replacement (ongoing)(2- 07-7878) (A) $102,724 October 2019 $102,724 $102,724 $0 Rockville Volunteer Administrative support (S) $60,000 October 2019 $60,000 $30,185 $29,815 Fire Department Standby support (SF) $15,000 October 2019 $15,000 $15,000 Ladder truck replacement (ongoing)(2- 07-7878) (A) $103,600 April 2020 $103,600 $103,600 Administrative support (S) $50,000 April 2020 $50,000 $50,000 Administrative support (S) $10,000 October 2020 $10,000 Standby support (SF) $20,000 October 2020 $20,000 Tools, Appliances, Hose and Equipment (Engine 703B) (E) $30,000 October 2020 $30,000 Thermal Imagers for Command Vehicles (12) (E) $10,000 October 2020 $10,000 $932,144 $436,237 $150,359 $355,878
Station 40 addition (payment) (A) $75,000 April 2015 $20,567 $0 $20,567 Standby support (SF) $10,000 April 2016 $718 $0 $718 Enclosed Trailer for ATV (A) $10,000 October 2016 $10,000 $0 $10,000 Standby Support (SF) $10,000 April 2017 $10,000 $0 $10,000 Sandy Spring Lights & Graphics for Command Vehicle Volunteer Fire (A) $14,000 April 2017 $14,000 $0 $14,000 Department Admin support (S) $5,000 April 2018 $5,000 $0 $5,000
Vehicle storage building (part 1) (F) $51,000 April 2018 $51,000 $0 $51,000 Admin support (S) $10,000 October 2018 $10,000 $0 $10,000
(47) 9 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
Standby support (SF) $10,000 October 2018 $10,000 $0 $10,000 Vehicle storage building loan (ongoing) (F) $40,000 April 2019 $40,000 $0 $40,000 Sandy Spring AT740 loan (ongoing) (A) $100,000 October 2019 $47,202 $47,202 Volunteer Fire Command Vehicle Replacement (A) $50,000 April 2020 $50,000 $0 $50,000 Department Vehicle storage building loan ongoing (F) $40,000 October 2020 $40,000 Command vehicles replacement - ligts & graphics (A) $15,000 October 2020 $15,000 $440,000 $268,487 $0 $323,487
Sta. 16 renovation (ongoing) (F) $70,000 April 2019 $21,297 $21,297 Administrative support (S) $25,000 October 2019 $11,350 $11,350 $0 Standby support (SF) $6,000 October 2019 $0 $0 Silver Spring Fire Administrative support (S) $30,000 April 2020 $30,000 $10,750 $19,250 Department Standby support (SF) $6,000 April 2020 $5,210 $1,155 $4,055 Sta. 16 renovation (ongoing) (F) $70,474 October 2020 $70,474 Administrative support (S) $10,000 October 2020 $10,000 $217,474 $67,857 $23,255 $125,076
Standby Food (Board addition) (SF) (Reallocated $223.52 to AEDs and Equipment (E) and $246.38 to Ambulance replacement (3-07-2503) (A) $5,000 March and May 2014 $470 $470 $0 Standby Food (SF) (Reallocated to Takoma Park Ambulance replacement (3-07-2503) Volunteer Fire (A) $1,250 June 2014 $1,250 $1,250 $0 Department Hose, hand tools, nozzles ($20,000 originally disbursed. $9,590.24 reallocated to replace 2002 Ford Crown Vic.) (E) (An additional $689.74 reallocated to Ambulance replacement (3-07-2503) (A) $20,000 April 2015 $690 $690 $0
(48) 10 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020
AEDs(x3), gloves, eye/hearing protection, hoods, gear(sm) (E) {Reallocated $223.52 from Standby Food (Board addition) (SF)} $10,000 April 2015 ($224) ($224) $0
Replace 2002 Ford Crown Vic ($45,000 originally disbursed. $26,085.34 reallocated from Lighting for Chief's Vehicle, Standby Food, Utility Vehicle Replacement and Hose hand tools and nozzles) (A) {Reallocated $3,429.62 to Ambulance replacement (3-07-2503) (A) and $74.83 to Engine replacement (ongoing/new service) (A) $45,000 October 2015 $3,504 $3,504 $0 Forcible entry training tool (E) Takoma Park {Reallocated $1,118.45 to Engine Volunteer Fire replacement (ongoing/new service) Department (A) $10,000 April 2016 $1,118 $1,118 $0 Ambulance replacement continued (3- 007-2503) final {Reallocated $246.38 & $1,250 from Standby food (SF), $689.74 from Hose, hand tools, nozzles (E) and $3,429.62 from Replace 2002 Ford Crown Victoria (A)} $67,030 April 2018 ($5,616) ($5,616) $0 Engine replacement (ongoing/new service) (A) {Reallocated $74.83 from Replace 2002 Ford Crown Victoria (A) and $1,118.45 from Forcible Entry Training Tool (E)} $105,000 October 2019 $105,000 $73,807 $31,193 Engine replacement (ongoing/new service) (A) $70,474 October 2020 $70,474 $333,754 $106,193 $75,000 $101,667
