Northshore Fire Department King County Fire Protection District No.16

Board Meeting Materials April 4, 2017

Board of Commissioners

David Maehren Don Ellis Eric Adman Kae Peterson Carolyn Armanini

Jim Torpin Kate Hansen Fire Chief Board Secretary

Board of Commissioners Regular Meeting Agenda Tuesday, April 4, 2017

5:00PM

I. Open Meeting II. Approval of Agenda III. Public Comment IV. Information/Discussion Item

4.1 Non-Represented Salary Ranges 4.2 Fire Chief Contract and Compensation - Commissioner Armanini

4.3 Policy 1700 Review – Commissioner Armanini 4.4 Commissioner Reports

V. Action Items 5.1 Non-Represented Salary Ranges

VI. Fire Chief Report VII. Consent Calendar

7.1 Vouchers 7.2 Meeting Minutes of March 21, 2017

VIII. Executive Session

8.1

IX. Adjournment Next Regular Meeting: April 18, 2017 at 5:00 PM

Northshore Fire Department Headquarters Station, 7220 181st Street, Kenmore, WA

Fire Chief’s Report Submitted by Chief Torpin

March 21, 2017 Administration/Financial: • Chief Torpin participated in the Northshore Rotary Scholarship Interviews that were

held at Station 51. • Chief Torpin and AS Hansen have arranged website launch announcements via

social media, the City of Kenmore, and the City of Lake Forest Park. • AS Hansen met with website designer Leif Jensen and has taken over

maintenance of the new website. She will continue to work with Leif as needed per his retainer contract.

• AS Hansen met with Nick Smith of Kirkland IT to discuss ways to streamline department use of SharePoint and reduce duplications. Nick is determining which features are available and AS Hansen will report to Chief Torpin and Chief Magnuson with any viable improvement suggestions.

Human Resources: • HR Administrator Moore and Finance Specialist Killion met with a representative

from Washington Counties Insurance Fund (WCIF) who we have dental and retiree medical insurance plans through. Agenda items included a review of updates, compliance items, and other administrative items.

• Scheduled a representative from the VEBA HRA third party administrator, BPAS, to present information to employees about the new plan. Meetings will take place in April.

• HR Administrator Moore and Chief Torpin attended a phone meeting with Randall Hurley (457 retirement plan) to discuss plan maintenance, improvements, and changes. Follow up meeting with the remaining ten participants was also conducted.

Training: • The April MTA was completed. • Captain Harvey assisted with instructing firefighter survival training to the north-end

departments. This training was delivered to an estimated 240 Firefighters. • Captain Harvey and DC Magnuson conducted tactics/IMS evaluations with several

crews. • Captain Harvey responded to several inquiries regarding the King County Training

Officer’s Association Spring Pump Academy and assisted FF Hofschulte with preparations for the class.

• Captain Harvey developed the annual Fundamental Skills Challenge training event scheduled for the second quarter. Driver/Operator skills are the focus of this year’s challenge.

• Captain Harvey and Kate Hansen facilitated scheduling of a forcible entry class to be held at Station 51 in June.

• DC Magnuson met with Captain Harvey and AA Hansen to establish goals, areas of emphasis, and expectations for 2017.

• Captain Harvey hosted an EMTG facility Use Fee sub-committee meeting. Operations: • Chief Torpin and DC Magnuson attended Quarterly North King County Chiefs

meeting. • DC Magnuson collaborated with EM Carl Lunak of NEMCo to develop a

presentation that will detail the capabilities and potential utilization of the CERT volunteers. The presentation will also cover methods for initiating contact with EM Lunak for CERT deployment and Emergency Operations Center activation. The presentation will be provided to Northshore Fire Officers at the April 12th Officers meeting.

• DC Magnuson attended Recruit Academy Class 5 South bi-weekly comprehensive evaluations.

• DC Magnuson started compiled operations and training information for WSRB (Washington State Rating Bureau) upcoming rating visit. Coordinated information gathering with BC’s Tagart and Sauer.

• Chief Torpin and DC Magnuson attended first quarter NEMCo meeting at Lake Forest Park City Hall.

