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ORANGE COUNTY EMERGENCY SERVICES
Interoffice Memorandum
TO: Board of Orange County Commissioners
VIA: Laura Blackmon, County Manager
FROM: F. Rojas Montes de Oca, Jr., Director
DATE: March 24, 2009
SUBJECT: Fire Rescue Study Update
This is an update of activities undertaken by staff to continue the process of
commissioning a new study of the County's fire, rescue and emergency medical
services. Since my arrival in 2008, Emergency Services and the County
Manager's Office have been working with area first response agencies to re-
activate astudy to determine best practices suitable for Orange County.
You may recall that on March 3, 2009 I presented to the BOCC a concept of
breaking the study into three phases. The idea behind the phased approach is:
1. Better manage limited funds;
2. Allow a measured, focused review of the process at each step or phase;
3. Allow time between intervals to communicate with all stakeholders; and
4. Utilize a consultative organization to develop the first phase (Where are
we?) and help us throughout the RFP development process to develop
phases two and three.
The BOCC approved this approach and directed staff to send solicitation letters
to a select group of organizations seeking their interest in assisting us. Assistant
County Manager Harvey and I prepared the attached letter and I have sent it to:
The International City and County Manager's Association (ICMA); The
International Association of Fire Chiefs (IAFC); Oklahoma State University (OSU)
and Texas A&M (TEEX).
Care • Serve • Survive
Page 2
March 24, 2009
Fire Rescue Study RFQ Update
A fifth letter will be prepared and sent to the National Association of Counties
(NACo) if they indicate an interest following my call to their contact.
As stated during the presentation on March 3~d, "a successful study will adhere to
the principles and priorities articulated by the BOCC and the Fire Chiefs Council.
It will:
• Initiate an actionable strategic plan
• Involve critical stakeholders
• Include Northern Chatham and South Orange
• Employ recognized industry standards
• Factor six-mile districts
• Address fire insurance ratings
• Critique economies of scale and/or shared use -staffing, facilities,
equipment
• Examine efficiencies and service enhancements
• Calculate long-term sustainability and fire district financing
• Strengthen support and connections: i.e. fire inspections and prevention
Responses are due April 10. The RFP Review Committee, shown below, will
convene to evaluate the responses and prepare a recommendation on contract
award to the BOCC no later than the May 19 meeting of the BOCC.
Travis Crabtree, Fire Chief, Carrboro (Municipal)
Lynwood Futrelle, Assistant Chief, Orange Grove Fire District (Rural)
Wayne Cheek, Assistant Chief, Orange Rural Fire District (Rural)
Pam Jones, Purchasing and Central Services Director
Frank Montes de Oca, Jr., OC Emergency Services Director
Gwen Harvey, Assistant County Manager
Jeff Cabe, Fire Chief -Orange Rural Fire District (Rural -Alternate)
Kevin Brooks, Fire Chief, Efland Fire District (Rural -Alternate)
Dan Jones, Fire Chief, Chapel Hill (Municipal -Alternate)
Care • Serve • Survive
Attached are hardcopies of the School of Government review of The Sage
Report and briefing report on NC counties responsibilities for fire services.
Should you have any questions or require additional clarification, please let me
know.
Thank you.
cc: Gwen Harvey, Assistant County Manager
Attachments
1) UNC School of Government Review of Sage Report
2) County Responsibilities for Fire Services - A Briefing Report, SOG
Care • Serve • Survive
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ORANGE COUNTY
EMERGENCY SERVICES
P. O. Box 8181
Hillsborough, NC 27278
Colonel F. R. Montes de Oca, EFO
Director
919-245-6100 (Office)
919-933-2600 (24 hours)
919-732-8130 (Fax)
www.co.orange.nc.us
March 11, 2009
Mr. Chris Neal, Director
Oklahoma State University
Fire Science Program
XXXXXX
Stillwater, Oklahoma XXXXX
Dear Mr. Neal:
The purpose of this correspondence is to solicit your interest in
developing an overview of current issues relating to the delivery of
fire, rescue and emergency medical services in Orange County. We
are seeking interested parties with the expertise to advise us as we
take an initial status check of our service delivery system as well as
the development of a focused Request for Proposal for a
comprehensive study,
Currently Orange County is served by a network of paid and non-paid
(volunteer) fire, rescue and emergency medical agencies. The Board
of Orange County Commissioners (BOCC) wishes to analyze the
current system, compare it to established performance guidelines,
such as those published by the National Fire Protection Association,
and provide a report card of capabilities. The advising organization. we
commission will also assist us in developing a focused, metered
scope of work that will form the basis for a Request for Proposal to
complete future phases of the study.
Your organization has been selected for consideration because of its
previous work in this field and its status as an entity that provides
quality analysis and prepares technically sound reports based on
state-of-the art trends in emergency services delivery.
If you are interested in providing services please submit 10 bound
copies of a complete proposal packet of no more than 15 pages no
later than the close of business April 10, 2009. The price for your
proposal must be submitted in a separate envelope.
Care • Serve • Survive
Page 2
March 12, 2009
Proposal Phase One
The proposal package will contain the following:
• Mission/Description of Organization
• Understanding of the project
• Proposed methodology
• Experience working with diverse stakeholders
• How your organization would involve and communicate to the project steering committee
• Timeline of deliverables
• Qualifications
o Resumes of team members
o Designation of principal
• Recent relevant project experience -contact and phone numbers
Information about Orange County and the Orange County Department of Emergency Services can be
accessed via: www.co.orange.nc.us
Should you have further questions, please feel free to contact me at 919-245-6100 or Mr. David
Cannell or the Orange County Purchasing and Central Services Department at 919-245-2651.
Sincerely,
F. Rojas Montes de Oca, Jr., EFO
Director of Emergency Services
Orange County
Fire/EMS Site Plan Review
Conducted by Christopher Sherman, UNC MPA
9/7/2007
The attached paper represents work done by a LJNC-Chapel Hill Master of Public Administration
graduate, supervised by a School of Government Faculty Member. It is not a formal publication
of the Institute of Government.
Orange County was in contract with the consulting firm 'The Sage Group' to conduct a study assessing
the current level of services and recommending a station location plan to meet the needs of the county
and its citizens. This study was to give consideration to overall costs, benefits, and best practices. This
report reviews and summarizes `The Sage Group' report and determines what the county still needs to
do as part of their fire/emergency medical services site plan.
Table of Contents
Recommendations for Future Analysis ........................................................................................... 1
District and Division Report Summaries ........................................................................................ 3
Caldwell .......................................................................................................................................... 3
Cedar Grove .................................................................................................................................... 5
Efland .............................................................................................................................................. 7
Eno .................................................................................................................................................. 9
New Hope ..................................................................................................................................... 11
Orange Grove ................................................................................................................................ 13
Orange Rural (Hillsborough) ....................................................................................................... 15
White Cross ................................................................................................................................... 17
North Orange County Rescue Squad ............................................................................................ 19
South Orange County Rescue Squad ............................................................................................ 21
Orange County EMS ..................................................................................................................... 23
Orange County Fire Marshal ........................................................................................................ 25
Sage Group Countywide Recommendations ................................................................................ 27
Appendix ....................................................................................................................................... 28
Recommendations for Future Analysis
The Sage Group report was analyzed to determine what aspects of the county's original request
for proposals (RFP) and scope of service were not addressed. The following list is of items were
not addressed and may be critical to the fire/EMS site plan.
Items for Future Anal
1. Methods of financing recommended improvements (performance analysis)
2. Effectiveness, appropriateness, demand, and response capabilities
3. Service demand (call volume, etc.) and current level of service
4. Long-term plan, both needs and financing sources
5. Countywide public education programs on public safety
The Sage Group report provides a significant amount of information regarding various fire and
emergency medical services (EMS) needs. Specifically, the report details equipment, capital,
infrastructure, and personnel needs. In some instances, details are given, such as cost estimates.
The report recommends that the county not approve a revenue neutral tax rate, but instead
maintain the current tax rate to finance the fire/EMS needs. However, there is no pay structure or
long-term financial plan for the projects mentioned in the report. Additional budgetary analysis
should be conducted to determine how the county will finance these projects, and any
alternatives to the revenue neutral tax rate, such as bonds. These alternative financing sources
may be more practice and popular with the citizens for fire/EMS service than changes in the tax
rate.