(49) 11 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020 Standby support (SF) $3,000 April 2016 $2,654 $878 $1,776 Light Tower for Command Vehicle (A) $14,000 October 2016 $187 $187 Regrading Driveway (Station 14) (F) $44,675 April 2017 $1,188 $1,188 Boat replacement (9-98-C898) (A) $24,000 April 2018 $2,000 $2,000
ATV trailer replacement (7-08-1142) (E) $5,200 April 2018 $349 $349 Station renovation (F) $50,000 October 2018 $18,171 $10,919 $7,252 Standby support (SF) $3,000 October 2019 $3,000 $3,000 Administrative Support (S) $8,000 October 2019 $3,552 $3,552 $0 Brush truck skid replacement (A) Upper Montgomery $14,000 October 2019 $14,000 $14,000 County Volunteer Rescue engine replacement (ongoing)(1- Fire Department 99-0304) (A) ($50,000 originally disbursed and all reallocated to Rescue Support Unit - new project) $50,000 October 2019 $50,000 $50,000 $0 Administrative support (S) $25,000 April 2020 $25,000 $8,148 $16,852 Rescue Support Unit (new project) (A) - ($25,000 originally disbursed, $50,000 reallocated from Rescue engine replacement - ongoing - 1-99-0304) $25,000 April 2020 $55,000 $55,000 Station renovation (ongoing) (F) $84,000 October 2020 $84,000 Rescue support unit (new project) (A) $75,000 October 2020 $75,000 Power hose roller (E) $5,875 October 2020 $5,875 $430,750 $175,100 $73,496 $266,478
Rescue squad replacement (4-04-5926) Wheaton Volunteer (A) $30,000 October 2018 $30,000 $30,000 Rescue Squad Administrative support (S) $25,000 April 2019 $18,890 $11,761 $7,128 Rescue squad replacement (A) $30,000 April 2019 $30,000 $30,000
(50) 12 Amount Spent Balance Unspent as EMST Funds Balance Unspent as of December of December 31, Department Project Distributed Distribution Period as of June 30, 2020 31, 2020 2020 Ambulance replacement (ongoing)(3-11- 9983) (A) ($100,000 originally disbursed, $1,960.74 reallocated from Ferno PowerFlex cots) $100,000 April 2020 $80,944 $79,053 $1,891 Ambulance replacement (ongoing)(3-11- Wheaton Volunteer 9983) (A) $46,000 October 2020 $46,000 Rescue Squad Rescue squad loan (ongoing 4-15-2028 replaced 4-97-9901) (A) $33,249 October 2020 $33,249 Administrative support (S) $32,500 October 2020 $32,500 FAU Van replacement (ongoing) (7-01- 1953) (E) $20,000 October 2020 $20,000 $316,749 $159,834 $90,815 $200,768
Volunteer Basic Orientation Course (VBOC) support (T) $10,000 March and May 2014 $5,589 $5,589 Recruiter vehicle (A) $35,000 March and May 2014 $1,756 $1,756 Recruitment & Retention Coordination (S) $9,000 April 2015 $714 $714 Recruiting Station rent (S) (Reallocation from tuition assistance) $11,000 September 2015 ($13,204) ($13,204) MCVFRA Extrication Gloves (continued) (VS) $10,000 April 2017 $500 $500 Volunteer Retention (VS) $11,000 October 2018 $3,493.28 $1,024 $2,469 Training/retention (T) & (VS) $10,000 October 2018 $5,224 $5,224 Administrative staff (S) $64,469 October 2019 $57,676 $46,025 $11,651 Volunteer retention (VS) $12,000 October 2019 $10,976 ($1,024) $12,000 Training/retention (T) & (VS) $10,000 October 2019 $10,000 $10,000 Gear bags (Distribution TBD) (VS) $15,000 October 2019 $10,673 $10,673 $197,469 $93,398 $46,025 $47,374
TOTAL $7,233,939 $3,862,465 $1,251,242 $3,721,158
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