• DC Magnuson attended NORCOM joint operations meeting. • DC Magnuson notified ZOLL of decision to cancel FireRMS reporting and support

as we’ve moved to ESO for incident reporting. • DC Magnuson assembled and provided Chief Torpin the draft 2016 response time

compliance report. • DC Magnuson implemented some minor improvements to ESO electronic

healthcare record system for stroke patients mandated by King County EMS. • DC Magnuson contacted City of Kenmore director of Public Works, Kris Overleese

to facilitate improved communication with the city regarding upcoming street projects or other construction that could impact Fire Department responses.

Fire Prevention: • FM LaFlam attended the Fire Alarm Advisory Board Meeting. • FI Booth kicked off 1st Grade Fire Safety visits with Nancy Pipinich with State

Farm. • FI Booth investigated the cause and origin of a car fire that occurred in Lake Forest

Park. • FM LaFlam met with City of Kenmore to discuss code requirements for a homeless

shelter proposal made by the non-profit “Mary’s Place.” The proposal has the shelter placed into the old King County Sheriff’s building on 73rd Ave NE.

Northshore Emergency Management Coalition (NEMCo): • EM Lunak and FI Booth completed the second fire safety training for Northshore

Utility District staff on March 23rd. 14 NUD employees attended the training. • EM Lunak continued the series of trainings for city staff specific to the roles they

will fill in the joint Emergency Operations Center. There are two more groups that will complete the training over the next two weeks in time for a scheduled drill on May 3rd.

• We are in week 5 of 8 in our CERT academy. Two students have dropped the class due to scheduling conflicts leaving us with 22 students.

• NEMCo RACES (radio amateur civil emergency service) are 6 weeks into an 8 week class teaching citizen volunteers the basics of amateur radio. This technician level class will prepare the 12 students to take the exam and be licensed by the FCC as radio operators.

• King County has established the NEMCo structure within the communication tool Code Red and distributed new log in and passwords to the designated city staff.

• EM Lunak assisted two neighborhood groups with the Map Your Neighborhood preparedness curriculum. The citizen driven program continues to slowly spread out across NEMCo service area. This class brings the total to 6 neighborhood meeting in 2017.

March 16, 2015

DATE: March 30, 2017 TO: Board of Commissioners FROM: Chief Torpin SUBJECT: CBA Impacts and Potential Impacts on Non-Represented Staff

The purpose of this memorandum is to provide the Board with the information requested during the non-represented staff salary range discussion at the March 21 Board Meeting. During the discussion, a Commissioner requested information regarding what elements of the recently adopted collective bargaining agreement (CBA) would or should be applied to the non-represented staff. The following is a description of each item from the CBA that was or could be applied to the non-represented employees.

1. Medical and vision insurance coverage changes include a move from a Group Health product sponsored the Washington Counties Insurance Fund (WCIF) to a high deductible plan with DiMartino and Associates/Northwest Firefighter’s Trust (NWFFT) plan.

Represented and non-represented employees were moved to this plan due to a significant increase in rates.

The vision plan moved from VSP with WCIF to Regence with DiMartino/NWFFT. It appears the new vision plan is equal or may provide slightly better coverage than the WCIF plan.

The CBA requires represented employees to participate in dependent healthcare cost-sharing per the following:

Effective 1/1/17: employees shall contribute 5% towards the cost of monthly medical premiums (medical, vision, dental) for spouse and dependents(s) coverage, with a max of $75. Employee-only coverage shall remain 100% paid by the District.

Effective 1/1/18: employees shall contribute 7% towards the cost of monthly medical premiums (medical, vision, dental) for spouse and dependents(s) coverage, with a max of $110. Employee-only coverage shall remain 100% paid by the District.

Effective 1/1/19: employees shall contribute 7% towards the cost of monthly medical premiums (medical, vision, dental) for spouse and dependents(s) coverage, without a cap. Employee-only coverage shall remain 100% paid by the District.

Currently the non-represented employees are not paying any portion of the dependent premiums for healthcare.