One of the foremost issues for the county for the fire/EMS site plan includes the effectiveness,
appropriateness, demand, and response capability of each fireBMS station. While The Sage
Group report makes conclusions as to if stations can properly handle demand, no evidence of
data analysis exists. Specifically, response times are not addressed. Instead, The Sage Group
reviewed maps and made conclusions based on distances from fire stations. The Sage Group
report reviewed issues with location and determined why response time would be lower in some
areas, but did not show data to support these conclusions. While using location as a base may be
the accepted standard for fire service ratings, the county sought to address response time and
effectiveness in its original request. If neither The Sage Group nor the county has ever conducted
this type of analytical research, further analysis should be conducted before the county continues
with afire/EMS site plan.
In addition to response time, service demand and call volume were rarely addressed. The report
describes the number of calls and responses per fire district, but does not make any conclusions
about the service demand. The report does not detail important data such as if the service
demand is high, how many personnel typically respond to each call, etc. Also, future
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developments should be considered in the report; an area may soon be developed which may
require additional fire/EMS service.
The Sage Group report does not address opportunities to improve efficiency, reduce cost, or
improve overall service, but simply addressed capital and personnel needs, with the exception of
merging the North Orange County Rescue Squad into the EMS Division. Some of the capital
improvement recommendations made in the report may be addressed by performance analysis of
individual departments, such as methods to improve response times and water amount with
current resources. The report does not include evidence that The Sage Group analyzed
department performance beyond capital needs.
A more complete, long term plan should be created that will assist in the county in both capital
needs and financial planning for future projects. While The Sage Group report determines the
capital and personnel needs of each division and station, a time line of each need would be
helpful. This relates to the financing methods for each capital need; the report does not address
any financing source besides the revenue neutral tax rate.
Finally, The Sage Group report does not address countywide public education programs on
public safety and being self sufficient in disasters. Future analysis should be conducted to
determine if current resources are able to provide this service and if additional resources would
be needed.
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District and Division Report Summaries
In the remainder of this report, each division and department from The Sage Group report has a
summary, issues not addressed (but were included in the original RFP and scope of service
agreement), and list of the county's original needs. It should be noted that the information and
recommendations from this point forward are from The Sage Group.
Caldwell
Summary
The department can supply adequate water (4,000 gallons) to a structure fire for a rural
department; neighboring districts provide mutual aid during crisis. The district has no pressure
hydrants for water supply, but 14 are planned. EMS coverage is insufficient given bad
positioning and unfamiliarity with the northern areas. There is no fire training facility in the
north. SAGE recommends Eno reconsiders its plan to locate Station #2 near Caldwell, as the
location will be far from Eno's demand and Caldwell will not aid the Eno station financially.
The station is a steel arch clad building with public meeting rooms, offices and space for future
dorm rooms providing a long service life. State highways 157 and 57 go through the district and
may provide accidents with hazardous materials. Agriculture nature of community lends to
structure fires.
Volunteers are adequate to meet demand. The department has high membership and community
support, with 27 adult firefighters and two junior fight fighters. Nearly all members are first
responder and one third are EMT certified.
800MHz radios are being purchased at a cost of $93,000 from a 163,000 surplus; an additional
need for upgrading the brush truck still exists.
Issues Not Addressed:
1. Population
2. Value of structure (market or accounting value)
3. Age and adequacy of vehicles and equipment -except that bush truck must be replaced
4. Population centers and projected growth areas
5. Any changes in the facility configuration
6. Recommend a strategy for addressing longer-term demands within the County
7. Countywide public education programs on public safety and being self sufficient in disasters.
8. Identify the population in the unincorporated areas of Orange County served
9. Opportunities to improve efficiency, reduce cost, or improve the overall service
10. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed -except for the cost of radios
List of Original Needs
a. E, ffectiveness, appropriateness, demand, and response capability: The department can supply
adequate water (4,000 gallons) to a structure fire for a rural department.
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b. Strength of current configuration and operations: Neighboring districts provide mutual aid
during crisis.
c. Weakness of current and planned configuration and operation: The district has no pressure
hydrants for water supply, but 14 are planned. EMS coverage is insufficient given bad
positioning and unfamiliarity with the northern areas.
d. Assess the location and adequacy of each facility equipment volunteers: There is no fire
training facility in the north. SAGE recommends Eno reconsiders its plan to locate Station #2
near Caldwell, as the location will be far from Eno's demand and Caldwell will not aid the
Eno station financially.
e. Demand Level and range of Service: Demand and service is within 4,000 gallons.
f. Response times: Response to the north is poor.
g. Population: Not addressed
h. Value of structure: The station is a steel arch clad building with public meeting rooms,
offices and space for future dorm rooms providing a long service life. Site market or
accounting value is not addressed.
i. Level of risk: State highways 157 and 57 go through the district and may provide accidents
with hazardous materials. Agriculture nature of community lends to structure fires.
j. Age and adequacy of vehicles and equipment: Station apparatus with equipment, capacity are
provided. Age not specified for all equipment.
k. Adequacy of volunteers and staff: Volunteers are adequate to meet demand. The department
has high membership and community support, with 27 adult firefighters and two junior
firefighters. Nearly all members are first responder and one third are EMT certified.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Service to the north is weak
overall.
n. Any changes in the facility configuration: 800MHz radios are being purchased at a cost of
$93,000 from a 163,000 surplus, with an additional need for upgrading the brush truck (15).
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: Not
addressed
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed except for the cost of radios (point N).
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch.
Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: The county should assist in
documentation and certification of water sources to reduce ISO ratings.
v. Identify countywide training facility need and specific training standards: Lacks accessible
training capacity (point D, page 15).
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Cedar Grove
Summary
The department adequately serves the district; its two stations are seven miles apart by road. The
department can meet community needs; it can supply 4,500 gallons of water to a structure fire.
The department works with neighboring districts and operates under a new multi-department
response protocol. The population is about 2,500 with $220 million in property value. Station
apparatus with equipment, capacity and age are provided. Growth will not impact the coverage
enough to require a new station in the near future.
State Highway 86 and 49 cut across district, lending to accidents and exposure to hazardous
materials. The agriculture nature also provides space for fires. The department has committed its
members adequately to meets community needs. The 36 total members have an average tenure of
14 years. Ten of the members are medical first responders. Response time is slowing down.
Cedar Grove's three portable radios at 800MHz are insufficient to carry demand. Apparatus
replacements in the near future will cost about $350,000. Station renovations will be required in
10 to 15 years. SAGE recommends planning a future station, certify and document water sources
for ISO rating, and increase the tax to cover daytime working hours.
Increasing the tax rate from .73 to .78 will generate $10,500 to pay for two part-time staff during
daytime hours. This will increase coverage and decrease response times. The department is rated
9S by ISO. Reducing the rate is possible and will lower insurance premiums. The department
trains weekly at the Chapel Hill Training Center.
Issues Not Addressed
1. Value of structure
2. Level of risk
3. Recommend a strategy for addressing longer-term demands within the County
4. Countywide public education programs on public safety and being self sufficient in disasters.
5. Identify the population in the unincorporated areas of Orange County serve
6. opportunities to improve efficiency, reduce cost, or improve the overall service
7. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.
8. Identify countywide training facility need and specific training standards.
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: The department adequately
serves the district; its two stations are seven miles apart by road. The department can meet
community needs; it can supply 4,500 gallons of water to a structure fire.
b. Strength of current configuration and operations: The department works with neighboring
districts and operates under a new multi-department response protocol.
c. Weakness of current and planned configuration and operation: State Highway 86 and 49 cut
across district, lending to accidents and exposure to hazardous materials. The agriculture
nature also provides space for fires.
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d. Assess the location and adequacy of each facility equipment volunteers: The department has
committed members to adequately meet the community's needs. The 36 total members have
an average tenure of 14 years. 10 of the members are medical first responders.
e. Demand Level and range of Service: Service can meet basic demands required
f. Response times: Timely coverage is slowing.
g. Population: The population is about 2,500.
h. Value of structure: Site market or accounting value was not addressed.
i. ,Level of risk.• Not addressed
j. Age and adequacy of vehicles and equipment: Station apparatus with equipment, capacity
and age are provided.
k. Adequacy of volunteers and staff: Volunteers are adequate and experienced.
1. Population centers and projected growth areas: Growth will not impact the coverage enough
to require a new station in the near future.
m. Any gaps affecting services and critical areas to be addressed: Cedar Grove's three portable
radios at 800MHz are insufficient to carry demand.
n. Any changes in the facility configuration: Apparatus replacements in the near future will cost
about $350,000. Station Renovations will be required in 10 to 15 years. SAGE recommends
plan its future station, certify and document water sources for ISO rating and increase the tax
to cover daytime working hours.
