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Home My WebLink AboutAgenda - 03-15-2011- 8aORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: March 15, 2011 Action Agenda Item No. 8 - ~ SUBJECT: Report -Phase One Assessment of the Current Fire, Rescue, and Emergency Services DEPARTMENT: Emergency Services, Financial PUBLIC HEARING: (Y/N) No Services, Asset Management ATTACHMENT(S): (UNDER SEPARATE INFORMATION CONTACT: COVER) Frank Montes de Oca, Emergency A) Draft Report Services, 919-245-6100 8) December 15, 2009 BOCC Meeting Agenda Pam Jones, Asset Management, 919- Abstract -Board Review of Draft RFP 245-2650 C) June 15, 2010 BOCC Meeting Agenda Clarence Grier, Financial Services, 919- Abstract -Board Action Awarding RFP 245-2453 David Cannell, Financial Services, 919- 245-2651 PURPOSE: To receive the Phase One Assessment of the Current Fire, Rescue and Emergency Services System conducted by MMA Consulting Group (MMA) of Brookline, MA. BACKGROUND: At the December 15, 2009 regular Board meeting, the Board reviewed and commented on draft request for proposals (RFP) 5158 to select a consultant to conduct a study of the County's emergency services delivery system (Attachment B). As the Board will recall, a multi-phased approach was proposed with Phase One providing the details of "where we are now". Future phases would answer the questions "where do we want to go" and "how do we get there". Neither of those phases have been scheduled for study or funded. At the June 15, 2010 regular Board meeting, the Board awarded the RFP to MMA (Attachment C). A draft of the completed study is attached (Attachment A). Consultant representatives will present an overview of the report and receive preliminary comments from the Board. Follow up discussions will be scheduled at a future work session. FINANCIAL IMPACT: The Board awarded a contract in the amount of $71,500 on June 15, 2010; however, negotiations between the consultant and staff yielded a final contract total of $65,600 without affecting the scope of the study. RECOMMENDATION(S): The Manager recommends the County Commissioners receive the study and provide comments as may be appropriate. The next phase of the study will be a Fiscal Year 2011-12 budget consideration. ~}-acl ~~- f~ ORANGE COUNTY, NORTH CAROLINA ASSESSMENT OF THE CURRENT, FIRE, RESCUE, AND EMERGENCY SERVICES DELIVERY SYSTEM DRAFT FEBRUARY 2 011 MMA CONSULTING GROUP, INC. 13 3 0 BEACON STREET BROOKLINE, MASSACHUSETTS 02446 2 3 ORANGE COUNTY, NORTH CAROLINA CONTENTS I. ExECUTPJE SUMMARY II. OVERVIEW OF ORANGE COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES 8 III. STANDARDS, BENCHMARKS AND RESPONSE PARAMETERS 2 5 IV. COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES AGENCIES 3 3 V. SYSTEM STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS 72 MMA CONSULTWG GROUP, INC. 4 ORANGE COUNTY, NORTH CAROLINA I. EXECUTIVE SUMMARY This Assessment o f the Current, Fire, Rescue, and Emergency Services Delivery System was conducted for Orange County, North Carolina, by MMA Consulting Group, Inc. The study is designed to present an inventory of fire, rescue, and emergency services provided within the County. The study is not intended to provide recommendations. Orange County has a complex and sophisticated fire and rescue system. Fire protection is provided by two municipal departments, and through as a series of .tax supported fire districts. The County contracts with 10 incorporated volunteer fire departments in the County. The County also contracts with the North Chatham Volunteer Fire Department in Chatham County to provide services to the Damascus Fire District and the Southern Triangle Fire District. In addition, the Mebane Fire Department (Alamance County) provides services within the Efland Fire District on a contract basis for part of the response area. Exhibit 1 lists the fire, rescue, and emergency service agencies in Orange County and lists the services provided by each agency. EXHIBIT 1 FIRE, RESCUE, AND'EMERGENCY SERVICE AGENCIES DEPARTMENT~AGENCY BASIC SERVICES PROVIDED COMMENT Caldwell Fire Department Fire, rescue, medical first Volunteer fire department responder services Carrboro Fire and Rescue Department Fire, rescue, medical first Fully- career fire department responder services, provides services to the Town prevention/inspection and plan of Carrboro. The Department review has a contract with Orange County to provide services to the South Orange Fire District. Cedar Grove Fire Department Fire, rescue, medical first Volunteer fire department responder services Chapel Hill Fire Department Fire, rescue, medical first Fully- career fire department responder services, provides services to several prevention/inspection and plan homes by contract with the review County. Efland Fire Department Fire, rescue, medical first Volunteer fire department responder services M1bIA CONSULTING GROUP, INC. 1 5 ORANGE COUNTY, NORTH CAROLINA DEPARTMENT~AGENCY BASIC SERVICES PROVIDED COMMENT Eno Fire Department Fire, rescue, medical first Volunteer fire department responder services New Hope Fire Department Fire, rescue, medical first Volunteer Fire department responder services Orange Rural Fire Department Fire, rescue, medical first Volunteer fire department responder services Orange Grove Fire Department Fire, rescue, medical first Volunteer fire department responder services White Cross Fire Department Fire, rescue, medical first Volunteer fire department responder services South Orange Rescue Squad Basic life support ambulance Provides personnel to support transport, rescue services Orange County EMS. Mebane Fire Department Fire, rescue, medica{ first Mebane Fire Department responder services (Alamance County) provides services to part of the response area within the Efland Fire District on a contract basis. North Chatham Fire Department Fire, rescue, medical first Damascus and Southern responder services Triangle Fire Districts receive services from the North Chatham Fire Department. Department of Emergency Services Emergency communications, Department employs emergency medical services, communication, EMS response inspection services, emergency and inspection personnel. planning, coordination services The County Department of Emergency Services responds to approximately 11,500 emergency medical calls for service annually. Ambulance transport services are required in approximately 7,000 of these incidents. The fire and rescue departments respond to approximately 10,000 calls for service annually. Approximately 50 percent of these calls are for emergency medical services. The balance of calls for service cover a full range of emergencies. The emergency medical services system is awell-organized, tiered system in which fire departments provide first medical responder services and the County provides advanced life support and transport services. The South Orange Rescue Squad provides basic life support services by cooperating with Orange County. ~} MMA CONSULTING GROUP, INC. 2 6 ORANGE COUNTY, NORTH CAROLINA The County-wide emergency communication system is the basis for the integrated emergency response system. The Department of Emergency Services is the focal point for County-wide coordination of services. The fire, rescue, and emergency services system in Orange County has sufficient personnel, fire stations, and apparatus to provide services to the public. However, increased coordination will improve overall operations. Chapter V describes the strengths and weakness of the fire, rescue, and emergency services system in the County. The chapter also identifies opportunities to enhance operations and threats that may have an effect on service delivery. This SWOT analysis is the first step in developing a strategic plan. Strengths are the conditions or circumstances which enable the fire, rescue, and emergency service agencies to function effectively; weaknesses are conditions or circumstances which prevent the fire, rescue, and emergency services agencies from functioning effectively: Some of the principal strengths of the system include: D The volunteer fire department system is well organized and each department has trained personnel. There are nearly 300 fire department members. The departments provide fire suppression and the medical first responder services. Volunteer organizations have generally adapted to changes in demographics, commuting patterns, and service needs. ~ The Orange County Department of Emergency Services manages a centralized emergency communication system which links all emergency responders effectively. D The Department of Emergency Services deploys four ambulances with advanced life support (ALS) capability. This service is the basis for an effective EMS system in the County. ~ The Carrboro Fire and Rescue Department and the Chapel Hill Fire Department serve the densely populated areas of the County. These departments respond to approximately 60 percent of the fire and rescue calls for service in the County. a The County's fire stations are generally well distributed and the combined fleet of fire service apparatus is sufficient to allow departments to properly address the risks faced within the County. {V} MMA CONSULTING GROUP, INC. 3 7 ORANGE COUNTY, NORTH CAROLINA D The volunteer fire departments follow safety practices and use mutual aid to support the fire service system in the County. The principal weaknesses in the current fire, rescue, and emergency service system in Orange County appear, in part, to be a function of some under funding of selected County-wide services, such as emergency medical services and information technology. Strained communication and differing philosophical views between the Department of Emergency Services and members of some fire and rescue departments may have affected coordination efforts. Other weaknesses of the system include: ~ The County management information system does not generate data to enable analysis of demand for service. ~ Department of Emergency Services personnel report that there are delays in processing some emergency calls for service. D The Department of Emergency Services experiences response time delays when deploying ambulances during peak activity periods. ~ The Orange County fire, rescue, and emergency services system does not have aCounty-wide strategic plan. Exhibit 2 provides a summary of the strengths and weaknesses in the current fire, rescue, and emergency service system in Orange County. (See Chapter V for a discussion of strengths and weaknesses.) ~} MMA CONSULTING GROUP, INC. 4 8 ORANGE COUNTY, NORTH CAROLINA EXHIBIT Z STRENGTHS AND WEAKNESSES ORANGE COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES SYSTEM STRENGTHS SYSTEM WEAKNESSES Successful volunteer organizations Secondary answering point and dispatch Adaptive volunteer organizations Under funded services Full- time fire departments Lack of usable data County-wide answering point and dispatch system Strained relationships Fire station locations Hazardous materials response County-wide ALS Elimination of emergency services management positions Apparatus fleet Coordination of resources Training programs EMS response delays Emergency medical training Call processing delays VIPER radio system VIPER radio limitations Mutual aid Contracts and franchise agreements Fireground safety Lack of a strategic plan The strengths and weaknesses in an emergencyresponse systemhelp officials to identify the opportunities for improvement. Opportunities are those conditions or circumstances which may improve service performance. Some of the principal opportunities for the fire, rescue, and emergency services agencies in Orange County include: ~ The County has an opportunity to improve the operations of volunteer fire departments by providing some administrative support services. ~ The Department of Emergency Services needs to acquire software to enable it to analyze fire, rescue, and emergency medical services responses. The sharing of emergency response information among service providers will also benefit the response system. ~,} MMA CONSULTING GROUP, INC. $ 9 ORANGE COUNTY. NORTH CAROLINA a The Department of Emergency Services, the fire and rescue departments, the medical director, and other appropriate officials need to systematically evaluate approaches to improve EMS response. D The fire, rescue, and emergency service providers need to develop a strategic planning process which encourages participation by all segments of the emergency response community. Threats are conditions or circumstances which may cause a reduction in the quality of services. Some threats to the effective operation of the current emergency response system include a failure to plan for economic growth, reduction in third- party billing revenue, and strained communication among service providers. Exhibit 3 displays a list of opportunities and threats to the fire, rescue, and emergency services system. ExHIBIT 3 OPPORTUNffIES AND THREATS ORANGE COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES OPPORTUNITIES THREATS Administrative support for volunteers Poor economic climate Coordination of resources Improving economic climate Improved EMS response Third- party billing Systematic data analysis Data generation Monthly/quarterly data reports Coordination failures Water supply Strained relationships Strategic planning process Failure to plan Response areas The report is organized into several chapters. The Executive Summary presents the major strengths, weaknesses, opportunities, and threats to the fire, rescue, and emergency services system. Chapter II, Orange County Fire, Rescue, and Emergency Services, provides an overview of the emergency response system in the County. Chapter LII, Standards, Benchmarks, and Response Parameters, describes ~} MMA CONSULTWG GROUP, INC. 6 10 ORANGE COUNTY, NORTH CAROLINA various benchmarks, standards and industry practices which may be used to measure emergency response. Chapter IV, County Fire, Rescue, and Emergency Services Agencies, describes each emergency response agency. Chapter V, System Strengths, Weaknesses, Opportunities, and Threats, identifies those factors which make the emergency response system successful and those factors which may reduce the effectiveness of the current response system. {~ MMA CONSULTING GROUP, INC. 7 11 ORANGE COUNTY, NORTH CAROLINA II. ORANGE COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES Orange County has a complex and sophisticated fire and rescue system. Fire protection in the County is provided by two municipal departments (Carrboro and Chapel Hill) and through a series of tax supported fire districts. The County enters into contracts for services with 10 incorporated volunteer fire departments within the County. The County also contracts with the North Chatham Volunteer Fire Department in Chatham County to provide services to the Damascus Fire District and the Southern Triangle Fire District. In addition, the Mebane Fire Department (Alamance County) provides services within the Efland Fire District on a contract basis for part of the response area. The volunteer fire departments are organized in a similar fashion; each volunteer department has a Board of Directors which oversees policy matters and selects the Fire Chief. The Fire Chief oversees daily operations of the fire department, delegating functions to other command personnel. The Orange County Fire Departments respond to approximately 10,000 calls for service annually. The fire and rescue system includes 20 fire stations, and more than 40 pieces of major apparatus, as well as support vehicles and equipment. There are more than 430 volunteer, part-time, and career firefighting personnel devoted to providing services. The following pages provide an overview of fire, rescue, and emergency services in the County. The response data illustrates the demand for services. Exhibit 4 provides a three-year summary of the responses made by fire departments in the County during the period from 2007 to 2009. This information is based on data from the National Fire Incident Reporting System (NFIRS). Several departments have not submitted full NFIRS information; as a result, the data is not included. The exhibit indicates the number of fire responses, emergency medical service (EMS) responses, and a category for all other responses. On average, 50.6 percent of responses were for first responder/EMS services, 6.6 percent were for fire responses, and 42.9 percent of calls were for other services, such. as good intent, service calls, severe weather/natural disaster, hazardous condition, false calls, and other calls for service. The percent of responses in Orange County, by category, is similar to the average responses, by category, in North Carolina in 2009. Exhibit 5 shows a summary of fire department responses from 2007 to 2009 in graphic form. ~} MMA CONSULTWG GROUP, INC. $ 12 ORANGE COUNTY, NORT73 CAROLINA EXHIBIT 4 SUMMARY OF FIRE RESPONSES - ZOO7 TO 2009 FIRE FIRST RESPONDER/EMS OTHER CALLS 2007 9.1% 50.1% 40.9% 2008 5.9% 50.6% 43.6% 2009 4.7% 51.1 % 44.1 % Average 6.6% 50.6% 42.9% North Carolina Average (2009) 8% 57% 40% Source: National Fite /ncident Reporting System Q007, 1008, and 2009) EXHIBIT 5 SUMMARY OF FIRE RESPONSES - 2007 TO ZOO9 Exhibit 6 displays information from the National Fire Incident Reporting System (MFRS) for 2009. The data for the Eno Fire Department did not appear complete; thus, it was removed from the exhibit to avoid under reporting the demand for service in the Eno Fire Department's response area. The MFRS reports information in nine categories. These categories are shown at the top of the exhibit and are also listed below. {~} MMA CONSULTING GROUP, INC. 9 13 ORANGE COUNTY, NORTH CAROLINA RESPONSE CODE IJESCRIPTIDN 100 Fire 200 Overpressure, Rupture, Explosion 300 Rescue and EMS 400 Hazardous Condition (no fire) 500 Service Call 600 Good Intent 700 False Alarm & False Call 800 Severe Weather/Natural Disaster 900 Other Type of Incident The data in Exhibit 6 indicate that 4.7 percent of responses were for fire incidents. The largest number of responses, as expected, were made by the Chapel Hill Fire Department (4,426), Carrboro Fire-Rescue Department (1,595), and Orange Rural Fire Department (1,695). More that 4,700 calls for service were for EMS First Responder services.( It should be noted that data from the Eno Fire Department does not appear complete. The total entered for the Eno Fire Department is an average of the NFPAExperience Surveyfor three years (January 1, 2008 to December 31, 2010). f~'} MMA CONSULTING GROUP, INC. 1 O 14 ORANGE COUNTY, NORTTi CAROLINA EXHIBIT 6 FIRE DEPARTMENT RESPONSES IN ORANGE COUNTY (2009) CATEGORY 100 200 300 400 500 600 700 800 900 TOTAL FIRE OVERPRESSURE RESCUE& HAZARDOUS SERVICE GOOD FALSEALARM SEVERE OTHER EMS CONDITION CALL INTENT & FALSE CALL WEATHER (NO FIRE) Fire Department Caldwell 13 0 145 7 5 46 12 0 2 230 Carrboro 94 2 813 80 73 326 194 3 10 1,595 Cedar Grove 25 0 140 27 2 5 8 0 1 208 Chapel Hill 121 11 1,954 238 152 337 1,547 1 65 4,426 Efland 50 1 245 16 10 111 30 0 0 463 Eno 345 New Hope 38 1 121 43 18 130 52 0 0 403 Orange Grove 17 0 99 7 7 26 17 1 1 175 Orange Rural 70 7 1,186 38 28 234 95 0 37 1,695 White Cross 1 1 0 55 13 0 11 12 2 0 104 Total 439 22 4,758 469 295 1,226 1,967 7 116 9,644 Percent 4.7% 0.2% 51.1 % 5.0% 3.2% 13.2% 21.2% 0.1 % 1.2% 100% Source: National Fire /ncident Reporting System (N/FR.S). Total ca/I data for the Eno Fire Department is estimated. Two fire departments, Chapel Hill and Carrboro, are fully paid departments. The other fire departments in Orange County are predominantly volunteer departments. Several departments (Eno, New Hope, Orange Grove, and White Cross) employ a small number of paid full-time or part-time personnel to provide immediate response, especially during daytime hours. The Orange Rural Fire Department employs 19 full-time firefighting personnel to provide around-the-clock coverage. Exhibit 7 shows the complex nature of the staffing resources utilized by the fire departments in the County. ~} MMA CONSULTING GROUP, INC. j j 15 ORANGE COUNTY. NORTH CAROLINA FIRE DEPARTMENT EXHIBIT 7 VOLUNTEER AND PAID FIREFIGHTING PERSONNEL I VOLUNTEERS ( PART- TIME I FULL- TIME PERSONNEL PERSONNEL Caldwell Fire Department Carrboro Fire- Rescue Department Cedar Grove Fire Department Chapel Hill Fire Department Efland Fire Department Eno Fire Department Orange Grove Fire Department Orange Rural Fire Department New Hope Fire Department White Cross Fire Department Total 40 39 36 30 36 19 28 37 265 1 3 9 2 15 36 93 2 20 3 1 155 TOTAL 40 36 39 93 36 30 39 42 40 40 435 Exhibit 8 provides a summary of the number. of fire stations and major categories of apparatus operated by fire departments in Orange County. There are 32 engines, four aerials; 15 tar>_kers, nine brush trucks, and 22 command, support, utility, and multiple-purpose units. It should be noted that many of the departments have engine-tankers. EXHIBIT 8 STATIONS AND APPARATUS FLEET (INCLUDES RESERVE APPARATUS STATIONS ENGINE AERIAL TANKER BRUSH COMMAND~UTILITY~ TOTAL COMMENT MULTIPLE PURPOSE The Department Caldwell 1 3 2 1 2 8 has one mini- pumper. The department Carrboro 2 3 2 5 10 maintains three reserve units. Cedar Grove 2 2 2 2 1 7 The department Chapel Hill 5 8 1 3 12 maintains three reserve units. Efland 2 3 2 1 1 7 Eno 2 3 1 1 1 6 ~} NIMA CONSULTING GROUP, INC. 12 16 ORANGE COUNTY, NORTH CAROLINA STATIONS ENGINE AERIAL TANKER BRUSH COMMAND~UTIDTY~ MULTIPLE PURPOSE TOTAL COMMENT New Hope 2 3 2 1 3 9 Orange Rural 2 3 1 3 1 3 11 The department maintains three pumper- tankers. Orange Grove 1 2 2 1 1 6 White Cross 1 2 1 1 2 6 Total 20 32 4 15 9 22 82 AVERAGE RESPONSE TII~ F_xhibit 9 shows average response time for fire and emergency medical service calls for service in Orange County. The information was reported by the Orange County Department of Emergency Services. The County, as a result of software limitations, was not able to generate other response time information. While average response times are interesting, these data do not provide a clear picture of the actual emergency response within the County. Ideally, the response times should be reported in time segments, such as number and percent of responses within two minutes, four minutes, six minutes, etc. Exhibit 9 provides data for 2007, 2008, and 2009. The average response time for fire response in 2009 was seven minutes and 49 seconds. Average response time for EMS in 2009 was 11 minutes and 24 seconds. The information in Exhibit 9 displays call processing time (received to dispatch), dispatch to en route time, en route to on-scene time, and the total response time from dispatch to arrival on-scene. EXHIBIT 9 AVERAGE RESPONSETIMES - 2007, 2008, AND 2009 RECEIVED TO DESPATCH TO EN ROUTE TO II DISPATCH TO TOTAL AVG. DISPATCH EN ROUTE ON- SCENE ON- SCENE RESPONSE TIME