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Haz Mat "Specialist Course"

Climate Change

Before we begin our collective blog/discussion on climate change, there are three main issues we need to understand;

1] Is the core concept correct?

2] How do we change public policy?

3] How can localities fight waste?

Throughout these blog entries you will be offered “links” to sites putting you in contact with educational background information to better understand the whole story behind each aspect of climate change problems we discuss. If we do not change our “concept” of this issue, we can expect to see more of these problems occurring probably with more frequency and virulence in terms of disastrous consequences.

First; let’s define the definition of climate change so that we can make a decision about conceptual truth. We must begin here as it is only through truth that we are able to build solutions for the future. An excerpt from a recent issue of ( intelligencer) states the core of the argument between sides;

“But public apathy, and its cousin climate complacency, is as big a problem — perhaps bigger. And this problem, too, is connected to self-censorship on the part of storytellers who feel intimidated from attributing what we used to know as natural disasters to global warming because scientists are so excruciatingly careful about attributing cause. As NPR’s science editor Geoff Brumfiel told Atkin, “You don’t just want to be throwing around, ‘This is due to climate change, which is due to climate change.’”

Well — why not? The stated reason, when a reason is stated, is that scientists can take years to definitively conclude that a particular disaster was impossible without the effects of warming, and often only speak with certainty about specific events a decade or more in the past— the 2003 European heat wave, for instance, which killed tens of thousands. But wildfires are “not caused by climate change” only in the same way that hurricanes are not caused by climate change — which is to say they are (only) made more likely by it, which is to say the distinction is semantic. The same is true, even more so, for heat waves: We know global warming will cause many more deadly temperatures, and should not be confused, at all, when we suddenly encounter an unprecedented number of them. The fact that most climate scientists would say something like, “These disasters are consistent with what we would expect, given global warming,” rather than “these disasters were caused by global warming” is not a reason to elide discussion of climate change. Doing so is an evasion, even if it is made with a scientific alibi.

It is also a dangerous one. Decades of bad-faith debates about whether climate change is “real” and good-faith questions about whether it is “here” have dramatically foreshortened our collective imagination and provided an unfortunately limited picture of what global warming will yield. Treating every climate disaster as a discrete event only compounds the problem, suggesting that impacts will be discrete. They won’t be, and the longer-view story is much more harrowing: not just more months like July, but an unfolding century when a month like this July has become a happy memory of a placid climate. That it is almost hard to believe only makes it a more important story to tell.”

So, the general conclusion of truth is we need not waste our collective minds debating the HOW but better to concern our planet with the WHY so that we can correct the problem through implementation of the above three (3) initial concepts.

Whether we are speaking of oxygen shortages or weather storms, as the below links will inform you of;

These initial three (3) concepts must be understood and decided upon to build implementation procedures that are truthful. When defining these we must look at them from the position of WHY to find meaningful corrections.

1] Is the core concept correct?

Why is this important? Well the bottom line is the worsening of intensity of above like stories IS influenced in some manner by mankind’s activities. So what does it matter? Are we collectively as a society going to STOP all activities, of course not! But; can we adapt our activities, slightly change, and collectively as a whole citizen affect change? Absolutely YES! So, now that we have made this determination we are talking “degree.” Small degree changes from every person can have a large affect and lessen the higher level of current damage we subject ourselves to over and over. This not only decreases the damage to persons and property, but more importantly lowers the damage we cause to earth and thereby begins the reversal process of pollution we have added to the planets existence. By reversing this damage through a sustainable implementation we reduce planet contamination below the breaking point and towards a sustainable, balanced, earth.

2] How do we change public policy?

To begin this change, it can only be accomplished by the collective group of all humans. This means, we need to organize to change public policy. Education, voting by single issue and daily routines for implementation are all elements for policy change. Here is a link for the five elements of effective policy change procedures;

3] How can localities fight waste?