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Ident~ the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: Not
addressed
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how. county can assist Fire departments: The department is rated 9S
by ISO. Reducing the rate is possible and will lower insurance premiums. The county should
assist in documentation and certification of water sources to reduce ISO ratings.
v. Ident~ countywide training facility need and specific training standards: The department
trains weekly at the Chapel Hill Training Center.
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Efland
Summary
Cedar Grove, Orange Rural (Hillsborough) and Orange Grove provide mutual support. The
current station adequately serves the district. Close proximity to Interstate 85/40, State Highway
70 and a rail line can lead to accidents and hazardous material exposure, as well as commercial
operations and agriculture land. There are 3000 tight knit residents. The district has an assessed
property value of $642,973,000.
The current apparatus are detailed and can provide a capacity of 3,500 gallons of water to a
structure fire, which meets the standards of rural water supply. The department is well staffed
and has stable volunteers given 38 active members with an average tenure of 10.13 years, and
service of administrators.
The report mentions that the district has a debt of $228,400 with a loan payment of $27,000.
Increasing the tax rate for $96,000 will fund more staffing and help purchase 800MHz radios. A
recruiting program to increase volunteers is suggested and use of Chapel Hill Fire-rescue
facilities but costs are not discussed. Efland reduced the ISO rating from 9S to 7. A rating of six
can be reached by additional training, training record keeping recruiting additional staff members
and retaining one more pump.
Issues Not Addressed:
1. Response times
2. Any gaps affecting services and critical areas
3. Countywide public education programs on public safety and being self sufficient in disasters.
4. Population in the unincorporated areas of Orange County served
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: Cedar Grove, Orange
Rural (Hillsborough) and Orange Grove provide mutual support. The current station
adequately serves the district.
b. Strength of current configuration and operations: Not addressed
c. Weakness of current and planned configuration and operation: Close proximity to Interstate
85/40, State highway 70 and a rail line can lead to accidents and hazardous material
exposure, as well as commercial operations and agriculture land.
d. Assess the location and adequacy of each facility equipment volunteers: Not addressed
e. Demand Level and range of Service: Not addressed
f. Response times: Not addressed
g. Population: 3000 tight knit residents
h. Value of structure: The district has an assessed property value of $642,973,000. Site market
or accounting value is not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: The current apparatus are detailed and can
provide a capacity of 3,500 gallons of water to a structure fire, which meets the standards of
rural water supply.
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k. Adequacy of volunteers and staff: The department is well staffed and has stable volunteers
given 38 active members with an average tenure of 10.13 years, and service of
administrators.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self suff cient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: The report
mentions that the district has a debt of $228,400 with a loan payment of $27,000, yet it does
not mention restructuring or paying off the debt as a means to improve the district's financial
health. An ISO rating of six can be reached by additional training, training record keeping
recruiting additional staff members and retaining one more pump.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.• Increasing the tax rate for $96,000 will fund more staffing and help
purchase 800MHz radios. A recruiting program to increase volunteers is suggested and use of
Chapel Hill Fire-rescue facilities but costs are not discussed.
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. This is expanded on in the section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: Efland's ISO rating was
reduced from 9S to 7. A rating of six can be reached by additional training, training record
keeping recruiting additional staff members and retaining one more pump.
v. Identify countywide training facility need and specific training standards: Not addressed
~a~
Eno
Summary
Eno works with neighboring districts to provide mutual assistance. Six miles of Interstate 85 pass
through the district and leads to risk of accidents and exposure to hazardous materials. All water
must be shuttled to the scene of an incident. Eno operates from a four bay, two story station built
near US 70 and I-85 in 1962. The situation is good, but should be replaced because it lacks
dormitory accommodations and pumper/tanks are cramped. The north is rural, the south is
suburban. The district has an assessed property value of $561,296,000.
The current apparatus is detailed with a volume capacity of 3,250, which is at the lower end of
acceptable norms. 800MHz radios are needed. Eno has 26 volunteers and six career firefighters,
but no current members live in proximity to the proposed new station. The department feels that
more in-house certified instructors would be helpful.
SAGE recommends building the new station or renovating the existing station on the current site.
The department should develop a recruitment program for more volunteer members and identify
members to be certified instructors.
Issues Not Addressed:
1. Strength of current configuration and operations
2. Demand Level and range of Service
3. Response times
4. Population centers and projected growth areas
5. Any gaps affecting services and critical areas to be addressed
6. Any changes in the facility configuration
7. Countywide public education programs on public safety and being self sufficient in disasters
8. Identify the population in the unincorporated areas of Orange County served
9. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
10. Identify countywide training facility need and specific training standards
11. Identify opportunities where the county can assist the volunteer departments with required
paperwork and administrative issues
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: Eno works with
neighboring districts to provide mutual assistance.
b. Strength of current configuration and operations: Not addressed
c. Weakness of current and planned configuration and operation: Six miles of Interstate 85
passes the district leads to a risk of accidents and exposure to hazardous materials. All water
muse be shuttled to the scene of an incident.
d. Assess the location and adequacy of each facility equipment volunteers: Eno operates from a
4 bay, two story station built by US 70 and I-85in 1962. The situation is good, but the station
should be replaced because it lacks dormitory accommodations and pumper/tanks are
cramped.
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e. Demand Level and range of Service. Not addressed
f. Response times Not addressed
g. Population The north is rural, the south is suburban.
h. Value of structure The district has an assessed property value of $561,296,000. Site market
or accounting value is not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: The current apparatus is detailed with a
volume capacity of 3,250, which is at the lower end of acceptable norms. 800MHz radios are
needed.
k. Adequacy of volunteers and staff Eno has 26 volunteers and six career firefighters, but no
current members live in proximity to the proposed new station. The department feels that
more in-house certified instructors would be helpful.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: SAGE
recommends building the new station or renovating the existing station on the current site.
The department should develop a recruitment program for more volunteer members and
identify members would could be trained to be certified instructors.
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: A second
station and 800MHz radios are necessary.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.• Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: Not addressed
v. Identify countywide training facility need and specific training standards: Not addressed
w. Identify opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: Not addressed
-~ 10
New Hope
Summary
The district works mutually between neighboring districts under the multi-department response
protocol. The two stations adequately serve the 5 mile accepted range. The property value is
about $550,000,000.
New Hope has two stations, #1 on Whitfield Road, and #2 on NC 86 South. With 50 to 60
volunteers, 25 to 30 are "active" and reliable. The report cites a map showing the personnel and
stations, but does not appear on the document. More 800MHz radios are required.
New Hope is close to I 40, is intersected by State Highway 86, and has rail lines which can lead
to accidents and exposure to hazardous materials. New Hope lacks a sufficient hydrant system.
The age and capacity of vehicles and equipment are given with a total capacity of 4,000 gallons
of water capable to reach structure fires, which meets standards. Station #2 needs renovations.
New Hope has an increase in call volume but a decrease in tax revenue. Annexation by Chapel
Hill and Carrboro will reduce revenues and effectiveness.
The 9S ISO rating can be reduced by certification and documentation of water supply sources
and by setting proper resources for responding to week daytime calls. New Hope needs increased
assistance with administration.
Issues Not Addressed:
1. Response times
2. Population
3. Level of risk
4. Adequacy of volunteers and staff
5. Population centers and projected growth areas
6. Any gaps affecting services and critical areas to be addressed
7. Any changes in the facility configuration
8. Countywide public education programs on public safety and being self sufficient in disasters
9. Identify the population in the unincorporated areas of Orange County served
10. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
11. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues
12. Identify countywide training facility need and specific training standards
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: The district works
mutually between neighboring districts under the multi-department response protocol. The
two stations adequately serve the 5 mile accepted range.
b. Strength of current configuration and operations: New Hope has two stations, on # 1
Whitfield Road, and #2 on NC 86 South. Station #2 needs renovations.
r 11
c. Weakness of current and planned configuration and operation: New Hope is close to I 40, is
intersected by State Highway 86, and has rail lines which can lead to accidents and exposure
to hazardous materials. New Hope lacks a sufficient hydrant system.
d. Assess the location and adequacy of each facility equipment volunteers: With 50 to 60
volunteers, 25 to 30 are "active" and reliable. The report cites a map showing the personnel
and stations, but does not appear on the document. More 800MHz radios are required.
e. Demand Level and range of Service: New Hope has an increase in call volume but a decrease
in tax revenue. Annexation by Chapel Hill and Carrboro will reduce revenues and
effectiveness.
f. Response times: Not addressed
g. Population: Not addressed
h. Value of structure: The property value is about $550,000,000. Site market or accounting
value is not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: Not complete. The age and capacity of
vehicles and equipment are given with a total capacity of 4,000 gallons of water capable to
reach structure fires. This meets standards.
k. Adequacy of volunteers and staff: Not addressed
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self suff cient in disasters:
Not addressed
q. Ident~ the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve efficiency, reduce cost, or improve the overall service: SAGE
recommends negotiating along-term agreement with Carrboro to provide services in
exchange for financial support. This will increase revenue for New Hope to provide more
services and elevate the need for Carrboro to build a new station. SAGE recommends
certifying water supply to improve the ISO rating, and to increase tax to generate $27,500 in
additional revenue, to document volunteers and promote student membership with stipends.