All EMS (2007) 0:02:38 0:02:18 All EMS (2008) 0:01:55 0:02:05 All EMS (2009) 0:01:50 0:02:22 All Fire (2007) 0:02:09 0:02:22 All Fire (2008) 0:01:45 0:02:07 All Fire (2009) 0:01:43 0:02:1 5 0:04:55 0:07:13 0:09:51 0:05:27 0:07:32 0:09:27 0:07:12 0:09:34 0:11:24 0:03:19 0:05:41 0:07:50 0:03:52 0:05:59 0:07:44 0:03:51 0:06:06 0:07:49 ~} MMA CONSULTWG GROUP, INC. I.3 17 ORANGE COUNTY, NORTH CAROLINA RECEIVED TO DISPATCH DISPATCH TO EN ROUTE EN ROUTE TO ON- SCENE DISPATCH TO ON- SCENE TOTAL AVG. RESPONSE TIME Chapel Hill FD (2007) 0:01:49 0:02:18 0:02:15 0:04:33 0:06:22 Chapel Hill. FD (2008) 0:01:28 0:01:58 0:02:52 0:04:50 0:06:18 Chapel Hill FD (2009) 0:01:25 0:02:09 0:02:47 0:04:56 0:06:21 Carrboro FRD (2007) 0:02:22 0:02:01 0:03:07 0:05:08 0:07:30 Carrboro FRD (2008) 0:01 :55 0:01:50 0:03:26 0:05:16 0:07:1 1 Carrboro FRD (2009) 0:01 :46 0:02:00 0:03:13 0:05:13 0:06:59 Orange Rural FD (2007) 0:02:24 0:02:04 0:03:41 0:05:45 0:08:09 Orange Rural Fd (2008)_ 0:01:53 0:02:19 0:04:02 0:06:21 0:08:14 Orange Rural FD (2009) 0:01:57 0:02:02 0:04:36 0:06:38 0:08:35 Efland FD (2007) 0:02:32 0:02:45 0:04:05 0:06:50 0:09:22 Efland FD (2008) 0:01:51 0:02:18 0:04:42 0:07:00 0:08:51 Efland FD (2009) 0:01:58 0:02:24 0:04:35 0:06:59 0:08:57 Eno FD Q007) 0:02:28 0:02:25 0:04:52 0:07:17 0:09:45 Eno FD (2008) 0:02:01 0:02:26 0:05:23 0:07:49 0:09:50 Eno FD (2009) 0:02:01 0:02:40 0:05:30 0:08:.10 0:10:1 1 New Hope FD (2007) 0:02:24 0:02:38 0:03:42 0:06:20 0:08:44 New Hope FD (2008) 0:02:02 0:02:27 0:04:46 0:07:13 0:09:15 New Hope FD (2009) 0:02:02 0:02:28 0:04:33 0:07:01 0:09:03 Orange Grove FD (2007) 0:02:37 0:02:32 0:04:55 0:07:27 0:10:04 Orange Grove FD (2008) Q:02:08 0:02:1 5 0:05:07 0:07:22 0:09:30 Orange Grove FD (2009) 0:02:09 0:02:1 1 0:05:19 0:07:30 0:09:39 Cedar Grove FD (2007) 0:02:25 0:03:19 0:06:20 0:09:39 0:12:04 Cedar Grove FD (2008) 0:02:02 0:02:30 0:06:32 0:09:02 0:1 1:04 Cedar Grove FD (2009) 0:01 :58 0:02:36 0:05:51 0:08:27 0:10:25 Caldwell FD (2007) 0:02:32 0:02:57 0:06:28 0:09:25 0:1 1:57 Caldwell FD (2008) 0:01:57 0:02:15 0:07:20 0:09:35 0:11:32 Caldwell FD (2009) 0:02:00 .0:02:47 0:07:14 0:10:01 0:12:01 White Cross FD (2007) 0:02:25 0:02:32 0:05:46 0:08:18 0:10:43 White Cross FD (2008) 0:02:05 0:02:24 0:05:59 0:08:23 0:10:28 White Cross FD (2009) 0:01:52 0:02:56 0:05:01 0:07:57 0:09:49 Source: Orange County Department of Emergency Services Exhibit 10 displays the average response time in Orange County for 2009 in graphic form. {~} MMA CONSULTING GROUP, INC. j 4 18 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 1 0 AVERAGERESPONSETIME- 2009 The Chapel Hill, Carrboro, Efland, Orange Grove, Orange Rural, and White Cross fire departments also record response time from receipt of a notification from emergency communications. Exhibit 11 displays average response times in 2010 from the Chapel Hill, Carrboro, Efland, Orange Grove, Orange Rural, and White Cross fire departments. EXHIBIT 1 1 RESPONSE TIME- 2010 CHAPEL HILL, CARRBORO, EFLAND, ORANGE GROVE, ORANGE RURAL, AND WHITE CROSS FIRE DEPARTMENTS FIRE DEPARTMENT RESPONSETIME (MINUTES AND SECONDS) Chapel Hill 0:03:56 Carrboro 0:04:49 Efland 0:07:56 Orange Grove 0:06:50 Orange Rural 0:06:03 White Cross 0:07:28 Source: Chape/ Hil/, Carrboro, Efland, Orange Grove, Orange Rura/, and White Cross ire departments {~'} MMA CONSULTING GROUP, INC. I S 19 ORANGE COUNTY, NORTH CAROLINA FIRE D1sTRtCT FUND The County has approved $3,382,354 from the Orange County Fire District fund to support fire and rescue services in the County. Exhibit 12 presents four years of expenditures. The Carrboro Fire-Rescue Department has a contract with the County to provide services to the South Orange Fire District. The Damascus and Southern Triangle Fire Districts receive services from the North Chatham Fire Department. EXHIBIT 1 2 FIRE DISTRICT EXPENDITURES (FIRE DISTRICT FUND) FIRE DISTRICT 2007- 2008 2008- 2009 2009- 2010 2010- 2011 (APPROVED) Caldwell (Little River) 163,677 186,035 166,939 168,093 Carrboro (South Orange) 442,900 429,969 427,517 426,143 Cedar Grove 164,414 171,189 1 71 ,674 203,904 Chapel Hill 444 996 894 1,739 Efland 237,855 295,496. 303,230 308,246 Eno 339,818 339,941 410,740 412,474 New Hope 321,103 354,783 320,467 386,643 Orange Grove 236,315 279,666 271,845 269,989 Orange Rural 604,353 641;640 637,888 772,777 White Cross 173,293 184,770 2ZZ,381 220,303 Damascus 35,870 45,976 45,564 45,314 Southern Triangle 146,530 167,726 166,109 166,729 Total 2,866,572 3,098,187 3,145,248 3,382,354 Percent Increase or Decrease 8.1 % 1.5% 7.5% COMPUTER GENERATED MAPS The overall response capability of the County fire and rescue response system is measured by the development of computer maps. The computer mapping model analyzes the travel distances that can be achieved by fire units leaving fire stations and responding throughout a geographic area within a given time, assuming defined average response speeds. The color-coded maps presented in this report are designed to illustrate the response from each station. The mapping methodology consists of the following steps: {~ MMA CONSUL77NG GROUP, INC. I B 20 ORANGE COUNTY, NORTH CAROLINA - Prepare a digitized base map representation of the street and highway network in Orange County. The maps were based on mapping data from the County's GIS Department. - Locate the fire stations to be analyzed with respect to the network. - Assign appropriate road speeds to reflect reasonable response expectations. - Generate maps indicating distances from the emergency response stations in two-mile increments to the borders of the community. - Generate maps indicating travel time from the emergency response stations in time increments to the borders of the community. Four computer maps were developed for this overview of fire and rescue operations. Each map includes the location of fire stations in Orange County. Two maps are designed to show distances from each station in two-mile increments; two maps show response times from each station in two-minute increments. Map 1 Distance Map (without district boundaries) Map 2 Distance Map (with district boundaries) Map 3 Travel Time Map (without district boundaries) Map 4 Travel Time Map (with district boundaries) The computer maps display 401 square miles and 1,798 road miles in the County. There are 20 fire stations in Orange County. COUNTY-WIDE MAPPING DATA -DISTANCE MAPS Maps 1 and 2 show the area within two, four, and six miles of each station. The maps also include streets within each of the identified distances. Map 2 shows fire district boundaries. The maps also generate data, which allows an estimation of the street miles and area within two miles of each station. The data associated with Maps 1 and 2 is presented in Exhibit 13. The exhibit is composed of two parts. The top part of the exhibit shows streets and area within two, four, and six miles of each station. The bottom part of the exhibit presents cumulative road miles and area within two, four, ~} MMA CONSULTfNG GROUP, INC. 17 21 ORANGE COUNTY, NORTH CAROLINA and six miles of each station. Street miles covered within time increments is an important measure to consider, since most residents live along roadways. The top part of Exhibit 13 indicates that 25.8 percent of the square miles of the County are within two miles of a fire station and 39.5 percent of street miles are within two miles of one of the County's fire stations. The bottom part of the exhibit is cumulative and totals the area covered within the distance increments. For example, 77.3 percent of the area of the County and 82.8 percent of the street miles in the County are within four miles of a fire station. Approximately 98.5 percent of the County streets are within six miles of a fire station. EXHIBIT 1 3 DISTANCE MAP -STREET MILES AND AREA COVERED AREA AND STREETS WITHIN TWO, FOUR, AND SIX MILES OF EACH STATION SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 miles 103.66 25.8% 710.28 39.5% 2 to less than 4 miles 206.65 51 .5% 779.14. 43.3% 4 to less than 6 miles 6 miles or more Total 84.97 21.2% 282.74 15.7% 6.12 1.5% 26.27 1.5% 401.40 100.0% 1,798.43 100.0% AREA AND STREETS WITHIN TWO, FOUR, AND SIX MILES OF EACH STATION (CUMULATIVE) SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 miles 103.66 25.8% 710.28 39.5% Less than 4 miles 310.31 77.3% 1,489.42 82.8% Less than 6 miles 395.28 98.5% 1,772.16 98.5% 6 miles or more 6.12 1.5% 26.27 1.5% Total 401.40 100.0% 1,798.43 100.0% COUNTY-WIDE MAPPIlVG DATA -TRAVEL TIME MAPS The response time, or travel time, maps show the response from each fire station intwo-minute increments. Two maps show travel time from each fire station. In a similar manner to the distance maps, Map 3 does not include fire district boundaries and Map 4 displays travel time with fire district boundaries. ~} MMA CONSULTING GROUP, INC. I S 22 ORANGE COUNTY, NORTH CAROLINA The maps indicate the streets and area covered intwo-minute increments. The maps required the assignment of average travel speeds to roadways. The maps presented in this report have incorporated an average speed of 28 miles per hour (mph) for roadways in the County. There are 1,798 miles of improved and unimproved highways, roadways, vehicular trails, and long driveways accessing one or more dwelling units or places of employment in Orange County. The computer maps graphically show the response capability of emergency response agencies. The maps also generate data, which allows an assessment of response capability. These data indicate the streets (miles) and area served by the current system. The maps show the street miles and percent of street miles covered in time increments by a response unit responding to an emergency. The maps present coverage in two-minute time increments. The travel time maps only depict over-the-road travel, or running, times. A review of dispatch information indicates that the average dispatch time (receipt of a call to dispatch) from 2007 to 2009 is slightly less than two minutes. Dispatch time and turn-out time should be added to these times for an estimate of total response time. For example, afour-minute travel time response represents only part of the response time to an incident. It is necessary to add dispatch time to the travel time to establish the total response time. The data associated with Maps 3 and 4 is shown in Exhibit 14. The exhibit is composed of two parts. The top part of the exhibit shows travel time within each time segment; the bottom part of the exhibit presents cumulative response, over time. It is important to note that the map and associated data is intended to show overall response in the County. When considering the entire County fire and rescue system (and assuming conservative road speeds), approximately 230 street miles (13 percent) within the County are covered within two minutes travel time. Within six minutes travel time, fire departments responding from stations cover 45.9 percent of the County's area and 58.5 percent of the County's road miles; within eight minutes travel time, approximately 78.8 percent of road miles are covered. The Carrboro Fire Department and Chapel Hill Fire Department are able to cover their entire response areas within four minutes travel time. ~} MMA CONSULTING GROUP, INC. 19 23 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 14 TRAVEL TIME FROM FIRE STATIONS - STREET MILES AND AREA COVERED AREA AND STREET MILES COVERED IN TWO- MINUTETIME INCREMENTS SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 minutes 24.29 6.1% 230.12 12.8% 2 to less than 4 minutes 68.14 17.0% 424.46 23.6% 4 to less than 6 minutes 91.72 22.9% 396.75 22.1% 6 to less than 8 minutes 101.25 25.2% 365.37 20.3% 8 to less than 10 minutes 77.37 19.3% 250.34 13.9% 10 to less than 12 minutes 27.55 7.9% 91.26 5.1% 12 minutes or more 1 1.08 2.8% 40.13 2.2% Total 401.40 100.0% 1,798.43 100.0% AREA AND STREET MILES COVERED IN TWO- MINUTETIME INCREMENTS (CUMULATIVE SQUARE MILFS PERCENT STREET MILES PERCENT Less than 2 minutes .24.29 6.1% 230.12 12.8% less than 4 minutes 92.43 23.0% 654.58 36.4% less than 6 minutes 1 84.1 5 45.9% 1,051.33 58.5% less than 8 minutes 285.40 71.1% 1,416.70 78.8% less than 10 minutes 362.77 90.4% 1,667.04 92.7% less than 12 minutes 390:32 97.2% 1,758.30 97.8% 12 minutes or more 1 1.08 2.8% 40.13 2.2% Total 401.40 100% 1,798.43 100.0% {~} MMA CONSULTING GROUP, INC. ZO 20 Orange County Stations ~ [____ z to less '5 ~`~ --` ~- r~' _~ -fr~" - _. ~y ,~ ~~ f .~-~' ~-.~..-~ 3 ~; ,,~~ j ~ ,~ ~~~ ,_ ~ ~ ,~ ~ . j. 20 Orange County Stations Distance from Station Distance Increment _..... _. Less than 2 miles ~] 2 to less than 4 miles _ ~__ 4 to less than 6 miles 0 1 2 3 Miles MMA Consulting Group, Inc. ,; .r_ -::>~ -- ~ 7~~~' J _.. 1 ": j / ~~', r ... i ~ r 'yam ~ ~ ~ t. f ,. ;~ ~ ~ r s ~-~ ~~ _ ~ ~ `s'- __ - ~ -~ - ' tr r ~' _.~ ,~ _- ~-.~ _ J ~_ _U _ i ~ ~ , _ k i ', -~ ~_ ~,. 1- r ~~ i ~ ~ ! "~- r- ~ `-~ . = < r-`~ ~- S ~,~ r~ ,?, v, _- ~ ' • ~~ ~~: % - - r- ---- ~- yr,~~ .. ~ t' ~~ ~;~' ~ " ,~ 7~'st.l \ ~~_~ a-~`y ~~ 1. _ > ~ 1r . , `~~ °` x, ~ ~~ .< ~ ~ r i r~ Y -~ _ ~~ ~ ~` _ ~~j `~~"t r ._~_ _ti- - ,. ~ ~, ~ - ~ ti' a i ~ ~` / "; ~ \ "~~ yam. . __ ~ - _` ~ t ~ i ~~~~, ~ ~ ~ ~ ~ ti ~: __ < 1 '.~ ~' \ ~1 'mil l~ T ~'~ ~ t J •,, ,~~,-~ , ~? ~ ~ ~ 7- .~ L~ ~ ` ~ .~ ~ , ~ - ; ., ~ _ t ~~ ~ ~, v ` ~> ~ ~ ~ I ~. r S~ -, , ~ . r'` ~~ --~ ~ ~" ~~ ~~~ --`~c~lr ~ ~ ~ r~ ~~ ~ t~ - ~ ~ ~ r' ~ ~ -:~ ~ ~ ~ ; v.. t , rr' ~ .- 20 Orange County Stations e from Station ~~' Travel Tim Time Increm nu es i -- ~ ~~ i_ess than 2 m ~ minutes ` _ ; I , 2 to less than than 6 minutes less 8 minutes ,-~;'~ ~- - gtto less than 10 minutes L ~ ; g to less than ~; • than 12 minutes i0 to less ~ L. _.- O 1 2 -Jliles _ ,,,r. '~, ~ .~ ~~' 1 ~ .. c w. -, ~ - , , __ ~ f - - ~ ~~ ~ -' -.,~ - = '- _ - 1 - - , __ ~ ~ ; ~ ~ / ', ~' ~- `~ ~ , - - _ _ ~~C L)\ / _ t ti, t ' ~ $' - - ~_ ' ~ , ~ ;` _ I \ ~ / r ` ~ ' . ` 1 -, ~ ~ ~ f f __ -` ~ _ r~ u / 1. I~T - - - ;\- ' _ ~ ~ ~ `F 1 J - ~ . i 1 ~- ~ ~~ r t ~t~~ ~ ~ _ _ ,~ ~ ` ~ _ ~ ~ ~ ~ ~ / ~ ~ -~1 ~ --- ~ _- - ~-, ;~ - - ~. - ,` ~ '~ " ~r --- ,~ ~~ ,- -~ Travel Time from Station _... -' ~ = .~" `~_ ~ Time Increment ,, _ - ;'~ ~~, ~ _ ~ Less than 2 minutes ~-= ~'~ - ~ ~ " ' ' ~ _ ~ 2 to less than 4 minutes ' ~- ~' ~ " ] 4 to less than 6 minutes 20 Orange County Stations J 6 to less than 8 minutes 8 to less than 10 minutes ~_~ 10 to less than 12 minutes 0 1 2 3 Miles MMA Consultin Grou Inc. 28 ORANGE COUNTY, NORTH CAROLWA III. STANDARDS, BENCHMARKS AND RESPONSE PARAMETERS Fire, rescue, and emergency services have evolved in response to a number of emerging benchmarks and standards. These measures are concerned with the nature and safety of emergency response. This section describes the emerging standards and benchmarks used to design fire or emergency medical service systems. These measures and standards do not have the weight of law unless imposed by the appropriate authority, but standards typically are viewed as "industry standards." The emerging ,standards, or benchmarks, which affect personnel needs, firefighter safety, and fire and EMS response times are listed below. OSHA requirements for a minimum of four equipped personnel to be present before entry in a structure fire incident. OSHA requirements for a rapid intervention team (RIT) to be present for safety reasons at working structure fires. OSHA and NFPA requirements for a qualified incident commander and a qualified safety officer to be present at working incidents. NFPA 1710 and industry standardswhich are applicable to the fully-career fire Departments. NFPA 1720 and industry standards which are applicable to the predominately volunteer fire departments. Emergency medical service response time benchmarks which are suggested in NFPA 1710, the American Heart Association Statement on Chain of Survival, and the Eisenberg Model, which discuss the survivability for a non-breathing person and the application of CPR, defibrillation, and advanced life support. DEVELOPING RESPONSE CAPABILITY OBJECTIVES Fire, rescue, and emergency service agencies routinely develop response capability objectives which consider both rapid response and, in the case of fire emergencies, a sufficient number of firefighters to attack the fire. Response objectives must also accommodate variations in fire danger. It is important to {~} MMA CONSULTING GROUP, INC. ZS 29 ORANGE COUNTY, NORTH CAROLINA consider subsequent responses occurring after the initial response and the possibility of simultaneous emergency events, such as fire, rescue, hazmat, and EMS incidents occurring during or after the initial incident. A number of measures and standards are considered by fire and rescue agencies when developing response capability objectives. STANDARDS AND FACTORS USED TO DEVELOP RESPONSE CAPABILITY OBJECTIVES Containment of a Fire/Flashover NFPA Standard 1720 Geographic Characteristics of the County Distribution of Capacity (fire station location) Sequence of Emergency Response AMA EMS Response Considerations and Standards "Two In, Two Out" OSHA Safety Rule AHA Standards for Cardiac Response NFPA Standard 1710 Containment. In structure fire instances, there are several important factors to consider. First is the behavior of fire within a confined space. The associated risks can vary across the County. In closely developed, built-up areas, it is imperative to consistently contain a fire within the compartment of origin (that area separated from the remainder of ..the structure by construction). This means that the fire department must interrupt the growth of fire before a condition called flashover occurs. At flashover, there is a rapid transition in fire behavior from localized burning of fuel, to involvement of all the, combustibles in the enclosure. At that time, the fire typically expands in six different directions: vertically through the ceiling, horizontally through the four walls, and even through openings in the floor. By then, all barriers to fire growth beyond the original compartment are under attack by extremely hot flame, smoke, and gasses. These elements expand at approximately 50 times their volume per minute. At flashover, the probability of death or serious injury to occupants of the structure is significant. Obviously, life safety within the structure is a basic concern and, when nearby properties are involved, the control of flashover becomes even more paramount as additional lives and property are jeopardized. Comprehensive testing by the United States Institute of Standards and Technology has generally established that a fire within a typically furnished room will evolve into flashover within four to ten minutes of the event of open flame. At that time, temperatures at ceiling level will reach 1,500 degrees. United States fire f~} MMA CONSULTING GROUP, INC. Z6 30 ORANGE COUNTY, NORTH CAROLINA department planning generally. assumes approximately aneight-minute period before flashover. Under these circumstances, and where lives and properties are in danger, in order to accomplish timely interruption of fire growth, contain the fire within the compartment of origin, and locate and remove threatened persons, rapid and effective response is essential. Fire companies must receive notification of the fire, don appropriate safety gear, mount the apparatus, travel to the scene of the fire, accomplish sufficient firefighting tasks to inhibit fire growth, and rescue occupants within approximately eight minutes of the event of flame. The tasks to be accomplished at the. scene by the initial arriving units include search, rescue, ventilation, ladder placement, hose line deployment and other actions, all requiring immediate and simultaneous execution. Local Characteristics. When designing response time and response capability objectives, it is important to consider fire risks, how they vary by neighborhood, and the level of service needed. Risks are greatest in wood-frame and non-resistant residential dwelling units, which are normally without automatic detection and reporting systems or suppression systems. In newer construction (particularly commercial, industrial and institutional structures), where buildings may be required to have automatic detection and suppression systems, the fire risk can be less. The latter usually have suppression systems which reduce the unmeasured time between the start of a fire. and when the fire is detected and reported, and automatically retard fire development. It is important to recognize the significance of automatic suppression systems. Data from the NFPA indicate the effectiveness of sprinklers in residential occupancy structure fires. NFPA data also demonstrate that there is a substantial reduction in the cost of fire damage when automatic suppression systems are in place. Sequence of response. In bringing firefighters to the point of fire interruption, required steps include: - Notification of the fire companies - Turn-out of firefighters (donning safety gear, etc.) and dispatch - Travel time - Size-up and set-up at the scene MMA CONSULTWG GROUP, INC. 27 31 ORANGE COUNTY, NORTH CAROLINA The time required to complete these procedures must be reduced to the shortest possible span through training, sound standard operating procedures, reasonable response times and other means. Assuming the shortest possible response time for these processes, in most structure fires, the first-due company has very limited time to travel to the incident location and accomplish interruption of fire growth. Ideally, the locations of stations should ensure that response times can be achieved inmost of the response area surrounding the station, so that the initial response can arrive in time to prevent flashover. Distribution of Capacity. The basic principle for allocation of fire suppression forces is to distribute units throughout the service area, to allow approximately equal travel distances and response times to all locations. However, factors other than distance will influence response. For instance, weather conditions, the configuration of the roadway network, and traffic patterns affect response times. Taking into account these factors, therefore, each protection. area must set its'own realistic goal, such as reaching 90 percent of the incidents within an identified number of minutes. EMS Response Considerations. The benchmark for fire interruption is also important for emergency medical response purposes. Survivability for a non-breathing person is a function of application of CPR, defibrillation, and advanced life support. Models exist to predict survivability. One commonly applied model is the Eisenberg Model, which estimates the probability of survival based on a system's ability to deliver the critical links in a timely manner. The functional equation is: Survival rate = 67% minus 2.3% per minute without CPR Minus 1.1 % without necessary defibrillation Minus 2.1 % per minute without necessary