Every human on this planet needs to begin the process of becoming a “Responsible Steward” of planet earth. This always begins and is implemented at a local level. Your everyday habits and routines are integral towards responsible stewardship of the planet. Waste recycling, reduction of driving routines, water conservation, animal responsibility (even in your garden), electricity conservation are all elements towards becoming a responsible steward. Finding a “balance” in your lifestyle will increase your ability to become more and more responsible to earth. Additionally, all these practices will save you resources and $money! When you recycle, you reduce landfill waste and take stock of your own possible overuse of consumables thus saving money. When you plan your driving route you save money in fuel costs. You save money in water by not letting it run uselessly. Garden stewardship can easily repopulate the bee numbers simply by the type of plants you foster in your garden. Turning off unnecessary light when you are not in the room save lots in electrical costs, and these are just some of the measures you can work into your daily routine, ALL saving you money while becoming a Responsible Steward! Below are five (5) powerful tools you can implement at the local level towards responsible stewardship.

Please post your response on these topics, so that we can begin this life important discussion. I will reply as soon as possible. Please join us, our planet depends on us!

Next month; we will begin to dissect individual problems resulting from climate change and their impacts on us.

If you cannot implement you cannot achieve!

Haz Mat Mike



Ebola in the Congo

Recently; well after my series on VHF (Ebola) safety guidelines based upon the CDC/WHO field manual for emergency responders, I created a training course offered “at-no-cost” to my local responders.

Since last year, another outbreak in the (DRC) Democratic Republic Congo has received little attention from the mainstream media, pretty much the same as my training course.

Obviously, it is impossible from the funding aspect to create a Team Organization for every “new” threat that becomes pushed to the forefront. However, it can take established “Team” structure and adapt new elements into these structures seamlessly. A hazardous materials Team should be for ALL hazards, not just chemical in nature. In this manner you can easily add any new training and threat assessment to your “cadre’” of collective response strategies. Your group may not be equipped to master all types of threats that arise, but you will be able to safely mitigate these hazards with minimal training and the addition of minimal tools specific to the individual threat posed.

It is concerning the lack of preparedness that ongoing response organizations fail to pursue to ready their personnel and communities. Additional information can be found via the CDC at

When choosing training AND equipment, you should to Trainers that emphasize adaptation of existing tools & practices into your current response strategies. A choice of a trainer that has a sole purpose of promoting a new “device” is not in your best interest, they are simply trying to sell your organization their product. This benefits no one except their pocketbook. Trainers should first take an assessment of your Team’s capabilities and discuss with you, “where you want to go”.

This concept enters the arena of hazardous materials “Phase”. By this we mean, how is your group structured? Do you want to just mitigate the incident and leave collection and disposal to contractor? Or, do you provide complete service to your employer from cradle-to-grave so to speak? Or, are you somewhere in between? Just like the “phases” of an incident, your team should tailor your equipment and Training to your “phase”.

This is easily accomplished when your training provider agrees with this concept. If a trainer does not see the validity in this idea, they are not for your group. Trainers have to start appreciating this concept to deliver the best possible product to “their” customers the emergency response community. The best training for a group is met with immediate any continued excitement towards rapid implementation.

Training implementation is a key element. This is where the “rubber-meets-the-road” and is the whole point of a training program. If you cannot implement training and equipment, and practices seamlessly into your groups’ response, it is a waste of time and sometimes funds which are harder and harder to come by for emergency response groups.

The training delivered to your organization should be looked at much like a product you personally purchase. If it does not work, you return it. If it is too big, you return it for a smaller model. If it fails to deliver you demand a refund! Unfortunately, Training is currently modeled as a no return/no-refund endeavor. This must change your choice of training consultants for your organization to go forward. Your goal is to train to improve response, not remain the same. Consider this the next time you choose a training program.

In the case of (VHF) Ebola response, as a nation we seem to be right back where we began. Perhaps we should have looked closer at our training resources?

Haz Mat Mike

Next month, we will begin an open forum discussion on climate change and how it is affecting our hazardous materials world as well as the planet, please join us.




Useful Links

I was recently contacted by a reader for an article correction. I began to think, what a great online community we have! When helpful readers and SME's feel comfortable to communicate with me to make our understanding of various principles more correct in every aspect of description, I feel blessed with a readership of your caliber. I truly appreciate this and hope more of you will contact me with comments and or ideas, you can never tell where they may lead.