"White collar" professionals should also be recruited. A retention plan by encouraging
officer rank is proposed.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the fmal section "Countywide Recommendations: '
u. Review ISO ratings and how county can assist Fire departments: The 9S ISO rating can be
reduced by certification and documentation of water supply sources and by setting proper
resources for responding to week daytime calls.
v. Identify countywide training facility need and specific training standards: Not addressed
w. Ident~ opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: New Hope needs help with administration.
r 12
Orange Grove
Summary
Orange Grove provides mutual aid to its neighbors. The district is rural, part contained by an
OWASA watershed, yet part is being consumed by commuters. The rural district is valued at
$659,309,000.
Orange Grove has no pressure hydrants and no plans for water sources; existing farm ponds do
help. Orange Grove's single station is within 6 miles of most areas, but some areas are as far as
nine miles away. The station is in good condition with no major repairs needed. NC 54 runs
across the southern border, possibly leading to accidents and exposure to hazardous materials;
agriculture related fires are also a concern.
Age and capacity of the current apparatus are given, with a 3,700 gallon of water capacity to
structure fires. This is within the standards of rural water supply. One tanker is planned to be
replaced. More 800MHz radios are needed, especially considering that communication is
historically difficult for Orange Grove.
Thirty-one volunteers, 10 of which have over twenty years of service work with two full time
career firefighters. Calls are increasing 10 percent per year. The map shows that volunteers live
in close proximity to the station and across the district. SAGE recommends encouraging
OWASA to support pressure hydrant instillations along NC HWY 54. A recruitment and
retention plan should be implemented.
Issues Not Addressed:
1. Strength of current configuration and operations
2. Demand Level and range of Service
3. Response times
4. Population:
5. Any changes in the facility configuration
6. Recommend a strategy for addressing longer-term demands within the county
7. Countywide public education programs on public safety and being self sufficient in disasters
8. Identify the population in the unincorporated areas of Orange County served
9. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
10. Identify countywide training facility need and specific training standards
11. Identify opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: Orange Grove provides
mutual aid to its neighbors.
b. Strength of current configuration and operations: Not addressed
c. Weakness of current and planned configuration and operation: Orange Grove has no
pressure hydrants and no plans for water sources. Existing farm ponds do help.
r 13
d. Assess the location and adequacy of each facility equipment volunteers: Orange Grove's
single station is within six miles of most areas, but some are as far as nine miles away. The
station is in good condition with no major repairs needed.
e. Demand Level and range of Service: Not addressed
f. Response times: Not addressed
g. Population: Not addressed
h. Value of structure: The rural district is valued at $659,309,000. Site market or accounting
value is not addressed.
i. Level of risk: NC 54 runs across the southern border, possibly leading to accidents and
exposure to hazardous materials. Agriculture related fires are also a concern.
j. Age and adequacy of vehicles and equipment: Age and capacity of the current apparatus are
given, with a 3,700 gallon of water capacity to structure fires. This is within the standards of
rural water supply. One tanker is planned to be replaced.
k. Adequacy of volunteers and staff: 31 volunteers, 10 of which have over twenty years of
service work with two full time career firefighters. Calls are increasing 10 percent per year.
The map shows that volunteers live in close proximity to the station and across the district.
1. Population centers and projected growth areas: The district is rural, part contained by an
OWASA watershed, yet part is being consumed by commuters.
m. Any gaps affecting services and critical areas to be addressed: More 800MHz radios are
needed especially considering that communication is historically difficult for Orange Grove.
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: SAGE
recommends encouraging OWASA to support pressure hydrant instillations along NC HWY
54.
p. Countywide public education programs on public safety and being self suff cient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: A
recruitment and retention plan should be implemented.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications. by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: Not addressed
v. Ident~ countywide training facility need and specific training standards: Not addressed
w. Ident~ opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: Not addressed
~~~
Orange Rural (Hillsborough)
Summarv
Orange Rural operates in mutual assistance to its neighbors. 6000 people are concentrated in
Hillsborough. Orange Rural has a property value of $946,502,000. Station One in Downtown
Hillsborough, Station Two (substation) is in a rural area and houses apparatus. The map shows
volunteers are clustered around the town and some in the rural areas (the report does not explain
this). Thirty volunteers and 13 paid staff provide full coverage, 24 hours a day, 365 days a year.
By 2011, Station One will no longer meet department needs. Traffic in the town of Hillsborough
can reduce response time. Interstate 40 and 85 cross the district, leading to accidents and
hazardous material exposure.
Apparatus is given with age and capacity, for a very adequate total water capacity to structure
fires of 5,650 gallons of water. Hydrants in Hillsborough provide additional help. The EE1
Tanker and Aerial need to be replaced in 3 to 6 years, costing from $750,000 to $5,000,000.
SAGE recommends the Department continues to plan with the Town for options of a long-term
agreement or operations without an agreement. Volunteer should be scheduled for day, evening
and weekends to maximize the benefits of paid staff.
Issues Not Addressed:
1. Weakness of current and planned configuration and operation
2. Demand level and range of service
3. Population centers and projected growth areas
4. Recommend a strategy for addressing longer-term demands within the county
5. Countywide public education programs on public safety and being self sufficient in disasters
6. Identify the population in the unincorporated areas of Orange County served
7. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
8. Identify countywide training facility need and specific training standards
9. Identify opportunities where County can assist the volunteer departments with required
paperwork and administrative issues
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: Orange rural operates in
mutual assistance to its neighbors.
b. Strength of current configuration and operations: Paid staff cover the stations 24 hours a
day.
c. Weakness of current and planned configuration and operation: Not addressed
d. Assess the location and adequacy of each facility equipment volunteers: Station #1 in
downtown Hillsborough, Station #2 is in a rural area and houses apparatus. The map shows
volunteers are clustered around the town and some in the rural areas, but the report does not
explain this.
e. Demand Level and range of Service: Not addressed
f. Response times: Traffic in the town of Hillsborough can reduce response time.
g. Population: 6000 people concentrated in the town.
15 1
h. Value of structure: Orange Rural has a property value of $946,502,000. Site market or
accounting value is not addressed.
i. Level of risk: Interstate 40 and 85 cross the district, leading to accidents and hazardous
material exposure.
j. Age and adequacy of vehicles and equipment: Apparatus is given with age and capacity, for a
very adequate total water capacity to structure fires of 5,650 gallons of water. Hydrants in
Hillsborough provide additional help.
k. Adequacy of volunteers and staff.• 30 volunteers and 13 paid staff provide full coverage, 24
hours a day, 365 days a year.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: By 2011, Station #1 will no
longer meet department needs.
n. Any changes in the facility configuration: The EE 1 Tanker and Aerial need to be replaced in
3 to 6 years, costing from $750,000 to $5,000,000.
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self suff cient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve efficiency, reduce cost, or improve the overall service: SAGE
recommends the department continue to plan with Hillsborough for options of a long-term
agreement or operations without an agreement. Volunteers should be scheduled for day,
evening, and weekends to maximize the benefits of paid staff.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist fire departments: Not addressed
v. Identify countywide training facility need and specific training standards: Not addressed
w. Identify opportunities where the county can assist the volunteer departments with required
paperwork and administrative issues: Not addressed
~~,
White Cross
Summary
The single station is located in the middle of the rural district adequately serves within the
Department of Insurance five- mile range. White Cross provides mutual assistance to its
neighbors. One small section is beyond the five mile area. The district is valued at $286,936,000.
Highway NC 54 poses potential auto accident and hazardous material exposures; agricultural
fires are also a risk. A map is provided without commentary; from the map volunteers seem to
live throughout the district.