Advanced Cardiac Life Support This equation suggests that one-third of all non-breathing and/or cardiac arrest patients may die immediately, and that the remaining individuals' probability of survival decreases by up to 5.5 percent for each subsequent minute; however, the decrease can be slowed by the application of various procedures (CPR, defibrillation, ACLS). American HeartAssociation. The American Heart Association, in its Statement on Chain of Survival, describes a particular sequence of events which must occur rapidly to allow for people to survive sudden cardiac arrest. The chain of survival ~} MMA CONSULTING GROUP, INC. 28 32 ORANGE COUNTY, NORTH CAROLWA includes recognition of early warning signs, activation of the emergency medical system, basic cardiopulmonary resuscitation, defibrillation, intubation and intravenous administration of medications. Early defibrillation is identified as a critical link in the chain of survival. The Association supports rapid response and advocates establishing public access defibrillation (PAD) programs. For every minute without defibrillation, the odds of survival drop seven to 10 percent. A sudden cardiac arrest victim who is not defibrillated within eight to 10 minutes has a very limited chance of survival. In Orange County, fire department personnel are trained as medical first responders. In addition, the fire departments have been equipped by the County with automatic external defibrillators (AEDs). An AED is a computerized medical device which checks a person's heart rhythm and recognizes when a shock is required. Orange County has equipped EMS first responder vehicles and ambulances with AEDs. Local Emergency Medical Service Performance Measures. State or regional emergency medical services councils often establish target response, safety, and operational performance measures for emergency medical service providers within their area. "Two in, two out" OSHA guideline. It is also important to consider the so-called "two in, two out" OSHA guideline that, except in extreme life-threatening situations to the occupants, four firefighters will be required at the scene of a structure fire before any two may enter. NATIONAL FIIZE PROTECTION STANDARD 1720 NFPA Standard 1720 is concerned with both the number of personnel who respond to an incident and the time it takes to respond to an incident. This standard is applicable to predominately volunteer fire departments. Exhibit 15 displays the performance standards for volunteer departments. NFPA Standard 1720 states that the fire department should identify the minimum staffing required to ensure that sufficient numbers of personnel are available to allow safe operations at an emergency scene. The exhibit presents the staffing and response time requirements stated in NFPA 1720. ~} MMA CONSULTING GROUP, INC. 29 33 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 1 $ NFPA 1 72O PERFORMANCE STANDARD STAFFING AND RESPONSETIME STANDARDS FOR VOLUNTEER FIRE DEPARTMENTS DEMAND ZONE POPULATION PER SQ. MI. NUMBER OF PERSONNEL TIME PERCENT OF (MINUTES) TIME Urban > 1,000 15 9 90% Suburban 500 to 1,000 10 10 90% Rural < 500 6 14 80% Remote travel distance > 8 miles 4 - 90% Source: NFPA 1710 NFPA Standard 1720 indicates that a fire district with a population density of less than 500 residents per square mile should be able deliver six firefighters to the scene of a fire within 14 minutes. In a fire district with a population density of 500 to 1,000 persons per square mile, the fire department should be able to deliver 10 personnel within 10 minutes. NATIONAL FIRE PROTECTTON ST,4NDARD 1710 NFPA Standard 1710 is applicable to fully paid fire departments, such as Carrboro and Chapel Hill. The standard describes staffing requirements and maximum response times to fire and EMS incidents. Minimum requirements relating to the organization and deployment of fire suppression operations, emergency medical operations, and special operations for all career fire departments are contained in NFPA 1710. The standard also specifies minimum criteria for addressing the effectiveness and efficiency of fire suppression operations, emergency medical services, and special operations. The standard presents response time measures (described below) and also stipulates that these response time performance objectives should be achieved in at least 90 percent of the incidents. The response time objectives and staffing requirements are summarized in Exhibit 16. f~} MMA CONSULTING GROUP, INC. ,3Q 34 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 16 NFPA 1 711 O RESPONSE TIME OBJECTIVES AND STAFFING Fire Department Response lime Objectives STANDARD NFPA 1710 SECTION Turn- out time shall be one minute (60 seconds) maximum. Section 4.1.2.1.1 (1) Four minutes (240 seconds) or less for the arrival of the first arriving Section 4.1.2.1.1 (2) engine company at a fire suppression incident and/or eight minutes (480 seconds) or less for the deployment of a full first- alarm assignment at a ' fire suppression incident.* Four minutes (240 seconds) or less for the arrival of a unit with first Section 4.1.2.1.1 (3) responder, or higher, level capability at an emergency medical incident.* Eight minutes (480 seconds) or less for the arrival of an advanced life Section 4.1.2. l.1 (4) support unit at an emergency medical incident, where this service is provided by the fire deparment.* * These response time performance objectives should be achieved at /east 90 percent of the time. Fire Department Stang Requirements $TANDARD NFPA 1 710 SECTION Each fire company must have an officer. Section 5.2.1.2.2 A chief level officer must respond to all full alarms. Section 5.2.7.2.3 Engine companies must be staffed with a minimum of four firefighters. Section 5.2.2.1.1 Ladder companies must be staffed with a minimum of four. Section 5.2.2.2.1 The initial full- alarm assignment shall consist of 14 individuals, or 15 if an aerial ladder has responded. Section 5.2.3.2.2 NFPA 1710 also states that the number of on-duty fire suppression personnel in excess of 14 or 15 shall be comprised of the numbers necessary for firefighting performance relative to the expected firefighting conditions. These numbers shall be determined through task analyses which take the following factors into consideration: - life hazard to the population protected - provision of safe and effective firefighting performance conditions for the firefighters - potential property loss '{~'} MMA CONSULTING GROUP, INC. 3I 35 ORANGE COUNTY. NORTH CAROLINA - nature, configuration, hazards, and internal protection of the properties involved - types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors, as identified by the authority having jurisdiction, these companies shall be staffed with a minimum of five or six on-duty personnel. The explanatory text which accompanies NFPA 1710 provides insight regarding the basis for the response objectives of "... four minutes or less for the arrival of the first arriving engine company at a fire suppression incident and/or eight minutes or less for the deployment of a full first alarm assignment at a fire suppression incident." The explanatory text states that: "An early aggressive and offensive primary interior attack on a working fire, where feasible, is usually the most effective strategy to reduce loss of lives and property damage. At approximately 10 minutes into the fire sequence, the hypothetical room of origin flashes over. Extension outside the room begins at this point. Consequently, given that the progression of a structural fire to the point of flashover (i.e., the very rapid spreading of the fire due to the super heating of room contents and other combustibles) generally occurs in less than 10 minutes, two of the most important elements in limiting fire spread are the quick arrival of sufficient numbers of personnel and equipment to attack and extinguish the fire as close to the point of its origin as possible." (Annex A, Section A.5.2.1.2.1) Applying NFPA 1710 to the specific conditions in Orange County results in the identification of a number of challenges. The Chapel Fire Department appears to meet the NFPA 1710 measures. The Carrboro Fire-Rescue Department, using automatic aid and mutual aid resources, meets NFPA 1710. NFPA Standard 1710 calls for 14 or 15 responders for working single-family dwelling fires, which can be accomplished by a combination of on-duty personnel, call-back of personnel, and mutual aid. Higher staffing levels are necessary for large commercial structures, multiple residences, larger single-family residences, and high- rise structures. MMA CONSULTING GROUP, INC. ,32 36 ORANGE COUNTY, NORTH CAROLINA III. COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES AGENCIES CALDWELL FIRE DEPARTMENT The Caldwell Fire Department provides fire and first responder services within the Little River Fire District in the northeast portion of Orange County. The department consists of 41 volunteer firefighters, with many certified as Emergency Medical Technicians. The department operates from a single fire station located at 7020 Guess Road in Rougemont. The station was constructed in 1979, an addition to the building was constructed in 1985, and the station was renovated in 2000. The department has constructed a training tower adjacent to the fire station. The department's fleet consists of one engine, one combination engine/tanker, one mini-pumper, one brush vehicle, and two traditional tankers. The department has aseven -member Board of Directors who select the Fire Chief on an annual basis. The Fire Chief selects the corps of officers, which consists of one Assistant Chief, two Captains (one Captain assists with fire operations; one Captain oversees EMS and assists with administration matters), and two Lieutenants. The department also has a safety officer and an administrative assistant. Exhibit 17 displays the department's staffing. EXHIBIT ~ 7 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Assistant Chief 1 Safety Officer 1 EMS Captain/Administrative Captain 1 Fire Captain 1 Lieutenant 2 Firefighter 33 Total 40 MMA CONSULTING GROUP, INC. 3,3 37 ORANGE COUNTY NORTH CAROLINA The department reports that volunteer response is similar in the daytime and in the evening. Six to 13 personnel respond to emergency incidents. The department also operates a Junior Firefighter program as a community youth activity and a source of new volunteers. Consistent with North Carolina regulations, all department members are required to attend 36 hours of annual training. Members of the department also hold certifications as Firefighter I and Firefighter II, as well as Medical First Responder (MFR). The department's routine training sessions are scheduled on Thursday evenings. New members are required to attend six training sessions and complete the State's training requirement prior to becoming full members of the department. The department's operating budget has remained stable from 2006 through 2010. In addition to funding for operating and maintenance expenses, the department also maintains a capital reserve for purchasing non-disposable equipment, fleet resources, and debt service on real property. Exhibit 18 shows the past four years of the department's approved budgets. EXHIBIT 1 8 CALDWELL FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING 2007-2008 2008-2009 2009-2010 2010-2011 $163,677 $.186,035 $166,939 $168,093 Percent /ncrease or Decrease 13.7% - 10.3% 0.07% As outlined above, the department maintains an emergency fleet of six fire apparatus, three engines, two tankers, and a brush truck. Exhibit 19 lists the model of each vehicle, the year of acquisition, and the vehicle designation. {~'} MMA CONSULTING GROUP, INC. .34 38 ORANGE COUNTY NORTH CAROLINA EXHIBIT 19 FLEET APPARATUS DESCRIPTION YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILrfY Engine, International, 2003 Pumper/Tanker 733 1 1,250 gpm, 1,500- gallon tank Engine, Freightliner, 1993 Pumper 732 1 1,250 gpm, 1,000- gallon tank Engine, Chevy, 750 1992 Mini Pumper 736 1 gpm, 500- gallon tank Tanker, FMC, 450 gpm, 1979 Tanker 741 1 1,250- gallon tank Tanker, 1000 gpm, 2010 Tanker 743 1 2000- gallon tank Brush Truck, Ford F350 2008 Brush 755 1 300- gallon tank In 2009, the Caldwell Fire Department responded to a total of 230 requests for emergency services. This number has been relatively stable over the past three years (see Exhibit 20). In 2009, slightly less than one-half of the department's requests for services involved requests for emergency medical services. The balance included fires, hazardous conditions, service calls, false calls, and calls of good intent. EXHIBIT 20 FIRE DEPARTMENT RESPONSES 20U7THROUGH 2UU9 2007 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 40 18.0% 2S 12.1 13 5.7% 26 11.9% Rescue & EMS 134 60.4% 122 59.2 145 63.0% 134 60.9% Other 48 21.6% 59 28.6 72 31.3% 60 27.2% Total 222 100% 206 100% 230 100% 219 100% Source: Nationa/Fire /ncident Reporting system (NF/RS) ~} MMA CONSULTING GROUP, INC. 3S 39 ORANGE COUNTY, NORTH CAROLINA Caldwell's primary mutual aid partners are the Orange Rural Fire Department, Eno Fire Department, and Cedar Grove Fire Department. The department also uses resources from Person and Durham Counties. The department has apre-planning program and a public education program. The department's personnel distribute pamphlets and other educational materials at community functions and events. The department also maintains apre-incident planning program for all non-residential public assembly buildings within the district, as well as a local fertilizer distributor and the County speedway. The department has also developed a Multiple Casualty Incident (MCn Plan, in the event of a large scale emergency at the speedway. CARRBORO FIRE-RESCUE DEPARTMENT The Carrboro Fire-Rescue Department provides fire and first responder services to the Town of Carrboro. The fire department employs 36 full-time firefighters and one part-time administrative assistant. Personnel are deployed at two fire stations. The department has three pumpers, two aerials, and several support vehicles. The department has one Fire Chief, one Deputy'Chief, one Fire Marshal, three Captains, six Lieutenants, nine driver operators, six relief drivers, and nine firefighters. The Town's current ISO classification is 3. The South Orange Fire District is serviced by the Carrboro Fire-Rescue Department. The South Orange Fire District has an ISO classification of 5. Exhibit 21 displays the department's staffing. All Carrboro Fire-Rescue Department personnel are emergency medical technicians. iJCHIBFF 21 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Fire Marshal 1 Deputy Chief 1 Captain 3 Lieutenant 6 Driver Operators 9 Driver Operators (relief) 6 Firefighter 9 Total 36 ~} MMA CONSULTING GROUP, INC. 36 40 ORANGE COUNTY, NORTH CAROLINA The department operates on a three-shift system. Each shift is commanded by a Captain/Shift Commander and is composed of 10 personnel in addition to the Captain (two Lieutenants and eight firefighters). Exhibit 22 shows station locations and the units assigned to each station. Station #2 opened on September 4, 2010. EXHIBIT 22 STATION LOCATIONS AND PERSONNEL ASSIGNMENTS STATION ADDRESS FIRE UNIT DEPLOYMENT 1 301 West Main Street Engine 931 (Headquarters) Truck 971 Command Vehicle 987 Engine 934 (reserve) Squad 961 (reserve) Ford Expedition (Fire Marshaq Ford Expedition (Chief support and command vehicle) Chevy Impala (Deputy Chief) 2 1411 Homestead Road Engine 932 Ladder 972 (reserve) Total 10 Uriits Exhibit 23 shows the past three years of the department's approved budgets. The Town of Carrboro has a contract with the County to provide services to the South Orange Fire District. The amounts paid to the Town of Carrboro for providing fire services to the South Orange Fire District during the last three years are shown in Fxlubit 24. EXHIBIT 23 CARRBORO FIRE- RESCUE DEPARTMENT BUDGET 2008-2009 2009-2010 2010-2011 $2,473,026 $2,296,836 $2,670,326 MMA CONSULTING GROUP, INC. 37 41 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 24 CARRBORO FIRE- RESCUE DEPARTMENT BUDGET (FIRE DISTRICT FUND) 2008-2009 2009-2010 2010-2011 $ 42 9, 969 $ 42 7, 517 $ 42 6,143 The fire department's apparatus fleet is shown in Exhibit 25. The model of each vehicle, the year of acquisition, and the vehicle designation is presented. EXHIBIT 2$ APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL ANKER BRUSH OMMAND UTILITY Engine, Ferrara custom pumper, 1,500 gpm, 1,000- gallon tank 1999 Engine 931 1 Aerial, Sutphen SPH, 100- foot aerial platform, 1,500 gpm, 300- gallon tank 2009 Truck 971 1 Command Vehicle, Ford F- 250 Crew Command Vehicle Cab 200& 987 1 Engine (reserve), E-One Commercial Cab pumper tanker, 1,250 gpm, 1993 Engine 934 1 1,250- gallon tank Squad (reserve) Chevy one- ton 19.89 Squad 961 1 Engine, Elite/Spartan custom. pumper tanker, 1,500 gpm, 1,000- gallon tank 2006 Engine 932 1 Aerial (reserve), E-One, 75' aerial ladder, 1,500 gpm, 500-gallon tank 1990 Ladder 972 1 Data from the National Incident Reporting System (NFIlZS) indicate that the fire department averaged 1,529 responses over the last three years. Exhibit 26 shows the number of fire and emergency medical incidents from 2007 through 2009. Fifty- seven percent of the department's responses were EMS related (first responder services); 7.6 percent were fire related; 34.9 percent were for other types of calls. The number of fire department responses has been relatively stable during the last three years. ~}, MMA CONSULTING GROUP, INC. 38 42 ORANGE COUNTY NORTH CAROLINA The Carrboro Fire-Rescue Department also reports incidents on a fiscal year basis. A total of 1,530 incidents were recorded between July 1, 2009 and June 30, 2010; a total of 1,576 responses were reported between July 1, 2008 and June 30, 2009. The fire department reports an average response time of four minutes and 45 seconds for fire calls, and four minutes and 20 seconds for EMS calls. EXHIBIT 26 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2009 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 92 5.9% 94 5.9% 165 11.1% 116 7.6% Rescue & EMS 913 59.0% 813 57 .0% 809 54.2% 878 57.4% Other 542 35.0% 688 43.1 % 519 34.8% 534 34.9% 1,547 100.0% 1,595 100.0% 1,493 100.0% 1,529 100.0% Source: National Fire)/ncident Reporting System (NF/RS) The fire department has a public education program and a comprehensive fire protection and inspection program.. The department .conducted 924 life-safety inspections and 143 plan reviews from July 1, 2009 to June 30, 2010. CEDAR GROVE FIRE DEPARTMENT The Cedar Grove Fire Department provides fire and first responder services to the Cedar Grove Fire District. The department has 39 volunteers. Eleven members of the fire department are certified at the Firefighter I and Firefighter II levels. Fifteen members of the fire department are certified as Medical First Responders (MFRs). An average of 10 volunteers respond to emergencies during daytime hours. The number increases to 15 members during nighttime hours and on weekends. The department reported that it has no difficulty attracting or retaining volunteer members. The department is lead by a Fire Chief who is selected by the seven-member Board of Directors. The department's chain of command includes one Assistant Fire Chief, one Deputy Fire Chief, four Captains, and two Lieutenants. Exhibit 27 displays the department staffing. {~} MMA CONSULTWG GROUP, INC. 39 43 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 27 CURRENT DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Deputy Fire Chief 1 Assistant Fire Chief 1 EMS Coordinator 1 Captain 4 Lieutenant 2 Firefighter 29 Total 39 All department members are required to complete a minims of 36 hours of annual training. Weekly training is provided by the department. Members who miss seven consecutive training sessions are required to resign from the organization. Additionally, the department completes regular bi-monthly training with the Caldwell Fire Department on water shuttle/rural water supply operations. The department responded to 208 incidents in 2009. Exhibit 28 indicates that the EMS responses accounted for approximately 67 percent of the department's call volume. EXHIBIT 28 NUMBER AND TYPE OF INCIDENTS 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 54 27.3% 45 27.1% 25 12.0% 41 21.7% Rescue & EMS 89 44.9% 75 45.2% 140 67.3% 101 53.1% Other 55 27.8% 46 27.7% 43 20.7% 48 25.2% Total 198 100% 166 100% 208 100% 191 100% Source: Fire Department inFormation ~} MMA CONSULTING GROUP INC , . 