As a component of the healthcare plan changes, the HRA contributions were increased to offset the higher deductible healthcare plan per the following:

KING COUNTY FIRE PROTECTION DISTRICT NO.16

7220 NE 181st Street KENMORE, WA 98028

BUSINESS: 425-354-1780 FAX: 425-354-1781

• Employee only: $2000 (from $1200) Employee plus 2 or more: $4000 (from $1800)

Additionally, the represented employees will move their HRA funds from a traditional HRA to an HRA VEBA plan managed by the NWFFT. All fees for this HRA VEBA plan will be borne by the employees rather than the employer. The transition to the new HRA VEBA has not yet been completed. The District will be maintaining the current HRA third party administrator to manage termed employee funds not yet expensed.

The non-represented employees could move their HRA funds to this new plan if they desire to do so, or be required to move to the new plan which would save approximately $500 in administrative fees currently paid by the district.

2. The new CBA imposed a limit to the number of Sick leave hours that could be accrued to

1664. A sick leave buy back was provided for 10 represented employees who were over the newly imposed cap. Changes were made to Policy 2720 to reflect this new limit on the sick leave accrual and it now affects all employees.

3. The CBA added language from a previously approved Memorandum of Understanding

with the labor group that allowed for employees enrolled in the Department-supported Long Term Disability (LTD) program to be able to use plan benefits to buy back sick leave used during non-duty related injury or illness as provided in Policy 2720. This change is in effect and would be available to both represented and non-represented employees.

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Goals and Objectives Policy Number: 1700 Approved By: Board of Commissioners Effective Date: April 5, 2012 Revision Date: N/A Pages: 2 Attachments:

1 PURPOSE 1.1 To provide policy and procedure for the establishment of broad goals and

specific objectives intended to provide direction for the enhancement of the effectiveness, efficiency and/or performance of the District’s programs and services.

2 REFERENCES 2.1 RCW 52.02.020, Fire Protection Districts-Authorized

3 RESPONSIBILITY 3.1 The Board of Commissioners shall conduct a goal setting process as detailed

in this policy.

3.2 The Fire Chief shall report to the Board as objectives are met and the corresponding results of meeting established goals.

4 DEFINITIONS 4.1 GOAL - a general statement regarding an observable and measurable end

result having one or more objective to be achieved within a more or less fixed timeframe. A goal may be related to performance, program development, a special project, or a combination of the three.

4.2 NEEDS ASSESSMENT - a systematic process for identifying problems, issues and opportunities. The process of identifying the gaps between current conditions and desired conditions.

4.3 OBJECTIVES - are specific, measurable strategies or implementation steps established to attain identified goals.

5 POLICY 5.1 The Board of Commissioners shall annually perform a comprehensive needs

assessment which will provide justification and purpose for the establishment of goals and objectives. The annual process shall provide an opportunity for input to all members of the Board, the administration, the District employees, and the community served.

5.2 The process shall utilize the development of goals that are:

5.2.1 Specific 5.2.2 Measurable 5.2.3 Achievable 5.2.4 Relevant 5.2.5 Time Bound

5.3 Goals shall be prioritized in order of importance and written in a broad manner that clearly identifies the population that will be affected and the problem or opportunity that will be influenced.

5.3.1 Each goal shall have one or more objective written in a manner that describes the results to be achieved; the criteria by which results will be measured; the time frame for achieving the objective; and the specific target group toward which the objective is directed.

5.4 The Fire Chief shall report to the Board of Fire Commissioners the degree to which the goals and objectives have been accomplished.

5.5 The District shall provide an annual report to the community that identifies the goals and objectives established by the Board of Commissioners. The annual report shall also indicate progress made towards the accomplishment of the stated goals.

6 PROCEDURES/GUIDELINES 6.1 The Board will conduct a needs assessment process during the month of

March in each calendar year. The process may be conducted during regular meetings, a special meeting or special retreat.

6.2 Prior to the needs assessment, the various groups listed in section 5.1 will be solicited for input that may be considered during the needs assessment and goal setting process.

6.3 Upon completion of the needs assessment, the Board and/or administrative staff will collect data and information regarding the identified needs and/or opportunities in preparation of the goal and objective setting process. This process shall include identifying any resource requirements needed for the successful achievement of a potential goal or objective.

