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Lake Emergency Medical Services, Inc.

EMS Operations Committee AgendaFebruary 21, 2017

3:30 pmLocation: Lake County Administration, BOCC Chambers

· Call to Order – Comm. Sean Parks

· Public Comment

· Tab 1 Selection of Chairman – ACTION ITEM

· Tab 2 Review and Approve Minutes of June 7, 2016 – ACTION ITEM

· Tab 3 Revision to Policy 8-1: Electronic Communications &Computer Use – ACTION ITEM

· Tab 4 Revision/Update on Operational Analysis – INFORMATION ONLY

· Tab 5 Operations Staff Report

· Tab 6 Director’s Report

Committee Members:Comm. Sean ParksMayor Robert MorinMayor Pro Tem Brenda Brasher

Tab 1

Selection of Chairman

Lake EMS, Inc.EMS Operations Committee Agenda Item Summary Sheet

DATE: February 16, 2017 MEETING DATE: February 21, 2017

SUBJECT: Election of Committee Chairman

ACTION REQUESTED: Election

BACKGROUND SUMMARY: With the transition of new committee members from theBoard of Directors, a new EMS Operations Committee Chairman will be elected.

FISCAL IMPACT: None

ATTACHMENTS: None

Tab 2

Minutes

EMS Operations Committee – 06.07.16 Page 1

Lake EMS, Inc.EMS Operations Committee

City Commissioner Michael Holland, ChairMEETING MINUTES

June 7, 2016

Call to OrderThe EMS Operations Committee, chaired by Eustis Mayor Michael Holland, met on June 7, 2016 at 2:30 p.m.Commissioners Welton Cadwell and Sean Parks were also in attendance.

Public CommentThere was no Public Comment.

Tab 1— Approval Minutes – ACTION ITEMACTION: Comm. Cadwell moved to approve the minutes of the April 5, 2016 EMS Operations Committee. Comm.Parks seconded the motion which carried unanimously.

Tab 2 — First Watch – ACTION ITEMStaff is requesting that the Committee recommend Board approval for the sole source purchase of FirstWatchSoftware. FirstWatch is a fully customizable clinical and business analytics software package. Connecting tomultiple data sources, this product provides call taking, dispatching and field operational analytics, comprehensiveclinical quality improvement review, hospital offload monitoring, bio-surveillance, data visualizations, andautomated alerting. The total first year cost including support and maintenance is $184,800. The estimatedannual support and maintenance beyond the first year (including a 3% annual increase) will be $29,419.

The International Academies of Emergency Dispatch provided Lake EMS with a notification letter from the Directorof Software Development for Priority Dispatch indicating that FirstWatch is the only available monitoring andanalysis program in the world to interface directly with their Priority Dispatch software. Since FirstWatch is theonly real-time monitoring & data analysis program approved to interface directly with Priority Dispatch's softwareand databases, staff is requesting the sole source approval of this purchase and implementation, upon legalapproval, of the Master Software Agreement terms and conditions.

ACTION: Comm. Parks moved to recommend Board approval of the First Watch Software purchase. Comm.Cadwell seconded the motion which carried unanimously.

Tab 3 — RFP for High Fidelity Patient Simulation Mannequins – ACTION ITEMRFP 16-0220 for High Fidelity Patient Simulation Mannequins was issued on April 18, 2016 with a deadline of May9, 2016. Responses were received from: Gaumard; Laerdal; and CAE Healthcare. The Selection Committee met onMay 11, 2016 to review the proposals received. All three vendors were invited to an on-site interview anddemonstration of their Patient Simulation Mannequins on May 19, 2016.

After discussion of the individual proposals, the Selection Committee ranked the vendors and unanimously votedto recommend approval of the proposal submitted by CAE Healthcare. It is anticipated that the contractualamount will be $115,133.

ACTION: Comm. Cadwell moved to recommend Board approval of the proposal submitted by CAE Healthcare forPatient Simulation Mannequins. Comm. Parks seconded the motion which carried unanimously.

EMS Operations Committee – 06.07.16 Page 2

Tab 4 – Waiver of Conflict of Interest Agreement – ACTION ITEMThe County Attorney is requesting Lake EMS enter into a Waiver of Conflict of Interest for Legal ServicesAgreement. This is a requirement under the Florida Bar Ethics Rules.

ACTION: Comm. Cadwell moved to recommend Board approval of the Waiver of Conflict of Interest Agreement.Comm. Parks seconded the motion which carried unanimously.

Tab 5 – Proposed Fiscal Year 2016/2017 Budget – INFORMATION ONLYThe Proposed Lake EMS FY 2016-2017 Budget were reviewed including a current Lake EMS Organizational Chartand the following five summary sheets:

1. 2017 Proposed Budgeted Statement of Operations2. 2017 Proposed Personnel Services – Operating Expenses3. 2017 Proposed Capital Outlay Justification4. 2017 Proposed Five Year Capital5. 2017 Proposed Ambulance Deployment

Complete Proposed Lake EMS FY 2016-2017 Budget Books will be prepared and provided to Board members forthe September 27, 2016 Board of Directors Meeting for full adoption.

Tab 6 – Update on RFP for Operational Analysis of Emergency Medical & Fire Services Deployment & ResponseSystem – INFORMATION ONLYMr. Smith reported that Fitch and Associates had visited in May. They met with staff, local fire chiefs, Lake CountyFire Rescue, and half of the Board members. A representative will return mid-June. The process is on schedule.

Tab 7 – Operations Report – INFORMATION ONLYMr. Smith pointed out that the Operations Report was included in Committee Books. There were no questionsregarding the report.

Tab 8 – Director’s ReportJerry Smith, Executive Director, updated the committee on pertinent issues and accomplishments since the lastBoard Meeting including:

· Lake EMS crews responded to a deadly dog attack and treated the patient while the dog was still in thehouse.

· EMS Week was very successful with a staff BBQ, t-shirts, recognition gifts, and prize drawings.· ZOLL Conference was productive.· Communications Center is making progress with fire partners in following Priority Dispatch.

AdjournThe meeting was adjourned at 3:15 p.m.

Tab 3

Revision to Policy 8-1

Electronic Communications

& Computer Use



SUBJECT: Revision to Policy 8-1 Electronic Communications and Computer Use

ACTION REQUESTED: Recommend Board Approval

BACKGROUND SUMMARY:Revisions to Policy 8-1 Electronic Communications and Computer Use are recommendedto condense the current language and separate the procedure from the policy which isan ongoing effort.