40 44 ORANGE COUNTY, NORTH CAROLINA The department's mutual aid partners are in Orange County, Alamance County, Caswell County, and Person County. The primary mutual aid resources in Orange County are the Orange Rural Fire Department, Caldwell Fire Department, and Efland Fire Department. Mutual aid partners outside Orange County include the Hurdle Mills Fire Department, Prospect Hill Fire Department, Pleasant Grove Fire Department, and Mebane Fire Department. Water supply for fire operations is provided entirely through rural water supply operations, dry hydrants, and ponds. Records showing the location and capacity of static water resources are maintained in each fire unit. A firefighter safety program has been instituted. The safety program includes the Passport personal accountability system for fireground operations and the use of the National Incident Management System (NIMS) for emergency scene command and control. The department employs local vendors to maintain emergency equipment and personal protection equipment (PPE). There are two fire stations in the district located at 720 Hawkins Road and 5912 Pentecost Road. The fleet is composed of seven fire"apparatus. There are two engines, two tankers, two brush trucks, and one squad truck. The past four years of the department's approved budgets are shown below. EXHIBIT 29 CEDAR GROVE FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007-2008 2008-2009 2009-2010 2010-2011 $168,552 $171,189 $171,674 $203,904 Percent /ncrease or Decrease 1.6% 0.3% 18.8% CHAPEL HILL FIRE DEPARTMENT The Chapel Hill Fire Department provides fire and first responder services to the town of Chapel Hill. The fire department employs 93 full-time and two part-time employees. Personnel are deployed from five fire stations. The apparatus fleet is composed of eight pumpers and one aerial. The fire department has one Fire Chief, three Deputy Chiefs, three Battalion Chiefs, nine Captains, nine Lieutenants, two {~} MMA CONSULTING GROUP, INC. 4 j 45 ORANGE COUNTY, NORTH CAROLINA Deputy Fire Marshals, and three Assistant Fire Marshals. There are 18 fire equipment operators and 42 firefighters in the department. The training center is maintained at Station #4. The department has an ISO classification of 3. Exhibit 30 displays the department's staffing. EXHIBIT 30 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Deputy Chief (Emergency Operations) 1 Deputy Chief (Training and Safety) 1 Fire Marshal 1 Deputy Fire Marshal 2 Assistant Fire Marshal 3 Battalion Chief 3 Captain 9 Lieutenant 9 Fire Equipment Operator 18 Firefighter/EMT 42 Total 90 The department operates on a three-shift system. Each shift is commanded by a Battalion Chief; three Captains and three Lieutenants are assigned to each shift. Personnel and apparatus are deployed from five fire stations. Exhibit 31 shows the station location, units assigned, and number of personnel assigned to each station. {~} MMA CONSULI7NG GROUP, INC. 4Z 46 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 31 STATION LOCATION AND PERSONNEL ASSIGNMENTS STATION ADDRESS CURRENT DEPLOYMENT AND N~INIMUM STAFFING Unit Number ofPersonne/Assigned 1 403 Martin Luther King Blvd. Engine 31 1 Lieutenant (Headquarters) Quick Attack Tac 51 1 FEO Command Vehicle 3 FF 2 1003 S. Hamilton Road Engine 32 1 Lieutenant Engine 36 (reserve) 1 FEO 2 FF 3 1615 E. Franklin St. Squad 33 1 Captain Town 73 1 Lieutenant 2 FEO 4 FF 4 101 Weaver Dairy Road, Ext. Engine 34 1 Captain (Training Center) Truck 64 (Swift Water 1 FEO Response Apparatus) 2 FF Engine 38 (reserve) 5 100 Bennett Road Engine 35 1 .Captain Engine 37 (reserve) 1 FEO 3 FF Tota/ 12 units Z6 The department's expenditures have been relatively stable over the last three budget cycles. Eighty-five percent of the budget is devoted to personnel costs. Orange County contracts with the Chapel Hill Fire Department to provide services to a small residential development. The contract amount for 2010-2011 is $1,734. EXHIBIT 32 CHAPEL ~"~ILL FIRE DEPARTMENT BUDGET 2008-2009 2009-2010 2010-2011 $6,511,480 $7,028,011 $6,956,481 The fire department has a fleet of apparatus which includes five front-line engines, three reserve engines, one aerial, and several support vehicles. Exhibit 33 lists the model of each vehicle, the year of acquisition, and the designation of the vehicle. ~ CONSULTING GROUP, INC. 43 47 ORANGE COUNTY, NORTH CAROLINA ExHIBIT 33 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL ANKER BRUSH COMMAND (1 T ILITY Engine, KME, 1,500 gpm, 500- gallon tank 2003 Engine 31 1 Engine KME, 1,500 gpm, 500- gallon tank 2009 Engine 32 1 Squad, 2001 KME International, 1,250 gpm, 2001 Squad 33 1 500- gallon tank Tower, KME Predator, 100' Mid- mount 2006 Tower 73 1 Ladder, 1,500 gpm, 250- gallon tank Engine, Ferrara Spartan, 1,500 gpm, 500- 1996 Engine 34 1 gallon tank Engine, Ferrara HME, 65' Ladder, 1,250 2001 Engine 35 1 gpm, 500- gallon tank Chevy Suburban 2008 C4 1 Quick Attack, Compressed Air Foam System, Ford Snuffer, 67 gpm, 300- gallon 2003 Tac 51 1 tan k Ford F- 550, Swift Water Response 2008` Truck 64 1 Apparatus Reserve Engine, KME International, 1,250 2001 Engine 36 1 gpm, 500- gallon tank Reserve Engine, E-One Custom, 1 ,000 gpm, 1988 Engine 37 1 500- gallon tank Reserve Engine, El Custom, 1 ,000 gpm, 1988 Engine 38 1 500- gallon tank Data from the Fire Incident Reporting System (NFIRS) indicates that the fire department averaged 4,399 responses over the last three years. Exhibit 26 shows the number of fire and emergency medical incidents from 2007 through 2009. Forty- three percent of the department's responses were EMS related (first responder services); 3.8 percent were fire related; 53 percent were for other purposes. These data indicate that the number of fire department responses has been relatively stable during the last three years. The Chapel Hill Fire Department also reports incidents on a fiscal year basis. A total of 4,312 responses were recorded between July 1, 2009 and June 30, 2010 and a total of 4,547 responses were reported between July 1, 2008 and June 30, MMA CONSULTLNG GROUP, INC. 44 48 ORANGE COUNTY NORTH CAROLINA 2009. The fire department reports an average response time of three minutes and 28 seconds for fire calls, and three minutes and 38 seconds for EMS calls. ExHIBIT 34 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2009 YEAR 2UU7 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 235 5.4% 139 3.2% 121 2.7% 165 3.8% Rescue & EMS 1,814 41.3% 1,949 44.5% 1,954 44.1% 1,906 43.3% Other 2,338 53.3% 2,296 52.4% 2,351 53.1% 2,328 52.9% Total 4,387 100.0% 4,384 100.0% 4,426 100.0% 4,399 100.0% Source: National Fire /ncident Reporting System (NF/RS) The fire department has a comprehensive fire protectit~n and inspection program. Inspection personnel conducted 1,961 commercial inspections and 373 secondary commercial inspections between July 1, 2009 and June 30, 2010. Personnel also conducted 2 3 5 plan reviews. The Chapel Hill Fire Department has developed detailed qualifications for all ranks in the department, including Firefighter, Master Firefighter, Fire Equipment Operator (FEO), Fire Lieutenant, Fire Captain, and Battalion Chief. Detailed qualifications have also been established for Deputy Fire Marshal and Assistant Fire Marshal. EFLAND FIRE DEPARTMENT The Efland Fire Department provides fire and first responder services to citizens in the Efland Fire District. The department provides services through a 36- member volunteer fire department. The department is lead by a Fire Chief, who is appointed by the Board of Directors. The department has one Fire Chief, two Assistant Fire Chiefs, four Captains, three Lieutenants, and 25 firefighters. All positions, except the Assistant Fire Chiefs, are elected by the membership for a period of one year. The Assistant Fire Chiefs are appointed by the Fire Chief Exhibit 3 5 displays the department's current staffing. ~} MMA CONSULTING GROUP, ING 4S 49 ORANGE COUNTY, NORTEf CAROLINA EXHIBIT 35 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL $TAFFING Fire Chief 1 Safety Officer 1 Assistant Chief 2 Fire Captain 4 Lieutenant 3 Firefighter 25 Total 36 The number of volunteers responding to emergencies varies by time of day. Volunteer response for fire calls during the day is typically six personnel; volunteer response for EMS calls during the day is typically two or three personnel. The number of volunteers responding during the evening and on weekends is typically 12 or 13. The department reports that it has maintained a stable level of volunteers. The department has several volunteer members who are career firefighters in other jurisdictions. New members are brought into the organization through a New Member Committee and undergo an administrative background check. After serving a six-month probationary period, .they become permanent members of the force. Nearly all members are certified at the Firefighter I and Firefighter II levels, with 1 S members certified as Medical First Responders (MFRs). Personnel in the department meet the annual State required training level. Fire training is conducted weekly and medical first responder training is conducted once a month. Interagency training with the Hillsborough Fire Department and the White Cross Fire Department is also conducted. The department has a training officer appointed by the Fire Chief. 'The department responds to approximately 500 requests for emergency services annually. Like other fire agencies in Orange County, a large percentage of calls for service are for emergency medical services. Exhibit 36 shows the department's calls for service for 2007, 2008, and 2009. '{~'} MMA CONSULTING GROUP, INC. 46 50 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 36 NUMBER AND TYPE OF INCIDENTS EFLAND FIRE DEPARTMENT ZOO7- 2009 2UU7 Number Percent 2U08 Number Percent 20U9 Number Percent AVERAGE Number Percent Fire 90 15.8% 66 13.3% 50 10.8% 69 13.5% Rescue & EMS 236 41.3% 234 47.2% 245 52.9% 238 46.7% Other 245 42.9% 196 39.5% 168 36.3% 203 39.8% Total 571 100% 496 100% 463 100% 510 100% Source: Nationa/fire /ncident Reporting system (NF/RS) Efland has developed aschool-based public education program. The program entails routine visits to schools in the Efland Fire District. Additionally, the department maintains apre-incident planning program. Data has been collected on churches and commercial property within the district The data is stored in written format on department vehicles for use in emergency operations. The department relies primarily on rural water supply operations. There are some municipal fire hydrants for department use, located mainly along Route 70. The department's ISO rating is 7. Mutual aid relationships are maintained with several other Orange County Fire Departments. The prunary mutual aid partners of the department are the Orange Rural Fire Department, Cedar Grove Fire Department, Orange Grove Fire Department, and Mebane Fire Department. The Mebane Fire Department provides services within the Efland Fire District on a contractual basis. Funding for these services ($9,000) comes from the district's annual appropriations. Similar to other fire agencies in Orange County, the Efland Fire District relies on tax revenue. However, some donations from individuals and groups are received. Over the past two years, the department's operating budget has remained stable. The increase in the department's budget from fiscal year 2007-2008 to fiscal year 2008- 2009 coincided with the opening of a second fire station. In addition to routine operations and maintenance expenses, the department also maintains a capital reserve fund for the replacement of capital equipment and fleet items, as well as f~'} MMA CONSULTING GROUP, INC. 47 51 ORANGE COUNTY, NORTH CAROLINA servicing the debt associated with real property (fire station mortgage). Exhibit 37 shows the past four years of the department's approved budgets. EXHIBIT 37 EFLAND FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007-2008 2008-2009 2009-2010 2010-2011 $237,855 $295,496 $303,230 $308,246 Percent /ncrease or Decrease 24.2% 2.6% 1.7% The department maintains a firefighter safety program for the protection of its members. A Passport system is used by the Efland Fire Department and its mutual aid partners to ensure accountability at emergency scenes. The department's firefighter safety practices also include adherence to the"2-in-2-out" rule and standardized building evacuation protocols. The department relies on local vendors for routine maintenance and ongoing inspections of personal protective equipment and clothing. The headquarters station is located at 3900 US Highway 70 and was constructed in 1978; the building is in generally good condition. The second station, opened in 2007, is located at 5900 US Highway 70. The fire apparatus fleet is composed of two engines, one tanker, and one brush truck. Exhibit 38 lists each apparatus, the year of manufacture, and the apparatus designation. EXHIBIT 38 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND l)TILITY Engine, Pierce, 1,250 gpm, 1,000- gallon tank 2001 Engine 133 1 Engine, ford C- 8000, 1,000 gpm, 1,000- gallon tank 1988 Engine 132 1 Engine, Ferrara 1,250 gpm, 1,000- gallon tank 2007 1 '{~~'} MMA CONSULTING GROUP, INC. 48 52 ORANGE COUNTY, NORTH CAROLINA YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Brush, Ford F- 450, 150 gpm, 250- gallon tank 2000 Brush 151 1 Tanker, Ford F- 8000 1990 Tanker 141 1 Tanker, 4 Guys, 1,250gpm, 1,000- gallon tank 2008 1 ENO FutE DEraRTMF~vT The Eno Fire Department provides fire and first responder services to the East Orange Fire District. The department has 30 volunteer members. The volunteer membership is supported by personnel working on a per diem basis. These personnel provide coverage Monday through Friday, from 8:00 a.m. to 6:00 p.m. This coverage is extended in the summer months to include Saturdays and Sundays. The department reports that it has not had any difficulty attracting or maintaining volunteers. The current ISO classification of the department is 9. The fire department has fewer volunteers responding to daytime (work hours) emergency calls for service than for evening and weekend calls. Five or six volunteers typically respond to daytime emergencies. Evening and weekend volunteer response is good, and typically includes most volunteers. Department members are certified to the Firefighter II level. Personnel are also certified as first responders and emergency vehicle drivers/operators. Members of the fire department meet the State mandated training level. The department typically conducts routine training sessions on Monday evenings. The Assistant Chief acts as the training officer. Approximately 600 requests for emergency services are received each year. Approximately one-half of these responses involve emergency medical service calls. The primary mutual aid partners in the northern portion of the department's coverage area are the Caldwell Fire Department and the Lebanon Fire Department. The primary mutual aid partners in the southern and western portions of the department's response district are the New Hope Fire Department and the Orange Rural Fire Department. The department is in the initial phases of developing apre- fireplanning program which will be completed by the on-duty part-time firefighting personnel. A large portion of the fire department's response district does not have ~'~'} MMA CONSULTING GROUP, INC. 49 53 ORANGE COUNTY, NORTH CAROLINA fire hydrants. Municipal fire hydrants are provided along Route 70, toward Hillsborough and Durham. The department has a rural water supply program. Typical response time is between six and seven minutes. The department has a comprehensive personnel protective equipment (PPE) program. All members are provided with a full set of structural firefighting clothing which is replaced on a five to six-year cycle. As a part of the incident command system, the department has developed a Passport personal accountability system for emergency scene operations. The system includes regular accountability checks and a standardized protocol for the evacuation of a building in an emergency. Personnel and resources are deployed from two fire stations. Station #1 is located at 5019 US 70 East. The station is in generally good condition, but the apparatus bays are cramped and there is limited storage space. Station #2, located at St. Mary's Road and Pleasant Green Road, is a four-bay station. Expenditures have increased over the last three years. The budget increased by 21 percent from fiscal year 2007-2008 to fiscal year- 2010-2011. The largest increase was approximately $20,000 for part-time firefighter salaries; this increase is the result of increasing the hours of coverage by part-time personnel. Exhibit 39 displays each apparatus, the year the unit was acquired, and the apparatus designation. EXHIBIT 39 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine-tanker, E-One, 1,250 gpm, 1,000- gallon tank 2000 Engine 331 1 Engine-tanker, E-One, 1,250 gpm, 1,000- gallon tank 2000 Engine 332 1 Engine- tanker, E-One, 1,000 gpm, 1,250-gallon 1995 Engine 344 1 Tanker, Ford, 250 gpm 300- gallon tank 1991 Tanker 343 1 Brush Truck Ford, 200 gpm, 200- gallon 1997 Brush Truck 451 1 Service Vehicle, Ford 1999 Vehicle 381 1 f~} MMA CONSULTING GROUP, INC. 50 54 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 40 ENO FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING 2007-2008 2008-2009 2009-2010 2010-2011 339,818 Percent /ncrease or Decrease NEW HOPE F11tE DEPART]~NT 339,941 410,740 0 20.8% 412,474 0.4% The New Hope Fire Department provides fire and first responder services. Fire services are provided by a 40-member fire department. The department is composed of 28 volunteers supported by three-full-time and nine part-time personnel. The department operates two fire stations and has three engines, two tankers, one brush truck, one squad truck, one service truck, and a Chief's vehicle. The department's current ISO classification is 9E. Volunteers in the department sign up for duty hours during nights and weekends to ensure coverage in the district. During daytime hours, an average of eight personnel respond to emergencies. In the evening, an average of 12 volunteers respond to emergencies. Exhibit 41 displays the department's staffing. EXHIBIT 41 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Volunteer Firefighter 28 Firefighter (full- time) 3 Firefighter (part- time) 9 Total 40 Exhibit 42 shows station locations and apparatus assigned to each station. f~} MMA CONSULTING GROUP, INC. $j 55 ORANGE COUNTY, NORTH CAROI.iIVA EXHIBrr 42 STATION LOCATION AND APPARATUS STATION ADDRESS APPARATUS 1 4012 Whitfield Road, Chapel Hill Engine 431 Tanker441 Brush Truck 451 Squad 461 Service Truck 481 2 4700 NC Highway 86, Chapel Hill Engine 432 Engine 433 (reserve) Tanker 442 Tota/ 8 units* *Does not inc/ude Chief's vehic%. The department's expenditures (County Fire District Fund) are shown in Exhibit 43. EXHIBIT 43 NEW HOPE FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUND) 2007- 2008 2008- 2009 2009- 2010 2010- 2011 $321,103 5354,783 $320,467 $386,643 Percent /ncrease or Decrease 10.5 - 9.7 20.6 The fire departmenthas>a fleet of apparatus which includes three engines, two tankers, and several support vehicles. Exhibit 44 displays each apparatus, the year the unit was acquired, and the apparatus designation. EXHIBIT 44 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Ferrara 2, 1,500 gpm 1,500 gpm, 1,000- gallon tank 2004 Engine 431 1 Engine, American Lafrance, 1,500 gpm, 1,000- gallon tank 1999 Engine 432 1 ~} MMA CONSULTING GROUP, INC. S2 56 ORANGE COUNTY, NORTH CAROLINA YEAR DESIGNATION ENGINE AERIAL ANKER BRUSH COMMAND Unurv Engine, Ford, 1,500 gpm, 1,000-gallon 1990 Engine 433 1 tank (reserve) Tanker, Volvo, 750 gpm 2,100- gallon tank 1998 Tanker 441 1 Tanker, Ford, 1,250 gpm, 1,000- gallon 1990 Engine 442 1 tank Brush Truck, Ford, 200 gpm, 200- gallon 1997 Brush Truck 451 1 tank Service, Freightliner 2000 Squad 461 1 Service Vehicle, Ford 2001 Vehicle 481 1 Service Vehicle, Ford 2000 Vehicle 482 1 Exhibit 45 presents response data from the New Hope Fire Department. EXHIBIT 45 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2010 FY 07- 08 FY 08- 09 FY 09- 10 Number Percent Number Percent Number Percent Fire 351 67.6% 392 74.2% 328 70.1% EMS (First Responder) 168 32.4% 136 25.8% 140 29.9% Total 519 100.0% 528 100.0% 468 100.0% Source: Fire Department information Exhibit 46 shows the three-year average of fire and EMS responses by the New Hope Fire Department. EXHIBIT 46 AVERAGE FIRE DEPARTMENT RESPONSES (2007- 2008, 2008- 2009, and 2009- 2010) NUMBER PERCENT Fire 357 70.7% Rescue & EMS 148 29.3% Total 493 100% Source: Fire Department information {~} MMA CONSULTING GROUP, ING S.3 57 ORANGE COUNTY NORTH CAROLIIVA The department offers fire and rescue training four times each month and emergency medical training once each month. A firefighter safety program has been instituted. The safety program includes the Passport personal accountability system for fireground operations. ORANGE RURAL FIRE DEPARTMENT The Orange Rural Fire Department provides fire and first responder services. The fire department operates with 19 volunteers, three part-time paid personnel, and 19 full-time firefighters. Paid personnel are on-duty 24/7. The department operates two fire stations (206 South Churton Street and 835 Phelps Road) and maintains a fleet of three engines, three tankers, one brush truck, one squad truck, one aerial, and two support vehicles. The Fire Chief is appointed by the Board of Directors, and appoints all officers. The department has a Fire Chief, afull-time Deputy Chief, a paid part-time Assistant Chief, three paid Captains, and two part-time paid Captains. A paid full-time Captain serves as the Safety Officer. The department's current ISO classification is 6. EXHIBIT 47 CURRENT FIRE (DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Deputy Chief (full- time paid) 1 Assistant Chief (part- time paid) 1 Captain (paid) 3 Captain (part- time paid) 2 Firefighter (volunteer) 19 Firefighter (paid) 15 Total 42 Exhibit 48 shows the past four years of the department's approved budgets. There is a one-time, one-cent tax increase to fund construction of a new fire station in fiscal year 2010-2011. ~} MMA CONSULTING GROUP, INC. 54 58 ORANGE COUNTY NORTH CAROLINA EXHIBIT 48 ORANGE RURAL FIRE DEPARTMENT BUDGET (FIRE DISTRICT FUND) 2007-2008 2008-2009 2009-2010 2010-2011 $604,353 $641,640 $637,888 $772,777 Percent /ncrease or Decrease 6.2% - 0.6% 21.1 % The fire apparatus fleet is composed of three engines, three tankers, one aerial, one brush truck, one squad truck, and two support vehicles. Exhibit 49 lists each apparatus, the year of manufacture, and the apparatus designation. EXHIBIT 49 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, KME, pumper-tanker, 1,500 gpm, 750-gallon tank 1996 Engine 231 1 Engine, KME, pumper-tanker, 1,500 gpm, 1,000- gallon tank 2000 Engine 233 1 Engine, KME, pumper-tanker;1',250 gpm, 1,000- gallon tank 2002 Engine 234 1 Tanker, US Tan, 1,250 gpm, 1,000- gallon tank 2004 ;Tanker 241 1 Tanker, US Tan, 1,250 gpm, 1,800- gallon tank 2009 Tanker 242 1 Tanker, EEI, 1,500 gpm, 2,500- gallon tank 1.991 Tanker 246 1 Brush Truck, Pierce, 300 gpm, 250- gallon tank 1996 Truck 255 i Aerial, LTI, 75-foot aerial ladder, 1,500 gpm, 400- gallon tank 1987 Aerial 272 1 Squad, Saulsbury 2000 Squad 268 1 Service, Chevy 2009 Vehicle 281 1 Service, Ford 2002 Vehicle 282 1 Volunteer response averages between three and four personnel during the daytime and in the evening. Volunteer recruitment efforts have not been successful. ~} MMA CONSULTING GROUP, INC. 5S 59 ORANGE COUNTY, NORTH CAROLINA Exhibit 50 shows the number of fire and emergency medical incidents from 2007 through 2009. Seventy-one percent of the department's responses were EMS related (first responder services); 76.1 percent were fire related; 22.9 percent were for all other calls. These data indicate that the number of fire department responses has been relatively stable during the last three years. The data indicate that the fire department averaged 1,730 responses over the last three years. Exhibit 51 displays calls for service by NFIRS categories for 2007 through 2009. EXHIBIT 50 FIRE DEPARTMENT RESPONSES BY Mg1OR CATEGORY YEAR 2007 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 153 8.6% 93 5.4% 70 4.1% 105 6.1% Rescue & EMS 1,280 72.2% 1,222 71.0% 1 ,186 .70.0% 1,229 71.1 % Other 341 19.2% 407 23.6% 439 25.9% 396 22.9% Total 1,774 100.0% 1,722 100.0% 1,695 100.0% 1,730 100.0% Source: Nationa/ Fire /ncident Reporting System (NF/RS) EXHIBfI- 51 RURAL ORANGE FIRE DEPARTMENT NUMBER AND TYPE OFINCIDENTS - 2007 TO 2009 CATEGORY 100 200 300 400 500 600 700 800 900 TOTAL FIRE OVERPRESSU RE RESCUE HAZARDOUS SERVICE GOOD FALSE SEVERE OTHER & EMS CONDITION CALLS INTENT ALARMS & WEATHER (NO FIRE) FALSE CALLS 2009 70 7 1,186 38 28 234 95 0 37 1,695 2008 93 9 1,222 58 39 141 112 23 25 1,722 2007 153 5 1,280 49 56 127 101 1 2 1,774 Average 105 7 1,229 48 41 167 103 8 21 1,730 Source: National Fire /ncident Reporting System (NF/RS) The department maintains a firefighter safety program for the protection of its members. A Passport system is used by the Department to ensure personnel accountability for fireground operations. The department has developed a rapid intervention SOP and has provided training on its use. The rapid intervention SOP has been shared with neighboring departments. The department has apre-incident planning program. ~} MMA CONSULTING GROUP, INC. 56 60 ORANGE COUNTY, NORTH CAROLINA ORANGE GROVE FIRE DEPARTMENT The Orange Grove Fire Department provides fire and first response services to the Orange Grove Fire District, which is within Bingham Township. The department provides services through a 36-member volunteer department. The volunteers are supported by two full-time career firefighters and one part-time paid member. Full-time personnel staff the fire station on a rotating basis. The first shift begins at 6:00 a.m. and continues unti13:00 p.m. The second shift begins at 9:00 a.m. and continues until 6:00 p.m., effectively providing 12 hours of coverage on each weekday. The station is not regularly staffed on weekends. Part-time personnel cover authorized leave taken by full-time personnel. An average of eight volunteers respond during weekday hours. Weeknight and weekend response averages between 15 and 20 personnel. The fire department has no difficulty attracting or retaining personnel. The Fire Chief is selected by an elected Board of Directors. In addition to the Fire Chief, the department's leadership team includes one Deputy Fire Chief, two Assistant Fire Chiefs, six Captains (two are full-time employees), and three Lieutenants. One Captain serves in the capacity of safety officer. All subordinate ranks are appointed by the Fire Chief. Exhibit 52 displays the department's staffing. EXHIBIT 52 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL $TAFFING .Fire Chief ~ Deputy Fire Chief 1 Assistant Fire Chief 2 Volunteer Captain 4 Full- time Captain 2 Lieutenant 3 Volunteer Firefighter 25 Part- time Firefighter 1 Total 3 9 The department is in the process of certifying personnel at the Firefighter I and Firefighter II levels. Department personnel meet the annual training standards ~} MMA CONSULTING GROUP, INC. Jr7 61 ORANGE COUNTS; NORTH CAROLINA required by the State of North Carolina. Two firefighters are certified at the EMT- Paramedic level; eight firefighters are certified at the EMT-Basic level; the balance of the department's members are certified as Medical First Responders (MFRs). In 2009, the department responded to 175 requests for emergency services. Emergency medical calls account for approximately 50 percent of the department's responses. An overview of emergency responses is provided in Exhibit 53. ExHIBIT 53 NUMBER AND TYPE OF INCIDENTS 2UU7 Number Percent 2UU8 Number Percent. 