Then I realized how great would it be to offer a list of the current information I collect for research directly to the web readers in bulk? This way, they can look at specific areas of interest to them. I started collecting these due to the answering of various “Quora” questions having to do with hazardous materials and other interests of mine. So, Included is my current list, along with explanative following. I hope these prove as interesting and fact formative to you as they have been beneficial to me,

         Haz Mat Mike

Recycling costs, types, some solutions

U S soil quarantine map for issues with indigenous species/ waste

The fight against plastic/movie

System 001 learnings updates on flaws

Issues with single stream collection

coalition to end plastic waste

recycle preparations

more on rinsing technique

Environmental benefits of recycled plastic

Drinking water treatability database

History of Plastic

climate change talking points

How whales impacted the system 001

Micro-plastic Soup

Melting glaciers cause 25 to 30% of sea level rise Eco Watch Website

The plastic tide by NPR

Weather Channels new climate change video!

"World's deepest waters becoming 'ultimate sink' for plastic waste," 

 "Creatures in the deepest trenches of the sea are eating plastic,"

"Stomach Of Dead Whale Contained 'Nothing But Nonstop Plastic,'"

"More than 8.3 billion tons of plastics made: Most has now been discarded," 

 "Eight Million Tons of Plastic Dumped in Ocean Every Year," 

Current state of plastic waste current Earth day results 4/20/2019

How to talk about climate change so people will listen!

11 years to bigger impact!

The best recyclers in the world!

decline in empathy causes more anger from lonely isolated people!

coral reef betterment

movie on plastic pollution

The road to relaunch system 001 updates and corrections

read system updates for 001 repairs and improvements



Small Pox Awareness

Whether it is the war on terror or an environmental outbreak, workers with health care responsibilities must be prepared for these new types of emergencies. Response to these new emergencies must become as quick and effective and as reliable as everyday more common responses. Because these viral agents have been eradicated the procedures for handling an outbreak is no longer a part of normal healthcare training. The key areas to create in your healthcare training regular regimen are; awareness of the presentation of this disease, and the correct procedures for your responders to initiate once identification is suspected.

The CDC (Center for Disease Control) has specific templates for first responders to follow that are regularly updated. Keeping current with training information is the BEST way to monitor your training materials and facts to safeguard your responders and patients. Be sure you are always using the most recent guidelines from this organization or those recommended by the CDC for further updated information.

Operationally, the key concept should be “confinement”. Think isolation of suspected small pox cases to limit the potential area of contamination.

Small pox is caused by the variola virus. While the incubation period within a patient is 7-17 days, during this phase it is not infectious. As symptoms develop before visual signs, patients “may” then be contagious, these beginning symptoms are;

Temp – 101 to 104 F

Fatigue, Headache, Backache, Chills, Vomiting, and Abdominal Pain.

Once skin lesions and faults show themselves, the patient is contagious. Many other lesser diseases can be interpreted as smallpox therefore; laboratory testing is the only certain way to identify the smallpox variola virus.

The most contagious time during the eruptive phase is the first 7-10 days. During this time most patients have low energy and generally are not mobile in their community. This is a useful component in controlling the spread of this virus. Transmission is highest from direct contact and in rare conditions by air in enclosed areas such as buildings, buses and trains. Body fluids and contaminated bedding or clothing can also spread this disease.

Prevention and control is best achieved by immunization and recognition which led to the original eradication of this disease. As this process has wide ranging issues, the immediate plan shall be to isolate & separate affected patients. Contract tracing should begin immediately after the first confirmation of smallpox contagion.

Once cases are identified, follow local CDC protocols. If you currently have none adapt the (see VHF series) decontamination protocols listed in the archive of for VHF (viral hemorrhagic fever) exposures.

Protocols and procedures are frequently revised and updated for any organization dealing with this threat, you should regularly check with the CDC for new revisions to your existing practices.