FISCAL IMPACT: N/A

ATTACHMENTS: Policy 8-1 Electronic Communications and Computer Use

Tab 4

Revision/Update

on Operational Analysis



SUBJECT: Revision/Update on Operational Analysis

ACTION REQUESTED: Information Only

BACKGROUND SUMMARY:The Lake County Board of County Commissioners has requested that the Lake EMSBoard of Directors alter Phase II of the Operational Analysis currently underway byFitch and Associates. Phase II of the study will be replaced by the attached Scope ofWork to be completed in May 2017. Additionally, a six-month extension of the originalcontract is being requested for the new Phase II and time to accomplish the originalPhase II as Phase III. The County Attorney’s Office is developing the contractaddendum which will be provided for the March Lake EMS Board Meeting.

FISCAL IMPACT: $25,000 plus reasonable travel expenses

ATTACHMENTS:1) Feasibility Study for Consolidation of Lake County Fire Rescue and Lake EMS ServicesScope of Work2) Agreement Between Lake EMS, Inc. and Fitch & Associates for Operational Analysisof Emergency Medical and Fire Services Deployment and Response Systems.

Feasibility Study for Consolidation of Lake County Fire and EMS Services

Scope of Work

Purpose

The purpose of this solicitation is to retain a qualified consultant to construct a feasibility study for

consolidating Lake County Fire Rescue (LCFR) and Lake Emergency Medical Services (LEMS) in Lake

County, Florida. The consultant shall be responsible for evaluating the current system and suggesting an

implementation strategy while maintaining or improving the existing level of service as specified by the

Lake County Board of County Commission (LCBCC) and Lake County Public Safety Department. This

evaluation is designed to determine the potential to achieve the following benefits to all of Lake County:

• Increased efficiency

• Improved effectiveness

• Streamlining purchasing

• Consolidation/disbursement of supplies

• Improved training opportunities

• Omit duplication of services

• Enhanced services

• Reduced costs

• Cost avoidances

• Standardization

• Potential reduced ISO (Insurance Services Office) rating

• Improved customer service

Current Fire and EMS System Description

Lake County is a rapidly growing suburban community of over 315,000 permanent residents that swells

to some 340,000 during the typical business day. Growth in the county has increased 41% since the 2000

census and is expected to remain strong over the coming decades. Forecasts have the population

increasing to over 360,000 by 2020 and to over 500,000 by 2040. Given its size and economic footprint,

Lake County plays an integral role in the Central Florida Metropolitan Statistical Area (the second largest

in the State of Florida). This service impact includes more than 53,400 single family homes, 500

multifamily homes, 13,900 manufactured homes, 1,700 commercial properties, and more than 380

industrial properties including three large juice manufacturing plants.

There are a total of thirteen (13) fire services within the county consisting of both large and small

departments; majority staffed by full time firefighters with 3 small municipalities having a volunteer

service. Ten (10) of the services currently provide varying levels of ALS coverage utilizing a combination

of paramedics and emergency medical technicians under the Lake EMS State of Florida ALS License and

Medical Direction. The existing Fire and EMS services for the county includes Lake County Fire Rescue

(LCFR), Lake County EMS (LEMS), Leesburg Fire Rescue, Clermont Fire Rescue, Groveland Fire Rescue,

Minneola Fire Rescue, Eustis Fire Rescue, Mount Dora Fire Rescue, Mascotte Fire Rescue, Tavares Fire

Rescue, Villages Fire Rescue, Montverde Volunteer Fire Department, Fruitland Park Volunteer Fire

Department, and Umatilla Volunteer Fire Department. For the purpose of this study, consolidation of

services will be focused on LCBCC entities alone (LCFR and LEMS). Lake County municipality fire

departments will remain individually operated as they do now. Existing interlocal agreements for

Medical transport, mutual aid, and automatic aid will continue to be provided by Lake County under the

new consolidated department.

The Lake County Fire Rescue Department (LCFR) operates under the Public Safety Department of the

LCBCC. The Public Safety Department is comprised of Lake County Fire Rescue, Communications 911

Technologies, and Emergency Management. The Public Safety Department employs 230 FTEs (full time

employees) and 3 PTEs (part time employees).

LCFR is a career fire rescue department which serves an unincorporated response area of approximately

1100 square miles with first response ALS and BLS service via fire companies (Engines, Ladders, Tankers,

Brush, etc.). LCFR is also a signatory to the statewide mutual aid agreement and regularly provides

assistance to communities and neighboring counties throughout the region through automatic and

mutual aid agreements. Locally the department has created Interlocal Service Boundary Agreements

(ISBA’s) to encourage local governments to jointly determine how to provide services to residents and

property in the most efficient and effective manner while balancing the needs and desires of the

community. These agreements have been implemented to reduce response times and ensure that calls

can be handled by the closest resource regardless of whether it is county or city. The ISBA agreements

outline compensation to the participating agencies who respond to calls in another jurisdiction. In

addition to the unincorporated areas, LCFR provides contractual fire services to 3 towns within the

county (Astatula, Howey-In-The-Hills, and Lady Lake).

LCFR consists of 218 FTE’s and 2 PTE personnel responding from 25 fire stations located throughout the

county answering a call volume of 22,554 incidents (2016 data). Total call volume is consistently

increasing around 7% per year. The work schedule is a 3 platoon 24/48 assignment. Daily staffing is 61

personnel with 2 Battalion Chiefs providing command and control. LCFR also operates a special

operations team (HazMat/Technical Rescue) responding county-wide. LCFR operates the following

Bureaus: Administration, Operations, EMS, Logistics, Training, Fire Prevention, and Special Operations.

The LCFR ISO rating from 2005 – 2015 was a Urban 6/Rural 9. Effective March 1, 2016 the rating

improved to an Urban 4/Rural 4X. Additional personnel and departmental improvements have been

added since that last protection classification issuance and there is an expectation for the rating to

improve. Funding for Fire Rescue is currently provided through a Fire Assessment Fee, MSTU for

Emergency Medical Service (ALS), and Impact Fees.

LCBCC Department of Public Safety also oversees the Communications 911 (CT-911) Division. This

division is separate from the LEMS Communications side as CT-911 provides county-wide radio and 911

service and management for LEMS Dispatch, law enforcement, municipal fire agencies, and hospitals.

The present system manages 18 communications towers and over 3000 portable radios county-wide.

The Division also provides support functions for county departments inclusive of GIS/Addressing, IT,

Lake County Sherriff’s Office (LCSO), Traffic/Engineering and others. The CT-911 Division is located in the

south end of the county and staffed with 6 FTEs managing the technologies for the County-wide radio

and 911 systems with an annual call volume of over 10,000,000 and 800,000 respectively. Funding for

CT-911 is currently provided through general fund and Emergency 911 funds.