20U9 Number Percent AVERAGE Number Percent Fire 46 23.6% 34 18.6% 17 9.7% 32 17.5% Rescue & EMS 83 42.7% 93 50.8% 99 56.6% 92 49.7% Other 66 33.8% 56 30.6% 59 33.7% 60 32.7% Total 195 100% 183 100% 175 100% 184 100% Pre-plans are maintained for major hazards in the district, such as industrial buildings, daycare centers, dairy farms, and churches. Completed pre-plans are available to emergency responders in hard copy and an electronic format. The department relies exclusively on rural water supply for fireground operations. A system of static water sources and dry hydrants has been established to enable the department to conduct water shuttle operations. The department maintains a firefighter safety program for the protection of its members. A Passport system is used by the Orange Grove Fire Department to ensure personnel accountability for fireground operations. Additionally, the department uses the National Incident Management System (NIMS) and follows other safety protocols. Safety equipment and personal protection equipment are maintained by outside vendors to ensure compliance with the manufacturer's requirements. Services are provided from one fire station located at 6800 Orange Grove Road. The station was constructed in 1973 and renovated in 1998. The building is f~} MMA CONSULTING GROUP, INC. $$ 62 ORANGE COUNTY, NORTH CaROLIIVA in generally good condition and serviceable for its current use. The apparatus fleet is composed of two engines, two tankers, one brush truck, and one Chief's/utility vehicle. Exhibit 5 5 lists each apparatus, the year of manufacture, and the apparatus designation. EXHIBIT 55 FLEET APPARATUS DESCRIPTION YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Ferrara, 1,250 2004 Engine 531 1 gpm, 1,000- gallon tank Engine, Ferrara, 750 2001 Engine 532 1 gpm, 500- gallon tank Tanker, E- One, 1,000 1988 Tanker 541 1 gpm, 1,000- gallon tank Tanker, US Tanker, 2010 Tanker 542 1 1,000 gpm, 2,000- gallon tank Brush, Ford, 1 SO gpm, 2003 Brush Truck 551 1 300- gallon tank Dodge Durango 2000 First Responder/ 1 Chief 581 Exhibit 56 shows the past four years of the department's approved budgets. EXHIBIT 56 ORANGE GROVE FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING 2007-2008 2008-2009 2009-2010 2010-2011 $236,315 $259,666 $271,845 $269,898 Percent /ncrease or Decrease 9.9% 4.7% - 0.7% MMA CONSULTING GROUP, INC. 59 63 ORANGE COUNTY, NORTH CAROLIIVA WHITE CROSS FIRE DEPARTMENT The White Cross Fire Department provides fire and first responder services to the White Cross Fire District, which is within Bingham Township. The department provides services through a 37-member volunteer fire department. There is one full- time employee, who holds the rank of Captain, and two part-time personnel. The full- time Captain works weekday business hours. The department reports that it has had a few members "age-out" in the past few years. Several new members have been recruited. The department is lead by a Fire Chief, who is nominated by a committee of the Board of Trustees and approved by the full Board to serve atwo-year term. In addition to the Fire Chief, the department leadership team includes one Deputy Fire Chief, two Assistant Fire Chiefs, one full-time Captain, and three volunteer Captains. The Fire Chief is responsible for appointing all subordinate ranks. Volunteer Captains are assigned various administrative responsibilities, such as firefighter safety or the first responder program. Exhibit 57 displays the department's staffing. 1=xHIBIT 57 CURRENT DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Deputy Fire Chief '!''' 1 Assistant Fire. Chief 2 Volunteer Captain 3 Full- time Captain 1 Firefighter 30 Part- time Firefighter 2 Total 40 More than 22 members have met the training requirements of the State of North Carolina for interior fire operations. In addition, 19 department members are certified as Medical First Responders (MFRs). The full-time Captain acts in the '{~~'} MMA CONSULTWG GROUP, INC. 6D 64 ORANGE COUNTY, NORTH CAROLINA capacity of department training officer and is responsible for the development of the training schedule to ensure that State-mandated training is accomplished. The number of emergency responses has varied widely over the past three years. In 2009, the department responded to 104 requests for emergency services. EXHIBIT 58 NUMBER AND TYPE OF INCIDENTS 2007 Number Percent 2008 Number - Percent 2009 Number Percent AVERAGE Number Percent Fire 39 17.2% 18 9.09 11 10.6% 23 12.8% Rescue & EMS 94 41.4% 96 48.09 5 5 52.9% 82 46.1 % Other 94 41.4% 86 43.09 38 36.5% 73 41.1% Total 227 100% 200 1009 104 100% 177 100% Source: Fire Department information There is a system for pre-incident planning for target hazards within the district. Completed pre-incident plans are maintained and are placed on response vehicles. The department relies solely on rural water supply for fireground operations. There are one static water supply and 17 dry hydrants, which allow the department to establish a water shuttle arrangement to ensure adequate water supply. A Passport personal accountability system is used to provide on-scene accountability. Additionally, the department maintains the "2-in-2-out" protocol and has written procedures to ensure proper notification of building evacuations and other emergency procedures. All safety equipment and personal protective equipment (PPE) is maintained by outside vendors to ensure compliance with the manufacturer's recommendations. Services are provided to the district from one fire station located at 5 722 Old Greensboro Highway. The station was constructed in 1986 and is in generally good condition. Additional vehicle storage bay(s) and septic system improvements are required. To address the need for more space, the department has constructed a metal Butler building behind the main building to store emergency response vehicles. ~} MMA CONSULTING GROUP, INC. F)I 65 ORANGE COUNTY, NORTH CAROLINA The department maintains a fleet of six vehicles for emergency response. There are two engines, one tanker, one brush truck, one utility vehicle, and one command vehicle. Exhibit 59 lists each apparatus, the year of manufacture, and the apparatus designation. EXHIBIT 59 FLEET APPARATUS DESCRIPTION YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Ferrara, 1,250 2007 Engine 832 1 gpm, 1,000- gallon tank Engine, Ferrara, 1,250 2005 Engine 831 1 gpm, 1,000- gallon tank Gruman Fire Cat 1,000 1987 Tanker 841 1 gpm, 1,000- gallon tank Brush, Ford F- 350, skid 1996 Brush Truck 851 1 unit Utility, Ford F- 250 1987 Support Truck 861 1 Ford Excursion 2000 Command Vehicle 1 881 Rxhibit 60 shows the past four years of the department's approved budgets. EXHIBIT 60 WHITE CROSS FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007-2008 2008-2009 2009-2010 2010-2011 $1,74,390 $189,027 $222,381 $220,303 Percent /ncrease or Decrease 8.4% 17.631; - 0.996 NORTH CHATHAM FIRE DEPARTMENT AND MEBANE FIRE DEPARTMENT Some County residents receive initial response services from fire departments outside of the County. The North Chatham Fire Department provides fire services to the Damascus and Southern Triangle Fire Districts on a contractual basis. The {'~} MMA CONSULTING GROUP, INC. 62 66 ORANGE COUNTY, NORTH CAROLINA Mebane Fire Department provides services within the Efland Fire District on a contract basis. Funding for these services ($9,000) comes from the Efland District's annual appropriations. NORTH CHATHAM FIRE DEPARTMENT The North Chatham Fire Department is composed of combination paid and volunteer members. There are 30 volunteer members, 33 full-time employees, and four part-time employees. There are 10 on-duty personnel on a 24/7 basis in the North Chatham Fire District. The number of volunteers responding to an emergency generally ranges from two to six members. The Fire Chief is selected by a seven-member elected Board of Directors and is responsible for hiring all additional department staff. Exhibit 61 displays the department's staffing. ExHrBlr 61 CURRENT DEPARTMENT STAFFING POSITION TaTAL STAFFING Fire Chief 1 Deputy Fire Chief 1 Captain -Administration 1 Captain - Career Shift- 3 Captain - Volunteer 4 Lieutenant - Career Shift 9 Lieutenant - Volunteer 2 Engineer - Career 10 Firefighter - Career, Driver 3 Firefighter - Career 9 Firefighter - Volunteer 24 Total 67 All members of the department meet the annual State requirement for continuing fire training (36 hours per year). Approximately SO percent of the membership is certified at the Firefighter II level. In addition to fire and emergency medical services, the department participates in the Chatham County Technical ~'} MMA CONSULTING GROUP, INC. 63 67 ORANGE COUNTY NORTH CAROLaVA Rescue Team. The technical rescue program includes all traditional technical rescue components, with the exception of confined space. In support of their emergency operations, the department conducts an on-going pre-incident data collection program. All commercial properties receive a site visit with the resulting preplans stored in laptop computers in department vehicles. Approximately 50 percent of the response district has municipal fire hydrants. The department relies on rural water supply operations in the remaining area. North Chatham's primary mutual aid partners in Orange County are the Chapel Hill Fire Department, Carrboro Fire-Rescue Department, and White Cross Fire Department. The department provides services from five fire stations. Station #1, located at 45 Morris Road in Pittsboro, houses one engine, one tanker, two rescue vehicles, one brush truck, three utility vehicles, and one hazardous materials unit. Station #2, located at 1442 Farrington Point Road, houses one engine, two tankers, two rescue units, two utility vehicles, and one aerial platform. Station # 3 is located at 3816 Manns Chapel Road and houses one engine, one tanker, and one utility vehicle. Station #4, located at 405 5 Chicken Bridge Road in Pittsboro, also houses one engine, one tanker, and one utility vehicle. Station #5, which is located at 10214 US 64 East in Apex, houses one engine, one tanker, and one utility vehicle. Orange County receives emergency response coverage from North Chatham Stations #1, #2, and #4. The department's operations and maintenance budget exceeds $2.7 million annually. Orange County pays more than $200,000 for fire services. Exhibit 62 provides an overview of the budget resources provided to North Chatham since 2008-2009. EXHIBIT 62 NORTH CHATHAM FIRE DEPARTMENT BUDGET COUNTY FIRE DISTRICT FUNDING 2008-2009 2009-2010 2010-2011 Total Budget $2,506,080 $2,769,885 $2,755,653 Orange County Revenue $213,702 $211,673 $212,043 County Revenue as Percent of Total Budget 8.5% 7.6% 7.7% ~} MMA CONSULTING GROUP, ING 64 68 ORANGE COUNTY, NORTH CAROLINA MEBANE FIRE DEPARTMENT -The Mebane Fire Department provides fire and first responder services to some residents in the Efland Fire District along the Orange County/Alamance County line. The department provides services with a paid career force consisting of one Fire Chief, one Fire Prevention Captain, three Lieutenants, and nine firefighters. The department has 26 volunteer firefighters. The Fire Chief and the Fire Prevention Captain are scheduled to work regular business hours. Exhibit 63 displays the department's staffing. ExHlerr 63 CURRENT DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Fire Prevention Captain 1 Lieutenant Z Paid Firefighter 9 Volunteer Firefighter 26 .Total 39 All members of the Mebane Fire Department maintain the State required 36 hours per year training requirement. Additionally, all paid firefighting staff are certified at the EMT-Basic level. The department operates effectively within the Orange County response ..system. When an emergency arises within the Orange County response area, the Mebane Fire Department is notified by Orange County through the VIPER Radio System. Additionally, Orange County personnel notify Alamance County personnel of the emergency. Mebane fire units assigned to respond to Orange County are equipped with both Alamance and Orange County Radio hardware. The department has averaged approximately 1,800 emergency responses per year over the past three years. It is estimated that approximately 20 percent of the department's calls for service are within Orange County. The Mebane Fire Department's calls for service are shown in Exhibit 64. MMA CONSULTING GROUP, INC. BS 69 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 64 NUMBER AND TYPE OF INCIDENTS 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 177 10.3% 1 15 6.1 % 11 1 6.1 % 134 7.4% Rescue & EMS 1,148 66.7% 1, 347 74.1 % 1,347 73.5% 1,281 70.6 Other 397 23.1% 425 22.5% 374 20.4% 399 22.0% Total 1,722 100% 1,887 100% 1,832 100% 1,814 100% Source: Fire Department information The department maintains an active pre-incident planning and inspection system throughout its fire response district, including the Orange County area. There are hydrants, maintained by Alamance County, available throughout approximately 60 percent of the response district. The department's primary mutual aid partners within Orange County are the Efland Fire Department, Cedar Grove Fire Depaztment, and Orange Grove Fire Department. The depaztment provides services to the district from two fire stations. The headquarters facility, located at 405 North First Street, is staffed 24 hours per day. The second station, located at 101-103 West Washington Street, is staffed by volunteers. The department operates three engines, two tankers, one brush truck, one 100-foot aerial platform, one utility vehicle, and a Chief's vehicle. SOUTH ORANGE RESCUE SQUAD The South Orange Rescue Squad (SORB) is anon-profit (501 C-3 corporation). The SORS is a fully volunteer organization that provides emergency medical and technical rescue services. Volunteers work in a support of the Orange County Department of Emergency Services, fire departments, and the University of North Cazolina at Chapel Hill. The SORS has been providing ongoing volunteer EMS and rescue services to the citizens of Orange County since 1971. The SORB has two operating divisions, a Technical Rescue Division and an Emergency Medical Service Division. In the spring of 2010, the SORB was awazded operational franchises to provide ambulance and EMS services and technical rescue services by the Orange County ~} MMA CONSULTWG GROUP, INC. 6G 70 ORANGE COUNTY, NORTH CAROLINA Board of Commissioners. The SORS deploys ambulances staffed with EMTs on a regular basis in accordance with an agreement with the Orange County Department of Emergency Services. The SORS also provides the following services: - an ambulance staffed with EMTs to support the County when resources are overloaded or otherwise not available - an ambulance staffed with EMTs to provide coverage for special events held by the University of North Carolina and the Town of Chapel Hill - an ambulance with EMTs to provide coverage at Orange County public school football games - a specialized technical rescue service (high-angle and rope rescue, swift water rescue, confined-space rescue) - afire rehabilitation support service for municipal and County volunteer fire departments The South Orange Rescue Squad provides professional development opportunities for volunteer members who are working toward careers in health care, public health, emergency services, or public service. The South Orange Rescue Squad offers free CPR and AED (Cardiopulmonary Resuscitation and Automatic External Defibrillator) classes to individuals and:; groups in Orange County. The County does not provide any funding to the SORS. However, the County bills for EMS services provided by the SORS. The County has made some in-kind contributions to the rescue squad, including a Lifepack 12 5. The SORS provides crew quarters and vehicle staging space for County emergency vehicles. The SORS owns and maintains a fleet of ambulances, rescue vehicles, and support equipment, including two ambulances, three technical rescue trucks, one 15-passenger transport van, one EMS-outfitted rescue "Gator" and transport trailer, one Zodiak Swiftwater rescue boat and transport trailer, confined-space SCBA (self-contained breathing apparatus), support equipment, and a transport trailer, and bicycles for EMS bike team support. The SORS owns and maintains an 8,000-square foot rescue station located at 202 Roberson Street in Carrboro. {~,} MMA CONSULTING GROUP, INC. 67 71 ORANGE COUNTY, NORTH CAROLINA ORANGE COUNTY DEPARTMENT OF EMERGENCY SERVICES The Orange County Department of Emergency Services has several major responsibilities. The department is the public service answering point for emergency and non-emergency calls in Orange County and dispatches police, fire, and emergency medical resources, manages aCounty-wide ambulance response system, and oversees fire investigations, plan reviews, and illegal burning. The department is organized into four divisions. The Planning/Logistics Division is responsible for emergency management, technical services, and wireless service issues. There are four employees in the division. The Communication Division is responsible. for emergency communications and employs 27 personnel. The Communication Division dispatches County fire departments to fire, first responder/EMS, and other emergency incidents. Emergency medical dispatch (EMD) procedures are used, which allows the triage of EMS calls for service. The emergency communication function is well organized. The emergency back-up system for the Orange County emergency communication system is located at the University North Carolina's Department. of Public Safety. The Emergency Medical Service Division has 61 authorized positions and deploys ambulances throughout the County. Thirty-four personnel are paramedics. The department provides services at the advanced life support level. The department deploys four ambulances 24 hours per day, 365 days per year. One ambulance is deployed for 12 hours each day, from 9:00 a.m. to 9:00 p.m. to cover peak period activity. The department has four EMS shift supervisors. The EMS Supervisor responds to incidents in a flycar. Ambulance units are stationed in Efland, Carrboro, and Hillsborough. Other deployment plans are under consideration. Exhibit 65 displays the number of personnel employed by the Orange County Department of Emergency Services. {~} MMA CONSULTING GROUP, INC. 68 72 ORANGE COUNTY, NORTH CAROLINA EXHIBIT 65 DEPARTMENT OF EMERGENCY SERVICES STAFFING SUMMARY DIVISION POSITIONS Planning/Logistics 4 Communication 27 Emergency Medical Services 61 Life Safety Management 2 Administration 5 99 The County emergency medical service system is a tiered response system. The system relies on medical first responders from fire departments and County ambulances. Volunteers from the South Orange Rescue Squad (SORB), headquartered in Carrboro, participate in the EMS system in a support role. The agency is typically not a primary response agency. The rescue squad often has volunteers riding with County EMS personnel. This provides additional resources for EMS response and is an important skill development and maintenance program for the SORB. A number of County EMS personnel are, or have been, members of the SORB. There are approximately 11, 500 emergency medical calls for service annually which result in the transport of 7,000 patients. Exhibit 66 shows the number of EMS calls for service during the last three years and includes projections of demand for 2010 to 2011. There is increased activity during the college academic year, August through May. EXHIBIT 66 REQUESTS FOR. EMS SERVICES YEAR NUMBER OF REQUESTS 2007- 2008 10, 539 2008- 2009 10,945 2009- 2010 (estimate) 1 1,392 2010- 201 1 (projected) 11,995 {~'} MMA CONSULTING GROUP, INC. 69 73 ORANGE COUNTY NORTH CAROLINA Exhibit 67 shows average response time for emergency medical calls for service in 2007, 2008, and 2009. While average response times provide useful