                 Haz Mat Mike






Why question Reports? Municipal Analysis, Truth or Fiction?

The following is an analysis of manpower and system report relied upon by my local government. Where it was not a product of the current administration, it is still used. The data demonstrates the current reduction in is inadequate, City Officials continue to use it to resist increasing the current manpower even as the number of runs have increased every year. Without “context” from an experienced source it is very hard to decipher ambiguous reports. With over 25 years in the fire service and over 20 years as a fire service Instructor for the State of Michigan, I have provided this context for the betterment of my City. Fiscal responsibility includes proper Fire Department staffing to handle increasing loads. Taxpayer funds should be spent for strengthening municipal infrastructure, which is the concept of local taxation.

The following analysis shall be in bold type, while the actual documents are reprinted in non-bold font. Highlighted green sections of the document feature the focus of ICMA statements. I have not corrected the confusing grammar of the ICMA document, only reprinted its actual form.

Page – 2 Generalized Purpose of this organization

ICMA Consulting Services

The ICMA Consulting Services team helps communities solve critical problems by providing management consulting support to local (Governments. One of ICMA Consulting Services’ areas of expertise is public) safety services, which encompasses the following areas and beyond: organizational development, leadership and ethics, training, assessment of calls-for-service workload, staffing requirements analysis, design of standards and hiring guidelines for police and fire chief recruitment, police/fire consolidation, community-oriented policing, and city/county/regional mergers.

Remember these highlighted statements, as we shall return to this focus statement at the end of this report analysis.

Pages – 12, 19, 23, 24, 31, 33, Assessment and Planning 

Page 12 –

8. Conduct a comprehensive needs assessment with the development of a standard of cover (SOC) document.

Page 19 –

Commission on Fire Accreditation International (CFAI). Another highly influential group, the CFAI consists of representatives from the International Association of Fire Chiefs (IAFC) and ICMA. The CFAI and its accreditation process were designed to establish industry-wide performance measures for overall organizational performance. A jurisdiction’s use of these measures is purely voluntary. While a small fraction of fire departments across the nation have gone through the CFAI’s process and others are working toward that goal, most departments focus on the creation of a standards of cover (SOC) document (one of four items required for accreditation). The SOC concept has become so useful that the CFAI has expanded the original 44-page chapter of the

Accreditation manual which discusses the SOC into a 190+ page “how-to” self-assessment manual.

Page 23 – Just as the SOC document establishes policies for analyzing hazards and determining needs, so does the assessment tool of fire department accreditation.

Page 24 – There is a cost associated with the accreditation process conducted by the CFAI; however, a department can purchase the SOC manual and its accompanying self-assessment manual at a nominal fee of less than $200. Even if the department chooses not to pursue formal accreditation, it should consider using self-assessment reference materials as a blueprint for improving overall fire department administration and operations.

Page 31 – Assessment processes and tools used along the way are the SOC and a water-supply assessment. Involving various stakeholders and relying on the many information sources available are essential.

Page 32 – The SOC is defined by the CFAI as those adopted, written policies and procedures that establish the distribution and concentration of fixed and mobile resources of an organization. The flow chart in Figure 6 provides the sequence of events for community risk analysis, which then leads to creating the SOC.

Page 33 – The development of the SOC is no easy task; however, initiating this process is extremely important. To form the basis for the SOC, risk assessment, concentration, distribution, and elements of time are consciously evaluated and service level objectives established based upon the jurisdiction’s desired service level.

This is interesting only in that, the cost of this report was in excess of $75,000.00USD and yet they seem to spend considerable time on “but-wait-there’s-more” advertising for an additional $200.00USD manual?


Page 17 – Policies and Procedures

1. Policies and Procedures Policy statements set forth the manner in which an agency intends to exercise discretion.

2. The Royal Oak Fire Department has established rules and regulations of conduct that delineate in a clear, understandable fashion the expectations of its members. The document, however, does not indicate a revision date. Administrative and general orders handed down by the fire chief, by definition address corrections or advise members to refrain from a certain action. Since organizations are dynamic by nature, it is unusual that these types of orders have not been generated within the ROFD.