A full apparatus was not explained. A tanker needs to be replaced in the future at a cost of about
$750,000. Funds for 800MHz radios are needed. Daytime response coverage is an issue but not
explained. White Cross has twenty-eight members with an average tenure of 14 years, many of
which are trained and certified as medical first responders. Nearly half the department's calls are
health related. Dispatches from Emergency Communications are troublesome. New 800MHz
radios will not solve the problem. The station needs expansion and renovation, particularly larger
bays.
SAGE recommends hiring one person to serve 8-10 hours a day on weekdays. Sage recommends
raising taxes to add $43,000 to cover upgrades and additional fire-fighter. SAGE recommends
reconfiguring the district line with Orange Grove. The current ISO rating of 9S can be reduced
by certifying and documenting water sources. As with other departments, White Cross needs
help with grants and administrative issues.
Issues Not Addressed:
a. Effectiveness, appropriateness, demand, and response capability
b. Response times
c. Population
d. Level of risk
e. Population centers and projected growth areas
f. Countywide public education programs on public safety and being self sufficient in disasters
g. Identify the population in the unincorporated areas of Orange County served
h. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
i. Identify countywide training facility need and specific training standards
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: The single station located
in the middle of the rural district adequately serves within the Department of Insurance five
mile range. White Cross provides mutual assistance to its neighboring districts. One small
section is beyond the five mile area.
b. Strength of current configuration and operations: Not addressed
c. Weakness of current and planned configuration and operation: Highway NC 54 poses
potential auto accident and hazardous material exposures. Agricultural fires are also a risk.
---L 17
d. Assess the location and adequacy of each facility equipment volunteers: A map is provided
without commentary, it seems volunteers live throughout the district.
e. Demand level and range of Service: Daytime response coverage is an issue -but not
explained.
f. Response times: Not addressed
g. Population: Not addressed
h. Value of structure: The district is valued at $286,936,000. Site market or accounting value is
not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: A full apparatus was not explained. A tanker
needs to be replaced in the future at a cost of about $750,000. Funds for 800MHz radios are
needed.
k. Adequacy of volunteers and staff 28 members with an average tenure of 14 years, many of
which are trained and certified as medical first responders. Nearly half the department's calls
are health related.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Dispatches from Emergency
Communications are troublesome. New 800MHz radios will not solve the problem.
n. Any changes in the facility configuration: The station needs expansion and renovation,
specifically larger bays.
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self suff cient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served:
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: SAGE
recommends hiring one person to serve 8-10 hours a day on weekdays. Sage recommends
raising taxes to add $43,000 to cover upgrades and additional personnel.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: See point r
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: SAGE recommends reconfiguring the district line with Orange
Grove. The county should not lower taxes after property reassessments to maintain financial
stability. The county should improve communications by imposing a small tax to assist
departments with purchasing 800MHz radios and Computer Aided Dispatch. Expanded on in
the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: Current ISO rating of 9S
can be reduced by certifying and documenting water sources.
v. Identify countywide training facility need and specific training standards: Not addressed
w. Ident~ opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: With other departments, White Cross needs help with
grants and administrative issues.
~ 18
North Orange County Rescue Squad
Summary
The squad's station somewhat adequately fits the needs of the squad; renovations are needed.
The squad relies on fundraising and is operating on a line of credit. Relations with the South
Orange squad are not positive. More 800MHz radios are needed. Fire departments are
increasingly using extrication which lowers the demand for the squad.
Broad countywide service leads to slow response times, especially in the north.
The Current Apparatus is detailed. Replacements in five years are expected on some apparatus.
Management lacks experience and financial skills. There are a total of forty-six members, nine
on the drive team, 15 on search and rescue, 15 on EMS care and transport, and 25 on extrication.
SAGE recommends dissolving the squad as a separate organization and be acquired with the
Orange County Emergency Management (OCEM). Operations will continue, with OCEM taking
financial and managerial responsibility for the squad. The squad would also get more training
from OCEM.
Issues Not Addressed:
1. Effectiveness, appropriateness, demand, and response capability
2. Strength of current configuration and operations
3. Weakness of current and planned configuration and operation
4. Assess the location and adequacy of each facility equipment volunteers
5. Demand level and range of service
6. Response times
7. Population
8. Value of structure
9. Level of risk
10. Age and adequacy of vehicles and equipment
11. Adequacy of volunteers and staff
12. Population centers and projected growth areas
13. Any gaps affecting services and critical areas to be addressed
14. Any changes in the facility configuration
15. Recommend a strategy for addressing longer-term demands within the county
16. Countywide public education programs on public safety and being self sufficient in disasters
17. Identify the population in the unincorporated areas of Orange County served
18. Opportunities to improve efficiency, reduce cost, or improve the overall service
19. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
20. Identify countywide training facility need and specific training standards
21. Identify opportunities where the county can assist the volunteer departments with required
paperwork and administrative issues:
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: The squad's station
somewhat adequately fits the needs of the squad. Renovations are needed.
r 19
b. Strength of current configuration and operations: Not addressed
c. Weakness of current and planned configuration and operation: The squad relies on
fundraising and is operating on a line of credit. Relations with the South Orange squad is not
positive. More 800MHz radios are needed.
d. Assess the location and adequacy of each facility equipment volunteers: Not addressed
e. Demand Level and range of Service: Fire departments are increasingly using extrication
which lowers the demand for the squad.
f. Response times: Broad countywide service leads to slow response times, especially in the
north.
g. Population: Not addressed
h. Value of structure: Site market or accounting value is not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: The current apparatus is detailed; replacements
in five years are expected on some apparatus.
k. Adequacy of volunteers and staff Management lacks experience and financial skills. The
squad consists of 46 members, nine on the drive team, 15 on search and rescue, 15 on EMS
care and transport, and 25 on extrication.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: SAGE
recommends dissolving the squad as a separate organization and be acquired with the Orange
County Emergency Management (OCEM). Operations will continue, with OCEM taking
financial and managerial responsibility for the squad. The squad would also get more training
from OCEM.
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Ident~ the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not
addressed
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: Not addressed
v. Ident~ countywide training facility need and specific training standards: Not addressed
w. Ident~ opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: Not addressed
20 1
South Orange County Rescue Squad
Summary
The squad provides emergency ambulance service to UNC Chapel Hill and the surrounding area
on a part-time basis. The squad is also called on by the state when needed. The Squad covers 600
patient contacts and 360 transports per year. The squad provides a high level service for large
crowds for special events and sporting events. The Squad has two stations, one in Carrboro and
one at UNC-CH. An organizational chart is given of the squad's well structured hierarchy. The
Carrboro station is small for the squad's needs. The squad cannot afford upgrades for 800MHz
radios, which constitute about a year of revenues.
Members include 75 students and community adults, of which 41 are provisional members. The
squad has ten certified instructors. The squad successfully recruits UNC-CH students, although
the attrition rate significantly reduces member contributions.
The current apparatus is described with type and age given. A new ambulance is needed. SAGE
recommends renovating the Can boro station. SAGE recommends a long term-financial plan and
three-year running budget for financial health. Fifty 800MHz radios will cost $250,000. Figures
on budgetary and financial management and for renovation are not given. The squad needs help
in records, data, and financial management.
Issues Not Addressed:
1. Response times
2. Population
3. Value of structure
4. Level of risk
5. Adequacy of volunteers and staff
6. Population centers and projected growth areas
7. Any gaps affecting services and critical areas to be addressed
8. Any changes in the facility configuration
9. Recommend a strategy for addressing longer-term demands within the county
10. Countywide public education programs on public safety and being self sufficient in disasters.
11. Identify the population in the unincorporated areas of Orange County served
12. opportunities to improve efficiency, reduce cost, or improve the overall service
13. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
14. Identify countywide training facility need and specific training standards.
15. Identify opportunities where county can assist the volunteer departments with required
paperwork and administrative issues
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability The squad provides
emergency ambulance service to UNC Chapel Hill and the surrounding area on a part-time
basis. The squad is also called on by the state when needed.