information, the data do not provide a clear picture of the actual emergency response within the County. Ideally, the response times should be reported in time segments, such as number and percent of responses within two minutes, four minutes, six minutes, etc. EXHIBIT 67 AVERAGE RESPONSE TIMES 2007, 2008, AND 2009 RECEIVED TO DISPATCH TO EN ROUTE TO II DISPATCH TO TOTAL AVG. DISPATCH EN ROUTE ON- SCENE ON- SCENE RESPONSE TIME All EMS (2007) 0:02:38 0:02:18 0:04:55 0:07:1 3 0:09:51 All EMS (2008) 0:01:55 0:02:05 0:05:27 0:07:32 0:09:27 All EMS (2009) 0:01:50 0:02:22 0:07:12 0:09:34 0:1 1:24 The Life Safety Management Division, the smallest organizational unit in the department, has two employees. Personnel provide fire inspection, investigation, and plans review for the County. Chapel Hill, Carrboro, and Hillsborough provide their own inspection services. The Life Safety Management Division estimates that it is responsible for the inspection of 600 properties. The department has an approved budget of $7,062,571 for 2010 to 2011. Exhibit 68 provides afour-year summary of the department's budget. EXHIBIT 68 DEPARTMENT OF EMERGENCY SERVICES EXPENDITURES 2007-2008 2008-2009 2009-2010 2010-2011 ~APPROVED~ Administration 243,032 350,665 1,192,720 774,767 Emergency Medical Services 3,881,552 3,852,426 3,549,255 3,832,201 Life Safety Management 264,341 209,633 251,883 156,561 Telecommunication 1,807,039 1,929,292 1,883,091 1,874,766 Expenditures 6,195,965 6,342,015 6,876,919 6,638,295 Emergency Telephone Fund 584,899 750,675 1,751,497 424,276 Total Expenditures 6,780,864 7,092,690 8,628,416 7,062,571 ~} MMA CONSULTING GROUP, INC. 7~ 74 ORANGE COUNTY, NORTH CAROLINA The Department of Emergency Services has difficulty generating management information relating to service demand and response time, as a result of inadequate software. ~} MMA CONSULTTNG GROUP, INC. Jj 75 ORANGE COUNTY, NORTH CAROLINA V. SYSTEM, STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT ANALYSIS) The study is designed to assess the overall capability of the fire, rescue, and emergency services system in Orange County. This study describes the services provided by County fire, rescue, and emergency service agencies. This chapter describes the strengths and weakness of the current emergency response system. Opportunities for improvement and threats which may make the emergency response system less effective are also described. This Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is the first step in the development of a strategic plan. The development of a strategic plan is a collaborative process which requires the participation of all fire, rescue, and emergency service providers. Legal, financial, and practical constraints often affect the outcome of a strategic plan. A SWOT analysis concentrates on the issues that have the most influence on the effectiveness of an emergency response system. Strengths are conditions or circumstances which enable the fire, rescue, and emergency service agencies to function effectively; wealalesses are conditions or circumstances which inhibit or prevent the fire, rescue, and emergency services agencies from functioning effectively; opportunities are conditions or circumstances which may improve operations; and. threats are conditions or circumstances which may cause a reduction in the quality of services. Strengths, weaknesses, opportunities, and threats may come from external sources (sources beyond the organization itself), or internal sources (sources within the organization). STRENGTHS OF THE FIRE, RESCUE, AND EMERGENCY SERVICES The strengths of the County-wide service delivery system are described below. SUCCESSFUL VOLUNTEER ORGANIZATIONS The volunteer firefighting organizations have nearly 300 members. These agencies are supported by two combination departments (Mebane and North Chatham) from adjacent counties. The volunteer departments have been successful in attracting and maintaining sufficient volunteers to provide adequate emergency response within their districts. This system has served the fire districts well and ~} MMA CONSULTING GROUP, INC. 72 76 ORANGE COUNTY, NORTH CAROLINA should continue to do so in the foreseeable future if development trends remain constant. There is no indication that failure of any fire department is imminent. ADAPTIVE VOLUNTEER ORGANIZATIONS Generally, volunteer fire departments have adapted to changes in district demographics, work patterns, and building characteristics. For example, some departments have employed a small number of full-time or part-time personnel to support volunteers during workday hours. The Orange Rural Fire Department has become a combination fire department with 19 full-time personnel, several paid part- time personnel, and 19 volunteer personnel. Other departments have developed systems which assign volunteers to work defined hours. FULL-TUg FIRE DEPARTMENTS The Carrboro Fire and Rescue Department and the Chapel Hill Fire Department are well-organized, fully career fire service agencies. The departments employ personnel and have apparatus to meet the challenge s confronted within their own fire districts. Each agency provides a full array of fire suppression, fire prevention, life safety, and plan review services. COUNTYWIDE ANSWERING POINT AND DISPATCH SYSTEM The County operates a centrahzed emergency communication system. A centralized system integrates the operations of each emergency response agency and creates an effective automatic aid system. An emergency communication system is the basis for a sound emergency response system. COUNTY-WIDE EMERGENCYMEDICAL SERVICES The County-wide emergency medical service system provides advanced life support services (ALS). The Department of Emergency Services deploys four ambulances 24 hours per day, 365 days per year. The ambulance response system is supported by the medical first responders in each fire department. FIRE STATION LOCATIONS There are 20 fire stations in Orange County. The fire stations are well distributed which enables a reasonable fire department response throughout the County. Currently, 98 percent of the aggregate area (total square miles) of the County is within six miles of a fire station. Ninety-eight percent of street miles within the County can be covered within 12 minutes travel time from existing fire stations. {~} MMA CONSULTING GROUP, INC. J,3 ~~ ORANGE COUNTY, NORTH CAROLINA FLEET OF APPARATUS County fire departments have sufficient apparatus and equipment to properly address the risks faced within the County. The amount of the fire apparatus operated by fire departments is not excessive. The age of the fleet is within acceptable parameters. Apparatus appear to be in good condition and maintained in a manner consistent with best industry practices. The fire departments have either formal or informal apparatus replacement programs. TRAINING PROGRAMS Each fire suppression agency has a training program designed to ensure that North Carolina State training requirements are met. In addition to the State- mandated training, most agencies complete regular training with adjacent agencies to improve operational coordination and effectiveness. All. County fire agencies have relationships and the support of the Durham Technical College to augment fire suppression training. EMEIZGENCYMEDICAL TRAINING The County maintains an emergency medical services training program. This program helps EMS providers, including volunteer medical first responders, to maintain certification and competencies. VIPER RADIO SYSTEM The County uses the State of North Carolina's VIPER radio system to enhance interoperability among all emergency first responders. The County Sheriff will be added to the VIPER system in March 2011. MUTUAL AID Fire departments have structured mutual aid agreements and regularly conduct training with mutual aid partners to maintain heightened readiness and operational effectiveness. FIREGROUND SAFETY The County's volunteer fire departments have basic standardized fireground safety practices and firefighter accountability systems. In addition, departments adhere to the two-in, two-out rule. f~} 1-11~fA CONSULTING GROUP INC. 74 78 ORANGE COUNTY, NORTH CAROLINA WEAKNESSES OF THE FIRE, RESCUE, AND EMERGENCY SERVICES The weaknesses in the fire, rescue, and emergency services system are discussed below. SECONDARY ANSWERING POINT AND DISPATCH Orange County and the University of North Carolina have not yet. established a formal agreement regarding a system for back-up dispatch services. The University of North Carolina dispatch center has the capability to receive 911 calls. The University has the capability to provide dispatch services for Orange County during an emergency. A formal procedure or agreement is currently under discussion between UNC and County officials. UNDER FUNDID SERVICES Several County-wide emergency service functions appear to be underfunded. Emergency medical services may lack the financial resources necessary to meet the demand for services. In addition, technology needed to generate management information is lacking. LACK OF USABLE DATA Data concerning,emergency service responses and dispatch call processes are not consistent with industry best practices and national consensus standards. Data deficiencies will make it difficult to identify service trends and performance deficiencies. STRAINID RELATIONSHIPS Relationships between County officials and volunteer fire and rescue agencies are strained. Poor relationships may make operational coordination difficult. HAZARDOUS MATERIALS RESPONSE Technician level hazardous materials response is obtained from the City of Raleigh Fire Department. This causes a delayed response to incidents which involve the sudden release of hazardous materials. Although a risk assessment may not justify a fully developed hazardous materials response team, the issue should be explored. ELIlI~VATION OF MANAGEMENT POSTI7ONS The Department of Emergency Services has had a reduction in the number of middle management positions. The positions of Deputy Director/Fire Marshal, {~ MMA CONSULTQVG GROUP, INC. 75 79 ORANGE COUNTY NORTH CAROLINA Deputy Director/Emergency Communications Director, and Deputy Director/ Emergency Medical Services Director were eliminated in budget reductions. COORDIlVATION OF RESOURCES Fire, rescue, and emergency services personnel coordinate resources informally and formally. A systematic process for ensuring coordination has not been established. EMS RESPONSE DELAYS It appears that resources may be inadequate during peak activity periods. The lack of quality centralized data reporting makes it very difficult to define the delay levels. However, response delays are reported by personnel throughout the response system. CALL PROCESSING DELAYS Call processing time in the Emergency 911 center was widely reported as excessive. The lack of data collection within the computer assisted dispatch system did not allow the consultant to quantify this problem. However, excessive call processing time was reported by personnel at all levels of the emergency response system. VIPER RADIO LIMITATIONS The VIPER radio system is an essential element of Orange County's emergency services system. The radio system's configuration has limitations. Several volunteer fire agencies report "dead spots" where radio reception and transmissions are not possible. The VIPER radio system uses the 800 MHZ band. Radio frequencies in the 800 MHZ band width do not penetrate buildings effectively. Building penetration refers to the reception and transmission from handheld radios operating within buildings. Dead spots and poor building penetration place responders at risk when operating under emergency conditions. CONTRACTS AND FRANCHISE AGREEMENTS In general terms, Orange County is responsible for providing fire suppression services throughout the unincorporated areas of the County. The County enters into agreements with volunteer fire departments to fulfill this responsibility,. The agreements do not include provisions requiring data collection and performance measures. {r} MMA CONSULTING GROUP, INC. 76 80 ORANGE COUNTY, NORTH CAROLWA STRATEGIC PLANNING The County fire, rescue, and emergency service providers have operational plans, policies, and mutual aid protocols. However, there is no County-wide strategic plan for fire, rescue, and emergency services. OPPORTUNITIES FOR TI-IE FIRE, RESCUE, AND EMERGENCY SERVICES The opportunities to strengthen the fire, rescue, and emergency services system are discussed below ADMINISTRATIVE SUPPORT FOR VOLUNTEERS There are several opportunities to ease the administrative burden on the County's volunteer fire agencies. In the past, the County agencies have participated in joint services, such as annual ladder testing. The expansion of this concept to include pump testing, personal protective equipment, radio equipment, technology, energy, insurance services, and other common types of commodities will tend to lower overall costs, standardize operations, and ease the administrative burden on volunteer personnel. The County could also assist volunteer agencies with various personnel related matters, such volunteer recruitment and retention programs. COORDINATION OF RESOURCES The volunteer fire departments have personnel with a range of skills. The fire departments should discuss creative solutions to fire, EMS, and inspection services problems. IMPROVED EMS RESPONSE The County fire departments and the rescue squad have a variety of resources. The Department of Emergency Services, fire departments, and the rescue squad should work with the Medical Director to explore more effective use of resources. Nontraditional approaches to providing services should be explored by the County and the fire departments. SYSTEMATIC DATA ANALYSIS A detailed analysis of fire, rescue, and emergency services response capability should be initiated. The analysis requires new software capability. Focused data analysis would identify specific service problems, by type of service, by time of day, or day of week. This analysis will allow more effective use of the Department of Emergency Services resources. {«} MNIA CONSULTING GROUP, INC. 77 81 ORANGE COUNTY, NORTH CAROLINA MONTHLY/QUARTERLY DATA REPORTS More response information should be shared among fire, rescue, and emergency service agencies. Regular reports of activities, response time, type of response, and other data should be routinely shared on a monthly or quarterly basis. Fire Departments should participate in the information sharing process. Information should be circulated throughout County government. SAFETY PRACTICES Fire Departments have instituted a number of important safety practices. Several departments have established RIT teams. The development of a team of certified safety officers should be considered. WATER SUPPLY The County could improve the reliability and accessibility of water for fire suppression purposes. Land development regulations which include provisions for fire protection water supply (dry hydrants and fire cisterns) may improve access to water. Examples of possible rural water supply regulations are outlined in National Fire Protection Standard 1142, Water Supplies for Suburban and Rural Firefighting. STRATEGIC PLANMNG PROCESS As noted above, one of the weaknesses in the current system is the lack of a strategic planning process. Developing a strategic plan which encourages participation by all segments of the emergency response community is necessary to strengthen the response of agencies and develop a shared understanding of needs. RESPONSE ARF~S Fire department response areas are based on fire district boundaries. An examination of current geographic response districts is needed. The adjustment of some response districts maybe required. A system which requires a response from the closest fire station may be possible in some situations. THREATS TO THE FIRE, RESCUE, AND EMERGENCY SERVICES There are always threats to an emergency response system. Some of those threats are discussed below. f~} MMA CONSULTING GROUP, INC. 78 82 ORANGE COUNTY, NORTH CAROLINA POOR ECONOMIC CLIl~IATE Costs associated with providing emergency services are difficult to manage in a poor economy. A growth in the demand for services may result in cost increases, without any additional sources of revenue. IMPROVING ECONOMIC CLIMATE A strong or improving economy may result in an increase in development in parts of the County with limited public safety services. ACounty-wide strategic plan for fire and emergency services will relate anticipated growth to public safety needs. T "HIRD-PARTY BILLIIVG The amount of revenue from ambulance fees and charges is subject to the uncertainty associated with governmental controls and legislation. Medicare costs are subject to change and should be carefully monitored. DATA GENERATION Lack of sound information is a weakness and a threat to the fire, rescue, and emergency service system. Limited information makes decision-making difficult, since assumptions about response demand may not be based on facts. Planning requires sound information. COORDWATION FAIL URES The lack of consistent coordination may have consequences in a major emergency. While we are not aware of any coordination failure, a complex service delivery system has the potential for failure. Clear communication protocols, updated mutual aid plans, and;. joint training exercises help prevent failures. STRAINED RELATIONSHIPS Conflict, lack of confidence, and poor communication among service providers may cause an emergency response system to deteriorate. Strong relationships are essential in a complex emergency response system. FAILURE TO PLAN The fire, rescue, and emergency service providers in the County often plan for incidents and events. However, there is a need to consider the future of service delivery and the demands which may be placed upon the County-wide system. {~'} MMA CONSULTWG GROUP, INC. 79 A-~~ ~~~ ~ ~~ BOARD OF COMMISStON1'1~ ~'-~ ACTION AGE ITEM ABSTRACT Meet[ng Da e: December 15, 2009 coon Agenda Item No. ~ SUBJECT: Fire/Rescue/EMS Study Request for Proposal DEPARTMENT: Emergency Services ATTACHMENT(S): 1. Request for Proposal # 5158 2. Minutes of RFP Review Committee 3. Review Committee Meetings Attendance Rosters PUBLIC HEARING: (YIN) No INFORMATION CONTACT: F. Rojas Montes de Oca, Jr. Emergency Services, 919-245-6100 Gwen Harvey, Assistant County Manager, 919-245-2307 Pamela Jones, AMPS 919-245-2fi52 PURPOSE: To review and comment on a Request for Proposal (RFP #5158), which solicits proposals from qualified vendors to conduct an assessment and provide a report detailing the fire, rescue, emergency medical, and emergency service capabilities within Orange County. BACKGROUND: Since joining Orange County in early 2008, the new Emergency Services Director has been actively working with the Fire Chiefs and other County staff to develop a thoughtful and thorough approach for initiating a new study. In November, the Orange County Emergency Services Department hosted a special meeting of the Fire Chiefs Association to establish a committee whose purpose was to assist in developing an RFP. During this meeting, facilitated by Asset Management and Purchasing Services Director Pam Jones, a group was selected representing fire, rescue and emergency medical interests who would serve as a review committee for the submitted RFPs. On October 8, 2009 and October 21, 2009 the review committee met to fine-tune RFP language developed by David Cannel) with the Asset Management and Purchasing Services Department and other staff. Attendance rosters for those meetings (which included Commissioners Barry Jacobs and Steve Yuhasz) are attached. On November 4, 2009, the RFP final draft as agreed upon by the review committee was presented to the fire and rescue chiefs for their comments. It was unanimously accepted at that meeting to move forward with the RFP. A copy of that document is attached. The RFP includes specific milestones and checkpoints during the completion of the study to ensure that the work is progressing as outlined in the RFP. Upon approval by the Board, comments will be incorporated into the RFP and the document distributed to interested parties as well as advertised on the County's website. It is expected responses will be received in January 2010, after which the review committee will convene to evaluate the proposals and schedule interview(s) with selected firms as may be appropriate. The award recommendation is likely to be scheduled for Board consideration in early-Spring, 2010. 83 84 FINANCIAL IMPACT: Funds were budgeted in the FY2008-2009 Emergency Services budget and are included in the budget carry-forward fist included with the Budget Amendment item for this meeting. RECOMMENDATIONS}: The Manager recommends the Board review and comment on Request for Proposal (RFP #5158) and authorize staff to solicit responses from qualified parties. 85 DRAFT `epat7 a/ 9 ~~ a` sr b ~ Y 3t County of Orange Department of Asset Management & Purchasing Services December , 2009 RE: Request for Proposals Conduct a Phase One Assessment of the Current Fire, Rescue; and Emergency Medical Services Qeflvery System in Orange County, North Carolina Proposal No. 5158 To Whom It May Concern: The Orange County, North Carolina, Board of County Commissioners (BOCC) is seeking qualified firms with the requisite experience and expertise to prepare a Phase One Assessment of the current fire, rescue, and emergency medical services delivery system in Orange County, North Carolina. The BOCC has conceptually agreed to a three phase assessmen# process. Phase One answers the question, "Where• are we now?"; Phase Two, "Where do we want to go?"; Phase Three, "Haw do we gei there?" Proposal No. 5158 is to conduct Phase One only. The selected #irm may also compete to conduct future phases, at the discretion and with the authorization of the BOCC. The Phase One Assessment should equip and enable the County and sys#em stakeholders to jointly consider opportunities to improve and enhance service to its residents. The BOCC through this RFP is requesting the firm confer on-site with the fallowing entities fa create an accurate and objective assessment of the capabilities and limitations, including any duplications, within the current emergency services delivery sys#em in Orange County. 