LCBCC Department of Public Safety also oversees the Emergency Management Division (LCEM). LCEM

manages the Lake County Emergency Operations Center maintaining county-wide emergency

preparedness plans, coordinating county-wide training and exercises, managing the emergency

notification system, managing the special needs population registry, and processing and approving

special events within the county. The LCEM Division is staffed with 4 FTEs and 1 PTE and located on the

second floor of the communications dispatch center. Funding for Emergency Management is through

the General Fund and Emergency Management Trust Fund Grant.

Lake Emergency Medical Services (LEMS) is the sole provider of ambulance services in Lake County,

Florida. It was originally developed as a Not-For-Profit Corporation wholly owned by Lake County

government and managed by the Lake County EMS Board of Directors. While the current system was

established in 2000, the corporation went through a structural change in 2011 when Sumter County,

Florida withdrew from the corporation.

The current ambulance deployment plan was transitioned in 2011 and established to serve Lake County

exclusively. LEMS currently deploys a total of thirteen (13) 24hr units, two (2) 24hr split units, and eight

(8) 13hr peak demand units yielding 161,330 scheduled unit hours per year. Staffing will continue to be

supplemented by two (2) 24hr float units. The personnel that staff these units are moved to cover

openings, such as FMLA, vacation, etc. When the schedule is full, these two (2) units operate as in-

service ambulances adding unit hours to the schedule.

Lake EMS is the sole holder of the COPCN for ambulance transportation in Lake County. In FY2015 there

were 48,765 incidents resulting in 36,488 transports. Lake EMS funds and provides both emergency and

non-emergency ambulance transportation. Additionally, Lake EMS provides medical direction, medical

supplies, medications, and dispatch services for the system. This is inclusive of EMS and fire services

(County and municipalities).

At present, and as indicated in the 2013 audit document prepared by the Lake County Clerk of Courts

Internal Audit Division, there is limited coordination of ALS resources and deployment planning between

Lake EMS and the thirteen (13) fire services. Currently, the fire agencies determine on their own the

appropriateness and density of ALS coverage in their respective response areas based on the level of

service desired by their respective commissions and councils.

Lake EMS is currently funded via a combination of user fees (approximately 2/3 of funding) and tax

subsidy ($6M in FY15) as requested from the Lake County Board of County Commissioners and funded

from the county wide Ambulance Municipal Service Taxing Unit (MSTU).

Municipal ALS first response coverage is provided through inter-local agreements and funded by

returning a portion (.1 Mils) of the MSTU collected in each respective municipality back to the

municipalities that provide ALS services (including LCFR).

County-wide 911 call taking and radio dispatching for both EMS and fire are provided by LEMS. Lake

EMS operates as a secondary Public Safety Answering Point (PSAP) to five (5) primary PSAP’s, with the

Lake County Sheriff’s Office being the largest of those. Currently, twelve (12) of the thirteen (13) fire

agencies are dispatched by Lake EMS for both EMS and fire calls. LEMS currently utilizes the Zoll

RescueNet CommCAD software to provide EMS and fire dispatch services however support for this

system is obsolete in 2018 thus the system will be looking to switch to a new CAD. The Lake EMS

Communication Center is accredited by the International Academies of Emergency Dispatch in both

Medical and Fire dispatch and utilizes the priority dispatch system with response modifications.

Overall Objectives

The consolidation study shall specifically identify recommendations in the following areas:

1. Fire Rescue Administration/Operations Consolidation

a. An organizational overview of the consolidated final product inclusive of organizational

structure and brief position descriptions

2. Dispatch Consolidation

a. An organizational overview of the consolidated final product inclusive of organizational

structure and brief position descriptions

b. Outline any new equipment and technologies necessary for consolidation

c. Recommend a direction for the entity to provide support/maintenance

3. Assets/Fleet/Equipment

a. Outline the transition of equipment and apparatus (titles, grants, etc.)

b. Outline any equipment and apparatus that can be removed from service

c. Outline any equipment and apparatus that can be repurposed

d. Outline any new equipment and apparatus necessary for consolidation

e. Recommend a direction for the entity that completes maintenance of newly

consolidated apparatus and assigned/installed technologies

4. Personnel

a. Additional impact to other LCBCC Divisions and necessary addition of personnel to

support consolidation

b. Employee Healthcare/Benefits transition

c. Pension, retirement plan transition options

d. Transition of Workman’s Compensation claims, if applicable

e. Payroll, discipline, employee file integration, etc.

5. Facilities

a. Specific recommendations of occupancy of existing facilities

b. Specific recommendations regarding location of future necessary facilities

c. Specific recommendations regarding any potential elimination of existing facilities

d. Specific recommendations regarding any potential repurpose of existing facilities

e. Specific recommendations regarding any relocation of existing facilities

6. EMS Billing

a. Analyze the existing EMS billing process and alternatives for cost effectiveness

7. Licensing

a. Provide a seamless transition through state and local licensing

8. Reporting and Recordkeeping

a. Identify the transition of report records to one system

9. Contracts

a. Identify existing contracts that would need to be reassigned (Dispatch/EMS services,

mutual/auto aid, medical direction, etc.)

b. Necessary policy action by elected officials

10. Funding

a. Analyze all associated fees, assessments, taxes, etc. and formulate the best possible

formula for cost recovery

b. Develop a projected integrated budget

c. Identify financial issues for consideration

11. Deployment

a. Recommendations regarding deployment locations of apparatus or EMS units

b. Recommendations regarding the deployment or distribution of personnel

12. Transitional Costing

a. Identify approximate costs to secure a smooth transition

13. Cost Savings

a. Identify an approximate short and long term cost savings associated with the complete

consolidation

b. Identify savings to either individual entity through enhancements resulting from

consolidation

14. Implementation Schedule

a. Identify an estimated progression of work (monthly timeline of work to be anticipated

by the organization) in which to complete the consolidation

Additional recommendations as necessary for the completion of the project should also be included as

needed. The emphasis of the project is on cost savings through consolidation and what the

organizational structure and timeline for implementation would be as opposed to a

response/deployment analysis. This study is to provide direction, the awarded firm is not expected to

perform the actual “consolidation merger” within the scope of this RFP.

Key Issues to Be Addressed In the Final Project

1. Potential cost savings/cost avoidance, improved productivity and/or improved customer service

and impact on ISO rating and community insurance rates.

2. Existing versus future staffing requirements and the effects of consolidation on existing staffing

levels.

3. Critical differences in existing policies, procedures, operating practices, and methods for

resolving the differences.