6.4 The Board will initiate a goal setting process during the month of June in each calendar year. The process may be conducted during regular meetings, a special meeting or special retreat.

6.5 The Board shall complete the goal setting process no later than August 1st of each calendar year in order to address any budgetary impacts created by the established goals.

Goals and Objectives Page 2 Policy 1700

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Northshore Fire Department King County Fire Protection District No.16

2016 Response Time

Compliance Report

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Table of Contents

Introduction .............................................................................. 3

Background and Significance .................................................... 3

Requirements of RCW 52.33.030 .............................................. 4

Definitions ................................................................................ 5

Policy Statement and Response Time Objectives ....................... 6

Staffing ..................................................................................... 8

Organization Chart .................................................................... 9

2016 Compliance Report ......................................................... 10

Explanation of Results and Corrective Actions ......................... 11

Evaluation of Services not provided by the District .................. 13

Appendix ‘A’ General Response Statistics ................................ 14

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Introduction On April 15, 2005, the Washington State Legislature passed into law HB 1756. The provisions of the HB 1756 were codified into RCW 52.33.030 for all Fire Districts and Regional Fire Authorities. RCW 52 requires fire departments in Washington State to determine and develop performance standards and report their relative compliance with the established standards on an annual basis.

The reporting requirements were derived from the National Fire Protection Association Standard 1710 Standards for the Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departments. Washington State’s requirement would best be described as a modified version of this national standard. On December 4, 2007, the Northshore Fire Department Board of Commissioners took action to comply with the requirements of RCW 52.33.030 with the adoption of Board Resolution 07-20. This report shall satisfy the 2016 reporting requirements of the RCW and Board Resolution 07-20.

Background and Significance One of the major issues the fire service has been addressing is defining levels of service relative to standards, comparable data, and levels of acceptable risk for the community they serve. The Northshore Fire Department has used response times as part of its performance measures for many years. Response times have historically been reported to the Board in terms of averages rather than the more definitive methods required by RCW 52.33.030. Response times have long been a national standard of measurement of service within the fire service. However, this data has never been used in setting standards which can be used on a comparison basis or as the basis of legal action against local government bodies. In 2001, NFPA 1710, the first national standard for response times, was adopted. As a standard, it was not legally binding for fire departments, though it has and will carry increasingly significant weight in legal actions resulting from negligent incidents attributable to response times. The establishment of response standards for the fire service continues to develop momentum. Increasingly, jurisdictions are being directed to establish policies in regard to the delivery of fire and EMS services. RCW 52.33.030 is Washington State’s solution to addressing the issue of setting response time standards.

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Requirements of RCW 52.33.030

Fundamentally, the law simply requires, through ordinance, a community to determine the level of Fire & EMS services it wishes to provide to its community, and set performance measures that will be annually reported by fire departments to their governing bodies. The RCW requires the following:

Board Resolution – Policy Statements o Existence of Fire Department o Services provided by the Fire Department o Expected number of Fire Department employees o Functions performed by employees

Adopted Standards o Turnout Time o Response Time – Deployment of First Alarm Assignments at Fire Suppression

Incidents o Response Time – First arriving unit at Fire Suppression Incidents o Response Time – Basic Life Support Incidents o Response Time – Hazardous Material Incidents o Response Time – Technical Rescue Incidents

Annual Fire Department Performance Measures Reporting o Includes Policy Statements o Provides the established standard o Reports on Departments Performance against established standard o Explanation and definitions where the standard is not being met o Predictable consequences of any deficiencies and necessary improvements

needed to correct these.

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Definitions

Advanced Life Support (ALS) Advanced Life Support incidents are those incidents where the involved patients have more critical or life threatening injuries and illnesses. ALS services are provided by personnel trained to the paramedic level.

Alarm Time The point of time that the public safety answering point (PSAP) receives a call with notification of an emergency incident.

Alarm Processing Time The measure of time from when a call is received at the PSAP until the appropriate units are dispatched.

Basic Life Support (BLS) Basic Life Support response is the first level of response to emergency medical incidents. BLS personnel are firefighters who are trained as Emergency Medical Technicians (EMTs).