1) County Emergency Services: a. 9-1-1 Communications b. Emergency Medical Services c. Life Safety Management (Fire Marshal) d. Emergency Management 2) Orange County Sheriff's Department 3) Votunteer and Municipal Fire Departments a. Efland Fire Department b. Orange Rural Fire Department {Hillsborough) c. Eno Fire Department d. New Hope Fire Department e. Orange Grove Fire Department f. Cedar Grove Fire Depar#ment g. Caldwell Fire Department h. White Cross Fire Department _ i. Chapel Hill Fire Department j. Carrboro Fire-Rescue Department k. Mebane Fire Department 86 I. North Chatham Fire Department m. Lebanon Fire Department 4) Rescue Squads a. South Orange Rescue b. Orange County Rescue Squad The on-site conferences may include, but are not limited #o, a review and evaluation by the firm of the following aspects of each entity - a. Leve[ of Service (in comparison to recognized & published national standards for urban and rural districts). b. Service Demand c. Response times d. Population Served, present and projected e. Value o€ structures protected f. Management functions g. Fisca! accountability and controls h. Staffing: career/paid and volunteer i. Training/educa#ion of staff and volunteers j. Facilities, location and adequacy k. Equipment, age and adequacy I. Special event coverage m. Public education (outreach & awareness) Requirements of the Selected Firm 1) The selected firm will work in close conjunction with a i2-member Advisory Committee appointed' by the BOCC, including two members of the BOCC. The Advisory Committee will serve as a sounding board and #eam of advisors to help facilitate and monitor the progress, validity, completeness and inclusiveness of the firm in its work process and product. 2) The selected firm will develop a professional depiction of findings according to established/recognized performance guidelines, such as those published by the National Fire Protection Association, Insurance Services Office, and North Cara#ina State Fire Marshal, yet in consideration of rural versus urban service areas and other distinguishing characteris#ics in Orange County demographics. Assessments based on Industry, State or National Standards shat! be so noted in the report. Likewise, assessments based on the selected firm's own experiences of "best practices" shall be so noted. z 87 3) The selected firm wilt produce and deliver a finished, fully-documented, fully- referenced report thatpravides service providers with information an the current status of coordination, collaboration, and inter-agency communications 4) The selected firm will offer suggestions and feedback to the BOCC as it seeks, after considering Phase One findings, to determine the community costs and benefits associated with moving ahead to Phase Two in the Assessment. 5) The selec#ed firm will provide regular status reports (oral and written) at mutually agreed upon times in the project schedule to the Advisory Committee. 6) The selected firm will present a preliminary draft of its report to the following: i. Advisory Committee ii. Fire Chief's Council iii. BOCC -Two meetings, Chapel Hilt and Hillsborough, as a special presentation with~public comment 7) The selected firm will present its final report on site in Orange County to the following: i. Review Committee ii. Fire Chief`s Council iii. BOCC iv. Town Elected Officials/Managers/Public Safety Officials {Chapel Hill, Carrboro, Hillsborough, and Mebane) 8) The Selected firm will provide a written summary of comments received from ail Fire, EMS, and Rescue organizations on Phase One Assessment Findings findings. Raw data gathered during Phase One Assessment will be submitted in electronic format (MS Excel or a similar non-proprietary format} for use by the stakeholders as well as during the execution of potential, future phases. 9) Costs associated with meetings and presentations steal! be included in the fee proposal. Submissfion of Proposals A. Please submit one (1) original, one (1) copy, and one digital copy (.pdf) of proposal. All proposals shall be sealed and marked "RFP # 5158, Study To Create Overview Of Current {ssues Relating To The Delivery Of Fire, Rescue And Emergency Medical Services In Orange County Study Phase 1 " Sealed proposals will be received no Later than 5:00 PM EST, an, 2009, at the Office of the Orange County Purchasing Agent, 131 W Margaret Lane, PO Box 8181 Hillsborough, NC 27278. Proposals shall include a separate (in sealed envelope attached only to original) clearly marked "Cost Proposal" along with the name of your firm and shall not be included in the pdf file. Each bidder is responsible for determining tha# ail addenda issued by the County has been received before submitting a proposal. B. Proposals wilt not be accepted via fax machine or Internet a-mail. 88 C. Time is of the essence and any proposal or addenda pertaining thereto received after the announced time and date for submiftal, whether by mail ar otherwise, will be rejected. It is the sole responsibili#y of the firm for ensuring that their proposals are received by the Purchasing Department personnel before the deadline indicated above. There is nothing in this RFP that precludes the County from requesting additional information at any Time during the procurement process from any firm. D. Nothing herein is intended to exclude any responsibilities or in anyway restrain or restrict competition. On the contrary, all responsible firms~ndividuals are encouraged to submit proposals. She County of Orange reserves the right to waive any formalities, to reject any and/ar all proposals, and to accept any proposal which in its opinion may be in the best interest of the County. E. Any proposal submitted MUST include the proposal form which has been signed by an individual authorized to bind the offer. All proposals submifted without such signature may be deemed non-responsive. _ G. RFP Process: Firms are to submit written proposals which present the firm`s qualifications and understanding of the work to be performed. The firm's proposal should be prepared simply and econornicaliy and should provide ail the information which it considers pertinent to its proposal and qualifications for the project. Emphasis should be placed on completeness of services of#ered and clarity of content. H. Propriety [nformation: Trade secrets or proprietary information submitted by a bidder, offeror, or contractor in connection with a procurement transaction shalE not be subject to the public disclosure under the Public Records Act. However, the bidder, offeror, or contractor must invoke the protec#ion of this section prior to or upon submission of the data or other materials, and must identify the data on afher materials to be protected and state the reasons why protection is necessary. 1. Minority Bidders: The County of Orange encourages ail businesses, including minority and women owned businesses to respond to all RFP's, iF8's, and RFQ's. J. Incurring Cost: Orange County is not liable for any cost incurred prior fo the execution of the proposal or contract. K. No specific budget amount will be released for this project, however Orange County recognizes the importance of the outcomes} of th#s RFP and will address funding as necessary 5. ©isqualificatfons Orange County reserves the right to disqualify any firm upon convincing evidence of collusion with intent to defraud or to commit any other illegal practices on the part of the firm. Failure to comply with applicable state laws concerning insurance or bonding may also be grounds far disqualification. Orange Coun#y reserves the right to reject any ancUar alf proposals. 6. inquiries: Questions concerning this RFP should be directed to: Orange County Asset Management and Purchasing Services Attention: David Connell, Purchasing Agent 129 E King Street/P0 Box 8181 Hlifsborough, fVC 27278 Phone: 919-245-2651 4 89 Fax: (919} 644-3001 Email: dcannellCa~co.orange.nc.us {PREFERRED!} Afl questions pertaining to this RFP must be submitted in writing no later than, 2009. Only written questions will be considered formal. Any information given by telephone will be ,considered informal. Any questions that the Ccunty feels are pertinent to ail proposers will be addressed as addendum to the RFP and wilt be sent to vendors as wel! as posted on the County webslte. Fax and a-mail messages will be treated as written questions. 7. Insurance: The Contractor to whom this contract is awarded shall secure and maintain, at his/her sole expense, commercial general liability insurance applicable to the work of this contract during the duration of the Contract. Contractor shah also maintain workers` compensation insurance providing statutory benefits during the duration of this contract. Satisfactory certificates of insurance shall be filed with the County prior to~starting any work an the Contract. A!I insurance companies must be licensed to do business in the State of North Carolina. Ensurer shall agree to provide notice to the County of Orange not less than 45 days before any change in coverage. The form and limits of such insurance, together with the underwriter thereo# in each case, shah be acceptable to the County, but regardless of such acceptance, it shall be the responsibility of the Contractor to maintain adequate insurance coverage at ail times. Failure of the Contractor to maintain adequate coverage shall not relieve himlt-er of any contractual responsibility or ob[iga#ion. 8. Hold Harmless The successful proposal shall agree to defend, indemnify and hold harmless Orange County from all loss, liability, claims, actions damages, or expenses (including reasonable attorney's fees} arising from bodily injury, including death or property damage, to any person or persons caused in whole or in part by the negligence or willful misconduct of the Contractor; any suits brought against the County for or on account of the use of patented appliances, products, ar processes, or the infringement of any patent, trademark, copyright, or alleged negligence on the part of the Contractor. 9. Signing Proposals The County will prepare contracts for the successful f#rm using the name exactly as it appears in the proposal. Therefore, it is absolutely necessary #hat the proposer sign the proposal using the correct and complete legal name. 1 p. Award of Contract ,. The award will be made to the Contractor who submits the proposal which is in the best interest of the County. Such evaluations will include the relevant experience of the f'srm, the capability of the firm, the cost of the project, and other factors deemed by the County to be in the best interest of the County. Orange County reserves the right to reject any or all proposals at its sole discretion or to waive any specific irregularities or formalities in order to accept a proposal deemed to be !n the best interest of the County. The Gounty shall have a period of ninety (90) days after the opening of the proposals in which to award the contract. 90 A payment schedule will be developed and mutually agreed upon. Payment milestones will be established, final payment wi[I not be made until the final report has been accepted by Orange County Board of County Commissioners. 11. Selection Process The selection process will be based on the responses to Phis Reques# for Proposal and any proposal review sessions. Orange County reserves the right to create a "shorttist" and to request an on site presentation by any and all respondents at the expense of the respondent. It is anticipated that the evaluation team will be made up of County Staff as weal as representatives from focal municipal and volunteer fire departments 12. Tentative Schedule A. RFP sent to Firms B. Written Questions due C. Answers to al[ firms questions D. Proposals due 13. Submission Requirements The firm`s proposal should be organized so that the outline of the proposal generally #ollows the format of this request for proposal. The proposal shall cover the approach and the methods the firm intends to use in carrying out the study. Information requested by the County shall be labeled by section headings and numbered as shown below. Failure to adhere to this format ar to address all items specified may affect a respondent's opportunity for consideration. A. introduction and Executive Summary The following items shall be included in the Executive Summary: 1. Mission/Description of the proposing firm including lines} of business. 2. Indicate the number of years in business. 3. A general discussion of fhe relevant experience. 4. A description of your general understanding of the project. 5. Mission/Description of Organization 6. Understanding of the project 7. Proposed methodology and projected timelines, with milestones, and target dates for completion of Phase One 8. Experience working with diverse stakeholders 9. A general discussion of the proposing firm's approach to the protect. 10. A list of personnel performing work an this project and their qualifications. 11. A clear and concise response stating why you believe that your firm is the most qualified firm to perform this work, and any other information which may be helpful to the committee evaluating the proposal. 12. How your organization would involve and communicate to the project stakeholders . The purpose of the executive summary is to provide information about the proposing firm, as well as the firm's approach to the project. Specifically, the executive summary should be written in non-technical language that can be clearly understand by non-technical county officials. The section should be concise and should be present only information that is relevant to this project. B. Company Information Each respondent shall provide the following company information: 6 91 1. Firm's name and business address, including telephone and fax number, email address, website address. 2. The type of firm (individual, partnership, corpora#ion, etc.) and list the names of all partners, principals, etc. 3. Year established. Include former firm name(s) and year(s) established, if applicable. 4. Organizational chart of the firm. 5. The name, title, address and telephone number of the firm's authorized negotiator for this project. The person identified must be empowered to make binding commitments for the firm and its subcontractors. C. Relevant Experience of the Firm The following items must be included in the relevant experience section: Three projects of similar scope and size to the project described in this RFP that your firm has provided in the last three years. Please provide company name, address, city state, contact name and phone number of point of contact. The County prefers experience to be from other govemmentat agencies. D. Resources 1. Staff: A list of key staff members who will be assigned to this project. The information shall include resume, professional credentials, certificates, licenses, and level of qualifications that are necessary to perform this project. E. Other Requirements 1. Provide a complete time line detailing the implementation and include a firm target date for completion of the study. 2. Information concerning any current violations and any ongoing litigation which may cause conflicts or affect the ability of the proposer to provide services. . 3. Responsibility for Proposal Costs: The Contractor shall be responsible for all costs incurred in the preparation and submission of their proposal. F. Any exceptions/deviations to specifications shall be included on a separate page. G. Any current or prior relationships with any of the Fire/Rescue/EMS stakeholders 7 92 State of North Carolina County of Orange NON-COLLUSION AFFIDAVIT Proposal Request No. 5158 . being first duly sworn, deposes and says that: f. He/She is the of ,the proposer #hat has submitted the attached proposal; 2. HelShe is fully informed respecting the preparation and contents of the attached proposal and of ail pertinent circumstances respecting such proposal; . 3. Such proposal is genuine and is not a collusive or sham proposal; 4. Neither the said proposer nor any of its officers, partners, owners, agents, representatives, employees or parties in interest, including this affiant, has in any way colluded, conspired, connived or agreed, directly or indirectly, with any other proposer firm or Person to submit a collusive or sham proposal in connection with the contract for which the attached proposal has been submitted or to refrain from proposing in connection with such contrac#, ar has in any manner, directly or indirectly sought by agreement or collusion of communication or conference with any other proposer, firm or person to fix the price or prices in the attached proposal or of any other proposers, or to fix any overhead, profit or cost element of the proposal price of the proposal of any other proposer or to secure through collusion, conspiracy, connivance or unlawful agreement any advantage against the County of Orange or any person interested in the proposed contract; and 5. The price or prices quoted in the attached proposal are fair and proper and are not tainted by any collusion, conspiracy, connivance or unlawful agreement on the part of the proposer or any of its agents, representatives, owners, employees, or parties in interest, including this affiant. Signature Title Subscribed and Sworn io Before Me, This day of , 20 Notary Public My Commission Expires: 93 To Wham It May Concern: PROPOSAL FORM I have carefully examined the Request for Proposal and any other documents accompanying or make a part of this Request for Proposal. I hereby propose to furnish the services specified in the Request for Proposal for a lump sum fee in the amount of: {$ I agree that my proposal will remain firm a period of up to 90 days in order to allow the County adequate time to evaluate the proposals. I certify that all information contained in this proposal is truthful to the best of my knowledge and belief. I further certify that ! am duly authorized to submit this proposal on behalf of the firm as its act and deed and that the firm fs ready, willing and able to perform if awarded the contract. It is distinctly unders#ood that the County reserves the right to reject any or all proposals. Federal Tax ID: NAME OF FIRM Phone: AUTHORIZED SIGNATURE Pax: Email: NAME & TITLE, TYPED OR PRINTED Subscribed and sworn to before me this day of MAILING ADDRESS , 20 CITY, STATE, ZIP CODE Notary Public My Commission expires: ~sEAL} 9 94 ~tsa4s~ Eead a u u • <<i Gst°~~Q FIRE/RESCUE/EMS Phase One Assessment Review Committee Minutes October 8, 200916:30-18:30 Attendees: Barry Jacobs, Steve Yuhasz, Gwen Harvey, Pam Jones, Sheriff Lindy Pendergrass, Colonel Frank Montes de Oca, David Cannell, Fred Stipe, Matt Lawrence, Jeff Cabe, Wayne Cheek, Trey Mayo, Kevin Brooks, Minutes Taken and Prepared by: Doris Cecil • Assistant County Manager Gwen Harvey, convener/facilita#or of the meeting, welcomed everyone and all attendees introduced themselves. The Board of County Commissioners has appropriated funds and in March, 2009 gave their approval for a proposed three-part study of our Fire/Rescue/EMS delivery system beginning with {Phase One) collectingbaseline data of the service we are currently collectively rendering, (Phase Two) where we want to be in the future and (Phase Three} how we should proceed #o get there. • All at#endees agreed the Sage FirelRescue Study proved to be deficient in many areas and damaged trust relations principally between the fire departments/districts and the County. • The recently released RFP was #hought to have included input from all areas of service but in fact did not. The decision was made by the BOCC to:discontinue the~process and start anew with input from all emergency service agencies. • Ground rules for the meeting were reviewed and approved as was the proposed agenda. • Fire Service personnel perceive a study at this time to be too costly and that the past study appeared to focus primarily on deficiencies of the fire departments. There was concern over comparing Orange County fire districts' capabilities to NFPA standards and comparing fire districts #o those districts whose needs and resources are distinct and different. The suggestion was made to have a yearly work session wherein the Fire Districts' leadership would meet wifh the BOCC to jointly assess the state of the county as it relates to emergency services delivery. Care • Serve .Survive 95 • Concern was voiced for the future of emergency volunteers in Orange County. The BOCC Review Committee members were selected among the group of fire and rescue service representatives. . Review Committee Members: • Travis Crabtree, Fire Chief - Carrboro {Municipal) • Lynwood Futrelle, Assistant Chief -Orange Grove Fire Distric# (Rural) • Wayne Cheek, Assistant Ghief -Orange Rural Fire District (Rural) Review Committee Alternates: • Jeff Cabe, Fire Chief -Orange Rural Fire District (Rural) • Kevin Brooks, Fire Chief - Efland Fire District (Rural} • Dan Jones, Fire Chief -Chapel H911(Municipal) • representatives indicated they need the findings of a new, more comprehensive s#udy to understand where Orange County emergency services is presently and how the entire system works together so that they may be able to budget sufficiently, offer help where it is needed, eliminate the duplication of serviceslequipmentand plan strategically for the future. The BOCC is ultimately responsible for any deficiencies in the delivery of emergency services. Beginning with Phase One we must inventory and define our present capabilities and (imitations. The evaluation must be made in the context of what is needed by Orange County 'and include ail components of the system-Fire, Rescue, EMS, Communications, Management as well as how the Sheriffs Department is connected. Proper benchmarks must be defined and agreed upon as measuring points within the proposed Phase Two Assessment: "V1lhere Do We Want to Go?". The RFP draft for Phase One must be steered by those agencies most affected and involved until its completion. The next meeting will be Wednesday, October 21 - 4:30 PM _ 6:30 PM at Orange County Emergency Services, 510 Meadowlands Drive. Future discussion will include laying out the process of re-drafting the "discovery" phase including how to ensure full par#icipation and the most meaningful results for going forward with a consensus recommendation to the BOCC. Care • Serve • Survive 96 8``a4,. ~o~~r i u ~ 6 ~Srfb G~O~~@ FIRE/RESCUE/EMS PHASE ONE ASSESSMENT RAP Review Committee Minutes October 21, 2009 '! fi:30-18:15 Attendees: Commissioner Barry Jacobs, Commissioner Steve Yuhasz, Sheriff Lindy Pendergrass, Assistant County Manager Gwen Harvey, Chief Frank Monies de Oca, Mr. David Cannell, SORS BOD Chairman Fred Stipe, Chief Wayne Cheek, Chief Dan Jones, Assistant Chief Peter Hallenbeck Minutes taken and prepared by Doris Cecil • Chief Frank Monies de Oca called the meeting to order, asked for comments and received a consensus from attendees to approve the minutes of the October 8th meeting and proceed with the working agenda. • David Cannell presented the draft of the RFP in which he had incorporated changes brought forth at the October 8th meeting adding that the final draft will be a completely new RFP. • The RFP draft document was reviewed page by page by those in attendance with numerous changes and additions noted to be incorporated into a revised draft