This is the first statement regarding the fact that Fire Departments are dynamic, ever changing organizations that require frequent re-analysis to maintain a sustainable future. Hence manpower requirements undergo change whenever expansion changes are made and services are increased. Since specialty Teams have been added, one would assume manpower improvements. None have been made. Also, by definition, the ICMA is incorrect. A dynamic system affects changing operational orders but rarely changes to rules and regulations of conduct.

Page 18 and 19 – Assessment and Planning

Deciding how many emergency response resources to deploy, and where, is not an exact science. The final decision on a deployment model is based on a combination of risk analysis, professional judgment, and the willingness to accept more or less risk. Accepting more risk generally means that fewer resources are deployed, though deploying more resources is no guarantee that loss will be less, especially in the short term. Many sources of information are available for use in evaluating and analyzing public fire protection. The following resources can be referenced by city administrators and elected officials to help in the decision-making process.

Page 25 – Community Risk Analysis

Defined level of EMS expected, and the department’s ability to provide this level.

ICMA confirms deployment of resources should be made by risk assessment, professional judgement, and the acceptance of risk, this level should be evenly balanced. As run (load) numbers increase, less risk is accomplished by manpower increases. None have been made.

Page 18 and 19 – B. Assessment and Planning

National Fire Protection Association (NFPA). The NFPA is an international, nonprofit organization dedicated to reducing the worldwide burden of fire and other hazards on the quality of life by developing and advocating scientifically based consensus codes and standards, research, training, and education. It is important to note that not all NFPA standards are scientifically based. For example, NFPA 1710 “Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2010 Edition is not based on scientific research. Rather, it was put into place by a majority vote of a committee, and reflects their experience and opinions.

There is no published information on the expected reductions in losses or injuries as a result of increased staffing and only a little information on the effect of increased response times. Even though it was formulated largely on the basis of expert opinions and task sequencing (what must be done and how many people it takes to do it) rather than research, NFPA 1710 has become the de facto benchmark for the emergency response community. Fire Operations Analysis and Data Analysis Report, Royal Oak, Michigan 19 However, the NFPA standard has not been embraced by some groups, including ICMA.

The NFPA recommendations are standards and guidelines developed by committees of chief officers, volunteer representatives, union officials, and industry representatives. Although the NFPA’s standards are not legally binding, they are often codified into local ordinances. It is important

therefore to consider NFPA standards whether or not they are adopted locally. They remain a widely used criterion for evaluating different levels of fire and emergency service organizations.

ICMA confirms that decision making should be made on professional judgement, and experienced opinions. Since the NFPA is the de facto benchmark for the emergency response community, and recognized why is it not embraced by ICMA? These standards have been ignored when they should have been accepted.

Commission on Fire Accreditation International (CFAI). Another highly influential group, the CFAI consists of representatives from the International Association of Fire Chiefs (IAFC) and ICMA. The CFAI and its accreditation process were designed to establish industry-wide performance measures for overall organizational performance. A jurisdiction’s use of these measures is purely voluntary. While a small fraction of fire departments across the nation have gone through the CFAI’s accreditation process and others are working toward that goal, most departments focus on the creation of a standards of cover (SOC) document (one of four items required for accreditation). The SOC concept has become so useful that the CFAI has expanded the original 44-page chapter of the accreditation manual which discusses the SOC into a 190+ page “how-to” self-assessment manual.

The CFAI does not make many explicit recommendations on standards for fire/EMS departments to adopt. Rather, it encourages a thorough

1] Assessment of risks in the community,

2] Public expectations regarding fire protection, and

3] An examination of the resources needed to meet expectations given the risks.

The creation of written standards should be based on that assessment. Part of the methodology for setting standards includes looking at what similar communities are doing.

Risk assessment, public expectation, and resource examination all are influenced in a positive direction by balanced manpower.

Figure 13, on page 56 clearly demonstrates the assessment of RISK is evenly balanced from ICMA station location data. Public expectations are of a balanced response capability; therefore resources for these responses need to be in “PARITY” from station-to-station across the City. With R-93 out-of-service 70% of the time, balance is not achieved and risk increases.