Dispatch Time The time when the dispatcher, having selected appropriate units for response with assistance from the CAD system, initiates the notification of response units.

Emergency Response A response to an incident where an imminent threat to life or property exists or is believed to exist. Units responding to emergency incidents respond with lights and sirens activated.

Fire Suppression Incident An incident where property or life is threatened or believed to be threatened by fire.

Full Alarm Assignment The number of apparatus and personnel that is required to establish an effective firefighting force at an incipient stage structure fire. Full alarm assignment has been established by the District as a minimum of three (3) Engines, one (1) additional Engine or Ladder and one (1) Battalion Chief.

Operations Level Responder Personnel who are trained at a basic level in specialized fields such as hazardous materials and technical rescue. Operations level training provides personnel with the knowledge and ability to mitigate smaller incidents and the awareness to request personnel with a higher level of training when appropriate.

Response Time The combined measure of time from the point at which units are notified of an alarm and their arrival on scene (turnout and travel time).

Turnout Time The measure of time from the point at which units are notified of an alarm until the point of time when the response is initiated (wheels rolling).

Travel Time The measure of time from the point at which units initiate their response until they arrive on scene.

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Policy Statement and Response Time Objectives

WHEREAS, King County Fire Protection District No. 16 was organized in the year 1942, and therefore the Board of Fire Commissioners intends to declare it as being heretofore “established”; and

WHEREAS, the Washington State Legislature adopted House Bill 1756 during 2005, and such bill is codified as chapter 52.33 of the Revised Code of Washington; and

WHEREAS, such statute requires that each substantially career fire department be declared “established”, that the services provided by the district or department be listed, and among other requirements, that standards for service be adopted locally; and

WHEREAS, such statute also requires that an annual report be prepared each year, describing compliance with the local standards and otherwise reporting to the public; and

WHEREAS, such statute also requires compliance with the locally established response time standards 90% of the time; and

WHEREAS, the purpose and intent of this resolution is to provide policies and standards so as to comply with the intent of the new legislation;

NOW THEREFORE BE IT HEREBY RESOLVED AS FOLLOWS:

Section 1. Since the King County Fire Protection District No. 16 was formed in 1942 and thereafter a substantially career fire department has been established, the Board of Fire Commissioners officially declares the fire department to be established.

Section 2. The public services provided by the District, in accordance with the mission and statutes that govern fire protection districts and fire departments, are as follows:

Fire suppression

Emergency Medical Services (EMS), Basic Life Support (BLS)

Hazardous Materials Response-Operations Level

Technical Rescue/Special Operations

Fire Code Inspections

Public Education

Section 3. The organizational structure of the fire department is best understood by reference to the attached organizational chart for the department, which is hereby officially adopted by the Board, and incorporated, herein by reference. However, the organization is generally described as managed overall by the elected policy-making and governing body, the Board of Fire Commissioners, whose policies are implemented on a day-to-day basis by the appointed Fire Chief.

The Board and the Chief are aided in accomplishing the mission of the department by an appointed District Secretary, whose primary duties are administrative, including maintaining

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Board meeting minutes and records. Various fire service officers, firefighters, emergency medical technicians (EMTs), and other staff personnel round out the district’s work force and accomplish the delivery of vital services to the public.

Section 4. The fire protection district hereby establishes the following service delivery objectives, including specific response time objectives for the following major service components, as applicable:

A. Turnout time (All Emergency Incidents):

Two (2) minutes;

B. Fire Suppression:

(1) Response time, first arriving engine company: Six (6) minutes;

(2) Response time, full first alarm assignment: Fourteen (14) minutes;

C. EMS:

Response time, BLS, first unit staffed with EMTs: Six (6) minutes;

D. Hazardous Materials Response-Operations Level:

Response time, Hazardous Materials Response, first unit with “Operations Level Responder” or higher: Six (6) minutes;

E. Technical Rescue/Special Operations:

Response time, Technical Rescue/Special Operations, first unit with “Operations Level Responder” or higher: Six (6) minutes.