4. Assessment of how merger or consolidation of specific services would impact cities.

5. Differences in wage, benefits, and retirement programs and policies (total compensation

including all employer costs) and methods for integrating the current compensation policies and

benefits of the agencies.

6. The effect of a merger of Fire and EMS operations on fee structures.

7. Identification/resolution of all existing financial obligations for each jurisdiction (i.e., workers

compensation costs/claims, general liability costs/claims if any).

8. Critical differences in operational policies, procedures and practices, and the development of

recommendations and training needs for addressing these issues.

9. Establish the legal and management structure of the newly formed organization, respective

agreements and contracts necessary to fully implement any potential consolidation.

10. Integration of computer systems and technological resources.

11. Identify an alternate EMS deployment model via Lake County Fire Stations and limitations or

challenges with housing, vehicles and equipment, available bays, and storage, etc.

12. Recommended solutions for administrative support services such as financial services (payroll,

accounting, purchasing), telecommunications and information systems management, fleet

maintenance, human resource management.

13. Recommendations for any additional funding sources not already being captured and identify

impacts on existing and future funding streams based on consolidation or absence thereof.

14. Identify a recommended timeline (schedule) inclusive of the legal, administrative and

operational benchmarks the agency should perform in which to allow for an accelerated and

smooth consolidation.

General Guiding Principles

The consultant may access the following individuals or divisions as necessary to gather the required data

or other information necessary to perform the contracted work:

(1) Lake County Board of County Commissioners/Lake County Management

(2) Lake County Emergency Medical Services/Communications

(3) Municipal City Fire Chiefs and/or City Managers

(4) Others as identified contributing to this project

The consultant will interview key stakeholders as needed. At a minimum, the consultant will interview

appropriate personnel from Lake County Public Safety and Lake EMS. Lake County Public Safety will be

the project point of contact and project manager. From these interviews, the consultant will obtain

additional perspective on operational, economic, and policy issues facing each agency. In addition, the

consultant will learn more about availability of data necessary to meet projected goals.

Review Process

The consultant will prepare a draft report for review by the stakeholder group based on the

recommendations of the consultant. The consultant shall provide the County adequate time to review

all aspects of the assembled draft report. Stakeholder meetings will be held for the purpose of

accomplishing the following:

(1) Review draft report with the County

(2) Identify areas of concern

(3) Identify any issues that create barriers

(4) Obtain resolution to any issue that creates a barrier

(5) Identify priorities for integration

(6) Identify critical paths for successful integration

(7) Modify report based on discussions

(8) Achieve consensus on final report

Final Report

The consultant will complete any necessary revisions and produce ten (10) copies of publication- quality

bound, final versions of the written integration report, along with an electronic version in pdf file

format. The final report shall also include a schedule (timeline of progress) in which to expect the

consolidation to occur.

Presentations

The consultant will make no more than (3) formal presentations of the overall project. These

presentations are inclusive of DRAFT and Final work product. These presentations will include:

(1) Review and explanation of the proposed consolidation.

(2) Explanation of supportive charts, graphs, diagrams, and maps, where appropriate.

(3) A schedule of the suggested implementation (monthly progression timeline for consolidation).

(3) Opportunity for questions and answers, as needed.

All presentation materials, files, graphics, and written material will be provided to the county at the

conclusion of the presentations.

Tab 5

Operations

Staff Report



SUBJECT: Operations Staff Report

ACTION REQUESTED: Information Only

BACKGROUND SUMMARY:Staff has provided operational data for the first quarter of FY 2017 (October 1 –December 30, 2016) and for FY 2016 (October 1, 2015 – September 30, 2016).

Graphs presented include: Annual Trending; Total Response Components; Overall TotalResponse; Hospital Offload Measures; Cardiac Arrest Measures; and MOI Report.

FISCAL IMPACT: Not applicable

ATTACHMENTS: 1) First Quarter 2017 Reports2) FY 2016 Reports

Operations Staff Report

First Quarter of FY 2017

October 1 – December 30, 2016

Incident and Patient Trends

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Total Incidents and Patients

FY 2017

Incidents

Patients

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%


Percentage Change YTD by Month

As Compared to FY 2016

Incidents

Patients

Notes: Medic 411 & 412 are placed in service with Float personnel when staffing is full on all other units

Medic 142 changed to Medic 111 and moved to Astor 4/6/16

Medic 141 converted to a 24 hour unit 4/6/16

Workload Trends

Unit Hours and Locations

District 1 District 2 District 3

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

0.45

0.50

10

1

11

1

12

1

13

1

14

1

14

2

15

1

16

1

17

1

20

1

21

1

22

1

22

2

23

1

24

1

25

1

26

1

27

1

31

1

32

1

33

1

34

1

35

1

36

1

41

1

41

2

YTD Comparisons of UHU Aggregate by Unit

October - December

UHU YTD FY 2012

UHU YTD FY 2013

UHU YTD FY 2014

UHU YTD FY 2015

UHU YTD FY 2016

UHU YTD FY 2017

0.40 UHU

0.35 UHU

101 | 24 hr | 0700-0700 | Umatilla

111 | 13 hr | 1000-2300 | Astor

121 | 13 hr | 0900-2200 | Mount Dora

131 | 13 hr | 1130-0030 | 46 and 46A

141 | 13 hr | 0700-2000 | Eustis (Day)

142 | 13 hr | 1800-0700 | Eustis (Night)

151 | 24 hr | 0700-0700 | Mount Dora

161 | 24 hr | 0700-0700 | Tavares

171 | 13 hr | 0630-1930 | Mount Dora

201 | 13 hr | 0900-2200 | Grand Island

211 | 13 hr | 0900-2200 | The Villages

221 | 13 hr | 0700-2000 | Leesburg (Day)

222 | 13 hr | 1800-0700 | Leesburg (Night)

231 | 24 hr | 0700-0700 | Okahumpka

241 | 24 hr | 0700-0700 | Leesburg Airport

251 | 13 hr | 0700-2000 | Leesburg

261 | 24 hr | 0700-0700 | Lady Lake

271 | 24 hr | 0700-0700 | Fruitland Park

311 | 24 hr | 0700-0700 | Mascotte

321 | 24 hr | 0700-0700 | Clermont

331 | 13 hr | 1000-2300 | Four Corners

341 | 13 hr | 0900-2200 | Clermont

351 | 24 hr | 0700-0700 | Minneola

361 | 24 hr | 0700-0700 | Clermont

Note: Medic 411 & 412 are placed in service with Float personnel when staffing is full on all other units