21 ~
b. Strength of current configuration and operations: The Squad has two stations, one in
Carrboro and one at LJNC-CH. An organizational chart is shown with a well structured
hierarchy. The Carrboro station is small for the squad's needs.
c. Weakness of current and planned configuration and operation: The squad cannot afford
upgrades for 800MHz radios, which constitute about a year of revenues.
d. Assess the location and adequacy of each facility equipment volunteers: Members include 75
students and community adults, of which 41 are provisional members.
e. Demand Level and range of Service: The Squad covers 600 patient contacts and 360
transports per year. The squad provides high level service for large crowds for special events
and sporting events.
f. Response times: Not addressed
g. Population: Not addressed
h. Value of structure: Site market or accounting value is not addressed.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: The current apparatus, with type and age are
given. A new ambulance is needed.
k. Adequacy of volunteers and staff The squad has 10 certified instructors. The squad
successfully recruits iJNC-CH students, although the attrition rate significantly reduces
member contributions.
1. Population centers and projected growth areas: Not addressed
m. any gaps affecting services and critical areas to be addressed.• Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the County: Not
addressed
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Ident~ the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Fifty
800MHz radios are needed. SAGE recommends renovating the Carrboro station. SAGE
recommends a long term-financial plan and a three year running budget for financial health.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed: Fifty 800MHz radios will cost $250,000. Figures or budgetary and
financial management and for renovation are not given.
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: The county should assist in
documentation and certification of water sources to reduce ISO ratings.
v. Ident~ countywide training facility need and specific training standards: Not addressed
w. Ident~ opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues: The squad needs help in records, data and financial
management.
Orange County EMS
The organizational structure and responsibility are clear. A broad range of services are provided.
Twenty-four paramedics, 24 EMT's and a management team are budgeted in 2007. The
Emergency Management Services (EMS) Director supervises three layers of middle management
until the Shift Supervisors provide this service. The EMS service is based on a tiered system
consisting of Emergency Medical Dispatch (EMD), Fire Department First Responders, and
Initial Response Vehicle Paramedic. Staff are over burdened. EMS commonly work 24 hour
shifts with 320 hours in a 28 day cycle. Technology is not fully used in documentation where a
paper based system prevails. Efland and other areas are poorly served.
Without a unit north of Hillsborough, response times are compromised and places a greater
burden on fire department first responders. Value of structures is not given. Apparatus
information is not given. Primary vehicles are ambulances and sport utility vehicles. Ambulances
are in short supply.
SAGE recommends merging North Orange County Rescue Squad into the EMS Division. This
includes renovating the Rescue Squad's facility as an EMS headquarters (90). SAGE
recommends a three shift rotation of 14 hours (down from 24). SAGE recommends increasing
IRV Medics from five to eight per shift, increasing EMT's per shift from six to 19, and active
ambulances from three to five. SAGE recommends improving relationships with fire
departments and establish a training officer position to work with fire departments. SAGE
recommends a medic unit and transport unit to the Orange Rural Station 2, and make permanent
the IRV unit in Efland. Costs for these recommendations are not given.
Issues Not Addressed:
1. Population
2. Level of risk
3. Population centers and projected growth areas any gaps affecting services and critical areas
to be addressed
4. Any changes in the facility configuration
5. Identify the population in the unincorporated areas of Orange County served
6. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed
List of Original Needs
a. Effectiveness, appropriateness, demand, response capability: The division is overburdened.
b. Strength of current configuration and operations The organizational structure and
responsibility are clear. The EMS service is based on a tiered system consisting of
Emergency Medical Dispatch (EMD), Fire Department First Responders, and Initial
Response Vehicle Paramedic.
c. Weakness of current and planned configuration and operation: Staff is over burdened. EMS
commonly work 24 hour shifts with 320 hours in a 28 day cycle. Technology is not fully
used in documentation where a paper based system prevails.
d. Assess the location and adequacy of each facility equipment volunteers: Efland and other
areas are poorly served.
23
e. Demand Level and range of Service: A broad range of services are provided.
f. Response times: Without a unit north of Hillsborough, response times are compromised and a
places a greater burden on fire department first responders.
g. Population: Not addressed
h. Value of structure: Site market or accounting value is not addressed. The report notes that the
division is headquartered with the EMS department with limited space.
i. Level of risk: Not addressed
j. Age and adequacy of vehicles and equipment: Specific apparatus information is not given.
Primary vehicles are ambulances and sport utility vehicles. Ambulances are in short supply.
k. Adequacy of volunteers and staff Not complete. Twenty-four paramedics, 24 EMT's and a
management team are budgeted in 2007.
1. Population centers and projected growth areas: Not addressed
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not addressed
o. Recommend a strategy for addressing longer-term demands within the county: Merge the
squad into EMS division.
p. Countywide public education programs on public safety and being self suf rcient in disasters:
Not addressed
q. Identify the population in the unincorporated areas of Orange County served: Not addressed
r. Opportunities to improve eff ciency, reduce cost, or improve the overall service: SAGE
recommends merging North Orange County Rescue Squad into the EMS Division. This
includes renovating the Rescue Squad's facility as the EMS headquarters. SAGE
recommends a three shift rotation of 14 hours (down from 24). SAGE recommends
increasing IRV Medics from five to eight per shift, increasing EMT's per shift from six to 19,
and active ambulances from six to five. SAGE recommends improving relationships with fire
departments and establish a training officer position to work with fire departments. SAGE
recommends a medic unit and transport unit to the Orange Rural Station 2, and make
.permanent the IRV unit in Efland.
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.• Not addressed
t. How the county can involve Fire and Rescue Departments in processes and programs that
affect operational issues create training off cer to work with fire departments: Not applicable
u. Review ISO ratings and how county can assist Fire departments: Not applicable
v. Ident~ countywide training facility need and speciftc training standards: Not applicable
w. Ident~ opportunities where county can assist the volunteer departments with required
paperwork and administrative issues: Not applicable
24 ~
Orange County Fire Marshal
Summary
Responsibilities and structure are provided. Many volunteer departments feel undervalued by the
administration. SAGE recommends adding an additional fire inspector, and a county Fire
Coordinator. The County Fire Marshall should develop a collective bargaining plan to improve
purchase terms with suppliers. The county planning and zoning boards should inform the fire
departments of requests and approvals in their areas with approval from the Fire Marshal's
Office of new projects. The County Fire Training Coordinator should include a rotation system
for the departments, and to work with the Fire Extension Program Coordinator at Durham Tech
to broaden community training.
Issues Not Addressed:
1. Effectiveness, appropriateness, demand, and response capability
2. Demand level and range of service
3. Population
4. Value of structure
5. Population centers and projected growth areas
6. any gaps affecting services and critical areas to be addressed
7. Any gaps affecting services and critical areas to be addressed
8. Recommend a strategy for addressing longer-term demands within the county
9. Countywide public education programs on public safety and being self sufficient in disasters.
10. Opportunities to improve efficiency costs, reduce costs, or improve the overall service
11. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.
12. Identify opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues.
List of Original Needs
a. Effectiveness, appropriateness, demand, and response capability: Not addressed
b. Strength of current configuration and operations: Responsibilities and structure are given.
c. Weakness of current and planned configuration and operation: SAGE recommends adding
an additional fire inspector, and a county Fire Coordinator. The county Fire Marshall should
develop a collective bargaining plan to improve purchase terms with suppliers. The county
planning and zoning boards should inform the firE departments of requests and approvals in
their areas with approval form the Fire Marshal's Office of new projects.
d. Assess the location and adequacy of each facility equipment volunteers: Not applicable
e. Demand level and range of service: Not addressed
f. Response times: Not applicable
g. Population Not addressed
h. Value of structure Site market or accounting value is not addressed.
i. Level of risk: Not applicable
j. Age and adequacy of vehicles and equipment Not applicable
k. Adequacy of volunteers and staff: Many volunteer departments feel undervalued by the
administration. (See point c: weakness of current and planned configuration and operation.)
1. Population centers and projected growth areas Not addressed
r 25
m. Any gaps affecting services and critical areas to be addressed: Not addressed
n. Any changes in the facility configuration: Not applicable
o. Recommend a strategy for addressing longer-term demands within the county: Not addressed
p. Countywide public education programs on public safety and being self sufficient in disasters:
Not addressed
q. Ident~ the population in the unincorporated areas of Orange County served.• Not applicable
r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not
addressed
s. Provide an estimated cost (operating and capital) of recommended solutions or alternative
solutions proposed.• Not complete
t. How the county can involve fire and rescue departments in processes and programs that
affect operational issues: The county should not lower taxes after property reassessments to
maintain financial stability. The county should improve communications by imposing a small
tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch
equipment. Expanded on in the final section "Countywide Recommendations."
u. Review ISO ratings and how county can assist Fire departments: The county should assist in
documentation and certification of water sources to reduce ISO ratings.
v. Identify countywide training facility need and specific training standards: The County Fire
Training Coordinator should include a rotation system for the departments, and to work with
the Fire Extension Program Coordinator at Durham Tech to broaden community training.
w. Identify opportunities where County can assist the Volunteer Departments with required
paperwork and administrative issues. Not addressed
26 ~
Sage Group Countywide Recommendations
The county policy of volunteer departments using fire water hauling apparatus to fire scenes is
necessary unless an expensive capital infrastructure program of hydrants and water lines are
established. Purchase of apparatus is more cost-effective than a countywide hydrant/water line
system. Orange County EMS uses IRV, which is more cost effective than traditional
urban/suburban approaches.
Financial stability can be easily reached with slight tax. increases in some districts and moving to
a county-wide policy of not lowering the tax rate after property reassessments. The county
should help each department certify and document water sources in order to lower the ISO
ratings by supplying water engineers and topography reviews.
The county should arrange for one or more building inspectors to be trained and licensed in
asbestos inspection. Asbestos inspection should be at no cost to volunteer departments.
Water is the most portable, cost-effective tool to suppress and extinguish fires. The county
should commission an engineer to conduct a 50 year drought study on farm ponds and similar
water sources in rural areas of the county. This will help to reduce the DOUISO rating
requirements. A hydrant should be installed along the water line following Highway 54 from
Chatham County through Orange County; White Cross and Orange Grove will be the primary
beneficiaries. The water line is mapped.
A two year $.O1 tax, generating $1,000,000 each year, should be implemented for purchase of
800MHz radios. Two additional communication specialists are needed in the first year and two
in the second year at a cost of $100,000 each year to implement the system. Computer Aided
Dispatch (CAD) should be intergraded into communication and call response protocols. The
card/notebook system for response protocols is old and needs modernization. Tracking data of
response by fire department first responders is critical to planning and analysis on the county
level. Accuracy in obtaining and documenting response data within the CAD system needs
improvement.
A County commissioner should be assigned as a representative to the chief's council. Attendance
by a commissioner to chief council meetings will help build trust between county government,
volunteer fire departments, and rescue squads.
~_~~
Appendix
Attached Files:
1. Scope of Service and RFP for The Sage Group report
2. The Sage Group report
3. The Sage Group preliminary recommendations, dated June 7~' 2006.
28 ~
County Responsibilities
for Fire Protection
Briefing Report for Orange County
Emily Anderson, MPA candidate
School of Government
University of North Carolina at Chapel Hill
11 /9/2007
This paper represents work done by a UNC Chapel Hill Master of Public
Administration student as a supervised project. It is not a formal report of the
Institute of Government, nor is it the work of School of Government faculty.
Counties have no legal responsibility for fire protection. However, there are
various state statutes that outline legal requirements and options if a county
chooses to provide this service. This briefing memo summarizes these. It also
includes background information on fire service provision in several comparison
North Carolina counties.
Introduction
The purpose of this report is to discuss the legal responsibilities of the County in the
area of fire protection services, how a county can legally provide and fund fire services,
and compare fire protection methods used in Orange County to similarly sized counties
in North Carolina.
Legal Responsibilities)
Summary of Law
Counties are not required by law to provide fire protection. However, as the demand for
fire protection outside city limits is growing, counties are more often providing rural fire
protection.
Ways Counties Can Provide Fire Protection Services
There are a variety of ways counties can legally provide fire protection and prevention
services. Under G.S. 153A-233 a county may:
• Establish, equip, support, and maintain its own fire department
• Provide financial assistance to incorporated volunteer fire departments
• Contract for fire-fighting and prevention services with other counties, cities, other
units of local government, State agencies, or one or more incorporated volunteer
fire departments
• Designate fire districts and prescribe boundaries for insurance grading purposes
Establishing a County Fire Department
While a county can establish its own fire department under G.S. 153A-233, counties
generally do not use this option. Rather, they contract with city or, more often, volunteer
fire departments.
Contracts with Cities
Under G.S. 160A-293, if a contract is made between a city and a county or a city and the
owner of private property a city may install and maintain water mains, hydrants, and
other equipment outside its corporate limits. The city may also send fireman and
equipment outside its limits to provide protection. Employees of the city fire department
have the same privileges and immunities that they have within the city limits while
engaged in a duty at the order of the Fire Chief or City Council outside of the city.
Contracts with Incorporated (Rural) Volunteer Fire Departments
G.S. 153A-233 gives a county the right to make a contract with one or more incorporated
volunteer fire departments to provide rural fire protection in a designated area for a fixed
fee. "When a county enters into a contract with a volunteer fire department...the
volunteer department then functions as a county fire department for all intents and
1 The information in this report was found in:
Denning, Shea R. and Richard D. Ducker. County and Municipal Government in North Carolina Article 33:
Fire Protection. School of Government iJNC-Chapel Hill: 2007
Loeb, Ben F. Fire Protection in North Carolina: Fifth Edition. Institute of Government LJNC-Chapel Hill:
1993
North Carolina General Statutes
purposes"2. The area protected by this department is designated by the board of county
commissioners and generally referred to as an insurance district or response district.
County Actors in Providing Fire Services
Counties may appoint a fire marshal or assign the duties of a fire marshal to other
county employees. The county board of commissioners sets the duties of the fire
marshal including but not limited to, advising the board on improvements and assisting
volunteer fire departments in improving their capabilities. (G.S. 153A-234) In addition,
the board of county commissioners can appoint athree-person fire protection district
commission to administer funds to provide fire protection to the district (G.S. 69-25.7)
under the supervision of the county commissioners.
Funding County Fire Protection Services
There are a variety of ways in which a county can finance rural fire protection services:
• Appropriate general fund revenue
• Establish a rural fire protection district funded by property taxes in response to
resident property owner petition and a vote
• The board of commissioners may designate certain areas as service districts and
taxes can be levied to fund fire protection. Like a rural fire district, a service
district does require additional taxes, but does not require a vote
• Fire protection may be funded privately
Rural Fire Protection Districts (Chapter 69 of the North Carolina General Statutes)
According to G.S. 69-25.1, to establish atax-supported rural fire protection district 35
percent of residents living in areas outside of the corporate limits of cities or towns must
petition for the establishment of a rural fire district. After this petition, the board of county
commissioners must call an election in the district designated by the petition to ask
"qualified voters" for the approval of a special tax on property to provide fire protection in
the district. This tax may not exceed 15 cents per $100 of property value. If a rural fire
district was established with a valuation of 10 cents per $100 of property value, the
board of county commissioners may call an election in that district to increase the
maximum tax rate to 15 cents. Money generated by this tax should be kept in a special
fund used only to furnish fire protection within the rural fire district. In this case, the
taxes levied for fire protection may also be used for emergency medical, rescue, and
ambulance services. (G.S. 69-25.4)
G.S. 69-25.5 describes ways in which the board of county commissioners may use the
money collected under the tax levied in the rural fire district. County commissioners may
use the funds levied by this tax to provide fire protection by:
• Contracting with an incorporated city or town
• Contracting with an incorporated nonprofit volunteer fire department or
community fire department
• Contracting with the Department of Environmental and Natural Resources
• Furnishing protection itself if the county has its own fire department
• Establishing its own fire department
• Using any two or more of the above listed methods
2 County an Municipal Government Article 33 p. 2
Service Districts
Under the County Services District Act of 1973, the board of county commissioners may
create a service district in order to finance, provide, or maintain traditional urban
services. This includes fire protection services (153A-301). In order to establish a
service district, the board of county commissioners must hold a public hearing before
adopting the final resolution which creates the district. In order to establish a district, it is
necessary that all of the following apply:
• Demonstrable need
It is impossible or impractical to provide those services on a countywide basis
It is economically feasible to provide those services to the district without
unreasonable taxes
• Demonstrable demand in the district (153A-302(a1))
A special district only for fire services may also be taxed, by resolution from the board of
county commissioners under G.S. 153A-309, to provide emergency medical, rescue,
and ambulance services. Under G.S. 153A-307, the county may levy additional property
taxes in the service area to finance the service as well as use unrestricted money from
the general funds. In addition, the board of county commissioners can adopt a
resolution within the first 90 days before the public hearing to create the service district
to limit the service tax to 15 cents per $100 of property (G.S. 153A-309.2). Overall, the
service district and county tax may not exceed $1.50 per $100 of property value (G.S.
153A-307).