Section 5. The foregoing objectives shall be achieved at least 90% of the time in accordance with the statute. Annually, commencing in 2007, the department shall evaluate its levels of service, deployment, and the achievement of each response time objective throughout the district. The annual report shall define any geographic areas and circumstances in which the requirements of these standards are not being met. The annual report shall explain the predictable consequences of any deficiencies and address the steps that are necessary to achieve the objectives.

Section 7. All terms used herein, such as “turnout time”, “response time”, “basic life support” and “fire suppression”, shall be as defined in RCW 52.33.

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Staffing

In 2016, the Northshore Fire Department employed forty-eight (48) full time employees (FTE).

Two (2) Chief Officers

Three (3) Administrative Staff Employees

Forty (40) Career Suppression Personnel

Two (2) Fire Prevention Staff

One (1) Training Captain

Total 2016 staffing of forty-eight (48) FTE

The chart on the following page reflects the 2016 organizational structure.

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Board of Commissioners

Fire Chief

Legal Counsel

Deputy Chief Operations / Training

Battalion Chief A-Shift

Battalion Chief B-Shift

Battalion Chief C-Shift

Battalion Chief D-Shift

Fire Marshal

Lieutenant (2)

Firefighter (7)

Finance Specialist

HR Administrator

Admin Specialist Fire Inspector

Financial Oversight

Firefighter (7)

Lieutenant (2)

Firefighter (7)

Lieutenant (2)

Lieutenant (2)

Firefighter (7)

Training Captain

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2016 Compliance Report

Data retrieved from the District’s fire records management system was used to compare the fire department’s performance against the established objectives. Only emergency responses, where the first dispatched unit arrived on scene were used for this report; information from non-emergent incidents, reduced emergency responses and responses that were canceled while the unit was in route were culled from the sample set. The following section provides the benchmark objective followed by the fire department’s actual performance.

A. Turnout Time

Turnout Time Objective: The Northshore Fire Department has adopted a turnout time objective of two (2) minutes, ninety percent (90%) of the time.

Actual Department Comparison for the Year 2016: The Northshore Fire Department met the turnout time objective ninety-three percent (93%) of the time.

B. Arrival of 1st Arriving Engine Company at Fire Suppression Incident

Response Time Objective: The Northshore Fire Department has adopted a response time objective of six (6) minutes for the first fire engine to arrive when responding to a fire suppression incident ninety percent (90%) of the time.

Actual Department Comparison for the Year 2016: The Northshore Fire Department met the first arriving engine response time objective seventy-one percent (71%) of the time.

C. Arrival of Full Alarm Assignment at Fire Suppression Incident

Response Time Objective: The Northshore Fire Department has adopted a response time objective of fourteen (14) minutes for the arrival of a full alarm assignment at fire suppression incidents ninety percent (90%) of the time.

Actual Department Comparison for the Year 2016: The Northshore Fire Department met the Full Alarm Assignment response time objective eighty percent (80%) of the time.

D. Arrival of 1st Arriving BLS Unit at Emergency Medical Incidents

Response Time Objective: The Northshore Fire Department has adopted a response time objective of six (6) minutes for the first BLS unit to arrive when responding to an EMS incident ninety percent (90%) of the time.

Actual Department Comparison for the Year 2016: The Northshore Fire Department met the first arriving BLS unit response time objective eighty-two percent (82%) of the time.

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E. Arrival of 1st Arriving Unit with “Operations Level Responder” for a Hazardous Material and Technical Rescue Responses.

Response Time Objective: The Northshore Fire Department has adopted a response time objective of six (6) minutes for the first unit to arrive with “Operations Level Responders” when responding to a Hazardous Material and Technical Rescue incidents ninety percent (90%) of the time.

Actual Department Comparison for the Year 2016: The Northshore Fire Department met the first arriving Hazardous Materials or Technical Rescue unit response time objective one hundred percent (100%) of the time.

Explanation of Results and Corrective Actions Turnout Time

Turnout time is the one element of response time that the fire department can influence. A wide array of factors affect turnout time including: station design and layout, paging and alerting technology, the use of Mobile Data Computers (MDC), non-emergency tasks conducted by responders (training, inspections, physical fitness, etc.), responders required to “jump” to a different apparatus (Jump Crews), awareness of performance, and the established culture.