Workload Trends



0

200

400

600

800

1000

1200

10

1

11

1

12

1

13

1

14

1

14

2

15

1

16

1

17

1

20

1

21

1

22

1

22

2

23

1

24

1

25

1

26

1

27

1

31

1

32

1

33

1

34

1

35

1

36

1

41

1

41

2

YTD Total incidents by Unit

October - December

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

101 | 24 hr | 0700-0700 | Umatilla

111 | 13 hr | 1000-2300 | Astor

121 | 13 hr | 0900-2200 | Mount Dora

131 | 13 hr | 1130-0030 | 46 and 46A

141 | 13 hr | 0700-2000 | Eustis (Day)

142 | 13 hr | 1800-0700 | Eustis (Night)

151 | 24 hr | 0700-0700 | Mount Dora

161 | 24 hr | 0700-0700 | Tavares

171 | 13 hr | 0630-1930 | Mount Dora

201 | 13 hr | 0900-2200 | Grand Island

211 | 13 hr | 0900-2200 | The Villages

221 | 13 hr | 0700-2000 | Leesburg (Day)


231 | 24 hr | 0700-0700 | Okahumpka


251 | 13 hr | 0700-2000 | Leesburg

261 | 24 hr | 0700-0700 | Lady Lake


311 | 24 hr | 0700-0700 | Mascotte

321 | 24 hr | 0700-0700 | Clermont

331 | 13 hr | 1000-2300 | Four Corners

341 | 13 hr | 0900-2200 | Clermont

351 | 24 hr | 0700-0700 | Minneola

361 | 24 hr | 0700-0700 | Clermont

Lost Time Trends

Summary and Aggregate Measures

60%27%

13%

Total Incidents by Zone Type

FY 2017

Urban

Suburban

Rural

0

100

200

300

400

500

600

Open Shift Call Off/Left

Shift

Staff from

other

location

FMLA / AL /

WC

Move for

coverage

Mechanical Other Coverage Tardy Injury Unit Swap

YTD Lost Unit Hour Comparison by Cause

October - December

FY 13

FY 14

FY 15

FY 16

FY 17

67.00%

27.46%

5.44%0.10%

Incident Comparison by Priority

FY 2017

Emergency

Non-emergency

Downgrade

Mutual Aid

EMS System of Lake County Total Response Components for10/1/2016 12:00:00 AM to 12/31/2016 11:59:59 PM

00:00:00 00:00:43 00:01:26Ring Time

95th% 00:00:08

NFPA 95% 00:00:15

System Answer Time

00:00:00 00:07:12 00:14:24 00:21:36Call Processing

90th% 00:02:46

NFPA 90th% 00:01:30

System Call Processing

Start Date10/1/2016 12:00:00 AM

End Date12/31/2016 11:59:59 PM

00:00:00 00:01:26 00:02:53 00:04:19Reaction

90th% 00:01:02

NFPA 90th% 00:01:00

System Reaction

ZoneValue

00:00:0000:07:12 00:14:24 00:21:36 00:28:48 00:36:00Travel Time

R

S

U

90th% 00:10:51

90th% 00:08:59

90th% 00:06:51

NFPA 90th% 00:08:00

System TravelZoneValue

00:00:0000:07:12 00:14:24 00:21:36 00:28:48 00:36:00

Total Response

R

S

U

90th% 00:13:47

90th% 00:11:44

90th% 00:09:40

NFPA 90th% 00:10:45

System Total Response

00:00:00 00:00:43 00:01:26Ring Time

95th% 00:00:08

NFPA 95% 00:00:15

LEMS Answer Time

00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00

Call Processing

90th% 00:02:46

NFPA 90th% 00:01:30

LEMS Call Processing

00:00:00 00:07:12 00:14:24 00:21:36Reaction

90th% 00:01:12

NFPA 90th% 00:01:00

LEMS Reaction

ZoneValue

00:00:0000:07:12 00:14:24 00:21:36 00:28:48 00:36:00Travel Time

R

S

U

90th% 00:19:56

90th% 00:13:19

90th% 00:09:56

NFPA 90th% 00:08:00

LEMS Travel

ZoneValue

00:00:00 00:14:24 00:28:48 00:43:12Total Response

R

S

U

90th% 00:23:05

90th% 00:16:18

90th% 00:12:40

NFPA 90th% 00:10:45

LEMS Total Response

NOTE: System equals Lake EMS and all fire services in Lake County.Measurements are in accordance with definitions in NFPA Chapter 3.

ZoneValueR

S

U

Grand Total 100.00%

58.47%

28.59%

12.94%

System Count

ZoneValueR

S

U 58.37%

28.67%

12.96%

LEMS Count

Overall Total Response (System vs. EMS only) for10/1/2016 12:00:00 AM to 12/31/2016 11:59:59 PM

00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 00:50:24Total Response

90th% 00:15:39NFPA 90th% 00:10:45

LEMS Overall Response

Total Response = Ring time to 1st On-Scene

Emergency Calls Only. EMS Related calls only

00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00

Total Response

90th% 00:10:56NFPA 90th% 00:10:45

System Overall Response

Start Date10/1/2016 12:00:00 AM

End Date12/31/2016 11:59:59 PM

00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 00:50:24 00:57:36 01:04:48

Total Response

90th% 00:11:32NFPA 90th% 00:10:45

System Overall Reponse w/o EMS

Offload Times by Hospital (Summary)

For service dates from: 2016-10-01 through: 2016-12-31

Lake EMS

Maximum Average Median 90th%Count

00:17:4101:31:481-FL HOSP WATERMAN/TAVARES 00:30:0200:15:11

1,4480-15 Min: 16-30 Min: Over 120 Min: 1,195 0 49.34% 40.72% 0.00%

2,937

31-60 Min: 281 9.57% 61-120 Min: 13 0.44%


00:18:2202:32:181-LEESBURG REGIONAL MEDICAL CTR 00:31:0000:15:30

1,0910-15 Min: 16-30 Min: Over 120 Min: 948 1 47.64% 41.40% 0.04%

2,290

31-60 Min: 229 10.00% 61-120 Min: 21 0.92%


00:14:4501:11:361-SOUTH LAKE HOSPITAL 00:23:3200:13:09

1,1360-15 Min: 16-30 Min: Over 120 Min: 570 0 63.29% 31.75% 0.00%

1,797

31-60 Min: 89 4.96% 61-120 Min: 2 0.11%


00:22:2001:34:011-THE VILLAGES REGIONAL HOSPITAL 00:34:0400:20:12

1580-15 Min: 16-30 Min: Over 120 Min: 551 0 18.65% 65.05% 0.00%

847

31-60 Min: 126 14.88% 61-120 Min: 12 1.42%

90th% Clearing Times for Hospitals : 00:29:52

Average Hospital Clearing Time : 00:17:43 Total Count: 7,871

\\EPCR2\RESCUENET\REPORTS32\BILLING CUSTOM\TRANSFER OF CARE\HOSPITAL OFFLOAD SUMMARY.RPT

RescueNet™

Reporting

Page 1Printed on 2/14/2017, 2:02:01PM

Trauma = 3

N= 90 Medical = 2

Trauma Other

N= 22 11 11 N= 68

Cardiac = 29 Cardiac = 11

Non-Cardiac = 6 Cardiac = 30 Non-Cardiac = 7

Non-Cardiac = 7

Cardiac = 21 Total Pts: 0 Cardiac = 48

Non-Cardiac = 0 Total ROSC: 0 Non-Cardiac = 21

% ROSC: #DIV/0!

Total Pts: 90

Total ROSC: 26 Cardiac = 8

Cardiac = 13 % ROSC: 28.9% Non-Cardiac = 5

Non-Cardiac = 0

Total Pts: 0

Total ROSC: 0

% ROSC: #DIV/0!


Non-Cardiac = 0 Non-Cardiac = 0



Total Arrests: 90 Total VFib Non-Vfib

Cardiac: 68 75.6% Overall: 28.9% 61.9% 18.8%

Non-Cardiac: 22 24.4% Cardiac: 30.9% 61.9% 16.7%

% presenting in VF: Non-Cardiac: 22.7% #DIV/0! 23.8%

Overall: 21 23.3% Overall: 0.0% 0.0% 0.0%

Cardiac: 21 100.0% Cardiac: 0.0% 0.0% 0.0%

Non-Cardiac: 0 0.0% Non-Cardiac: 0.0% #DIV/0! 0.0%

% presenting in Non-VF: Overall: 0.0% 0.0% 0.0%

Overall: 69 76.7% Cardiac: 0.0% 0.0% 0.0%

Cardiac: 48 69.6% Non-Cardiac: 0.0% #DIV/0! 0.0%

Non-Cardiac: 21 30.4%

ROSC:

Resuscitation:

Save:

Discharged Alive

(Save)

Summary of Data

(Save)

AutoPulse OnlyVentricular Fibrillation / VT

Discharged Alive

CPR Only

Other Rhythms

Non-Vfib ROSCReturn of Spontaneous

Circulation (ROSC)

Admitted to Hospital

(Resuscitation)


(Resuscitation)

Combined Tx

Cardiac Arrests Measures

FY 2017

Arrests Not Witnessed Arrests Witnessed by

Bystanders

Arrests Witnessed by EMS

Confirmed Cardiac Arrests

Resuscitation Attempted

Non-Cardiac Etiology Cardiac Etiology

Pediatric

Mechanism of Injury 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD

Aircraft Related Accident 4 4 5 5 3 3 2 2

Animal Bite 11 11 11 11 15 15 13 13

Barotrauma(Scuba) 0 0 1 1 1 1 0

Bicycle Accident 25 25 20 20 27 27 23 23

Bites 2 2 0 0 4 4 1 1

Burn/Scald 14 14 10 10 14 14 15 15

Chemical Poisoning 0 0 2 2 0 0 5 5

Child Battering 0 0 0 0 0 0 0

Diving Related Accident 0 0 0 0 0 0 3 3

Drowning 2 2 1 1 1 1 1 1

Drug Poisoning 6 6 4 4 12 12 9 9

Electrocution(Non-Lightning) 1 1 1 1 3 3 2 2

Excessive Cold 3 3 2 2 3 3 3 3

Excessive Heat 2 2 3 3 2 2 0

Falls 973 973 1190 1190 1405 1405 1391 1391

Fight or Brawl 71 71 69 69 100 100 113 113

Fire or Flames 1 1 1 1 0 0 1 1

Firearm Injury(Accidental) 4 4 2 2 3 3 11 11

Firearm Self Inflicted 4 4 2 2 4 4 4 4

Inhalation 0 0 0 0 11 11 7 7

Lightning 0 0 0 0 0 0 0

Machinery Accidents 9 9 7 7 9 9 7 7

Mechanical Suffocation 0 0 1 1 0 0 0

Motor Vehicle Non-Traffic 11 11 6 6 16 16 20 20

Motor Vehicle to Bicycle 3 3 4 4 6 6 4 4

Motor Vehicle to Fixed Object 44 44 47 47 58 58 71 71

Motor Vehicle to Motor Vehicle 279 279 333 333 479 479 524 524

Motor Vehicle to Motorcycle 9 9 18 18 15 15 18 18

Motor Vehicle to Other 27 27 30 30 31 31 36 36

Motor Vehicle to Pedestrian 17 17 26 26 26 26 27 27

Motor Vehicle to Train 0 0 0 0 0 0 0

Motorcycle 24 24 18 18 52 52 42 42

Other Injury NOS 100 100 125 125 168 168 158 158

Overexertion/Strain 13 13 6 6 18 18 15 15

Radiation Exposure 0 0 0 0 0 0 1

Rape 0 0 0 0 4 4 1 1

Smoke Inhalation 1 1 0 0 1 1 1 1

Stabbing Assault 7 7 5 5 11 11 12 12

Strike by Blunt Object/Thrown Object 14 14 6 6 19 19 13 13

Venomous Stings(Plants, Animals) 2 2 3 3 7 7 4 4

Water Transport Accident 0 0 0 0 0 0 0

FY 2014 FY 2015 FY 2016 FY 2017

Mechanism of Injury Report

Operations Staff Report

FY 2016

October 1, 2015 – September 20, 2016

Incident and Patient Trends

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000


Total Incidents and Patients

FY 2016

Incidents

Patients

4.66%

5.42%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%


Percentage Change YTD by Month

As Compared to FY 2015

Incidents

Patients


Workload Trends



0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

0.45

10

1

11

1

12

1

13

1

14

1

14

2

15

1

16

1

17

1

20

1

21

1

22

1

22

2

23

1

24

1

25

1

26

1

27

1

31

1

32

1

33

1

34

1

35

1

36

1

41

1

41

2

YTD Comparisons of UHU Aggregate by Unit

October - September

UHU YTD FY 2012

UHU YTD FY 2013

UHU YTD FY 2014

UHU YTD FY 2015

UHU YTD FY 2016

0.40 UHU

0.35 UHU

0.30 UHU

101 | 24 hr | 0700-0700 | Umatilla

111 | 13 hr | 1000-2300 | Astor

121 | 13 hr | 0900-2200 | Mount Dora

131 | 13 hr | 1130-0030 | 46 and 46A

141 | 13 hr | 0700-2000 | Eustis (Day)

142 | 13 hr | 1800-0700 | Eustis (Night)