Insurance Districts
Under G.S. 153A-233, the board of county commissioners may designate rural fire
districts as insurance districts. In this case, the board of commissioners set boundaries
for insurance-grading purposes. These districts are served by a rural fire department but
are not supported by a specific district tax. One advantage of creating an insurance
district is that property owners may receive reduced fire insurance rates if the district is
approved. In order to provide fire protection for these districts, the county generally
contracts with a volunteer or city fire department and pays for this protection with
unrestricted general funds.
County and rural fire departments, communications, and water supplies are evaluated by
the Office of the State Fire Marshal on a scale of 1 to 10 for insurance purposes.
Property insurance rates in the jurisdiction of a fire department with a 9 rating will be the
highest and 1 will be the lowest. A rating of 10 considers that jurisdiction to have no fire
protection. To achieve a 9S (9) rating, several requirements must be met, including the
fire department must be incorporated, a fire station must be within 5 road miles of the
property, and the department must have a minimum of 20 personnel (18 designated as
firefighters). A complete list of these requirements can be found at
http://www.ncdoi.com/OSFM/RI/Documents/9S Reguirement.pdf.
Training, Prevention, and Inspection
The State Fire and Rescue Commission, part of the North Carolina Department of
Insurance, establishes minimum qualifications for fire and rescue service personnel.
Firefighters may go through a voluntary certification program in which the performance
standards are based on the National Fire Protection Administration (NFPA) standards
(G.S. 58-78). In addition, individual departments may require addition training or
certification.
The fire prevention code is part of the North Carolina State building Code. Local
governments are responsible for enforcing this code and administering prevention
programs. In general, fire inspectors are responsible to enforce to code. These
inspectors must go through the certification requirements of the North Carolina Code
Officials Qualification Board and can work from a variety of place including a municipal
fire department, inspection department, or development department.
Annexation
North Carolina cities are increasingly annexing parts of rural fire protection or service
districts. In this case, the city must plan to provide the annexed portion of the district
with all the major municipal services it provides (G.S. 160A-47). However, annexations
decrease the tax base supporting the fire departments in rural districts. One solution is
found under G.S. 160A-49.1, the city should make a general good effort to negotiate a
five year contract with the rural fire department by paying the rural department the
revenue that the district would have generated. This is only a brief overview of the
results of annexation on fire protection in rural areas.
County Comparisons
Following is some information on how counties of similar to Orange County, in terms of
square miles and population, provide fire services to their county.3 The descriptions
here are based on information gathered from county websites and the county's fire
marshal offices.
-The following descriptions of county fire services focuses generally on the number of fire
districts and the funding of services; this is not a complete comparison of county fire
services in North Carolina. Amore comprehensive comparison may involve size of
county fire districts, square mileage of a stations response area, and the type and
acquisition of equipment, and county's insurance ratings.
Orange County
"8 volunteer fire departments within Orange County and two municipal fire departments
provide fire and EMS first responder protection to Orange County's 12 fire districts. 2
departments in bordering counties provide fire and EMS first responder protection to
Orange County. Orange County employs afull-time Fire Marshal, and Assistant Fire
Marshal, apart-time Fire Marshal and afire/EMS training coordinator. Each department
elects its officers and is a member of the Countywide Fire Association. There are a total
of approximately 250 fire department volunteers. 2 volunteer rescue squads provide
emergency rescue services to Orange County. Most departments provide Basic Life
Support (BLS) service. Each department elects its officers and is a member of the
Countywide Fire Association. There are a total of approximately 75 rescue squad
volunteers." (Background, original Orange County Fire Assessment Plan Request for
Proposal)
s Except as noted, information was gathered from websites or direct contact (email or telephone) with the
fire marshal's office in the respective county.
The volunteer fire departments are State chartered, private, non-profit corporations that
have contracts with the County to provide fire protection services. The fire districts are
tax supported. The County collects the tax for each department and the Finance
Director distributes the monies in accordance with the terms of the contract. Each
district also has an insurance district for insurance grading purposes. The insurance
districts are 5 mile districts at the present time; residents and businesses that are within
5 road miles of the fire station(s) within the district receive insurance premiums based on
the rating of the district.
Alamance County
All of the county fire departments in Alamance County are a combination of volunteer
and paid. There are 11 County fire districts with one department operating in each
district. These departments may have substations within the district. In addition, the
County has mutual aid agreements with municipal fire departments, however no
municipal fire department is contracted to provide explicit service to a rural area outside
of its municipal jurisdiction.
Many of the districts were established in the 1950s and 1960s before the office of the fire
marshal was created and had State charters. Each department is funded by property
taxes. The tax bases differ between counties. Each fire department makes a request
and budget and sends it to the commissioners in order for the tax base to be
determined.
Catawba County
Catawba County has 15 fire departments which serve the entire county. Each
department serves 1 district, although departments have more than one station within
the district. Of these 15 departments, 14 are in the County and 1 is outside the county
but serves a rural district within Catawba. In addition, several of these departments are
city fire departments; however they have contracts with the County to provide fire
services in rural areas outside of the city limit. These city departments request revenue
from the county to protect the rural fire districts.
All fire departments in the County are tax based. There is a fire tax in addition to the
property tax levied in each fire district. The average fire tax among the districts in
Catawba is 5.5 cents per $100 property value. Each districts request rates from the
board of county commissioners and the rates are decided during the budget process. 14
of the 15 district were established as a service district by the board of county
commissioners and 1 of the districts was created through citizen petition and vote.
"The Catawba County Fire Marshal's Office assists in coordinating fire department
functions in the County, while keeping the Board of Commissioners informed of fire
department activities by working with and through the Director of Emergency Services.
The Fire Marshal's Office is responsible for conducting a regular fire inspection program
of all public buildings to improve public safety." (Catawba County Emergency Services
website)
Iredell County
Iredell County has 19 County fire districts and departments. Some of these departments
have more then one station in a district. In addition, 5 of the districts are in more than 1
county. 2 cities in the County also have their own fire department. Each County district
is the area within 6 road miles of a fire station.
County volunteer fire departments are funded by a fire tax of 6 cent per $100 of property
value (This tax was just raised in June 2007). The money levied by this tax is then
distributed to the departments by the fire tax board. Three departments (not city
departments) in Iredell or that serve part of Iredell are in fire-tax districts and do not
share the County revenues. A fourth volunteer department is also trying to become part
of a fire-tax district; this is up for election in the November 2007 election ("Troutman Fire
Department" statesville.com).
The office of the Fire Marshal consists of 2 Deputy Fire Marshals and 1 Program
Assistant to insure that the North Carolina Fire Prevention Code (North Carolina Building
Code Volume V) is enforced in the County limits. The role of the Fire Marshal includes
prevention of loss of life and property due to hazardous materials, man-made hazards
and other natural hazards. The Fire Marshal accomplishes these goals through the
enforcement of national, state, and local fire codes and the provision of fire prevention
and safety preparedness programs.
Rowan County4
The Fire Service in Rowan County is made up of 32 fire districts that include 29
contracted volunteer or municipal fire departments with a total of 41 stations across the
county.
All of the fire districts established in non-municipal areas of Rowan County have
individual tax rates that are set for the purpose of providing funding for that district's fire
protection program.
The Rowan County Board of Commissioners appoint citizen representatives from each
non-municipal fire district every two years as Tax District Commissioners to work with
that fire district's Board of Directors in regard to budget planning and expenditures of tax
funds for that fire district. Annually, individual non-municipal fire department's Board of
Directors establishes an operations budget that is submitted to the County Board of
Commissioners for review and approval, as part of the Rowan County Budget.
The Fire Division (Fire Marshall) is in the County's Emergency Services Department
continues to be the lead county agency in fire investigations. The Division works with
individual fire departments to help reduce their I.S.O. ratings. The Fire Division also
aides fire departments in establishing tax or service districts for funding.
Wayne Countys
Wayne County is home to 28 Volunteer Fire Departments. These departments are rated
by the North Carolina Department of Insurance and range from 4 to 9s. The Fire
Marshal's Office serves as a liaison between county government and the volunteer fire
departments to assist with the budget process, standards compliance, fire reporting, and
training/education. One person is maintained on an On-Call status 24 hours per day and
is available to respond to any county incident to assist with Incident Command as well as
investigating fires in order to determine origin and cause.
a All information about Rowan County is from the Rowan County Emergency Services website
5 All information about Wayne County is from the Wayne County Emergency Services website
Fire departments, services, and fire marshal are part of the Wayne County Office of
Emergency Services.