Turnout time was evaluated for all emergency responses and not reported separately by incident type. Turnout time for fire suppression incidents is higher than for EMS responses. Responders are required to don personal protective equipment when responding to suppression incidents which adds substantial time to the response.

The department utilizes Mobile Data Computers (MDC) for its front line apparatus. The MDCs increase the amount of information available to responders from the dispatch center. The MDCs provide Automated Vehicle Locator (AVL) technology which facilitates the closest unit being dispatched to incidents. The MDCs now provide responders with live mapping that reduces the time required to identify incident location and the quickest routes. These devices provide more accurate response data that improves the analysis process.

The District continues to internally publish turnout time results for each shift by station in an effort to raise awareness of turnout time performance. Publishing the results and an increased focus on improving turnout times has had a positive impact on performance.

The objective for turnout time was established at two (2) minutes. In 2015 the District met its turnout time goal for the first time since the inception of reporting pursuant to RCW 52.33. The 2 minute goal was met again in 2016. This is a significant achievement that is the result of numerous technological improvements, consistent reporting and the efforts of the emergency responders!

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Travel Time

Travel time is the duration of time from the point responders initiate a response (wheels rolling) until they arrive on scene. Except for adding fire stations or increasing the number of staffed apparatus the fire department is limited in its ability to impact travel time. This is due to the fact that travel time is directly related to the distance apparatus is required to travel to the scene of an incident. Several other factors can impact travel time such as: topography, traffic, traffic calming devices, road construction, weather and road conditions, ease of access to response destination, and the out of service status of a first-due apparatus that necessitates a response from a more distant unit.

The area served by the District is very unique in terms of geography and topography. The jurisdiction wraps around the northern portion of Lake Washington. Lake Forest Park was constructed on numerous rolling hills and deep ravines with several small stream drainages throughout. The construction of roads and streets in Lake Forest Park was done in a manner that was designed not to disturb the natural setting of the area. The City of Kenmore is divided by the Sammamish River and has its share of topographical challenges as well. The geographical aspects of the jurisdiction have a significant impact on apparatus travel time.

The Sammamish River has only one public bridge suitable for emergency response apparatus. The bridge located at 68th Avenue NE does not facilitate a direct response route for incidents that occur south of the river. Additionally, the 68th Avenue Bridge is frequently congested with traffic during peak commute hours.

Over the last few years there has been a dramatic increase in peak time congestion on Bothell Way. Tolls on the Evergreen Floating Bridge and I-405 are encouraging more commuters to use Bothell Way to get around the north end of Lake Washington. This congestion has impacted travel speeds of emergency apparatus responding to incidents that occur during peak times.

There are two areas of the District where the computer calculated travel time exceeds 4 minutes. Those areas are the southern Moorlands area in Kenmore and the Horizon View area of Lake Forest Park. The actual travel times to these two areas have historically exceeded the four minute goal.

With the turnout time objective established at two (2) minutes and an overall response time objective of six (6) minutes, apparatus must be able to travel the distance to the scene of an incident in four (4) minutes or less to meet the established standard. Response Time

Response time referenced in this report is the combined measurement of time from the point responders are notified of an emergency until they arrive on scene of the incident. Simply said, response time equals turnout time plus travel time.

The distribution of all emergency incidents between the two cities referenced in this report is as follows: Kenmore 63% and Lake Forest Park 37%.

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In 2016, the data revealed that the District met its response time objectives eighty-seven percent (87%) of the time for all emergency responses that occurred within the boundary of the District. The responses that fell outside of the established threshold were equally distributed throughout the fringe areas of the District where the distance from fire stations are the greatest.

As previously mentioned, two specific areas that have the greatest concentration of non-compliant calls are the southern most areas of Kenmore and areas near Horizon View Park. Responses to areas served south of the Sammamish Slough in Kenmore are funneled across the bridge on 68th Ave NE which eliminates direct routes to many addresses in this area. Access to the neighborhoods in the Horizon View area of Lake Forest Park requires apparatus to ascend and descend through numerous steep hills and encounter frequent stops and sharp corners. These obstacles have a significant impact on the heavy apparatus’ ability to maintain proper speeds while responding to incidents.