by David Cannell. • The measuring of levels of service and the s#andards used by which to measure were of great concern. The consultant will be required to note the standards/benchmarks used to evaluate each department. There wi[I be a request that the raw information used to compile/complete the report be added as an appendix and that Orange County will have full and complete ownership of all data. Great consideration wilt be given to the time frame for completion of the study and a presentation to the review committee by the consultant will be required. Care • Serve • Survive 97 • County Attorney John Roberts will be requested to offer assistance with a termination clause to protect us from an unsatisfactory product. • The revised RFP document will be forwarded to all members of the review committee. This committee will have an opportunity to sign off on or suggest further revisions. The final draft will be taken for discussion and/or approval #o the November 4th Fire Chief s Council meeting. • )t was the consensus of the group that there should be on site face to face interviews with the prospective consultants in order to get more complete and comprehensive information before hiring. Care • Serve • Survive ~~T~C~ C 98 p~ . ORANGE COUNTY BOARD OF CO - ACTION AGDA ITEM ABSTRACT Meeting D e: June 15, 2010 Action Agenda Item No. ~ _ S SUBJECT: RFP Award: Fire/Rescue/EMS Stud DEPARTMENT: AMPS, Emergency Services PUBLIC HEARING: (YIN) No ATTACHMENT(S): INFORMATION CONTACT: F.R. Montes de Oca, Jr. 919-245-6100 Interview Committee Willie Best 919-245-2300 RFP #5158 Pamela Jones 919-245-2650 David .Cannel) 919-245-2651 PURPOSE: To consider: • Awarding Request for Proposal (RFP) #5158 to MMA Consulting Group, Inc. of Brookline, MA to Conduct a Phase One Assessment of the Current Fire Rescue and Emergency Medical Services Delivery System in Orange County North Carolina in the amount of $71,500; and To authorize the Manager to sign the contract on behalf of the Board pending staff and attorney review. BACKGROUND: On December 15, 2009 the Board reviewed a draft of an RFP entitled "Conduct a Phase One Assessment of the Current Fire Rescue and Emergency Medical Services Delivery System in Orange County North Carolina". The Board at that time authorized staff to proceed and issue the RFP. The RFP was distributed to interested parties as well as advertised on the County's website. Twelve firms submitted responses to the solicitation: • Berkshire Advisors • Emerge Public Safety, LLC • Emergency Services Consulting • Management Advisory Group • Matrix Consulting Group • McGrath Consulting Group • MMA Consulting Group • PSRG • PSSI, Inc. • RW Management Group • Standing Stone Consulting • System Planning Corporation Each of the twelve responses were independently evaluated based solely on qualifications by the Advisory Committee. The Advisory Committee met on May 13, 2010 to discuss the 99 evaluations and to identify a "short list» to be invited to interview. The three firms selected to be interviewed were: Management Advisory Group MMA Consulting Group PSSI, Inc. After the interviews were completed, the Advisory Committee unanimously recommended MMA Consulting Group be awarded the RFP to conduct the study. After a decision was reached the cost proposals from the top three firms was revealed to the Committee. Although the cost of the study was in excess of budgeted amount, the Committee felt strongly that MMA Consulting Group would provide the County with a quality study that would greatly benefit the County and would provide a strong foundation should additional elements of the study be pursued in the future. Deciding factors cited by the Advisory Committee that placed MMA Consulting group above the other firms included: • A firm understanding of Orange County's requirements • The ability to identify potential pitfalls during the process and avoid them • Enthusiasm for the project • The ability to develop instant rapport with stakeholders, critical in conducting the study • A proven ability and expressed desire to conduct a study that takes Orange County's unique makeup into consideration • The ability to provide a report that is not a "cookie cutter" product based on past studies conducted by the firm FINANCIAL IMPACT: The total amount of this expenditure if approved by the Board is $71,500.00. Funds budgeted in the FY 2009-2010 Emergency Services budget for this purpose ($50,000) are insufficient to cover the expenditure at this level. Staff will pursue cost reductions in the contract that do not adversely affect the study scope of work or its outcome. The Emergency Services Director and staff will work with the Financial Services Director and staff to secure any additional necessary funding and transfer it to the line item for Contract Services as needed to fund the negotiated amount. RECOMMENDATION(S): The Manager recommends the Board; • Award RFP #5158 to MMA Consulting Group, Inc. of Brookline, MA to Conduct a Phase One Assessment of the Current Fire Rescue and Emergency Medical Services Delivery System in Orange County North Carolina in the amount of $71,500; and • Authorize the Manager to sign the contract on behalf of the Board, pending staff and attorney review and addressing the funding issues noted in Financial Impact above. 100 Proposal Interviews 6/3/2010 RFP 5158 EMS Study Roster NAME REPRESENTING Frank Montes de Oca Oran a Coun Emer enc Services Willie Best Oran a Coun Mana ePs Office Fred Sti a South Oran a Rescue S uad Bill Waddell Oran a Grove VFD Travis Crabtree Carrboro Fire -Rescue Wa ne Cheek Oran a Rural Fire De artment Jeff Cabe Oran a Rural Fire De artment Steve Yuhasz Oran a Coun Commissioner 101 `,Darr w b° e' R ~ 0 s x~«b Gaca~~a County of Orange ~epnrtment of~ Asset Management & Purchasing Services December 30, 2009 RE: Request for Proposals Conduct a Phase One Assessment of the Current Fire, Rescue, and Emergency Medical Services Delivery System in Orange County, North Carolina Proposal No. 5158 To Whom It May Concern: _ .._ The Orange County, North Carolina, Board of County Commissioners (BOCC) is seeking qualifie firms with the requisite~experience and expertise to prepare a Phase One Assessment of the current fire, rescue, and emergency medical services delivery system in Orange County, North Carolina. The BOCC has conceptually agreed to a three phase assessment process. Phase One answers the question, `Mlhere are we now?"; Phase Two, "Where do we want to go?'; Phase Three, "How do we get there?" Proposal No. 5158_ is to conduct Phase One only.. The selected firm may also compete to conduct future phases, at the discretion and with the authorization of the BOCC. The Phase One Assessment should equip and enable the County and system stakeholders to jointly consider opportunities to improve and enhance service to its residents. The BOCC through this RFP is requesting the firm confer on-site with the following. entities to create an accurate and objective assessment of the capabilities and limitations, including any duplications, within the current emergency services delivery system in Orange County. 1) County Emergency Services: a. 9-1-1 Communications ' b. Emergency Medical Services c. Life Safety Management (Fre Marsha!) d. Emergency Management 2) Orange County Sheriff's Department 3) Volunteer and Municipal Fire Departments a. Efland Fre Department b. Orange Rural Fire Department (Hillsborough) c. Eno Fire Department d. New Hope Fire Department e. Orange Grove Fire Department f. Cedar Grove Fire Department g. Caldwell Fire Department h. White Cross Fire Department i. Chapel Hill Fire Department . j. Carrboro Fire-Rescue Department k. Mebane Fire Department 102 I. North Chatham Fire Department m. Lebanon Fre Department. 4) Rescue Squads a. South Orange Rescue b. Orange County Rescue Squad The on-site conferences may include, but are not limited to, a review and evaluation by the firm of the following aspects of each entity- a. Level of Service (in comparison to recognized & published national standards for . urban and rural districts) b. Service Demand c. Response times d. Population Served, present and projected e. Value of structures protected f.__ -Management functions _ _ _ _ .. _ __. _ ._ _ ___. _ _ . _. g. Fiscal accountability and controls h. Staffing: career/paid and volunteer i. Training/education of staff and volunteers j. Facilities, location and adequacy k. Equipment, age and adequacy I. Special event coverage m. Public education (outreach & awareness) Requirements of the Selected Firm 1) The selected firm will work in close conjunction with a 12-member Advisory Committee appointed by the BOCC, including two members of the BOCC. The Advisory Committee will serve as a sounding board and team of advisors to help facilitate and monitor the progress, validity, completeness and inclusiveness of the firm in its work process and product. 2) The selected firm will develop a professional depiction of findings according to established/recognized performance guidelines, such as those published by the National Fire Protection Association, Insurance Services Office, and North Carolina State Fire Marshal, yet in consideration of rural versus urban service .areas and other distinguishing characteristics in Orange County demographics. Assessments based on Industry, State or National Standards shall be so noted in the report. Likewise, assessments based on the selected firm's own experiences of "best practices" shall be so noted. 2 103 3) The selected firm will produce and.deliver a finished, fully-documented, fully- referenced report that provides service providers with information on the current status of coordination, collaboration, and inter-agency communications 4) The selected firm will offer suggestions and feedback to the BOCC as it seeks, after considering Phase One findings, to determine the community costs and benefits associated with moving ahead to Phase Two in the Assessment. 5) The selected firm will provide regular status reports (oral and written) at mutually agreed upon times in the project schedule to the Advisory Committee. 6) The selected firm will present a preliminary draft of its report to the following: i.. Advisory Committee ii. Fire Chief's Council iii. ~ BOCC -Two meetings, Chapel Hill and Hillsborough, as a special presentation with public comment ~ . 7) The selected firm will present its final report on site in Orange County to the following: i. Advisory Committee ii. Fire Chief's Council iii. BOCC ~ _ iv. Town ~ Elected Officials/Managers/Public Safety Officials (Chapel Hill, Carrboro, Hillsborough, and Mebane) 8) The Selected firm will provide a written summary of comments received from all Fire, EMS, and Rescue organizations on Phase One Assessment Endings findings. Raw data gathered during Phase One Assessment will be submitted in electronic format (MS Excel or a similar non-proprietary format) for use by the stakeholders as well as during the execution of potential, future phases. 9) Costs associated with meetings and presentations shall be included in the fee proposal Submission of Proposals A. Please submit one (1) original, one (1) copy, and one digital copy (.pdf) of proposal. All proposals shall be sealed and marked "REP # 5158, Study To Create Overview Of Current Issues Relating To The Delivery Of Fire, Rescue And Emergency Medical Services In Orange County Study Phase 1 " Sealed proposals will be received no later than JANUARY 27, 2010 AT 5:00 PM EST, at the Office of the Orange County Purchasing Agent, 131 W Margaret Lane Suite 301, PO Box 8181 Hillsborough, NC 27278. Proposals shall include a separate (in sealed envelope attached only to original) clearly marked "Cost Proposal" along with the name of your firm and shall not be included in the pdf file. Each bidder is responsible for determining that all addenda issued by the County has been received before submitting a proposal: B. Proposals will not be accepted via fax machine or Internet a-mail. 104 C. Time is of the essence and any proposal or addenda pertaining thereto received after the announced time and date for submittal, whether by mail or otherwise, will be rejected. It is the sole responsibility of the firm for ensuring that their proposals are received by the Purchasing Department personnel before the deadline indicated above. There is nothing in this RFP that precludes the County from requesting additional information at any ~ time during the procurement process from any firm. D. Nothing herein is intended to exclude any responsibilities or in anyway restrain or restrict competition. On the contrary, all responsible firms~ndividuals are encouraged to submit proposals. The County of Orange reserves the right to waive any formalities, to reject any and/or all proposals, and to accept any proposal which in its opinion may be in the best interest of the County. E. Any proposal submitted MUST include the proposal form which has been signed by an individual authorized to bind the offer. All proposals submitted without such signature may be deemed non-responsive. G. RFP Process: Firms are to submit written proposals which present the firm's qualifications and understanding of the work to be performed. The firm's proposal should be prepared simply and economically and should provide all the information which it considers pertinent to . its proposal and qualifications for the project. Emphasis should be placed on completeness of -services offered-and clarity-of conferit: H. Propriety Information: Trade secrets or proprietary information submitted by a bidder, offeror, or contractor in connection with a procurement transaction shall not be subject to the public disclosure under the Public Records Act. However, the bidder, offeror, or contractor must invoke the protection of this section prior to or upon submission of the data or other materials, and must identify the data on other materials to be protected and state the reasons why protection is necessary. I. Minority Bidders: The County of Orange encourages all businesses, including minority and women owned businesses to respond to all RFP's, IFB's, and RFQ's. J. Incurring Cost: Orange County is not liable for any cost incurred prior to the execution of the proposal or contract. K. No specific budget amount will be released for this project, however Orange County recognizes the importance of the outcome(s) of this RFP and will address funding as necessary 5. Disqualifications Orange County reserves the right to disqualify any firm upon convincing evidence of collusion with intent to defraud or to commit any other illegal practices on the part of the firm. Failure to comply with applicable state laws conceming insurance or bonding may also be grounds for disqualification. Orange County reserves the right to reject any and/or all proposals.. 6. Inquiries: Questions concerning this RFP should be directed to: Orange County Asset Management and Purchasing Services Attention: David Cannell, Purchasing Agent i 29 E King Street/PO Box 8181 Hillsborough, NC 27278 4 105 Phone: 919-245-2651 Fax: (919) 644-3001 Email: dcannellCa~co.orange.nc.us (PREFERRED!) All questions pertaining to this RFP must be submitted in writing no later than January 19, 2010 at 5:00 pm. Only written questions will be considered formal.. Any information given by telephone will be considered informal. Any questions that the County feels are pertinent to all proposers will be addressed as addendum to the RFP and will be sent to.vendors as well as posted on the County website. Fax and a-mail messages will be treated as written questions. 7. Insurance: The Contractor to whom this contract is awarded shall secure and maintain, at his/her sole expense, commercial general liability insurance applicable to the work of this contract during the duration of the Contract. Contractor shall also maintain workers' compensation insurance providing statutory benefits during the duration of this contract.. Satisfactory certificates of insurance shall be filed with the County prior to starting any work on the Contract. All insurance companies must be licensed to do business in the State of North Carolina. Insurer _ _____shall agree to provide notice to the County of Orange not less than 45 days_before_any change in _ . .. _. coverage. The form and limits of such insurance, together with the underwriter thereof in each case, shall be acceptable to the County, but regardless of such acceptance,' it shall be the responsibility of the Contractor to maintain adequate insurance coverage at all times. Failure of the Contractor to maintain adequate coverage shall not relieve him/her of any contractual responsibility or obligation. • 8. Hold Harmless The successful proposal shall agree to defend, indemnify and hold harmless Orange County from alt foss, liability, claims, actions damages, or expenses (including reasonable attorney's fees) arising from bodily injury, including death or property damage, to any person or persons caused in whole or in part by the negligence or willful misconduct of the Contractor; any suits brought against the County for or on account of the use of patented appliances, products, or processes, or the infringement of any patent, trademark, copyright, or alleged negligence on the part of the Contractor. 9. Signing Proposals The County will prepare contracts for the successful firm using the name exactly as it appears in the proposal. Therefore,. it is absolutely necessary that the proposer sign the proposal using the correct and complete Legal name. 10. Award of Contract The award will be made to the Contractor who submits the proposal which is in the best interest of the County. Such evaluations will include the relevant experience of the firm, the capability of the firm, the cost of the project, and other factors deemed by the County to be in the best interest of the County. Orange County reserves the right to reject any or alt proposals at its sole discretion or to waive any specific irregularities or formalities in order to accept a proposal deemed to be in the best interest of the County. The County shall have a period of ninety (90) days after the opening of the proposals in which to award the contract. 106 A payment schedule will be deve{oiled and mutually agreed upon. Payment miles#ones will be established, final payment will not be made until the final report has been accepted by Orange County Board of County Commissioners. 11. Selection Process The selection process will be based on the responses to this Request for Proposal and any proposal review sessions. Orange County reserves the right t:o create a "shortlist" and to request an on site presentation by any and all respondents at the expense of the respondent. It is anticipated that the evaluation team will be made up of County Staff as well as representatives .from local municipal and volunteer fire departments 12. Tentative Schedule A. RFP sent to Firms -December 30, 2009 B. Written Questions due -January 19, 2010 C. Answers to all firms questions -January 21, 2010 D. Proposals due -January 27, 2010 13. Submission Requirements The fiirm's proposal should be organized so that the outline of the proposal generally follows the format of this request for proposal. The proposal shall cover the approach and the methods the __ -_ _..-firm-intends-to use in carrying out_the_study.:_. _ ~ _._ _ _. _ __ _ __ --- _ .. -_-_-_ -----___ . __ Information requested by the County shall be labeled by section headings and numbered as shown below. Failure to adhere to this format or to address all items specified may affect a respondent's opportunity for consideration. A. Introduction and Facecutive Summary The following items shat! be included in the Executive Summary: 1. Mission/Description of the proposing firm including line(s) of business. 2. Indicate the number of years in business. 3. A general discussion of the relevant experience. 4. A description of your general understanding of the project. 5. MissioNDescription of Organization 6. Understanding of the project 7. Proposed, methodology, and projected timelines, with milestones, and target dates for - completion of Phase One 8. Experience working with diverse stakeholders 9. A general discussion of the proposing firm's approach to the project. 10. A list of personnel performing work on this project and their qualifications. 11. A clear and concise response stating why you believe that your firm is the most qualified firm to perform this work, and any other information which may be helpful to the committee evaluating the proposal. 12. How your organization would involve and communicate to the project stakeholders The purpose of the executive summary is to provide information about the proposing firm, as well as the firm's approach to the project. Specifically, the executive. summary should be written in non-technical language that can be clearly understood by non-technical county officials. The section should be concise and should be present only information that is relevant to this project. B. Company Information . Each respondent shall provide the following company information: 107 i. Firm's name and business address, including telephone and fax number, email address, website address. - 2. The type of firm (individual, partnership, corporation, etc.) and list the names of all partners, principals, etc. 3. Year established. Include former firm name(s) and year(s) established,rf applicable. 4. Organizational chart of the firm. 5. The name, title, address and telephone number of the firm's authorized negotiator for this project. The person identified must be empowered to make binding commitments for the firm and its subcontractors. C. Relevant Experience of the Firm The following items must be included in the relevant experience section: Three projects of similar scope and size to the project described in this RFP that your firm has provided in the last three years. Please provide company name, address, city state, contact name and phone number of point of contact. The County prefers experience to be from other governmental agencies. D. Resources 1. Staff: A list of key staff members who will be assigned to this project. The information -shah include -r=esume; professional--cred~ials, --cerfificafes;-~ licenses; --and-~-level--of--- - -- qualificationsthat are necessary to perform this project. - E. Other Requirements 1, Provide a complete time line detailing the implementation and include a firm target date for completion of the study. 2. .Information concerning any current violations and any ongoing litigation which may cause conflicts or affect the ability of the proposer to provide services. 3. Responsibility for Proposal Costs: The Contractor shall be responsible for all costs incurred in the preparation and submission of their proposal. F. Any exceptions/deviations to specifications shall be included on a separate page. G. