PS COMMITTEE #3
April 20, 2022
Revised
Worksession
M E M O R A N D U M
April 15, 2022
TO: Public Safety Committee
FROM: Susan J. Farag, Legislative Analyst
SUBJECT: Worksession: FY23 Operating Budget
Montgomery County Fire and Rescue Service (MCFRS)
PURPOSE: Vote on Recommendations for Council’s Consideration
Those expected for this worksession:
Chief Scott Goldstein, MCFRS
Dominic Del Pozzo, Division Chief, MCFRS
Rachel Silberman, Office of Management and Budget (OMB)
Budget Summary
• There is a new State ESPP reimbursement payment program that is expected to provide
significant annual funding on an ongoing basis.
• Structural deficits remain, although it may be possible to use anticipated FY22 ESPP funds or
FY23 increased Medicaid reimbursement to address them.
• There are 33.75 new positions to address ALS deployment, EMS capacity, structural deficits,
and provide fiscal accountability for the new ESPP program.
Overview
For FY23, the County Executive recommends total expenditures of $251,655,354 for
MCFRS, a 7.9% increase from the FY22 Approved Budget of $233,237,698.
2
The FY23 County Executive’s recommendation is a net increase of $18,417,656. This
net increase stems from the following changes with service impacts:
as well as from the following identified same service adjustments:
FY21 Actual FY22 Approved FY23 Recommended % Change from FY22
Expenditures by fund
Fire Tax District
$235,454,176 $233,237,698 $251,655,354
7.9%
Grant Fund
$25,548,183 $0 $0
Total Expenditures
$261,002,359 $233,237,698 $251,655,354
7.9%
Positions
Full-Time 1,318 1,332 1,350
1.4%
Part-Time 1
FTEs 1319.26 1333.26 1352.01
1.4%
FY23 Changes with Service Impacts
Enhance: LFRD Emergency Service Transporter Sup. Pmt. Distribution
$1,650,000
Add: EMS System Capacity Officer to Coordinate Patient Transport
$1,192,000
Add: EMS Duty Officer to Enhance ALS Field Supervision
$1,082,000
Enhance: Additional Staffing for Station 40 (Nights and Weekends)
$852,000
Add: Paramedic Chase Car for Silver Spring
$799,000
Add: Flexible EMS Resource
$355,000
Enhance: Two Paramedics to Expand Mobile Integrated Health Team
$282,000
Enhance: Chargeback for Special Operations Leased Warehouse Expansion
$216,000
Enhance: Therapist and Administrative Aide for Mental Health Resources
$150,000
Enhance: FROMS Enhancement and Contract Increase
$148,604
Add: EMS Logistics Program Manager II
$85,000
Add: Unlapse Prog. Mgr. II to promote integration of Vol. and Career
$80,000
Add: EMS Quality Manamegement Battalion Chief
$71,000
Add: EMS Supply Tech
$59,000
Enhance: Chargeback for Mental Health Unit Lease
$33,000
Add: Program Manager II to support small tools function
$0
Net Service Impact Adjustment Total: $7,054,604
3
FY23 Expenditure Issues
Maryland Emergency Service Transporter Supplemental Payment Program
Effective October 1, 2020, the new State Emergency Service Transporter Supplemental
Payment Program (ESPP)
1
provides supplemental payments to qualified entities that provide
ground emergency transportation (ambulance) services to Medicaid recipients. This program is
an amendment to the State’s Medicaid plan. Reimbursements are 100% federal funds provided as
a pass-through from the State. This new program will provide a significant source of ongoing,
annual funding from the State.
Currently, Medicaid reimbursement is $100, regardless of actual charges. MCFRS’ current
EMST fees rates are shown below.
1
Centers for Medicare and Medicaid Services Approval Letter for Amendment to Maryland’s Medical Assistance
Program – Creation of the Emergency Service Transporter Supplemental Payment Program (ESPP).
FY 23 Identified Same Service Adjustments
Increase Cost: FY23 Compensation Adjustment $7,878,742
Increase Cost: Annualization of FY22 Compensation Increases $2,678,540
Increase Cost: Adjust Budget for Fleet Maintenance $1,850,000
Increase Cost: Adjust Budget for Facilities Maintenance $1,150,000
Increase Cost: Annualization of FY22 Lapsed Positions $953,626
Increase Cost: Adjust Budget for Wireless Communications $500,000
Increase Cost: Holiday Pay $441,000
Increase Cost: Motor Pool Adjustment $349,662
Increase Cost: Insurance Coverage Premium Increase $305,000
Increase Cost: Risk Management Adjustment $268,454
Increase Cost: Adjust budget for Medical Supplies $240,000
Increase Cost: Annualization of FY22 Personnel Costs $225,480
Increase Cost: MCVFRA Negotiated Agreement $89,921
Increase Cost: EMST Payment Program Admin. Spec. $70,000
Increase Cost: LOSAP $69,000
Increase Cost: EMST Program Annual Audit $50,000
Increase Cost: Annualization of Chase Car and Daywork Amb. $41,300
Increase Cost: Convert Paramedic Train. Coord. to Capt.
$40,000
Increase Cost: Printing and Mail Adjustment $32,562
Tech. Adj. Abolish Vacant Lasped Positions (14 total) $0
Decrease Cost: Recruit Class Adjustment to Reflect Timing ($755,000)
Decrease Cost: Elimination of One-Time FY22 Approved Items ($1,930,468)
Decrease Cost: Retirement Adjustment ($3,184,767)
Net Same Services Adjustment Total: $11,363,052
4
Under this new program, MCFRS expects an FY22 distribution in late May or early June,
projected to be approximately $9.3 million. When it is received, the CE will submit a
supplemental appropriation outlining funding allocations.
For FY23, the CE has assumed this new program will provide an $11 million lump-sum
distribution. Of this, $4.6 million supports uniform and civilian staffing increases and $3.7 million
addresses the ongoing structural budget deficiencies. The balance supports additional staffing,
ESPP administrative costs, and leased space enhancements at Dover Rd and the mental health unit.
Additionally, the Recommended Budget distributes 15% of the new ESPP payment, or $1.65
million, to the Local Fire and Rescue Departments (LFRDs) in a manner similar to Emergency
Management Services Transportation (EMST) fees.
ESPP Administrative Specialist (1 FTE): Adding this new position is not considered a
service impact, but it is required to ensure that ESPP funding is appropriately accounted for,
including both direct and indirect costs, and submit an annual State-approved cost report. This
position is $70,000.
ESPP Annual Audit: Eligible Providers receiving less than $35 million of direct federal
funding in a calendar year are subject to audit requirements. This audit is expected to cost $50,000.
Addressing Structural Deficits
While the Department has had a structural budget deficit for overtime for several years,
recently it has also experienced cost overruns in certain operating expenses. For FY22, the CE
just submitted a supplemental appropriation in the amount of $13.9 million to address both
projected overtime and operational cost overruns.
2
Of this, $9.1 million addresses overtime
expenditures and $4.8 million addresses operating expenditures that are expected to exceed the
approved budget.
Staffing/Overtime: As the Committee knows, MCFRS has had structural overtime cost
overruns since FY17. Much of this overtime is caused by insufficient staffing. Additionally,
projected overtime has not been accurately budgeted for the past several years.
2
Action - Supplemental Appropriation #22-62 to the FY22 Operating Budget, March 29, 2022, Staff Report
Service Rate
Basic Life Support, Non-Emergency $400
B
asic Life Support, Emergency $500
Advanced Life Support, Level 1, Non-Emergency $450
Advanced Life Support, Level 1, Emergency $600
Advanced Life Support, Level 2 $850
Specialty Care Transport $950
EMS Transport Fees
5
*FY22 Actual Overtime is projected through June 30, 2022.
The following chart illustrates the different categories of overtime pay in FY22. About
75% of the overtime is for field operations, and another 10% is for the Training Academy
(instructors and students). Five percent of the overtime is for Emergency Communications Center
operations.
The Committee has been briefed on the 2018 CountyStat Net Annual Work Hour Update,
which determined that the Department needed an additional 180 career Firefighter positions to
achieve minimum staffing requirements without the use of overtime.
Fiscal Year
Budgeted
Overtime
Actual
Overtime
Difference
FY23 $18.7
FY22
$18.7 $27.8 $9.1
FY21 $18.3 $24.5 $6.2
FY20 $18.3 $23.7 $5.4
FY19 $16.3 $25.8 $9.5
FY18 $16.2 $24.2 $8.0
FY17 $15.9 $24.6 $8.7
FY16 $15.6 $17.5 $1.9
FY15 $16.4 $17.1 $0.7
FY14 $16.4 $17.4 $1.0
Historical Overtime Costs (in $ millions)
Category OT Hours OTP Percent
Firefighter Backfill 106,717 4,832,027 25.3%
Officer Backfill 51,716 3,734,084 19.5%
Paramedic Backfill 60,573 3,155,565 16.5%
PSTA Instructor/Admin 27,556 1,783,552 9.3%
Other Field Operations 20,425 1,401,190 7.3%
Primary Driver Backfill 19,874 1,108,528 5.8%
Emergency Communications Center 13,019 901,247 4.7%
Support Services 9,123 638,139 3.3%
Fire and Explosive Investigations 6,996 501,414 2.6%
Human Resources 4,836 306,825 1.6%
Fleet 3,910 246,550 1.3%
PSTA Student 3,652 211,354 1.1%
COVID 1,678 109,075 0.6%
Special Detail or Event 1,510 86,958 0.5%
Volunteer and Community Services 1,125 60,134 0.3%
Office of the Fire Chief 629 40,934 0.2%
Total 333,339 $19,117,576 100.0%
FY22 Overtime by Category
6
Recent steps taken to address these deficiencies: The CE has taken several steps
to address the overtime deficit:
• FY20 added 20 Firefighter positions;
• FY20 added $2.184 million to the overtime budget to reflect several years of GWA
increases;
• FY21 proposed 20 Paramedic Training Positions (not approved by Council due to the
COVID-related maintenance-of-services budget policy);
• FY22 added 10 Paramedic Training Positions; and
• FY22 civilianized a Facilities Maintenance Position, allowing a Firefighter to return to the
field.
• FY23 proposes civilianizing two positions, allowing two detailed Captains to return to the
field.
Ongoing concerns: The Recommended FY23 Operating Budget does not include
any new Firefighter positions meant to address current understaffing. Additionally, recommended
overtime funding remains flat for F23. It does not accurately reflect predicted overtime and does
not factor in the General Wage Adjustment (GWA) received in FY22.
For FY22, the IAFF collective bargaining agreement provides a 1.5% GWA effective June
22, 2022. Further, it provides that if the Consumer Price Index–Urban for the Washington-
Arlington-Alexandria exceeds 1.5% as of March 2022, the Executive will submit a supplemental
appropriation in an amount equal to the CPI–U percent increase for the twelve-month period
ending March 2022, not to exceed two and one-quarter percent (2.25%). The CPI did indeed
exceed 2.25%; however, the fiscal impact of this GWA provision is neither reflected as a
compensation increase in FY23, nor is it factored into the $18.7 million budgeted for FY23
overtime.
3
The Executive advises that the FY22 impact of the adjustment is $26,965, and the FY23
impact is $860,267. These increases were not factored into the FY23 recommended budget and
the CE will submit a budget amendment for this amount. Council staff advises that these
increases are for wages but do not reflect the impact of wage adjustments on overtime costs.
The Committee should fully understand funding needs when the supplemental appropriation is
submitted to Council.
Operating Expenditure Overruns: MCFRS has also been experiencing some cost
overruns in certain operating expenses. Supplemental Appropriation #22-62 added $4.8 million to
the FY22 Operating Budget to address several operational budget overruns, including vehicle
maintenance and repair, snow removal, facilities maintenance, wireless communications, and
insurance. The Recommended FY23 Operating Budget includes additional funding in the
following areas to reflect projected costs more appropriately. FY23 funding assumes $3.7 million
of the ESPP funding is used to address these structural deficits. Total funding in these categories
more accurately reflects historic spending.
3
July 1, 2020, Through June 30, 2022, Agreement between IAFF 1664 and Montgomery County, MD, page 40.
7
Operational Enhancements
The CE Recommended Budget makes several operational enhancements. The budget
adds 31 full-time positions and one part-time position.
Emergency Management Services Enhancements
Twenty-five of the new positions provide additional EMS capacity and strengthen
operational oversight and efficiencies.
EMS Capacity Officer (5 FTEs): These five FTEs will provide one 24/7 position to help
coordinate patient transport to hospitals and balance emergency department patient volumes.
MCFRS provided this service during prior COVID surges, but it will generally help both EMS
transports and hospital EDs run more efficiently.
EMS Duty Officer (5 FTEs): These five FTEs will provide one 24/7 position that
enhances ALS support field supervision. The Department currently has two Duty Officers.
Ideally, the Department will have five – one for each battalion. This position helps reduce medical
errors in the field and works with hospitals to help return EMS units back into service more
quickly.
Paramedic Chase Car, Silver Spring (5 FTEs): This enhancement adds five FTEs to
provide Paramedic Chase Car at Station 1, which serves the Silver Spring area.
Enhancement Area Service Positions Cost
EMS
Add EMS Capacity Officer to Coordinate Patient
Transport to Hospitals and Balance ED Loads
5 $1,192,000
EMS
Add EMS Duty Officer to Enhance ALS Field
Supervision
5 $1,082,000
EMS Paramedic Chase Car (Silver Spring) 5 $799,000
EMS Flexible EMS Resource 5 $355,000
EMS Battalion Chief for EMS Quality Management 1 $71,000
EMS
EMS Logistics Program Mgr. II: Ordering, Mgt., Dist.