In 2016, there were Six (6) incidents where a full alarm assignment was dispatched and all units arrived on scene. The response time objective was met for eighty-three percent (83%) of these incidents. In one of the six incidents, the last unit assigned arrived shortly after the fourteen minute standard.

Responses to Hazardous Material and Technical Rescue incidents are very rare. In 2016, there was only one (1) incident involving Hazardous Materials or Technical Rescue reported.

Evaluation of Services not provided by the District RCW 52.30.030 does not require Fire Districts to report on services that are not directly provided. Two critical services, alarm processing and advanced life support, are provided by outside agencies. The performance of these agencies is worthy of mention due to the interdependence their performance has on our success. Alarm Processing

The alarm processing interval is a critical component of our overall response time. In 2016 the alarm processing service is provided by the North East King County Regional Public Safety Communication Agency (NORCOM). NORCOM has adopted an Alarm Processing time objective of ninety (90) seconds for call received to call dispatched, ninety percent (90%) of the time. Norcom met this objective ninety-five percent (95%) of the time. Advanced Life Support

Advanced Life Support (ALS) services are provided to the District through King County Emergency Medical Services (KCEMS). The Shoreline Fire Department, through KCEMS, is the primary provider of ALS services. The District houses Medic 65 at Station 57 in Lake Forest Park. The Shoreline Fire Department publishes Medic 65 response standard and performance independent of this report.

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HISTORICAL CALL VOLUME AVERAGE RESPONSE TIMES

By Response Area 51 57 ALL

TURN OUT TIME 1:11 1:09 1:10

FIRE RESPONSE TIME 5:27 6:37 5:58

EMS RESPONSE TIME 4:52 5:10 4:58

ALL PRIORITY RESPONSES 5:29 6:02 5:49

INCIDENT TYPES TOTAL 51 57 % STANDARD OF COVERAGE BENCHMARKS

EMS / RESCUE 2708 1707 1001 74.8%

GOOD INTENT 391 226 165 10.8%

FALSE CALL 254 189 65 7.0%

FIRE 88 49 39 2.4%

PUBLIC ASSIST 102 67 35 2.8%

HAZARDOUS CONDITION 71 43 28 2.0%

OTHER 0 0 0 0.0%

RUPTURE/EXPLOSION/OVERHEAT 6 6 0 0.2% STANDARD OF COVERAGE BENCHMARKS

SEVERE WEATHER 1 0 1 0.0% 57

TOTAL CALLS 3621 2287 1334 87%

AVERAGE / DAY 9.9 6.3 3.7 75%

AUTOMATIC AID

SHORELINE FD

BOTHELL FD

KIRKLAND FD

OTHER AGENCIES

TOTAL

LOSS DUE TO FIRE

Northshore Fire Department

Response Statistics

2016

ANNUAL

REPORT

2016 3621

2015 3607

2014 3525

2013 3474

2012 3375

COMPLIANCE

TURN OUT TIME GOAL: 90% ≤ 2 Minutes

CALL PROCESSING TIME GOAL: 90% ≤ 90 Seconds 95%

BLS RESPONSE TIME GOAL: 90% ≤ 6 Minutes

93%

82%

FIRE RESPONSE TIME GOAL: 90% ≤ 6 Minutes

FULL ALARM ASSIGNMENT GOAL: 90% ≤ 14 Minutes

71%

83%

SPECIAL OPERATIONS GOAL: 90% ≤ 6 Minutes

COMPLIANCE

By Response Area 51

100%

BLS RESPONSE TIME GOAL: 90% ≤ 6 Minutes 89%

FIRE RESPONSE TIME GOAL: 90% ≤ 6 Minutes 76%

INCIDENT BY TYPE

299 148

207 37

39

Occurrences Loss

573 214

Provided Received

20

28 9

2016 15 $160,080

2015 20 $363,475

2014 69 $97,150

2013 23 $413,140