151 | 24 hr | 0700-0700 | Mount Dora

161 | 24 hr | 0700-0700 | Tavares

171 | 13 hr | 0630-1930 | Mount Dora

201 | 13 hr | 0900-2200 | Grand Island

211 | 13 hr | 0900-2200 | The Villages

221 | 13 hr | 0700-2000 | Leesburg (Day)


231 | 24 hr | 0700-0700 | Okahumpka


251 | 13 hr | 0700-2000 | Leesburg

261 | 24 hr | 0700-0700 | Lady Lake


311 | 24 hr | 0700-0700 | Mascotte

321 | 24 hr | 0700-0700 | Clermont

331 | 13 hr | 1000-2300 | Four Corners

341 | 13 hr | 0900-2200 | Clermont

351 | 24 hr | 0700-0700 | Minneola

361 | 24 hr | 0700-0700 | Clermont


Workload Trends



0

500

1000

1500

2000

2500

3000

3500

4000

10

1

11

1

12

1

13

1

14

1

14

2

15

1

16

1

17

1

20

1

21

1

22

1

22

2

23

1

24

1

25

1

26

1

27

1

31

1

32

1

33

1

34

1

35

1

36

1

41

1

41

2

YTD Total incidents by Unit

October - September

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

101 | 24 hr | 0700-0700 | Umatilla

111 | 13 hr | 1000-2300 | Astor

121 | 13 hr | 0900-2200 | Mount Dora

131 | 13 hr | 1130-0030 | 46 and 46A

141 | 13 hr | 0700-2000 | Eustis (Day)

142 | 13 hr | 1800-0700 | Eustis (Night)

151 | 24 hr | 0700-0700 | Mount Dora

161 | 24 hr | 0700-0700 | Tavares

171 | 13 hr | 0630-1930 | Mount Dora

201 | 13 hr | 0900-2200 | Grand Island

211 | 13 hr | 0900-2200 | The Villages

221 | 13 hr | 0700-2000 | Leesburg (Day)


231 | 24 hr | 0700-0700 | Okahumpka


251 | 13 hr | 0700-2000 | Leesburg

261 | 24 hr | 0700-0700 | Lady Lake


311 | 24 hr | 0700-0700 | Mascotte

321 | 24 hr | 0700-0700 | Clermont

331 | 13 hr | 1000-2300 | Four Corners

341 | 13 hr | 0900-2200 | Clermont

351 | 24 hr | 0700-0700 | Minneola

361 | 24 hr | 0700-0700 | Clermont

Lost Time Trends

Summary and Aggregate Measures

60%27%

13%

Total Incidents by Zone Type

FY 2015-2016

Urban

Suburban

Rural

0

200

400

600

800

1000

1200

1400

1600

Open Shift Call Off/Left

Shift

Staff from

other

location

FMLA / AL /

WC

Move for

coverage

Mechanical Other Coverage Tardy Injury Unit Swap

YTD Lost Unit Hour Comparison by Cause

October - September

FY 13

FY 14

FY 15

FY 16

66.46%

22.65%

10.79%

0.10%

Incident Comparison by Priority

FY 2015-2016

Emergency

Non-emergency

Downgrade

Mutual Aid

EMS System of Lake County Total Response Components for10/1/2015 12:00:00 AM to 9/30/2016 11:59:59 PM

00:00:00 00:14:24 00:28:48 00:43:12Ring Time

95th% 00:00:08

NFPA 95% 00:00:15

System Answer Time

00:01:2600:02:5300:04:1900:05:4600:07:1200:08:38Call Processing

90th% 00:02:30

NFPA 90th% 00:01:30

System Call Processing

Start Date10/1/2015 12:00:00 AM

End Date9/30/2016 11:59:59 PM

01:12:0002:24:0003:36:0004:48:0006:00:00Reaction

90th% 00:01:01

NFPA 90th% 00:01:00

System Reaction

ZoneValue

00:00:00 00:14:24 00:28:48 00:43:12 00:57:36Travel Time

R

S

U

90th% 00:11:42

90th% 00:09:06

90th% 00:06:55

NFPA 90th% 00:08:00

System TravelZoneValue

00:00:00 00:14:24 00:28:48 00:43:12 00:57:36 01:12:00

Total Response

R

S

U

90th% 00:14:10

90th% 00:11:33

90th% 00:09:23

NFPA 90th% 00:10:45

System Total Response

00:00:00 00:14:24 00:28:48 00:43:12Ring Time

95th% 00:00:08

NFPA 95% 00:00:15

LEMS Answer Time

00:00:00 00:07:12 00:14:24 00:21:36 00:28:4800:36:00

Call Processing

90th% 00:02:31

NFPA 90th% 00:01:30

LEMS Call Processing

00:00:00 00:05:46 00:11:31 00:17:17Reaction

90th% 00:01:10

NFPA 90th% 00:01:00

LEMS Reaction

ZoneValue

00:00:00 00:14:24 00:28:48 00:43:12 00:57:36Travel Time

R

S

U

90th% 00:21:47

90th% 00:13:25

90th% 00:10:13

NFPA 90th% 00:08:00

LEMS Travel

ZoneValue

00:00:00 00:14:24 00:28:48 00:43:12 00:57:3601:12:00Total Response

R

S

U

90th% 00:24:02

90th% 00:15:54

90th% 00:12:44

NFPA 90th% 00:10:45

LEMS Total Response

NOTE: System equals Lake EMS and all fire services in Lake County.Measurements are in accordance with definitions in NFPA Chapter 3.

ZoneValueR

S

U

Grand Total 100.00%

58.81%

28.29%

12.90%

System Count

ZoneValueR

S

U 58.80%

28.35%

12.85%

LEMS Count

Overall Total Response (System vs. EMS only) for10/1/2015 12:00:00 AM to 9/30/2016 11:59:59 PM

00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 00:50:24 00:57:36 01:04:48 01:12:00Total Response

90th% 00:15:46NFPA 90th% 00:10:45

LEMS Overall Response

Total Response = Ring time to 1st On-Scene

Emergency Calls Only. EMS Related calls only

00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 00:50:24 00:57:36 01:04:48 01:12:00

Total Response

90th% 00:10:47NFPA 90th% 00:10:45

System Overall Response

Start Date10/1/2015 12:00:00 AM

End Date9/30/2016 11:59:59 PM

00:00:00 00:14:24 00:28:48 00:43:12 00:57:36 01:12:00 01:26:24 01:40:48 01:55:12 02:09:3602:24:00

Total Response

90th% 00:11:17NFPA 90th% 00:10:45

System Overall Reponse w/o EMS

Trauma = 3

N= 381 Medical = 8

Trauma Other

N= 66 28 38 N= 315


Non-Cardiac = 30 Cardiac = 142 Non-Cardiac = 12

Non-Cardiac = 22

Cardiac = 86 Total Pts: 0 Cardiac = 232

Non-Cardiac = 4 Total ROSC: 0 Non-Cardiac = 59

% ROSC: #DIV/0!