Of Medical Supplies
1 $85,000
EMS EMS Supply Tech for Supply Stocking/Distrib. 1 $59,000
EMS Add Two Parademic FFs Mobile Integrated Health 2 $282,000
Total: 25 $3,925,000
Recommended FY23 Service Enhancements
8
MCFRS currently has a daily cot count of 42, with 32 Basic Life Support (BLS) ambulance
transport units, 11 Advance Life Support (ALS) paramedic transport units, and one peak time BLS
unit. Tying medical services to a cot is not always the most efficient mode of service delivery,
since not every patient needs transport for further treatment. To provide more flexibility, MCFRS
has a Paramedic on all engines, and has three full-time Paramedic Chase Cars (one at Station 25
in Aspen Hill, one at Wheaton Rescue Squad, and one at Station 8 in Gaithersburg). In addition,
there are two other Paramedic Chase cars that operate part-time including one at Bethesda Chevy
Chase Rescue Squad and one at Rockville Station 3.
Flexible EMS Resource (5 FTEs): This enhancement adds a day-work ambulance (flex
BLS unit) to provide coverage as needed based on call volumes. The FY22 operating budget
approved one peak-time flex unit. The Department intends to deploy this EMS resource in FY24,
and its assignment will be determined by a data analysis the Department is currently conducting.
Battalion Chief Quality Management (1 FTE): The Department currently has one
Battalion Chief that oversees EMIHS operations. The second one would help oversee quality
management for EMS services.
EMS Logistics Program Manager II (1 FTE): This position will support ordering,
management, and distribution of medical supplies and allows for the return of a Captain to the
field.
EMS Supply Technician (1 FTE): This position stocks and distributes EMS supplies.
The work is currently being done on overtime backfill.
Paramedic Firefighters – Mobile Integrated Health (2 FTEs): This unit, which works
with high-frequency 911 callers to link them to appropriate services and better manage health,
currently has four civilian positions, and uses overtime backfill for Paramedic services. These
two positions would add consistent Paramedic services.
First Responder Health Enhancements
Therapist and Administrative Aide (1.75 FTEs): This addition provides a therapist
and administrative aide to support first responder mental health. These positions provide mental
health support and manage administrative functions such as scheduling and records management.
The Department currently has one psychologist and one therapist.
FROMS Contract Increase: The Fire and Rescue Occupational Medical Services
FROMS) is a joint program between MCFRS and Office of Human Resources (OHR) to provide
Enhancement Area Service Positions Cost
First Responder Mental Health Add Therapist and Administrative Aide 1.75 150,000
FROMS Contract increase to support additional work 148,604
Mental Health Lease C
hargeback for lease consolidation/expansion 33,000
Total: 1.75 331,604
9
health and wellness services to the Department. This contractual increase supports additional work
in the division.
Mental Health Lease: The Department is expanding leased space for the MCFRS mental
health unit.
Other Operational Enhancements
Staffing for Station 40 (4 FTEs): This staffing increase provides four firefighters to
supplement night and weekend volunteer staffing at Station 40, Sandy Spring. This staff will
help reduce failures to respond. It is assumed one volunteer will return, but that one of the
positions will be a permanent Career Firefighter.
Program Manager II: This enhancement unlapses a Program Manager II position for
$80,000 to promote the integration of Volunteer and Career Fire and Rescue activities.
Program Manager II Small Tools (1 FTE): This change adds a Program Manager to
support the small tools program with Fleet. It returns a Captain to the field who is currently
detailed there.
Special Operations Warehouse Space: This change expands the current leased
warehouse space on Dover Road by 16,000 square feet.
Recruit Classes
The FY23 recommended budget funds 84 recruits (57 for attrition and 27 to address new
FY23 positions).
Abolished Long-term Vacant Lapsed Positions
The Recommended Budget abolishes 14 long-term vacant positions. Since these
positions have not been filled, there is no savings.
Enhancement Area Service Positions Cost
Supplement Vol. Staffing Add Staffing to Support Station 40 4 $852,000
Volunteer Unlapse Program Mgr. II to Promote Vol. Activities $80,000
Miscellaneous Operations Program Mgr. II: Support Small Tools Function 1 0
Miscellaneous Operations Chargeback for Spec. Ops Warehouse Space 216,000
Total: 5 1,148,000
10
MCVFRA Agreement
The negotiated agreement between the Executive and the MCVFRA, effective July 1, 2021,
through June 30, 2023, increases funding to MCVFRA by $89,921 for FY23, which reflects:
• Increased association funds by $14,059 over FY22 (total funding is $281,178);
• $10,000 for training and $5,000 for Pro-Board certification, which is the same as FY22;
• Increased Nominal Fee by $74,250 over FY22 (total funding is now $858,300);
• Maintained $21,000 funding for Volunteer Basic Orientation Cost;
• Modified LOSAP cost of $1,612.
The Executive has submitted a bill that modifies LOSAP, which:
• Specifies that eligible members receive a 2.5% increase effective July 1, 2022, but no more
than $401.52 per month; and
• Changes the eligibility requirements to reflect calendar 2019 rather than 2015 as the start
date.
For FY23, the recommended budget includes $69,000 for LOSAP, which corrects a structural
deficiency in the base to support current LOSAP benefits. The eligibility date modification
corrects eligibility for 25 volunteers who were inadvertently precluded from receiving LOSAP
benefits. This change increases FY22 expenditures by $4,030 to provide retroactive payments and
$1,612 in FY23. The Executive advises that the Department can absorb the FY22 costs with
existing resources. The FY23 increase of $1,612 is included in the recommended budget.
11
EMST Fund
Bill 7-13, Emergency Medical Transportation - Use of Revenue-Amendment, specifies that
funds must be distributed to LFRDs according to a procedure specified in the annual budget
appropriation resolution. The FY22 operating budget provision that outlines this process is
attached on ©15-16. For FY23, $20 million has been budgeted, of which $2.8 million will be
distributed to the volunteers.
Report Requirements: Two reports are required under the EMST law. There is a provision
requiring semi-annual reports on health data in addition to call and transport data. The January
2022 report is attached at ©22-23.
MCFRS must also provide semi-annual reports on EMST Reimbursement that provides
information on the total amount of funds in the restricted account, the total amount to be distributed
to the LFRDs, each project and LFRD allocation, and the amounts distributed to and spent or
encumbered by each LFRD. The April 15, 2021, report is expected shortly, and Council staff will
provide it to the Committee when it is available. The October 15, 2021, report is attached (©24-
35).
Bethesda Chevy Chase Rescue Squad
MCFRS currently pays for certain Local Fire and Rescue Department (LFRD) costs, such
as commercial insurance, workers compensation, utilities, and fuel. Historically, Bethesda Chevy
Chase Rescue Squad (BCCRS) has paid their own. However, for the past several years, BCCRS
has requested that MCFRS cover these items in a manner similar to other LFRDs. For FY19,
BCCRS had requested a total of $262,400 and the Council approved $176,000. This funding level
was included in the FY20, FY21, and FY22 recommended budgets as well. In FY22, BCCRS
requested approximately $155,000 more to cover some fleet maintenance, EMS supplies, and
adding their Stryker Power Cots to the County’s maintenance contract. The Council approved
$155,000.
BCCRS has again requested additional support from MCFRS that is already provided to
all other LFRDs (©17-19). This year, BCCRS requests that funding be added to the MCFRS
budget for:
• Additional Fleet Maintenance Access; and
• Additional Building Maintenance costs.
Councilmember Friedson has also submitted a letter in support of additional funding (©20-21).
Council staff does not have an exact cost of these services, but based on the past three years’
experience, it should be approximately $150,000. Council staff recommends adding the
appropriate amount to the MCFRS operating budget to provide parity among the LFRDs.
If approved, BCCRS will be receiving a total of $481,000 annually for services.
12
MCFRS Audit
The FY22 recommended budget includes $200,000 for an audit that will examine both
staffing and resource needs, as well as racial equity and social justice elements of MCFRS
operations. The Executive advised that the two audits will address:
1. Workload, overtime, staffing analysis, and resource allocation to
enhance operational efficiencies; and
2. Diversity and racial equity assessment of the department (programs,
policies, and procedures, and resource allocation), including a climate
survey.
Additionally, the Executive advised that the separation of the work is to engage firms that
are specialized in the two distinct areas and can provide the County with high quality evaluation
and recommendation reports. FRS is working to have the Statements of Work ready for solicitation
by June 1
st
, with anticipated award early in FY22.
The Department has recently awarded a contract to the National Academy of Public
Administration (NAPA) to conduct a comprehensive equity assessment. This will include a review
of existing and proposed policies, practices, programs, and services for disparate outcomes based
on gender, race, religion, sexual orientation, and other socioeconomic factors.
The cost of this project is not to exceed $96,075.60. NAPA and the County team had a
kickoff meeting on March 22, 2022, and the final report is expected in September 2022.
NAPA will collect and analyze existing data, conduct an internal climate assessment, and
facilitate interviews at all levels within MCFRS as well as partner County agencies to achieve the
following:
1. Assess the hiring, training, promotional, and evaluation practices/processes of the
MCFRS to determine if:
• Has the MCFRS identified effective recruitment, selection, promotion, and
retention practices to achieve a fire service workforce that reflects the community
served?
• MCFRS displays any implicit/explicit bias in personnel processes,
including recruitment, hiring, promotions, and/or performance evaluations.
2. Assess the understanding and knowledge of all MCFRS personnel on community
characteristics, the culture and diversity that exist, and whether it is used to determine the
most appropriate way to serve and interact with all community members.
3. Administer a climate assessment survey to MCFRS personnel, both career and volunteer,
to:
• Focus on the climate in the MCFRS regarding gender, sexual orientation,
race, nationality, and religion.
13
• Assess MCFRS personnel’s familiarity with the process for filing EEO
complaints.
4. Assess the MCFRS external (citizen) complaint process, including:
• Patterns and trends in citizen and community complaints, case processing,
and outcomes.
• Evaluate citizen trust and use of the complaint process by different
demographics.
• Roles, authority, and operational responsibilities throughout the process.
• Procedural justice of complaints.
• Transparency and communication with all involved parties.
• Remediation and disciplinary mechanisms.
• Mechanisms for oversight, accountability, and organizational learning.
5. Determine whether MCFRS displays any implicit/explicit bias in providing treatment or
services to the County. Assess the impact of emergency service delivery and nonemergency
calls for service in diverse communities. Review policies, procedures, practices, and
training to address possible issues of bias, to include:
• Patterns and trends of quality of EMS care by geography, community
characteristics, departmental units, incident factors, subject demographics, and
firefighter demographics.
• Is there consistency in emergency response policy/procedure to diverse
communities? Do diverse communities wait longer for rescue personnel than
predominantly white communities?
• Assess the MCFRS incident review process and internal mechanisms for
oversight, accountability, and organizational learning that address the possible
incidence of bias and/or racial inequity.
• Determine if there are disparate outcomes (internal and external) based on
race or ethnicity, and if so, can changes in department structure/organization,
service delivery, or programs help address this? The review should consider and
identify any aspects of labor agreements that may negatively impact racial equity,
either within the Department, or in delivery of community services.
Outstanding Budget Issues
There are several outstanding issues that will directly impact both the FY22 Approved
Operating Budget as well as the FY23 Recommended Operating Budget. These issues include
internal policy changes, revised collective bargaining agreements, and recent State legislation.
State Senate Bill 295
4
: This enrolled bill expands Medicaid reimbursement to include to
include both medical services provided in response to a 911 call in situations when the recipient is
not transported to a facility and for Mobile Integrated Health (MIH) services. Beginning in fiscal
4
SB295 of 2022 - Maryland Medical Assistance Program - Emergency Service Transporters - Reimbursement
14
2023, the reimbursement rate must increase to $150. The potential fiscal impacts to the County
include:
• increased EMS treatment and transportation reimbursement for Medicaid patients; and
• new reimbursement for MIH services.
This bill passed on April 11 and was not factored into the Recommended Operating Budget.
Council staff will try to provide a better estimate before Council review of the MCFRS budget.
IAFF FY22 GWA: As discussed above, the current IAFF agreement provides a 1.5%
GWA in June, but also contains a provision that triggers an automatic increase to match the CPI-
U rate, not to exceed 2.25%.
The Executive advises that the FY22 impact of the adjustment is $26,965, and the FY23
impact is $860,267. This increase was not factored into recommended FY23 compensation costs,
but OMB is working on an FY23 CE budget amendment that will include these expenditures.
IAFF Retirement Modification: The Executive has submitted legislation to provide up
to 24 months of credited service towards retirement for Group G members with prior U.S. military
service. The anticipated increase in County expenditures for FY 23 is $337,073. Appropriation
to support this cost is included in the Executive’s FY23 Recommended Operating Budget.
The $337,073 expenditure increase assumes that this change would affect 15 percent of the
1,166 current active Group G members as of July 1, 2021. Members receiving the credit are
assumed to retire at the same time as currently assumed in the actuarial valuation based on age and
service-based retirement rates used in the actuarial valuation. In the event this legislation passes,
the annual pension valuation will take these factors into account as new Group G contribution rates
and liabilities are calculated. There is no anticipated impact on County revenues
ESPP 15% Distribution to Local Fire and Rescue Departments (LFRDs): The
Recommended FY23 Operating Budget treats the new supplemental ESPP payment similarly to
the 15% distribution the County provides LFRDs under the EMST program. It has allocated $1.65
million in FY23 to be distributed to LFRDs. The first distribution is due in FY22 and will be
approximately $9.3 million. FY22 expenditures will require a supplemental appropriation; to date,
there are no proposed funding allocations.
Alternative uses of ESPP funds: Council staff advises that given the long-term
structural budget deficits, this new funding source should be used to address overages, at least in
FY23. The Department will receive $9.3 million in June, and $11 million next year. The
Executive has targeted $3.7 million of the FY23 funds to address operational budget deficiencies.
But overtime is left unaddressed. The Committee should understand what the Department believes
are realistic overtime costs for FY23. If there is a projected overrun, Council staff recommends
retaining the $1.65 million and using it to address staffing more appropriately in a manner that
will reduce cost overruns.
15
If FY23 overtime is appropriately budgeted, the Committee may wish to use the $1.65
million instead to reduce overall County spending. The Department could retain the $1.65 million
and take a corresponding reduction in Fire Tax District funds.
Council staff provides the following options for the Committee’s consideration:
Racial Equity and Social Justice Considerations
As previously discussed, the Executive is seeking audits of the Fire Department which will
examine both operational issues as well as racial equity and social justice issues. The Department
has recently awarded a contract for the racial equity audit. Racial equity issues in firefighting
generally seek to create diverse and inclusive workplaces so that the Department can best serve
diverse communities. The Fire Chief has prioritized this work for several years, both through
recruiting and community outreach efforts. Several years ago, MCFRS implemented hiring
preferences for those who live in the County and those who speak a second language. MCFRS
and Montgomery County Public Schools have implemented a high school Fire and Science Career
Pathway program that has also helped with diverse recruiting efforts. The social distancing
restrictions under COVID-19 have hindered some of this work. It is expected that the racial equity
and social justice elements of the Departmental audit will help identify the effectiveness of current
efforts and make recommendations for new ones. Council staff recommends that the Committee
receive a briefing on these findings once the audit has been completed.
Council Staff Recommendations
Council staff recommends:
• maintaining the $1.65 million ESPP funding to more appropriately address staffing so that the
structural overtime deficit is reduced;
• adding $150,000 to the operating budget to fund specified services for BCCRS;
• following up in the fall to better understand the fiscal impact of State legislative changes and ESPP
funding;
• taking structural budget deficits into consideration when reviewing the anticipated ESPP
supplemental appropriation for FY22; and
• approving the remainder of the budget as submitted by the Executive.
Option Fund Allocation MCFRS LFRDs
County GF Expenditure
Reduction
1 Approve FY23 Recommended Budget $9.35 $1.65 $0.00
2 Address MCFRS' Structural Deficits $11.00 $0.00 $0.00
3 Reduce County Spending (GF Reduction in MCFRS) $11.00 $0.00 ($1.65)
Use of $11 million ESPP Supplemental Payment to MCFRS (in $ millions)
16
This staff report contains ©
The Executive’s Recommended FY23 Operating Budget 1-14
Recommended FY23 Operating Budget Provisions for EMST funds 15-16
BCCRS Request for Funding 17-19
Councilmember Friedson Memo -- BCCRS Funding 20-21
January 2022 EMST Program Report 22-23
October 1, 2021, EMST Distribution Report 24-35
Fire and Rescue Service
Fire and Rescue Service
RECOMMENDED FY23 BUDGET
RECOMMENDED FY23 BUDGET
$251,655,354
$251,655,354
FULL TIME EQUIVALENTS
FULL TIME EQUIVALENTS
1,352.01
1,352.01
✺ SCOTT GOLDSTEIN, FIRE CHIEF
MISSION STATEMENT
The mission of the Montgomery County Fire and Rescue Service (MCFRS) is to provide maximum protection of lives, property, and
the environment with comprehensive risk reduction programs and safe and effective emergency response provided by highly skilled
career and volunteer service providers representing the County's diverse population.
MCFRS consists of the Office of the Fire Chief; Division of Operations; Division of Human Resources; Division of Fiscal
Management; Division of Support Services; Division of Volunteer Services; the Fire and Emergency Services Commission; and 19 Local
Fire and Rescue Departments (LFRD). MCFRS operates 37 fire and rescue stations and several satellite offices.
BUDGET OVERVIEW
The total Recommended FY23 Operating Budget for the Montgomery County Fire and Rescue Service is $251,655,354 an increase of
$18,417,656 or 7.90 percent from the FY22 Approved Budget of $233,237,698. Personnel Costs comprise 82.14 percent of the
budget for 1,350 full-time positions, one part-time position, and a total of 1,352.01 FTEs. Total FTEs may include seasonal or
temporary positions and may also reflect workforce charged to or from other departments or funds. Operating Expenses account for
the remaining 17.86 percent of the FY23 budget.
The Debt Service for the Fire Tax District Fund is appropriated in the Debt Service Fund and is, therefore, not displayed in this
section. To pay for the Debt Service, a transfer of funds from the Fire Tax District Fund to the Debt Service Fund of $8,253,840 for
general obligation debt and $5,260,150 for other debt is required.
In addition, this department's Capital Improvements Program (CIP) requires Current Revenue funding.
COUNTY PRIORITY OUTCOMES
While this program area supports all seven of the County Executive's Priority Outcomes, the following is emphasized:
❖ Safe Neighborhoods
INITIATIVES
Fire and Rescue Service
Public Safety
48-1
(1)
✪
Add a paramedic chase car to enhance advanced life support (ALS) emergency medical service delivery in Silver Spring.
✪
Add an Emergency Medical Service Duty Officer position to enhance advanced life support field supervision.
✪
Add a permanent Emergency Medical Service System Capacity Officer to coordinate patient transport to hospitals and
balance emergency department loads. This enhancement is expected to assist in reducing hospital drop times and increase
EMS transport availability.
✪
Increase the capacity of the Mobile Integrated Health program by adding two paramedics to support the existing social worker
and registered nurse on home visits, complement the County's Mobile Crisis Team, and enhance other public health efforts,
assist with emergency room diversion options, and better address the needs of frequent 911 callers.
✪
Add civilian staff in Support Services to enhance emergency medical services logistics and the small tools function to enhance
service and reduce uniform backfill overtime.
✪
Provide an additional therapist and administrative staff to expand mental health services and add contract resources for Fire
and Rescue Occupational Medical Services to support Montgomery County Fire and Rescue Service personnel.
✪
Add night/weekend career staffing at Sandy Spring Fire Station 40 to support volunteer staffing and address failures to
respond.
✪
Add funds to support a new flexible emergency medical service, entering service in FY24. The nature of this resource will be
informed by enhanced data analysis to ensure maximum community impact.
✪
Add funds to support new lease costs associated with expanded and improved space for the Mental Health Unit and Special
Operations warehouse expansion.
✪
Increase support for local fire and rescue department emergency medical service activities and infrastructure through an
Emergency Service Transporter Supplemental Payment Program Distribution.
✪
Add an Emergency Medical Service Quality Management Battalion Chief to evaluate emergency medical services system
performance and assist in optimizing resource deployment.
✪
Add funds to un-lapse a Program Manager II position to promote the integration of volunteer and career fire and rescue
activities.
✪
Provide funding to address long-standing structural budget deficiencies in fleet and facilities maintenance, wireless
communications, and medical supplies.
✪
MCFRS will undergo an assessment of workload and resource deployment by an independent contractor in FY22, with a
focus on evaluating the effectiveness of the existing deployment model and identifying resource efficiencies. Efforts will be
made to incorporate recommendations from the assessment in order to reduce the use of details and overtime costs.
INNOVATIONS AND PRODUCTIVITY IMPROVEMENTS
✹
Completed the installation of a grant-funded vehicle exhaust elimination system that allows all fire station vehicles to be
hooked to the system and prevents exposure to dangerous exhaust.
✹
Purchased over $200,000 of personal protective gear funded by a FEMA grant to safeguard firefighters and paramedics from
COVID.
✹
Placed four new brush engines and a rescue squad into service to replace aging apparatus and reduce maintenance costs.
✹
Provide MCFRS personnel language interpretation service through cell phones placed on apparatus.
48-2
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(2)
✹
Launched alternative care options to low acuity patients including (1) safe treatment in place via telehealth consult and (2)
transport to an urgent care center in lieu of an emergency department. These alternatives provide improved care efficiency for
the patient, decrease MCFRS transport unit cycle times which make more units available for emergencies, and reduce volume
in local emergency departments.
✹
In May 2021, MCFRS expanded the telehealth program to include high-risk patients who refuse transport to a hospital, to
improve patient safety.
✹
Merged the Information Technology and Technical Operations section into a single Technology Services Section. Abolished
the civilian manager and battalion chief to create a new assistant chief, resulting in greater efficiencies and cost savings.
✹
In FY22 the State's new Emergency Service Transporter Supplemental Payment Program will begin providing several million
dollars of federal funding annually to the County to partially cover the cost of ambulance transport of Medicaid patients
PROGRAM CONTACTS
Contact Dominic Del Pozzo of the Montgomery County Fire and Rescue Service at 240.777.2236 or Rachel Silberman of the Office of
Management and Budget at 240.777.2770 for more information regarding this department's operating budget.
PROGRAM PERFORMANCE MEASURES
Performance measures for this department are included below (where applicable), with multi-program measures displayed at the front
of this section and program-specific measures shown with the relevant program. The FY22 estimates reflect funding based on the FY22
Approved Budget. The FY23 and FY24 figures are performance targets based on the FY23 Recommended Budget and funding for
comparable service levels in FY24.
PROGRAM DESCRIPTIONS
✺
✺
Fiscal Management
Fiscal Management
The Division of Fiscal Management is responsible for the overall management of the MCFRS operating budget; the management
and administration of State and Federal funding; management oversight of the EMS reimbursement program; accounts payable and
receivable; and contract management and development.
The Budget and Grants Section handles budget development; grant coordination, administration and close-out; expenditure and
revenue analysis and tracking; ordering and payment for office and station supplies; and department-wide financial procedures.
The Emergency Medical Services Transport (EMST) Reimbursement Section manages the department's ambulance transport
reimbursement program. The section reviews patient care reports, ensures compliance with various local and federal regulations,
manages the contract with the billing company, reconciles revenues, distributes and tracks EMST revenues that are sent to the 19
volunteer departments and monitors the expenditure of EMST reimbursement funds by MCFRS.
The Procurement Section advises and assists in the acquisition of all goods and services for the department. The expertise on
procurement procedures and regulations resides in this section, which develops and administers contracts throughout MCFRS.
All payments and purchase orders are entered and approved by the Procurement Section, and the section coordinates and
oversees the department's purchasing card accounts.
Fire and Rescue Service
Public Safety
48-3
(3)
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Number of invoices 11,441 11,957 12,000 12,000 12,000
EMST revenue collected (in millions) $15.97 $18.59 $19.80 $20.00 $20.00
EMST reimbursement recovery rate 54.8% 53.8% 55.0% 55.0% 55.0%
Percent of contracting dollars awarded to minority, female, or disabled (MFD) firms 6.1% 8.2% 8.5% 9.0% 9.0%
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 5,700,838 15.00
Increase Cost: Insurance Coverage Premium Increase 305,000 0.00
Increase Cost: Emergency Service Transporter Supplemental Payment Program Administrative
Specialist
70,000 1.00
Increase Cost: Emergency Service Transporter Supplemental Payment Program Annual Audit 50,000 0.00
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
64,535 0.00
FY23 Recommended 6,190,373 16.00
✺
✺
Human Resources Division
Human Resources Division
The Division of Human Resources is a comprehensive support function of MCFRS focused on the management and
maximization of potential for human capital. The Division is comprised of various sub-functions.
The Administrative Services Section is responsible for personnel and labor related issues, including coordination with County
OHR, recruiting and hiring, promotional exams, discipline, and the collective bargaining process. Further, they represent MCFRS,
in cooperation with the County Attorney, in mediation, arbitration, alternative dispute resolution, and at the Merit System
Protection Board.
Fire Rescue Occupational Medical
Services provides focus on MCFRS health needs. Services provided include entry level
physicals, annual physicals, injury care, return to work exams, fitness for duty exams, and vaccinations. This team also monitors
employees injured on the job to ensure appropriate care and timely return to work.
The behavioral and mental health component of MCFRS is addressed by the Behavioral Health Section. Staff professionals
provide direct clinical services to MCFRS personnel and assist with the Critical Incident Stress Management Team. The staff
psychologist also trains and educates personnel.
The Training Academy is responsible for all job-related training for MCFRS personnel. The Training Academy is an accredited
institution that provides multi-level training, education, and certification that is compliant with applicable regulations.
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Training academy accreditation (three accreditations) 3 3 3 3 3
Percentage of non-white male recruit applications
1
38% 45% 45% 50% 50%
1
MCFRS began tracking this metric in FY20.
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 28,295,562 36.26
Enhance: Add a Therapist and Administrative Aide to Expand Available Mental Health Resources for
First Responders
150,000 1.75
48-4
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(4)
FY23 Recommended Changes Expenditures FTEs
Enhance: Fire and Rescue Occupational Medical Services Enhancement and Contract Increase to
Support Additional Workload
148,604 0.00
Increase Cost: Convert Paramedic Training Coordinator Position from Master Firefighter to Captain to
Better Support Advanced Life Support Instruction
40,000 0.00
Enhance: Chargeback for Mental Health Unit Lease Consolidation and Expansion 33,000 0.00
Technical Adj: Abolish Long-term Vacant Lapsed Positions 0 (3.00)
Decrease Cost: Recruit Class Adjustment to Reflect the Timing of Prior Year Classes (755,000) 0.00
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
194,304 (4.00)
FY23 Recommended 28,106,470 31.01
✺
✺
Office of the Fire Chief
Office of the Fire Chief
The Office of the Fire Chief (OFC) has the ultimate responsibility for the overall management, direction, planning, and
coordination of all MCFRS programs and operations. The OFC manages the overall service needs and delivery requirements of
MCFRS, including fire and rescue master planning and resource deployment plans; oversees community risk reduction programs
and community outreach; develops and recommends capital improvement projects; manages and integrates information
technology into the MCFRS' business processes; and recommends policy initiatives and programs to the County Executive.
The Office of the Fire Chief includes the Internal Affairs Section, Community Risk Reduction Section, the Planning Section, and
the Public Information Office.
The Internal Affairs Section investigates complaints and serious violations of the personnel regulations and department policy and
conducts procedural background investigations of applicants for firefighter/rescuer positions.
The Community Risk Reduction Section identifies and mitigates certain risks to the community in an effort to reduce the number
of 911 calls. Initiatives include smoke alarm distribution, home safety visits for seniors, child safety seat installation and bicycle
safety education.
The Planning Section is primarily responsible for the development of the Fire, Rescue, Emergency Medical Services, and
Community Risk Reduction Master Plan and oversees the department's accreditation program. Among the tasks assigned to this
office are the analyses of risk and historical emergency incident activity; monitoring development and growth to project strategic
resource needs, facility placement, special operational requirements, and future workforce levels; performance measurement; and
geographical incident data analyses and technical support.
The Public Information Office facilitates media relations, messages, and imaging/brand management and is responsible for
disseminating information to the public on departmental programs and services; conducting outreach and fire safety education; and
ensuring high quality customer service.
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Child safety seat inspections survey - percent of respondents who were overall satisfied 100.0% 100% 100% 100% 100%
Fire and Rescue Service
Public Safety
48-5
(5)
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 5,901,135 20.00
Technical Adj: Abolish Long-term Vacant Lapsed Positions 0 (1.00)
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
(661,380) (4.00)
FY23 Recommended 5,239,755 15.00
✺
✺
Operations
Operations
The Operations Division is the organizational component of the MCFRS that is responsible for the
day-to-day delivery of critical
Emergency Medical Services (EMS), Fire Suppression, and Technical Rescue mitigation to the residents and visitors of
Montgomery County.
The overall responsibility for Fire and Rescue Service operations lies directly with the Fire Chief. The Division Chief of
Operations is assigned by
the
Fire Chief to manage the Division. The career and volunteer components of the combined service
work in an "Integrated Emergency Command Structure" that defines the authority and responsibility for all members of the
service. MCFRS responds to approximately 120,000 emergency incidents annually. Requests for emergency medical assistance
comprise the majority of those incidents; approximately 95,000 calls resulting in the transport of 70,000 people to local hospitals.
There are approximately 26,000 fire incidents, technical rescue, and hazardous materials incidents annually.
The Operations Division is organized into four major sections, including Field Operations, Emergency Communications Center
(ECC), Special Operations (SOPs), and Emergency Medical and Integrated Healthcare Services (EMIHS). MCFRS personnel
operate from 37 Fire and Rescue stations. Thirty-five paramedic engines, 15 aerial units, six heavy rescue squads, 10 ALS medic
units, three paramedic chase cars, and 30 Basic Life Support (BLS) ambulances make up
the
primary fleet of first response
apparatus. There are additional units that can be placed in service with available volunteer or recalled career personnel to increase
the MCFRS capability.
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Number of fire incidents 16,953 16,831 17,500 17,500 17,000
Number of EMIHS (medical services) incidents 93,516 88,942 93,200 94,000 94,100
90th percentile arrival time for first Advanced Life Support (ALS) unit in urban areas of the
County
11:18 11:30 11:45 10:15 10:15
90th percentile arrival time for first engine to structure fire in urban areas of the County 9:36 9:22 9:30 9:15 9:15
EMS cardiac care: Percentage of cardiac arrest patients with return of spontaneous
circulation (ROSC)
27.0% 24.8% 25.0% 30.0% 30.0%
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 169,722,111 1,203.40
Add: Emergency Medical Service System Capacity Officer to Coordinate Patient Transport to Hospitals
and Balance Emergency Department Loads
1,192,000 5.00
Add: Emergency Medical Service Duty Officer to Enhance Advanced Life Support Field Supervision 1,082,000 5.00
Enhance: Additional Staffing for Sandy Spring Fire Station 40 to Support Night and Weekend Service 852,000 4.00
Add: Paramedic Chase Car Serving Silver Spring to Expand Advanced Life Support Service 799,000 5.00
Increase Cost: Holiday Pay - Number of Holidays 441,000 0.00
Add: Flexible Emergency Medical Service Resource 355,000 5.00
48-6
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(6)
FY23 Recommended Changes Expenditures FTEs
Enhance: Add Two Paramedic Firefighters to Expand Mobile Integrated Health Team to Address the
Needs of Frequent 911 Callers
282,000 2.00
Enhance: Chargeback for Special Operations Leased Warehouse Expansion 216,000 0.00
Add: Emergency Medical Service Quality Management Battalion Chief to Augment Evaluation and
Quality Improvement of Emergency Medical Services
71,000 1.00
Technical Adj: Abolish Long-term Vacant Lapsed Positions 0 (8.00)
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
6,223,749 3.00
FY23 Recommended 181,235,860 1,225.40
✺
✺
Support Services
Support Services
The Division of Support Services provides central administrative and management service and direction for support functions
across the department. Core services include the Capital Improvement Program, logistics, fleet services, facilities, technology
services, and safety.
The logistics function consists of
Fleet Support, Fleet Maintenance, Property and Supply, Emergency Medical Service Logistics,
and Self-Contained Breathing Apparatus & Meters. The Property and Supply Section maintains and distributes uniforms,
apparel and protective clothing (firefighting PPE) needs for career and volunteer fire and rescue personnel. This includes the
procurement, order placement, receipt, storage, inventory, and distribution of a wide array of items, as well as related contract and
budget administration and invoice processing. The section coordinates special services such as uniform tailoring and alterations,
shoe repair, and protective clothing inspection, cleaning, and repair.
Maintenance of MCFRS heavy apparatus is performed and managed by Fleet Maintenance. The section ensures compliance with
State and Federal regulations pertaining to emissions, inspections, and safe vehicle operation.
The Fleet Support Section handles the acquisition and disposal of County-owned apparatus as well as assisting LFRD's with
acquisition of apparatus. The section selects, acquires, maintains and repairs tools, equipment, hose, and appliances used by fire
and rescue personnel. Fleet support also purchases and manages fuel for the department.
The Facilities Section is responsible for providing fire and rescue facilities that are properly maintained to enable all elements of
the MCFRS to meet their mission. This includes monitoring, management and maintenance of the department's infrastructure.
The Capital Improvement Program manages the construction of new facilities and capital improvements to existing facilities.
The Technology Services Section is responsible for development, implementation, and ongoing support of all information
technology needs for the department. This section ensures compliance with all Department of Technology and Enterprise
Business Solutions' requirements; is responsible for radio and telecom infrastructure; manages Computer Aided Dispatch;
maintains the Data Warehouse; oversees station alerting, and maintains desktops, firehouse reporting, and inventory control
software.
The Safety Section ensures the occupational health and safety of personnel through management of safety capacity. The program
develops and promotes proactive prevention initiatives to reduce injuries to personnel and damage to property through
compliance monitoring, investigations and follow up.
Fire and Rescue Service
Public Safety
48-7
(7)
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Number of COMAR-mandated vehicle inspections performed
1
235 215 245 245 245
Number of facilities maintained by MCFRS
2
46 46 46 46 46
Number of Facility Maintenance Requests and Repairs
3
1,691 2,117 2,400 2,700 3,000
Number of safety inspections (PPE) performed
4
5,598 6,017 6,035 6,035 6,035
Uptime for MCFRS-maintained IT systems 99.93% 99.94% 99.94% 99.94% 99.94%
Number of times MCFRS went below its minimum complement of apparatus 50 98 150 50 25
1
MCFRS Logistics Section recently added responsibility for some LFRD and Special Ops vehicles.
2
While this statistic is generally static, it is a good indicator of the level of effort required to ensure adequate and safe facilities.
3
The new MCFRS defect reporting system was implemented in April 2020. The implementation requires that all facility defects are reported (DGS
facilities and volunteer-owned).
4
Does not include Volunteer inspections.
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 17,698,497 52.60
Increase Cost: Adjust Budget for Fleet Maintenance to Address Structural Budget Deficiency 1,850,000 0.00
Increase Cost: Adjust Budget for Facilities Maintenance to Address Structural Budget Deficiency 1,150,000 0.00
Increase Cost: Adjust Budget for Wireless Communications to Address Structural Budget Deficiency 500,000 0.00
Increase Cost: Adjust Budget for Medical Supplies to Address Structural Budget Deficiency 240,000 0.00
Add: Emergency Medical Service Logistics Program Manager II to Support Ordering, Management,
and Distribution of Medical Supplies and Return Detailed Captain to the Field
85,000 1.00
Add: Emergency Medical Service Supply Technician to Support Medical Supply Stocking and
Distribution
59,000 1.00
Increase Cost: Annualization of Chase Car and Daywork Ambulance Costs 41,300 0.00
Add: Program Manager II to Support Small Tools Function and Return Detailed Captain to the Field 0 1.00
Technical Adj: Abolish Long-term Vacant Lapsed Positions 0 (2.00)
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
1,421,895 5.00
FY23 Recommended 23,045,692 58.60
✺
✺
Volunteer Services
Volunteer Services
The
Division of Volunteer Services (DVS) manages and provides support
and
volunteer advocacy, oversight, mediation, and
enforcement of MCFRS policies, coordination and technical assistance, incentives, and administrative services to support the
Local Fire and Rescue Departments (LFRD) within MCFRS.
This program promotes consistent and balanced integration of the activities of volunteer and career firefighters and rescuers;
promotes recruitment and retention of volunteers, assists LFRDs in training, risk management, the formulation and
standardization of LFRD/MCFRS business plans, use and maintenance of fire and rescue apparatus, budget preparation, and
formulating department-wide policy.
The program makes recommendations to the Fire Chief, monitors legislative and regulatory actions involving volunteer activities,
and informs the affected groups.
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
48-8
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(8)
Program Performance Measures
Actual
FY20
Actual
FY21
Estimated
FY22
Target
FY23
Target
FY24
Number of volunteer stand-by hours 501,719 502,924 505,000 510,000 515,000
Number of volunteer in-station drill hours 16,862 15,122 16,000 17,000 18,000
Percent of total volunteers that are female 37.4% 37.2% 38.0% 40.0% 40.0%
Percent of volunteers from a racial or ethnic minority group 20.3% 20.8% 21.0% 25.0% 25.0%
Number of trained volunteers hired by MCFRS 5 10 12 15 20
FY23 Recommended Changes Expenditures FTEs
FY22 Approved 5,919,555 6.00
Enhance: Local Fire and Rescue Department Emergency Service Transporter Supplemental Payment
Program Distribution
1,650,000 0.00
Increase Cost: Montgomery County Volunteer Fire and Rescue Association - Negotiated Agreement 89,921 0.00
Add: Unlapse Program Manager II to Promote the Integration of Volunteer and Career Fire and Rescue
Activities
80,000 0.00
Increase Cost: Length of Service Awards Program 69,000 0.00
Multi-program adjustments, including negotiated compensation changes, employee benefit changes,
changes due to staff turnover, reorganizations, and other budget changes affecting multiple programs.
28,728 0.00
FY23 Recommended 7,837,204 6.00
BUDGET SUMMARY
Actual
Actual
FY21
FY21
Budget
Budget
FY22
FY22
Estimate
Estimate
FY22
FY22
Recommended
Recommended
FY23
FY23
%Chg
%Chg
Bud/Rec
Bud/Rec
FIRE
EXPENDITURES
Salaries and Wages 141,986,703 141,254,477 150,551,329 153,345,934 8.6 %
Employee Benefits 50,279,881 53,531,355 53,966,593 53,362,301 -0.3 %
Fire Personnel Costs 192,266,584 194,785,832 204,517,922 206,708,235 6.1 %
Operating Expenses 43,166,018 38,066,866 44,942,866 44,947,119 18.1 %
Capital Outlay 21,574 385,000 385,000 0 -100.0 %
Fire Expenditures 235,454,176 233,237,698 249,845,788 251,655,354 7.9 %
PERSONNEL
Full-Time 1,315 1,332 1,332 1,350 1.4 %
Part-Time 0 0 0 1 ----
FTEs 1,316.26 1,333.26 1,333.26 1,352.01 1.4 %
REVENUES
EMS Reimbursement-Ambulance Fee 20,479,176 20,000,000 19,800,000 20,000,000 ----
Miscellaneous Revenues 616,699 244,882 244,882 244,882 ----
Other Charges/Fees (177) 0 0 0 ----
Other Intergovernmental 743,038 198,622 5,347,622 11,013,162 5444.8 %
Property Tax 246,033,972 255,444,935 257,816,298 236,039,696 -7.6 %
State Fire/Rescue 508 Funds 1,995,269 0 0 0 ----
Fire Revenues 269,867,977 275,888,439 283,208,802 267,297,740 -3.1 %
GRANT FUND - MCG
Fire and Rescue Service
Public Safety
48-9
(9)
BUDGET SUMMARY
Actual
Actual
FY21
FY21
Budget
Budget
FY22
FY22
Estimate
Estimate
FY22
FY22
Recommended
Recommended
FY23
FY23
%Chg
%Chg
Bud/Rec
Bud/Rec
EXPENDITURES
Salaries and Wages 23,869,261 0 0 0 ----
Employee Benefits 194,902 0 0 0 ----
Grant Fund - MCG Personnel Costs 24,064,163 0 0 0 ----
Operating Expenses 1,183,267 0 0 0 ----
Capital Outlay 300,753 0 0 0 ----
Grant Fund - MCG Expenditures 25,548,183 0 0 0 ----
PERSONNEL
Full-Time 3 0 0 0 ----
Part-Time 0 0 0 0 ----
FTEs 3.00 0.00 0.00 0.00 ----
REVENUES
Federal Grants 24,526,605 0 0 0 ----
State Grants 40,370 0 0 0 ----
Grant Fund - MCG Revenues 24,566,975 0 0 0 ----
DEPARTMENT TOTALS
Total Expenditures 261,002,359 233,237,698 249,845,788 251,655,354 7.9 %
Total Full-Time Positions 1,318 1,332 1,332 1,350 1.4 %
Total Part-Time Positions 0 0 0 1 ----
Total FTEs 1,319.26 1,333.26 1,333.26 1,352.01 1.4 %
Total Revenues 294,434,952 275,888,439 283,208,802 267,297,740 -3.1 %
FY23 RECOMMENDED CHANGES
Expenditures
Expenditures
FTEs
FTEs
FIRE
FY22 ORIGINAL APPROPRIATION 233,237,698 1,333.26
Changes (with service impacts)
Enhance: Local Fire and Rescue Department Emergency Service Transporter Supplemental Payment Program
Distribution [Volunteer Services]
1,650,000 0.00
Add: Emergency Medical Service System Capacity Officer to Coordinate Patient Transport to Hospitals and
Balance Emergency Department Loads [Operations]
1,192,000 5.00
Add: Emergency Medical Service Duty Officer to Enhance Advanced Life Support Field Supervision
[Operations]
1,082,000 5.00
Enhance: Additional Staffing for Sandy Spring Fire Station 40 to Support Night and Weekend Service
[Operations]
852,000 4.00
Add: Paramedic Chase Car Serving Silver Spring to Expand Advanced Life Support Service [Operations] 799,000 5.00
Add: Flexible Emergency Medical Service Resource [Operations] 355,000 5.00
48-10
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(10)
FY23 RECOMMENDED CHANGES
Expenditures
Expenditures
FTEs
FTEs
Enhance: Add Two Paramedic Firefighters to Expand Mobile Integrated Health Team to Address the Needs of
Frequent 911 Callers [Operations]
282,000 2.00
Enhance: Chargeback for Special Operations Leased Warehouse Expansion [Operations] 216,000 0.00
Enhance: Add a Therapist and Administrative Aide to Expand Available Mental Health Resources for First
Responders [Human Resources Division]
150,000 1.75
Enhance: Fire and Rescue Occupational Medical Services Enhancement and Contract Increase to Support
Additional Workload [Human Resources Division]
148,604 0.00
Add: Emergency Medical Service Logistics Program Manager II to Support Ordering, Management, and
Distribution of Medical Supplies and Return Detailed Captain to the Field [Support Services]
85,000 1.00
Add: Unlapse Program Manager II to Promote the Integration of Volunteer and Career Fire and Rescue
Activities [Volunteer Services]
80,000 0.00
Add: Emergency Medical Service Quality Management Battalion Chief to Augment Evaluation and Quality
Improvement of Emergency Medical Services [Operations]
71,000 1.00
Add: Emergency Medical Service Supply Technician to Support Medical Supply Stocking and Distribution
[Support Services]
59,000 1.00
Enhance: Chargeback for Mental Health Unit Lease Consolidation and Expansion [Human Resources Division] 33,000 0.00
Add: Program Manager II to Support Small Tools Function and Return Detailed Captain to the Field [Support
Services]
0 1.00
Other Adjustments (with no service impacts)
Increase Cost: FY23 Compensation Adjustment 7,878,742 0.00
Increase Cost: Annualization of FY22 Compensation Increases 2,678,540 0.00
Increase Cost: Adjust Budget for Fleet Maintenance to Address Structural Budget Deficiency [Support Services] 1,850,000 0.00
Increase Cost: Adjust Budget for Facilities Maintenance to Address Structural Budget Deficiency [Support
Services]
1,150,000 0.00
Increase Cost: Annualization of FY22 Lapsed Positions 953,626 0.00
Increase Cost: Adjust Budget for Wireless Communications to Address Structural Budget Deficiency [Support
Services]
500,000 0.00
Increase Cost: Holiday Pay - Number of Holidays [Operations] 441,000 0.00
Increase Cost: Motor Pool Adjustment 349,662 0.00
Increase Cost: Insurance Coverage Premium Increase [Fiscal Management] 305,000 0.00
Increase Cost: Risk Management Adjustment 268,454 0.00
Increase Cost: Adjust Budget for Medical Supplies to Address Structural Budget Deficiency [Support Services] 240,000 0.00
Increase Cost: Annualization of FY22 Personnel Costs 225,480 0.00
Increase Cost: Montgomery County Volunteer Fire and Rescue Association - Negotiated Agreement [Volunteer
Services]
89,921 0.00
Increase Cost: Emergency Service Transporter Supplemental Payment Program Administrative Specialist
[Fiscal Management]
70,000 1.00
Increase Cost: Length of Service Awards Program [Volunteer Services] 69,000 0.00
Increase Cost: Emergency Service Transporter Supplemental Payment Program Annual Audit [Fiscal
Management]
50,000 0.00
Increase Cost: Annualization of Chase Car and Daywork Ambulance Costs [Support Services] 41,300 0.00
Increase Cost: Convert Paramedic Training Coordinator Position from Master Firefighter to Captain to Better
Support Advanced Life Support Instruction [Human Resources Division]
40,000 0.00
Fire and Rescue Service
Public Safety
48-11
(11)
FY23 RECOMMENDED CHANGES
Expenditures
Expenditures
FTEs
FTEs
Increase Cost: Printing and Mail Adjustment 32,562 0.00
Technical Adj: Abolish Long-term Vacant Lapsed Positions [Human Resources Division] 0 (3.00)
Technical Adj: Abolish Long-term Vacant Lapsed Positions [Support Services] 0 (2.00)
Technical Adj: Abolish Long-term Vacant Lapsed Positions [Office of the Fire Chief] 0 (1.00)
Technical Adj: Abolish Long-term Vacant Lapsed Positions [Operations] 0 (8.00)
Decrease Cost: Recruit Class Adjustment to Reflect the Timing of Prior Year Classes [Human Resources Division] (755,000) 0.00
Decrease Cost: Elimination of One-Time Items Approved in FY22 (1,930,468) 0.00
Decrease Cost: Retirement Adjustment (3,184,767) 0.00
FY23 RECOMMENDED 251,655,354 1,352.01
PROGRAM SUMMARY
Program Name
Program Name
FY22 APPR
FY22 APPR
Expenditures
Expenditures
FY22 APPR
FY22 APPR
FTEs
FTEs
FY23 REC
FY23 REC
Expenditures
Expenditures
FY23 REC
FY23 REC
FTEs
FTEs
Fiscal Management 5,700,838 15.00 6,190,373 16.00
Human Resources Division 28,295,562 36.26 28,106,470 31.01
Office of the Fire Chief 5,901,135 20.00 5,239,755 15.00
Operations 169,722,111 1,203.40 181,235,860 1,225.40
Support Services 17,698,497 52.60 23,045,692 58.60
Volunteer Services 5,919,555 6.00 7,837,204 6.00
Total 233,237,698 1,333.26 251,655,354 1,352.01
FUNDING PARAMETER ITEMS
CE RECOMMENDED ($000S)
Title
Title
FY23
FY23
FY24
FY24
FY25
FY25
FY26
FY26
FY27
FY27
FY28
FY28
FIRE
EXPENDITURES
FY23 Recommended 251,655 251,655 251,655 251,655 251,655 251,655
No inflation or compensation change is included in outyear projections.
Annualization of Positions Recommended
in FY23
0 521 521 521 521 521
New positions in the FY23 budget are generally assumed to be filled at least two months after the fiscal year begins. Therefore, the above
amounts reflect annualization of these positions in the outyears.
Elimination of One-Time Items
Recommended in FY23
0 (1,826) (1,826) (1,826) (1,826) (1,826)
Items recommended for one-time funding in FY23, including additional recruit class costs to support an EMS Systems Capacity Officer,
Paramedic Chase Car, EMS Duty Officer, Flexible EMS Resource, Mobile Integrated Health Team Paramedics, Sandy Spring Fire
Station 40 Staffing, and an EMS Battalion Chief; and start up costs to support a new ESPP Administrative Specialist, Mental Health Unit
Expansion, and an EMS Supply Tech, will be eliminated from the base in the outyears.
48-12
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(12)
FUNDING PARAMETER ITEMS
CE RECOMMENDED ($000S)
Title
Title
FY23
FY23
FY24
FY24
FY25
FY25
FY26
FY26
FY27
FY27
FY28
FY28
Labor Contracts 0 3,579 3,579 3,579 3,579 3,579
These figures represent the estimated annualized cost of general wage adjustments, service increments, and other negotiated items.
Clarksburg Fire Station (P450300) 0 162 162 162 162 162
White Flint Fire Station 23 (P451502) 0 0 0 98 258 258
Subtotal Expenditures 251,655 254,091 254,091 254,189 254,349 254,349
ANNUALIZATION OF FULL PERSONNEL COSTS
FY23
FY23
Recommended
Recommended
FY24 Annualized
FY24 Annualized
Expenditures
Expenditures
FTEs
FTEs
Expenditures
Expenditures
FTEs
FTEs
Add a Therapist and Administrative Aide to Expand Available Mental Health Resources for
First Responders
112,000 1.75 149,000 1.75
Emergency Medical Service Supply Technician to Support Medical Supply Stocking and
Distribution
54,000 1.00 70,000 1.00
Emergency Service Transporter Supplemental Payment Program Administrative Specialist 65,000 1.00 86,000 1.00
Emergency Medical Service Logistics Program Manager II to Support Ordering,
Management, and Distribution of Medical Supplies and Return Detailed Captain to the
Field
85,000 1.00 113,000 1.00
Flexible Emergency Medical Service Resource 300,000 5.00 602,000 5.00
Emergency Medical Service Quality Management Battalion Chief to Augment Evaluation
and Quality Improvement of Emergency Medical Services
60,000 1.00 144,000 1.00
Unlapse Program Manager II to Promote the Integration of Volunteer and Career Fire and
Rescue Activities
80,000 0.00 113,000 0.00
Total 756,000 10.75 1,277,000 10.75
Fire and Rescue Service
Public Safety
48-13
(13)
48-14
Public Safety FY23 Operating Budget and Public Services Program FY23-28
(14)
Draft FY23 Operating Budget Resolution Language – Required EMST Provisions
1. The County Executive or designee must submit a report to the Council not later than January 1,
2023, that includes for the period June 1 through November 30, 2022, and a second report not
later than June 30, 2023, that includes for the period December 1, 2022, through May 30, 2023,
the following data collected in collaboration with area hospitals:
a. The number of 911 calls for emergency medical services during the reporting period and
a comparison to the number in this reporting period for the prior year;
b. The number and type of emergency medical services provided during the reporting
period;
c. The mortality rates for County hospital for STEMI incidents, and a comparison to the rates
in this reporting period for the prior year;
d. The number of patients arriving in hospital emergency rooms complaining of heart attack
or stroke symptoms who did not arrive by ambulance and a comparison to the number in
this reporting period for the prior year.
e. The number of invoices issued to collect revenue under this program and the average
amount charged.
f. The number of EMS transports of out-of-County residents;
g. The number of hardship waivers requested and the number granted; and
h. The number and type of calls received by the Patient Advocate.
2. As required by County Code §21-23A(h)(3)(A), the County Fire and Rescue Service (MCFRS) must
use the following procedure to allocate for the benefit of local fire and rescue departments
(LFRD’s) 15% of the net Emergency Medical Services Transport (EMST) Insurance Reimbursement
Program revenue (after deducting costs of implementing the Reimbursement Program)
appropriated in this resolution for the purposes authorized in §21-23A(h)(3)(A):
a. Each LFRD may apply for funds under an application process conducted by the
Montgomery County Volunteer Fire and Rescue Association (MCVFRA). MCVFRA must
forward the results of that process to the Fire Chief by a date set by the Fire Chief. In any
disagreement between the MCVFRA and the Fire Chief about LFRD allocations and
projects, both the MCVFRA President and the Fire Chief must take reasonable steps to
resolve their disagreements before funds are distributed. The Fire Chief must approve the
final allocation for each LFRD and project.
b. By October 15, 2022, MCFRS must distribute to LFRD’s 15% of the actual amount of
revenue received in the restricted EMST Reimbursement account attributable to FY 2022
(after deducting EMST Reimbursement Program implementation costs), as calculated by
the Department of Finance.
c. By April 15, 2023, MCFRS must distribute 15% of the actual amount of revenue received
in the restricted EMST Reimbursement account attributable to FY 2023 from July 1, 2022,
to December 31, 2022 (after deducting EMST Reimbursement Program implementation
(15)
costs), as calculated by the Department of Finance after a mid-year reconciliation of the
funds in the account.
d. Any funds distributed under this procedure must be spent or encumbered by each LFRD
to which funds are assigned no later than one calendar year after the last date funds are
distributed (respectively, October 15, 2023, or April 15, 2024). Any funds that an LFRD
does not encumber or spend by these dates automatically revert to MCFRS on October
15, 2023, or April 15, 2024, respectively. The Fire Chief must reallocate any funds reverted
under this provision, consistent with this provision, §21-23A, and other applicable State
and County laws, regulations, policies, and guidelines.
e. The County Executive or designee must report to the Council no later than October 15,
2022, and April 15, 2023: the total amount of funds in the restricted account; the total
amount to be distributed to the LFRD’s; each project and LFRD allocation; and the
amounts distributed to and spent or encumbered by each LFRD to date, by project and
fiscal year.
f. Any EMST Reimbursement Revenue attributable to FY 2023 that is not spent or
encumbered by MCFRS by June 30, 2023, must remain in the restricted account and must
not be spent unless re-appropriated for a use allowed under County Code §21-23A.
g. For FY 2023, it is expected that $20,000,000 of the appropriation to the Montgomery
County Fire and Rescue Service will be supported by EMST Reimbursement Revenue from
the restricted account. The Office of Management and Budget must transmit to the
Council no later than March 15, 2023, the amount of revenue received, and amount billed
from July 1, 2022, through February 28, 2023.
(16)
November 28, 2021
Scott E. Goldstein
Fire Chief
Montgomery County Fire and Rescue Service
100 Edison Park Drive
Gaithersburg, MD 20878
Dear Chief Goldstein:
On behalf of the Board of Directors of the Bethesda-Chevy Chase Rescue Squad (BCCRS), I
am again requesting that the FY23 Montgomery County Fire and Rescue Services (MCFRS)
operating budget provide the same level of in-kind support to BCCRS that is provided to all
other local fire and rescue departments (LFRDs). Our Department like the County and MCFRS,
is facing unprecedented challenges, and we need your support to continue to provide first-rate
service.
Let me first thank you for your prior support of BCCRS' efforts to bring the County's level of in-
kind support to BCCRS in line with that of other LFRDs. Not only has this helped on the
financial side, but it also has provided a number of operational efficiencies. For example, access
to the County's Central Maintenance Facility already has allowed MCFRS to prioritize repairs
consistent with operational needs. We have experienced two cases of same day weekend
repairs done by an on-call technician that prevented an out of service condition and allowed
MCFRS to maintain its basic six rescue squad complement.
While last year's funding was helpful, it did not reach the level necessary to provide parity
among the LFRD as recommended by Council staff in last year's budget cycle.
1
We are now
requesting that MCFRS include in its operating budget sufficient funds to achieve such parity,
including additional areas of vehicle maintenance, station operations, and equipment
commensurate with what the other LFRDs already presently receive, as described below.
We recognize that there is a mandate for government leaders to provide tremendous taxpayer
value and believe that our organization provides tremendous return on investment for MCFRS
and the County and is appropriate to fund even in difficult fiscal times. BCCRS is not seeking for
funds to be appropriated to our organization; rather, we are asking for access to County
1
See Memo for Worksession on FY 2022 Operating Budget for MCFRS, available at
https://www.montgomerycountymd.gov/council/Resources/Files/agenda/col/2021/20210513/20210513_31.pdf.
(17)
Scott E. Goldstein, Fire Chief
November 28, 2021
Page 2
equipment and support (e.g., adding BCCRS to existing MCFRS service contracts), which will
ultimately save money as the County has more purchasing power than BCCRS does on its own.
This incremental support increase to BCCRS should be considered in light of the fact that
BCCRS provides front-line 24-hour staffing for three (3) EMS transport units and one heavy
rescue squad during weekday hours and four (4) EMS transport units and a heavy rescue
squad during nights and on weekends. Using a shift relief factor of 4.7 (as referenced in the
MCFRS FY 2020 budget), BCCRS volunteers provide front-line apparatus staffing that would
require more than 50 FTEs if provided by career personnel.
The specific areas for which BCCRS is asking for support are:
●
Fleet
cost
s
o
Fleet maintenance and all wrap-around services for the BCCRS ambulan
ces and
utility
vehicles. (Note: Heavy apparatus was previously approved in FY21
); and
o
Vehicle fluids such as DEF, engine oil, windshiel
d washer fluid, etc. which we
note are used both by B
CCRS units
and other MCFRS units getting diesel from
the R1 fuel site.
●
Building maintenance co
sts
o
Natural gas utility costs;
o Telephony and internet costs;
o
Trash service;
o Pest
control service;
o Building maintenance and cleaning supplies;
o Provisioning of a county copy machine and associated costs;
and
o
Building maintenance services to
include:
▪
Heating, ventilation and air condition
ing (HVAC) maintenance;
▪ Plumbing
maintenance;
▪ Electrical maintenance; and
▪ Elevator
maintenance.
As you know, BCCRS has also undertaken major shifts in the last year. We have communicated
with MCFRS and DC Fire and Emergency Medical Services (DCFEMS) that we are terminating
our Memorandum of Understanding (MOU) through which we have routinely provided DC
service for more than 50 years. This critical decision was not made lightly but was made to
improve the service provided to both Montgomery County and DC residents. We are confident
that this was the right decision for BCCRS and for Montgomery County, but it also has already
caused a substantial hit to BCCRS’s fundraising capacity as we are not actively soliciting in DC
any longer.
Additionally, BCCRS has expanded our service in a 6-month pilot program to staff an
ambulance at Chevy Chase Fire Department’s (CCFD)’s Station 7. Since entering operation on
July 4, 2021, Ambulance/Medic 707 has averaged 152 calls per month and is projected to top
1,800 calls in its first year of service or about 5 per day. All the changes, made to improve our
service to the County and its residents, are only possible through the continued and much-
appreciated support of MCFRS and the Montgomery County government.
(18)
Scott E. Goldstein, Fire Chief
November 28, 2021
Page 3
This request is made in light of the reasons described above and is made in the spirit of our
effort to reconfigure our scope and direction to best support MCFRS. This request and our
Building Condition Assessment, which is nearing completion, are all part of our effort to better
equip ourselves to perform the MCFRS mission now and long into the future.
We would be happy to answer any questions or provide more information in support of this
request. The designated point of contact is Treasurer Chris Jennison who can be reached via
email at [email protected].
Respectfully submitted
Kenny Holden
President
cc:
The Honorable Sidney Katz
Chair, Public Safety Committee, Montgomery County Council
The Honorable Gabe Albornoz
Member, Public Safety Committee, Montgomery County Council
The Honorable Tom Hucker
Member, Public Safety Committee, Montgomery County Council
The Honorable Andrew Friedson
District 1 Councilmember
Montgomery County Council
(19)
MONTGOMERY COUNTY COUNCIL
ROCKVILLE, MARYLAND
ANDREW FRIEDSON
COUNCILMEMBER
DISTRICT 1
STELLA B. WERNER OFFICE BUILDING 100 MARYLAND AVENUE, 5
TH
FLOOR, ROCKVILLE, MARYLAND 20850
240-777-7828 OR 240-777-7900, TTY 240-777-7914, FAX 240-777-7989
WWW.MONTGOMERYCOUNTYMD.GOV
MEMORANDUM
April 14, 2022
TO: Public Safety Committee Members
FROM: Andrew Friedson, Councilmember
SUBJECT: Fulfilling the Bethesda-Chevy Chase Rescue Squad’s FY23 Budget Request
For the past three years, the Bethesda-Chevy Chase Rescue Squad (BCCRS) has respectfully submitted a
request to the County Executive asking the Montgomery County Fire and Rescue Service (MCFRS) to
provide support to BCCRS similar to what it gives to other Local Fire and Rescue Departments (LFRD). Last
year, the Council supported BCCRS’s specifically enumerated requests to provide access to the Central
Maintenance Facility (CMF) for service and repairs on its heavy rescue squad apparatus and cover its EMS
supply costs. However, BCCRS continues to request parity with every other LFRD in other county support
measures such as CMF access for ambulances and utilities and contract services like HVAC maintenance and
pest control. I am writing to urge that BCCRS be provided equitable treatment in the FY23 budget.
The BCCRS currently covers the costs for maintenance, parts, and labor on its ambulances and utility
vehicles, even though the County now provides service for the heavy rescue apparatus at CMF. The BCCRS
also pays for the costs for its other miscellaneous contract “upkeep” services. The BCCRS has not
historically requested County support to cover these costs.
Not only does the County cover these costs for all other LFRDs, but the County also benefits significantly
from the quality volunteer service provided by the BCCRS. The BCCRS provides front-line 24-hour staffing
for three EMS transport units and one heavy rescue squad during weekday hours, and four EMS transport
units and a heavy rescue squad every night and on weekends. Last year BCCRS ended its historic service to
Washington, D.C., and began staffing an ambulance at Chevy Chase Fire Department’s Station 7. The
savings that BCCRS provides to the County are evident.
The BCCRS has proactively sought grant funding to cover pandemic-related costs. However, these costs have
risen significantly since the onset of the pandemic and have had a real budgetary impact on the organization.
Increased compensation obligations have coincided with high requirements for fair pay in recent fiscal years.
(20)
STELLA B. WERNER OFFICE BUILDING 100 MARYLAND AVENUE, 5
TH
FLOOR, ROCKVILLE, MARYLAND 20850
240-777-7828 OR 240-777-7900, TTY 240-777-7914, FAX 240-777-7989
WWW.MONTGOMERYCOUNTYMD.GOV
Furthermore, despite quickly pivoting from a door-to-door fundraising campaign to a mail-in model, the
BCCRS has experienced lower levels of fundraising revenue. The loss of its banquet hall, the alumni
association’s fundraising apparatus, and the parking lot as sources of income have been significant during the
pendency of the pandemic. Finally, BCCRS ended its emergency response service to the District of Columbia
on December 31, 2021, to better align its services with Montgomery County in concurrence with County
officials. This has required BCCRS to stop soliciting donations from D.C. residents, compounding the loss of
fundraising revenue.
Lastly, I would be remiss if I did not mention the BCCRS’s invaluable contributions to the surrounding
community beyond its emergency response operations. It has worked with the Nourishing Bethesda Coalition
since August 2020 every Friday for what has become one of the County’s most extensive food security
operations, serving the most vulnerable residents in the Bethesda area and throughout the County. This is
another example of the BCCRS stepping up with a generous spirit to support our community.
While we acknowledge the County may face challenges in the coming fiscal years due to economic
difficulties, it is irrefutable that the BCCRS first responders and volunteers have risen to the challenge of the
last 26 months to support their neighbors at the risk of their well-being. They’ve stepped up for us, and it is
now long overdue that we return the favor of their support to our residents. I firmly believe it is time for the
BCCRS to be considered alongside all its fellow LFRDs. I respectfully request that the Committee include
the BCCRS’s budget request of approximately $150,000 in the FY23 Montgomery County Fire and Rescue
Service budget. It is important to note that the BCCRS is not seeking this line item for its accounts and
control, but that this increase would go to the MCFRS to manage the funds in anticipation of additional
services and supplies from MCFRS providers such as Logistics and CMF, in the manner the County’s
services already provided to every other LFRD. When scaled up, these services are also more economical
rather than borne by individual departments.
(21)
Emergency Medical Services Transport Insurance Reimbursement
Program Report for the period June 1 to November 30, 2021
As part of the FY22 Budget Resolution, the Montgomery County Fire and Rescue
Service is required to provide a report to Council on some specific areas of the
operations of the Emergency Medical Services Transport Insurance Reimbursement
Program. EMS transports are beginning to pick up again compared to the same period
last year.
The areas the resolution requires to be addressed are:
a. Calls for Emergency Medical Services
During the reporting period of June 1, 2021 to November 30, 2021, there were a total of
49,736 calls for emergency medical services compared to 42,565 calls during the same
period in 2020.
b. Number and types of Emergency Medical Services
A total of 33,570 calls for emergency medical services resulted in transports to the
hospital during the reporting period of June 1, 2021 to November 30, 2021. The
breakdown of the type of emergency medical services for these transports was: 16,672
were dispatched as ALS level calls and 16,898 were BLS level calls.
c. Mortality Rates for STEMI incidents (County Hospitals)
In view of hospital concerns of the data being shared for non-quality assurance
purposes and the possibility that it might be used in the furtherance of litigation; it
appears that it will not be possible to obtain this data.
d. Patient with Heart Attack or Stroke Symptoms at Emergency Departments that
were not transported by Ambulance
This data is not required by the regulators and is therefore not tracked by the hospitals.
As a result, MCFRS cannot obtain this information.
e. Number of invoices issued, and average amount charged
During the reporting period, a total of 32,353 invoices were processed with an average
charge per transport of $584.62.
(22)
f. Out-of-County Residents EMS Transports
A total of 4,798 transports processed were for out-of-county residents. This represents
about 15% of all EMS transports invoices processed during the reporting period.
g. Hardship Waiver Requests
There was only one (1) request for hardship waiver request during the reporting period.
The request was approved, and requestor notified.
h. Calls to Patient Advocate
There was a total of 7 contact with the Patient Advocate during the reporting period.
58% (4 contacts) were EMS record requests that were redirected to the Montgomery
County Fire and Rescue Service, while one (1) contact each were for EMS bill received,
EMS billing comments/concerns and Non-County related transports.
(23)
3,431,187$ 420,507$ $3,010,680
19,641,072$ 1,079,097$ $18,561,975
16,912,283$ 1,079,033$ $15,833,250
17,179,992$
997,250$ $16,182,742
20,150,518$ 1,194,392$ $18,956,126
18,715,883$ 1,204,476$ $17,511,407
18,604,267$ 1,085,026$ $17,519,241
15,964,061$ 1,088,317$ $14,875,744
17,842,567$ 1,263,698$ $16,578,868
148,441,830$ 9,411,796$ $139,030,034
$20,854,505
The table below reflects the Local Fire and Rescue Departments (LFRDs) and MCVFRA projects that were funded by the EMST reimbursement distributions. The
report covers expenses through June 30, 2021. We will be reviewing reports from LFRDs and the MCVFRA on expenses incurred from July to September 2021 soon
and we anticipate lower unspent balances when the spending reports are adjusted for these expenses.
FY19
$2,627,886
FY20
$2,231,362
FY21
$2,486,830
FY16
$2,427,411
FY17
$2,843,419
FY18
$2,626,711
$451,602
FY14
$2,784,296
FY15
$2,374,988
replace or augment apparatus owned and staffed by local fire and rescue departments and training, gear and equipment for the local fire and rescue departments.
As of June 30, 2021, the EMST program had net revenue of $139,030,034. Of this amount, $19,276,518 (net of $128,691 savings plan) had been allocated and
distributed to the LFRDs. The next distribution of $1,449,296 is in process and funds will be distributed as agreements are signed.
Reporting Period
Gross Revenue
Program Expenses
Net Revenue
15% Allocation to Local Fire
Departments
The program’s enabling legislation requires that 15% of the program’s net revenue be allocated and distributed to the local fire and rescue departments (LFRDs) to be used
Montgomery County Fire and Rescue Service
Emergency Medical Services Transport Insurance Reimbursement Program Report
The County Executive or designee must report to the Council not later than October 15, 2021 and April 15, 2022: the total amount of funds in the restricted account; the total
amount to be distributed to the LFRD's; each project and LFRD allocation; and the amounts distributed to and spent or encumbered by each LFRD to date, by project
and fiscal year. {FY22 Budget Resolution 19-872; 51 (d)}
FY13 (January to June 2013)
(24)
Legends:
(F) - Facilities (SF) - Standby Food
(A) - Apparatus and other vehicles (T) - Training
(S) - Administrative Support (VS) - Volunteer Support
(E) - Equipment and Supplies
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Station 26 bunkroom renovations (F)
Reallocated to FS26 Sewer Project (F)
$74,000 October 2015 $74,000 $74,000 $0
Ambulance Sta. 6 (new service) (A)
$41,000 October 2018 $41,000 $41,000
Lucas (E)
$17,500 October 2018 $1,109 $1,109 $0
Standby Support (SF)
$5,000
April 2019
$0 $0
Ambulance Sta. 6 (A)
$34,000
April 2019
$34,000 $34,000
Standby Support (SF)
$5,000
October 2019
$3,018 $2,790 $228
Utility pickup replacement plus plow
(new) (7-00-4595) (A)
$55,000
October 2019
$55,000 $55,000
Ambulance Sta. 6 (A)
$20,000
October 2019
$20,000 $20,000
Administrative support (S)
$20,000
April 2020
$0 $0
Ambulance Station 6 (A)
$20,000
April 2020
$20,000 $20,000
FS 26 Sewer Project (F) Reallocated
from Station 26 Bunkroom
renovations
$15,800
April 2020
($38,101) ($74,000) $35,899
Administrative Support (S)
$15,000.00
October 2020
$14,994 $12,328 $2,666
Standby Support (SF)
$7,500.00
October 2020
$7,500 $7,500
Ambulance Sta. 6 (A)
$30,000.00
October 2020
$30,000 $30,000
Dormitory Renovation - Station 6 (F)
$50,000.00
October 2020
$50,000 $50,000
Dormitory Renovation - Station 20 (F)
$5,000.00
October 2020
$5,000 $5,000
Administrative support (S)
$17,500.00
April 2021
$17,500
Standby Support (SF)
$6,000.00
April 2021
$6,000
$317,520 $16,227 $324,793
Bethesda Fire
Department
(25)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Standby support (SF)
$5,200
October 2017 $46 $46 $0
Life safety rope replacement (E)
($189.67 reallocated to ALS/BLS
equipment)
$5,796
October 2017 $190 $190 $0
ALS/BLS equipment (E) ($189.67
reallocated from Life Safety rope
replacement and $170 from standby
support)
$22,500
October 2017 ($360) ($360) $0
Ambulance replace (cont)
(3-05-7145) final (A) ($5,135.64
reallocated to Ambulance replace
(ongoing/final) (3-08-3566)
$66,538
April 2018 $5,136 $5,136 $0
Ambulance replace (cont)
(3-05-7146) (A) ($11,148 reallocated
to Bunkroom enhancement)
$75,000
October 2018 $53,852 $53,852 $0
Ambulance replace (ongoing/final) (3-
08-3566) (A) ($5,135.64 reallocated
from Ambulance replace (cont) (3-05-
7145) final), $53,852 reallocated
from Ambulance replace (cont) (3-05-
7146)
$10,000
October 2019 ($58,988) ($58,988) $0
Administrative Support (S)
$23,274
October 2020 $23,274 $23,274 $0
Ambulance Replace (3-08-3525) (A)
$117,500
October 2020 $117,500 $117,500 $0
Standby Support (SF) ($170
realocated to ALS/BLS equipment)
$10,000
October 2020 $10,000 $5,898 $4,102
Administrative Support (S)
$30,000 April 2021
$30,000
Standby Support (SF)
$5,000 April 2021
$5,000
Radios/Repeater System - Command
Platform (new) (E)
$53,500 April 2021
$53,500
$424,308 $150,650 $146,548 $92,602
Bethesda-Chevy
Chase Rescue Squad
(26)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Administrative support (S)
$40,000 April 2020 ($51) $13 ($64)
Rescue Squad replace (4-05-4535)
(ongoing) (A)
$100,000 April 2020 $100,000 $100,000
Rescue Squad equipment replacement
(ongoing) (A)
$49,203.00 October 2020 $49,203 $49,203
Administrative support (S)
$20,000.00
April 2021
$20,000
Rescue Squad Replacement (4-05-4535)
(ongoing) (A)
$55,000.00
April 2021
$55,000
$149,152 $13 $224,139
Replace command vehicle (A)
$50,000 March and May 2014 $9,557 $9,557
{Reallocated $368 to Engine
Replacement (1-09-0887) (ongoing)
(A)}
$5,000 March and May 2014 $368 $368 $0
Boat support unit - Station 30 (A) $70,000 October 2014 $30 $30
ALS Equipment (E) {Reallocated
$1,275.13 to Engine Replacement (1-
09-0887) (ongoing) (A)}
$40,306 October 2016 $1,275 $1,275 $0
Training - Hose Bed Prop (T)
{Reallocated $2,397.06 to Engine
Replacement (1-09-0887) (ongoing)
(A)}
$5,000 April 2017 $2,397 $2,397 $0
Administrative support (S) $20,000 April 2020 $10,712 $6,801 $3,911
Administrative support (S) $4,500 October 2020 $4,500 $4,500
Administrative support (S) $12,500
April 2021
$12,500
Engine Replacement (1-09-0887)
(ongoing) (A) (Reallocations from
Standby Food, ALS Equipment and
Training - Hose bed prop)
$40,000
April 2021
($4,040) $44,040
$28,839 $6,801 $74,539
Replace worn and broken window
shades (F)
$5,500 March and May 2014 $16 $16
Training Smartboard (T)
$7,500 October 2016 $500 $500
Station Safety Sign Replacement (F)
$22,000 April 2017 $12,000 $12,000
Rear deck replacement (final) (F) $14,298 April 2018 $200 $200
Paint interior & exterior (F)
$40,975 April 2019 $270 $270
Administrative support (S)
$21,000 April 2020 $15,250 $10,500 $4,750
Administrative support (S)
$10,000 April 2021 $10,000
$28,236 $10,500 $27,736
Burtonsville
Volunteer Fire
Department
Cabin John Park
Volunteer Fire
Department
Chevy Chase Fire
Department
(27)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Ambulance (ongoing) (A) ($86,760
originally disbursed, $42.93 reallocated
from Garmin GPS)
$86,760 October 2016 $43 $43
Portable Radios (E) $7,500 October 2016 $851 $851
Replace cabinets/countertops in watch
office (F)
$13,000 October 2018 $598 $598
Seal exterior brick & block (F) $5,000 April 2019 $450 $450
Replace windows & door glass (F)
$55,000 October 2019 $55,000 $54,880 $120
Administrative Support (S)
$20,000 April 2020 $11,960.09 $7,332 $4,628
Standby support (SF)
$5,000 April 2020 $4,267 $2,450 $1,817
Administrative Support (S)
$10,000
April 2021
$10,000
Standby support (SF)
$2,500
April 2021
$2,500
New Cot - A713 (new) (E)
$46,000
April 2021
$46,000
$73,168 $64,662 $67,006
Brush truck graphics, equipment &
mounting (E) ($5,000 originally
disbursed, $5,000 reallocated from
Command replacement private loan -
final payment)
$5,000 April 2018 $846 $772 $74
Administrative support (S) $14,000 April 2020 $3,980 $1,863 $2,118
Replace Fire Safety House (E)
$25,000 April 2020 $25,000 $25,000
Canteen Replacement (7-07-0072) (A) $21,000 October 2020 $21,000 $21,000 $0
Replace Fire Safety House (E)
$25,000 October 2020 $25,000 $25,000
Graphics for Brush 708 (A)
$600 October 2020 $600 $539 $61
Administrative Support
$5,000
April 2021
$5,000
Canteen 708 Replacement (7-07-0072)
(ongoing) (A)
$7,812
April 2021
$7,812
Power Cot - A708C (new) (E)
$45,150
April 2021
$45,150
$76,427 $24,173 $110,215
Administrative support (S)
$40,000 April 2016 $4,145 ($5) $4,150
Engine Room Lockers Replacement (F)
$38,376
October 2016 $2,937.57 $2,938
Power Cot Surface Extender (E)
$2,736
April 2017 $156 $156
Damascus
Volunteer Fire
Department
Gaithersburg-
Washington Grove
Vol. Fire Dept.