Page – 20 Interjurisdictional Comparisons.

Comparisons between departments that are similar in size, scope, and complexity and that offer the same range of services are important for assessing why one department falls below or above the average. Even though each community can be quite different with regard to demographics, population density, hazards, and environment, to name a few comparable factors, comparisons are still useful in raising questions related to system performance. This form of benchmarking will be discussed later in the report.

Second, because fire is not the only risk faced by a community, asset information can be used in the development and revision of disaster plans.


Page 34, 41 – Risk Outcome Models

NFPA 1720 recommends that these objectives be established to include specific time objectives for each major service component²that is, fire suppression, EMS, special operations²and objectives for the percentage of responses that meet the time objectives.

Page 41, 42, and 43 – Program Logic and Benchmarking

For example, stating that the ROFD’s “response time goal” is to reduce response time is a fine goal. However, an effective measure for this goal would be the percentage of time the department responds to fire incidents in five minutes or less. Another example of a qualitative goal statement might be to “control fire spread upon arrival”. The department could instead use the following measure: the percentage of fires that did not spread beyond the area of origin after arrival of the fire department.

The ROFD collects typical fire department data, such as response times, total inspections, total investigations, and response to structure fires and EMS calls by type. These statistics, although reflective of typical workload measures seen among fire service organizations today, should link department goals to specific target rates or percentages if they are to be used to justify budget requests to city officials.

Recommendation #10: Develop performance measures for each service delivery area within the department.

The ICMA states a reasonable goal in response to fire runs is fewer than five (5) minutes (or less). Therefore; any target rate above this level in time should trigger risk reduction through increased accessibility by equal balanced manpower, this has not been addressed.

Page 42 and 43 –

Benchmarking is the search for practices that lead to superior performance. Basically, it involves comparing performance across organizations to measures one’s own achievements and identify ways to improve. How a department is doing in comparison with last year is interesting, but not as interesting as how it is doing in comparison with national standards or with others in the same field. Unfortunately, most comparisons in the public sector focus on resources rather than on performance. Whether initiated by counterpart agencies or mandated by some higher level of authority, the benchmarking process usually proceeds through the following steps:

1] Identify the measures to be used-what is to be measured and what those measures will be.

2] Develop precise definitions of the operational indicators to be used by all participants, along with clear guidelines for implementing them and uniform procedures for collecting and processing the data and computing the measures.

3] Collect and report the data on a periodic, often annual, basis.

4] Use the comparative data to assess the performance of a particular agency or program, set targets for particular entities (or more general standards for the field at large), or identify star performers and industry leaders and investigate leading-edge practices, as appropriate.

There are challenges in the process that involve availability of data, reliability of data, reliability of comparative data, and variation in operating conditions. These factors should not, however, deter an agency from embarking upon this worthwhile endeavor as a means of improving performance.

The most common resource comparisons in the fire service are per capita costs, the number of firefighters per 1,000 populations, and the number of firefighters assigned to each vehicle. These data are of no value in measuring performance. A primary difference between comparative resource analysis and benchmarking is the extent to which the latter focuses on methods for improving performance. Benchmarking seeks to identify best practices and then implement those practices to enhance performance.

Recommendation #11: Identify benchmarking partners and develop a process for exchanging information based on a standard methodology.

Benchmarking based on increased practices as opposed to standards for manpower/vehicles is a demonstration of attempting more with less; this eventually increases response time, risk, and liability.

Page 52, 53, and 54 – Response Times

ICMA data analysis observations for Royal Oak for the one year period we studied are as follows:

The average response time for EMS calls was 6.1 minutes and the 90th percentile response time was 8.6 minutes.

According to NFPA response time standards, combined alarm handling, turnout time, and travel time for fire and special operations response should be six minutes or less with the department establishing a performance objective of not less than 90 percent for the achievement of each turnout 22 NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. Based on the above data, travel times within the city are excellent, beating the standard. This is indicative of good station location. However each community should establish its own response/travel time standard based on several factors. Some of these are

(1) The use of historical fire and EMS response data,

(2) Demand for service, and

(3) The level of care that the community wants to provide and level of care that the community can afford.

