Ambulance Fund FY2013 Service Level Report 1
Mission Our mission is to help people. We are dedicated to preserving life and property through prevention and professional, compassionate response. 2
Organizational Chart Fire Chief Office Manager Billing Admin. Assist. 2 - Work Study Assistant Chief Operations/ EMS Assistant Chief Public Safety/ Tech. Services Battalion Chief A-Shift Special Teams Battalion Chief B-Shift Fire Training Battalion Chief C-Shift EMS training Prevention Public Education Technical Systems Station 1 Capt. D/O FF FF PM PM D/O L-1, A-1 Capt. Capt Dispatch Computer Systems Station 2 Capt. D/O FF FF BC-1, E-2, A-2 Inspector Station 3 Capt. D/O FF PM PM E-3, A-3 Station 4 Capt. E-4 Station 5 Capt. D/O FF FF E-5 3
Measures of Inputs Money FY 2009 FY 2010 FY 2011 FY 2012 FY3013 FY 2014 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET AMBULANCE (less SS refund impact) Labor 1,670,307 1,826,761 1,806,512 1,896,494 2,425,722 2,502,482 Operating 237,121 269,117 339,316 390,100 430,481 486,906 Capital 8,982 6,250 23,775 42,070 Total 1,916,410 2,102,128 2,145,828 2,310,369 2,898,273 2,989,388 CPI 216.177 218.711 226.421 231.317 233.546 Real FY09 $ 1,916,410 2,077,773 2,048,744 2,159,152 2,682,726 % Change in Real FY09 $, FY09-FY13 39.99% (100% funded by program revenue = Bannock County contract) People FY09-FY14 Change Ambulance FY09 FY10 FY11 FY12 FY13 FY14 Full Time 15 15 15 15 21 21 6 0 0 4
Ambulance Fund (less Social Security refund impact) Nominal & Real FY09- FY13 3,100,000 2,900,000 2,700,000 2,682,726 2,500,000 2,300,000 2,100,000 2,077,773 2,048,744 2,159,152 1,900,000 1,916,410 1,700,000 1,500,000 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL FY 2009 FY 2010 FY 2011 FY 2012 FY3013 Total 1,916,410 2,102,128 2,145,828 2,310,369 2,898,273 CPI 216.177 218.711 226.421 231.317 233.546 Real FY09 $ 1,916,410 2,077,773 2,048,744 2,159,152 2,682,726 5
Descriptors Provides 24/7 Advanced Life Support Level Emergency Medical Service Response to Bannock County; Covering Bannock Counties 1,147 Square Miles with; 3 Advance Life Support Ambulances (Career Staffing) Fire Station #1 Ambulance #1 Fire Station #2 Ambulance #2 Fire Station #3 Ambulance #3 3 Basic Life Support Ambulances (Volunteer Staffing) Inkom Ambulance Lava Ambulance Downey Ambulance 4 Reserve (ALS/BLS) Ambulances (Fire Personnel) 6
Measures of Workload / Output Measure 2009 2010 2011 2012 2013 % Total Responses 5134 5182 5748 5572 5979 16% ALS Response/1000 Pop 16.7 22.9 24.1 21.9 17.3 4% BLS Response/1000 Pop 21.5 15.9 18.8 18.5 27.5 28% Public Service/1000 Pop 22.9 22.2 25.0 24.9 26.0 14% Out of Town TXFR 127 129 109 122 50 61% Training Hours 2,690 2,438 793 1,898 3,218 20% Total Response/1000 Pop 62.6 62.6 69.3 66.7 71.3 14% Total Response up 16% from 2009 ALS Response/1000 Pop. up 4% from 2009 BLS Response/1000Pop. up 28% from 2009 Public Service Response up 14% from 2009 Training Hours up 20% from 2009 Total Response/1000Pop. up 14% from 2009 7
Measures of Workload / Output EMS Response by Level of Care Code 7000 6000 5000 4000 3000 2000 1000 0 2009 2010 2011 2012 2013 ALS Response BLS Response Public Service Out of Town TXFR 8
Measures of Workload / Output 2013 EMS CALLS BY TYPE Public Service, 2179 BLS Response, 2301 Out of Town TXFR, 50 ALS Response, 1449 9
Measures of Workload / Output South Bannock, 132 North Bannock, 151 2013 EMS CALLS BY ZONE Station 1, 1800 Lava, 138 Inkom, 112 Station 2, 1242 Downey, 94 Chubbuck, 863 Station 5, 112 Station 4, 28 Station 3, 1307 10
Measures of Workload / Output 75 70 65 60 55 71.3 62.3 68 Total EMS/1000 Pop. 40 35 80 30 60 20 17.3 40 20 10 0 0 ALS Response/1000 Pop 27.5 61 BLS Response/1000 Pop PFD IFFD ICMA PFD ICMA PFD ICMA Above Total EMS Response/1000 Pop. Below ICMA Avg ALS Response/1000 Pop. Below ICMA Avg BLS Reponses/1000 Pop. 11
Measures of Efficiency Measure 2009 2010 2011 2012 2013 % Total Expense/Capita $23.4 $25.4 $25.9 $27.7 $34.6 48% Operating Expense/Capita $2.9 $3.2 $4.1 $4.7 $5.1 78% Staffing/1000 Pop. 0.18 0.18 0.18 0.25 0.25 37% Square Mile/Ambulance 286.8 286.8 286.8 286.8 191.2 33% Expenses and Staffing up as a result of the addition of the 3 rd ALS and Inkom Ambulance Square Mile/Ambulance down for the same reason 12
Measures of Efficiency $40.0 0.3 $30.0 $20.0 $10.0 PFD IFFD 0.2 0.1 PFD IFFD $ $$/Capita 0 Staff/Pop. 400 300 200 PFD IFFD only Staff 5 ALS/Career Ambulances 100 0 SQ. Mi/Amb IFFD IFFD s 5 Ambulance all reside within the 17.4 Sq Mi of the City. 13
Measures of Effectiveness, Outcomes and Results Measure 2009 2010 2011 2012 2013 % % Ambulance Turnout Time 1 <1:30 Min N/A N/A 61% 66% 62% 1% % Ambulance Travel Time 2 < 5:12Min. N/A N/A 68% 68% 68% 1% Total ROSC 3 @ ED N/A N/A 33% 29% 24% 27% ROSC @ ED w/ V Fib/V Tach N/A N/A 64% 56% 83% 30% Return of Normal Function @ Discharge N/A N/A N/A N/A 7% Baseline Turnout Time <1:30 @ 90% Baseline Travel Time <5:12 @ 90% National V Fib/V Tach ROSC 41.9% 1 Turnout Time Time of Dispatch to Enroute 2Travel Time Enrouteto Arrived 3 Return of Spontaneous Circulation 14
Measures of Effectiveness, Outcomes and Results 100.0% 50.0% 2013 ROSC 10.0% 2013 Normal Function 0.0% Total V Fib 0.0% PFD National PFD National 15
Explanatory Factors Increasing life expectancy and aging Baby Boomers continue to increase demands on the EMS system. EMS Medicare reimbursement policy changed in 2011 resulting in a decline in ALS and an increase in BLS charges. Ambulance cross district response correlates with Travel Time Compliance % Turnout Times compliance are poor and the cause is under investigation. The reason for the high and increasing number of Public Services response is unclear. 16
Issues & Concerns Baby Boomer will continue to drive up EMS demand. Call volume is increasingly interfering with training required to maintain proficiency. The increase in large patients continue to place significant strain on responders. The high and increasing number of Public Service Response. 17
Thank You! David G. Gates Fire Chief Office: 234 6202 dgates@pocatello.us 18