Germantown
Volunteer Fire
Department
(28)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Vehicle storage building (plus $23,618
reallocated from Double-sided LED
display sign - Crystal Rock side) (F)
$25,391 October 2017 $45,809 $45,809
Fire extinguisher public safety training
(T)
$10,260
October 2017 $20 $20
Vehicle storage building (F)
$75,000
October 2018 $75,000 $75,000
Vehicle storage building (F)
$75,000
April 2019 $75,000 $75,000
Administrative support (S)
$15,000
October 2019 $12,338 $12,338
Vehicle storage building (ongoing) (F)
$75,000
October 2019 $75,000 $75,000
Standby support (SF)
$10,000
April 2020 $7,707 $1,264 $6,443
Administrative support (S)
$26,387
October 2020 $26,387 $26,387
Insta-Chains (Ambulance 729) (E)
$5,520
October 2020 $5,520 $5,520 $0
Training Aids (Forceable entry
stimulator/foam mats) (T)
$8,000
October 2020 $8,000 $8,000
Administrative support (S)
$10,000
April 2021
$10,000
Standby support (SF)
$5,000 April 2021
$5,000
CPR Equipment (new) (E)
$6,357
April 2021
$6,357
$338,019 $6,779 $352,597
Station renovations (F)
$41,000 March and May 2014 $41,000 $41,000
Station renovations (F)
$45,000 October 2014 $45,000 $45,000
Standby support (SF)
$5,000 April 2015 $1,358 $1,358
Station Renovation (F)
$100,000 October 2015 $100,000 $100,000
Station Renovation (ongoing) (F)
$120,000 October 2016 $120,000 $120,000
Station Renovation (F)
$200,000 October 2017 $200,000 $200,000
Station renovation (ongoing) (F) $100,000 October 2018 $100,000 $100,000
Administrative Support (S) $2,500 October 2020 $2,278 $2,278 $0
Standby support (SF)
$5,000 October 2020 $3,642 $3,642
Administrative Support (S)
$10,000
April 2021
$222 $9,778
Standby support (SF)
$2,500
April 2021
$2,500
Ambulance Replacement A711B (3-0-
0892) (new) (A)
$25,000
April 2021
$25,000
$613,278 $2,500 $648,278
Germantown
Volunteer Fire
Department
Glen Echo Fire
Department
(29)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Standby food (Board addition) (SF)
$3,000 March and May 2014 $370 $370
Standby food (SF)
$1,500 June 2014 $1,500 $1,500
Standby food (SF)
$1,500 October 2014 $1,500 $1,500
Station 12 Remodel lower level admin
area, operational offices & hallway (F)
$35,000 October 2015 $1,000 $1,000
Ambulance for Sta. 24 (ongoing) final
(A) {Reallocated $10,000 to Station 12
training room (ongoing/final) and
$630 to Ambulance Power cot (final)}
$80,000 April 2018 $8,995 $8,995
Command Vehicle (Reallocated from
Feasibility study Sta. 12) (A)
$385 $385
Administrative staff (S)
$20,000 October 2019 $8,876 $8,876
Sta.12 training room (ongoing/final) (F)
{$10,000 reallocated from Ambulance for
Sta. 24 (ongoing) final (A)}
$15,000 October 2019 $25,000 $25,000
Administrative staff (S)
$10,000 April 2020 $10,000 $505 $9,495
Administrative staff (S)
$10,000 October 2020 $10,000 $10,000
FS12 Kitchen/Dining Area Renovation
(new) (F)
$80,000 April 2021 $80,000
$67,626 $505 $147,121
Training (Reallocated from
Administrative support staff) (T)
$635 May 2015 $20 $20
UTV transport trailer (A) ($5,500
originally disbursed, $15.02 reallocated
to Standby support)
$5,500 October 2015 $1,124 $1,124
U709 replacement (Stock 7-96-9602)
(A)
$52,000 April 2016 $310 $310
Sidewalk expansion (F)
$12,900
October 2018 $7,650 $7,650
Garage alteration (F)
$20,000
October 2018 $20,000 $20,000
Standby support (SF)
$1,500
April 2019 $293 $293
Garage alteration (F)
$15,000
October 2019 $15,000 $15,000
Administrative support (S)
$17,500
April 2020 $6,076 $6,076 $0
Building renovation (UTV Storage) (F)
$47,350
October 2020 $25,578 $25,578
Administrative support (S)
$8,000
April 2021 $2,746 $5,254
Standby support (SF)
$3,500
April 2021 $3,500
$76,051 $8,822 $78,729
Hillandale
Volunteer Fire
Department
Hyattstown
Volunteer Fire
Department
(30)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Standby food
$25,000 April 2018 $239 $239
Canteen replacement (7-02-0125) (A)
{$2,215.59 reallocated from ALS
Chase car replacement (7-02-0125)
(A) and $48,967 reallocated from
Pumper loan (ongoing) (A)}
$50,000 October 2018 $101,183 $101,183
Administrative support (S)
$20,000 October 2019 $19,609 $12,364 $7,244
Standby food (SF)
$22,000 October 2019 $22,000 $22,000
Outfit command vehicle for command
platform (ongoing/final) (A)
$72,571 October 2019 $72,571 $72,571
Administrative Support (S) $25,000 April 2020 $25,000 $25,000
Ambulance 705A Replacement (A) $50,000 April 2020 $50,000 $50,000
Standby Support (SF) $23,400 October 2020 $23,400 $23,400
Stryker Power Cot (E) $40,630 October 2020 $40,630 $40,630
Administrative Support (S) $12,500 April 2021 $12,500
Standby Support (SF) $12,000 April 2021 $12,000
AED - Command Vehicle (new) (E) $2,407 April 2021 $2,407
Ambulance Replacement 705A
(ongoing) (A)
$25,000 April 2021 $25,000
Replace Canteen 705 (ongoing) (A)
$25,000 April 2021 $25,000
$354,631 $12,364 $419,174
Renovation/addition to station 17 (F)
{$3,876.11 Reallocated from Station
renovation loan (ongoing)}
$50,000 October 2014 $9,814 ($3,876) $13,690
Command vehicle buildout for
command platform (A)
$30,000 April 2018 ($94) ($94)
Standby support (SF)
$8,000 April 2019 $3,237 $3,237
Station renovation loan (ongoing) (F)
($3,876.11 reallocated to
Renovation/addition to station 17)
$60,000 October 2019 $3,876 $3,876 $0
Standby support (SF)
$10,000 October 2020 $10,000 $10,000
Standby support (SF)
$5,000 April 2021 $5,000
Tanker Loan Payment (1-15-9898)
(ongoing) (A)
$60,000 April 2021 $60,000
$26,833 $0 $91,833
Laytonsville District
Volunteer Fire
Department
Kensington
Volunteer Fire
Department
(31)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Command vehicle replacement (A)
$47,820 March and May 2014 $25 $25
Staff vehicle (A) $45,000 April 2015 $2,741 $2,741
Replacement of eight (8) Bay Doors at
Station 3 (Reallocation from roof
replacement) (F)
$10,000 April 2015 $1,210 $1,210
Locker replacement (Reallocation from
roof replacement) (F)
$30,000 April 2015 ($190) ($190)
Staff vehicle (A)
$45,000 October 2015 ($3,690) ($3,690)
Hose for E703B (E)
$20,000 October 2015 $6,604 $6,604
Replace Station 23 Bay Doors (F)
$45,000 October 2016 ($50) ($50)
Ladder truck replacement (ongoing - 2-
07-7878) (A)
$150,000 October 2017 $8,254 $8,254
Training props (T)
$10,000 October 2017 $7,359 $7,359
Building study Sta. 33 (F)
$5,000 October 2017 $3,764 $3,764
Standby support (SF)
$30,000 April 2018 $28,435 $8,453 $19,982
Ladder truck replacement (A) $23,000 April 2019 $23,000 $23,000
Standby support (SF)
$10,000 April 2019 $10,000 $10,000
Administrative support (S)
$60,000 October 2019 $29,815 $29,815 $0
Standby support (SF)
$15,000 October 2019 $15,000 $15,000
Ladder truck replacement (ongoing)(2-
07-7878) (A)
$103,600 April 2020 $103,600 $103,600 $0
Administrative support (S)
$50,000 April 2020 $50,000 $23,642 $26,358
Administrative support (S)
$10,000 October 2020 $10,000 $10,000
Standby support (SF)
$20,000 October 2020 $20,000 $20,000
Tools, Appliances, Hose and Equipment
(Engine 703B) (E)
$30,000 October 2020 $30,000 $30,000
Thermal Imagers for Command Vehicles
(12) (E)
$10,000 October 2020 $10,000 $10,000
Administrative support (S)
$35,000 April 2021 $35,000
Ladder Truck Replacement (ongoing) (2-
07-7878) (A)
$60,000 April 2021 $60,000
$355,878.26 $165,509.88 $285,368
Station 40 addition (payment) (A)
$75,000 April 2015 $20,567 $20,567
Standby support (SF)
$10,000 April 2016 $718 $718
Enclosed Trailer for ATV (A)
$10,000 October 2016 $10,000 $10,000
Standby Support (SF)
$10,000 April 2017 $10,000 $10,000
Rockville Volunteer
Fire Department
Sandy Spring
Volunteer Fire
Department
(32)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Lights & Graphics for Command Vehicle
(A)
$14,000 April 2017 $14,000 $14,000
Admin support (S)
$5,000 April 2018 $5,000 $5,000
Vehicle storage building (part 1) (F)
$51,000 April 2018 $51,000 $51,000
Admin support (S)
$10,000 October 2018 $10,000 $10,000
Standby support (SF)
$10,000 October 2018 $10,000 $10,000
Vehicle storage building loan (ongoing)
(F)
$40,000 April 2019 $40,000 $40,000
AT740 loan (ongoing) (A)
$100,000 October 2019 $47,202 $47,202
Command Vehicle Replacement (A)
$50,000 April 2020 $50,000 $50,000
Vehicle storage building loan ongoing
(F)
$40,000 October 2020 $40,000 $40,000
Command vehicles replacement - ligts &
graphics (A)
$15,000 October 2020 $15,000 $15,000
C704B Replacement (Stock #7092246)
(new) (A)
$50,000 April 2021 $50,000
$323,487 $0 $373,487
Sta. 16 renovation (ongoing) (F)
$70,000 April 2019 $21,297 $21,297
Administrative support (S)
$30,000 April 2020 $19,250 $19,250 $0
Standby support (SF)
$6,000 April 2020 $4,055 $1,020 $3,035
Sta. 16 renovation (ongoing) (F)
$70,474 October 2020 $70,474 $70,474
Administrative support (S)
$10,000 October 2020 $10,000 $2,850 $7,150
Administrative support (S)
$20,000 April 2021 $20,000
Standby support (SF)
$3,000 April 2021 $3,000
FS19 Drainage Remediation (new) (F)
$20,000 April 2021 $70,000 $20,000
$125,076 $93,120 $144,956
Engine replacement (ongoing/new
service) (A) {Reallocated $74.83 from
Replace 2002 Ford Crown Victoria (A)
and $1,118.45 from Forcible Entry
Training Tool (E)}
$105,000 October 2019 $31,193 $31,193
Engine replacement (ongoing/new
service) (A)
$70,474 October 2020 $70,474 $70,474
Tools, Appliances, Radios for
Replacment Engine (new) (E)
$20,000 April 2021 $20,000
$101,667 $0 $121,667
Silver Spring Fire
Department
Sandy Spring
Volunteer Fire
Department
Takoma Park
Volunteer Fire
Department
(33)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
Standby support (SF)
$3,000 April 2016 $1,776 $464 $1,312
Light Tower for Command Vehicle (A) $14,000 October 2016 $187 $187
Regrading Driveway (Station 14) (F)
$44,675 April 2017 $1,188 $1,188
Boat replacement (9-98-C898) (A)
$24,000 April 2018 $2,000 $2,000
ATV trailer replacement (7-08-1142)
(E)
$5,200 April 2018 $349 $349
Station renovation (F)
$50,000 October 2018 $7,252 $7,252 $0
Standby support (SF)
$3,000 October 2019 $3,000 $3,000
Brush truck skid replacement (A)
$14,000 October 2019 $14,000 $14,000
Administrative support (S)
$25,000 April 2020 $16,852 $8,810 $8,042
Rescue Support Unit (new project) (A) -
($25,000 originally disbursed, $50,000
reallocated from Rescue engine
replacement - ongoing - 1-99-0304)
$25,000 April 2020 $55,000 $55,000
Station renovation (ongoing) (F)
$84,000 October 2020 $84,000 $19,386 $64,614
Rescue support unit (new project) (A) $75,000 October 2020 $75,000 $75,000 $0
Power hose roller (E)
$5,875 October 2020 $5,875 $5,875
Administrative support (S)
$11,500 April 2021 $11,500
AEDS - Boat Support Unit,Chief,A/C
Vehicles (new) (E)
$7,120 April 2021 $7,120
Rescue Support Unit (ongoing) (A)
$37,500 April 2021 $56,377 ($18,877)
$266,478 $167,289 $155,309
Rescue squad replacement (4-04-5926)
(A)
$30,000 October 2018 $30,000 $30,000
Administrative support (S)
$25,000 April 2019 $7,128 $7,128 $0
Rescue squad replacement (A)
$30,000 April 2019 $30,000 $30,000
Ambulance replacement (ongoing)(3-11-
9983) (A) ($100,000 originally
disbursed, $1,960.74 reallocated from
Ferno PowerFlex cots)
$100,000 April 2020 $1,891 $1,891 $0
Ambulance replacement (ongoing)(3-11-
9983) (A)
$46,000 October 2020 $46,000 $35,387 $10,613
Rescue squad loan (ongoing 4-15-2028
replaced 4-97-9901) (A)
$33,249 October 2020 $33,249 $33,249 $0
Administrative support (S)
$32,500 October 2020 $32,500 $7,573 $24,927
Upper Montgomery
County Volunteer
Fire Department
Wheaton Volunteer
Rescue Squad
(34)
Department Project
EMST Funds
Distributed Distribution Period
Balance Unspent
as of December 31,
2020
Amount Spent
as of June 30,
2021
Balance Unspent as
of June 30, 2021
FAU Van replacement (ongoing) (7-01-
1953) (E)
$20,000 October 2020 $20,000 $20,000 $0
Administrative support (S)
$2,500 April 2021 $2,500
Replacement Ambulance 742C (3-15-
9640) (new) (A)
$18,000 April 2021 $18,000
Replace Command Vehicle 742C (7-13-
6495) (new) (A)
$45,000 April 2021 $45,000
$200,768 $105,228 $161,040
Volunteer Basic Orientation Course
(VBOC) support (T)
$10,000 March and May 2014 $5,589 $5,589
Recruiter vehicle (A)
$35,000 March and May 2014 $1,756 $1,756
Recruitment & Retention Coordination
(S)
$9,000 April 2015 $714 $714
Recruiting Station rent (S) (Reallocation
from tuition assistance)
$11,000 September 2015 ($13,204) ($13,204)
Extrication Gloves (continued) (VS) $10,000 April 2017 $500 $500
Volunteer Retention (VS) $11,000 October 2018 $2,469.28 $2,469
Training/retention (T) & (VS) $10,000 October 2018 $5,224 $5,224
Administrative support (S)
$64,469 October 2019 $11,651 $11,651 $0
Volunteer retention (VS)
$12,000 October 2019 $12,000 $12,000
Training/retention (T) & (VS)
$10,000 October 2019 $10,000 $10,000
Gear bags (Distribution TBD) (VS)
$15,000 October 2019 $10,673 $10,673
Administrative support (S)
$125,000 October 2020 $100,431 $24,569
Administrative support (S)
$49,688 April 2021 $49,688
$47,374 $112,082 $109,980
TOTAL
$3,721,158 $943,123 $4,010,569
MCVFRA
Wheaton Volunteer
Rescue Squad
(35)