Total Pts: 380

Total ROSC: 115 Cardiac = 55

Cardiac = 43 % ROSC: 30.3% Non-Cardiac = 16

Non-Cardiac = 2

Total Pts: 1

Total ROSC: 1

% ROSC: 100.0%





Total Arrests: 381 Total VFib Non-Vfib

Cardiac: 315 82.7% Overall: 30.4% 50.0% 24.4%

Non-Cardiac: 66 17.3% Cardiac: 31.1% 50.0% 23.7%

% presenting in VF: Non-Cardiac: 27.3% 50.0% 27.1%

Overall: 90 23.6% Overall: 0.0% 0.0% 0.0%

Cardiac: 86 95.6% Cardiac: 0.0% 0.0% 0.0%

Non-Cardiac: 4 4.4% Non-Cardiac: 0.0% 0.0% 0.0%

% presenting in Non-VF: Overall: 0.0% 0.0% 0.0%

Overall: 291 76.4% Cardiac: 0.0% 0.0% 0.0%

Cardiac: 232 79.7% Non-Cardiac: 0.0% 0.0% 0.0%

Non-Cardiac: 59 20.3%

Cardiac Arrests Measures

FY 2016

Arrests Not Witnessed Arrests Witnessed by

Bystanders

Arrests Witnessed by EMS

Confirmed Cardiac Arrests

Resuscitation Attempted

Non-Cardiac Etiology Cardiac Etiology

Pediatric

AutoPulse OnlyVentricular Fibrillation / VT

Discharged Alive

CPR Only

Other Rhythms

Non-Vfib ROSCReturn of Spontaneous

Circulation (ROSC)


(Resuscitation)


(Resuscitation)

Combined Tx

ROSC:

Resuscitation:

Save:

Discharged Alive

(Save)

Summary of Data

(Save)

Mechanism of Injury 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr FYTD

Aircraft Related Accident 4 4 4 1 13 5 7 2 6 20 3 3 4 3 13

Animal Bite 11 11 15 10 47 11 13 18 25 67 15 15 16 10 56

Barotrauma(Scuba) 0 0 0 0 0 1 0 0 1 1 1 1 3

Bicycle Accident 25 21 22 26 94 20 24 22 28 94 27 19 19 28 93

Bites 2 0 3 3 8 0 1 4 4 9 4 1 4 2 11

Burn/Scald 14 5 11 12 42 10 8 18 15 51 14 8 8 9 39

Chemical Poisoning 0 1 3 2 6 2 1 0 5 8 0 3 3 3 9

Child Battering 0 0 1 0 1 0 0 1 1 0 0 0 1 1

Diving Related Accident 0 1 2 0 3 0 1 0 1 0 2 0 2 4

Drowning 2 2 5 3 12 1 1 7 4 13 1 6 4 2 13

Drug Poisoning 6 10 4 6 26 4 6 5 5 20 12 10 8 18 48

Electrocution(Non-Lightning) 1 5 1 2 9 1 1 4 3 9 3 1 2 3 9

Excessive Cold 3 2 5 3 13 2 4 2 1 9 3 2 3 1 9

Excessive Heat 2 1 8 8 19 3 1 9 7 20 2 1 5 8 16

Falls 973 1020 1050 1005 4048 1190 1259 1252 1317 5018 1405 1510 1330 1313 5558

Fight or Brawl 71 64 70 92 297 69 98 108 127 402 100 95 112 115 422

Fire or Flames 1 0 0 1 2 1 1 1 1 4 0 4 1 5

Firearm Injury(Accidental) 4 4 4 1 13 2 3 7 2 14 3 2 4 5 14

Firearm Self Inflicted 4 4 3 0 11 2 2 1 2 7 4 0 3 4 11

Inhalation 0 2 5 1 8 0 1 4 5 10 11 0 3 3 17

Lightning 0 0 0 4 4 0 0 1 1 0 0 0 0

Machinery Accidents 9 9 5 6 29 7 10 15 13 45 9 7 10 8 34

Mechanical Suffocation 0 1 0 0 1 1 2 0 3 0 0 1 1

Motor Vehicle Non-Traffic 11 12 14 12 49 6 10 10 19 45 16 18 19 22 75

Motor Vehicle to Bicycle 3 8 5 1 17 4 3 5 3 15 6 2 3 8 19

Motor Vehicle to Fixed Object 44 47 51 56 198 47 43 54 68 212 58 52 53 55 218

Motor Vehicle to Motor Vehicle 279 263 264 286 1092 333 364 397 410 1504 479 554 517 473 2023

Motor Vehicle to Motorcycle 9 13 10 11 43 18 8 19 4 49 15 12 15 11 53

Motor Vehicle to Other 27 17 40 31 115 30 22 32 34 118 31 39 53 40 163

Motor Vehicle to Pedestrian 17 16 12 21 66 26 18 22 19 85 26 24 19 19 88

Motor Vehicle to Train 0 0 1 0 1 0 0 0 0 0 0 0 0

Motorcycle 24 26 37 23 110 18 26 30 38 112 52 39 49 42 182

Other Injury NOS 100 94 101 131 426 125 127 141 151 544 168 144 154 149 615

Overexertion/Strain 13 13 5 7 38 6 10 11 17 44 18 14 11 16 59

Rape 0 2 0 2 4 0 2 2 1 5 4 3 1 1 9

Smoke Inhalation 1 0 1 0 2 0 0 0 1 1 1 0 0 1 2

Stabbing Assault 7 7 9 3 26 5 5 14 12 36 11 17 9 7 44

Strike by Blunt Object/Thrown Object 14 17 12 7 50 6 13 16 18 53 19 21 18 14 72

Venomous Stings(Plants, Animals) 2 1 5 4 12 3 1 6 7 17 7 0 5 7 19

Water Transport Accident 0 2 3 0 5 0 2 0 4 6 0 0 3 1 4

FY 2014 FY 2015 FY 2016

Mechanism of Injury Report

Tab 6

Director’s Report



SUBJECT: Director’s Report

ACTION REQUESTED: None

BACKGROUND SUMMARY: The Executive Director will give a verbal report onpertinent issues since the last EMS Operations Committee meeting.

FISCAL IMPACT: None

ATTACHMENTS: None

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