Recommendation #15: Determine reasons for response time deficiencies and develop plan for problem resolution.

This data demonstrates the need to place R-93 back in service to lower response time to the proper NFPA standard. New data (included below) shows a deviance away from this standard. The correct solution is to restore this manpower to decrease response time and reduce municipal risk. By restoring R-93 to operational status 100% of the time you increase lifesaving to the proper level.


Over 4200 of these runs are EMS runs to the citizens and are monthly averages as follows for 2018;

Station #3                                         Station #2 to #3 area 70% of time

January 2018 – 5.26                           January 2018 – 8.83

February 2018 – 5.52                        February 2018 – 8.98

March 2018 – 5.34                            March 2018 – 8.23

April 2018 – 5.20                               April 2018 – 3.99

May 2018 – 5.29                                May 2018 – 3.18

June 2018 – 5.19                                June 2018 – 9.41

July 2018 – 5.65                                 July 2018 – 3.90

August 2018 – 5.15                           August 2018 – 4.12

September 2018 – 5.76                     September 2018 – 4.13

October 2018 – 5.77                         October 2018 – 5.67

November 2018 – 5.79                     November 2018 – 5.20

December 2018 – 5.89                      December 2018 – 4.88

Lastly recorded, Station #1 generated a small number of runs to this area at 6.20 minutes per run. This was calculated as an annual time.

It is not recorded but important to note, that 70% of these run times are Engine arrivals. Advanced EMS or transport arrived at a LATER unrecorded time placing citizens at further risk.

Page 63 – Service Delivery Alternative

Under EMS privatization, a private provider is responsible for all or part of the paramedic function. Local governments are usually legally responsible for EMS, and some governments fulfill this duty by providing the service themselves, usually as part of their fire departments. A city interested in privatization may choose to contract the entire paramedic function to a private ambulance company or implement a public-private partnership. A common arrangement is to contract with a private provider for patient transport and rely on the fire department for first response.

ROFD and its station locations are ideally suited to deliver BLS service; however, providing Advanced Life Support services has not proven cost effective or efficient. ALS services could be contracted out to one of three local ambulance companies within the surrounding area. This would enable the department to cut operating cost while continuing the provision of a valued service to the community. All paramedic positions within the department would be eliminated, thereby achieving a reduction in force and ambulances and equipment would be sold.

Recommendation #18: Consider contracting with a private ambulance company for ALS services and eliminate paramedic positions.

Return to the initial ICMA mission statement, where we started, this demonstrates that the ICMA group was unable to comprehend the basic ROFD structure, in which paramedics also serve as firefighters during suppression responses. This raises serious concern over the

understanding of the ICMAs’ area of expertise in public safety services.

In conclusion; “Best Practices” refers to a system where long term expectations must be chosen to implement the future continuation of your desired operation. In this situation, the removal of manpower resulting in R-93 being out-of-service 70% of the year, falls below this concept and risks operational failure to our citizens. Restore this manpower.

As run times increase so does risk. There is a clear picture correlating reduced manpower & vehicles in-service to increased run times.

Finally; when an organization evaluates a report provided from an outside source it cannot expect to cover all elements of your organization. However, it should be able to conclude basic solutions using clear and non-ambiguous ideas. The ICMA group has failed to understand basic ideas of how an emergency department operates. Many providers of these reports attempt to please the customer rather than expose the reality of running an organization.

The concept of these reports is that they are frequently using a wrong system. The goal is not to shape the question to achieve the customers’ mandates, but to expose the truth of the “cost of doing business” in the emergency response world. You cannot do “more with less” without sacrificing the very goal you are trying to achieve. What community will you end up with? A strong foundation to build on? Or a liquid cash base manipulated by an unstable future market? Choose wisely, to reduce risk.

Consider the source when evaluating results oriented reports on your Department. Realize their agenda may NOT be in line with yours.



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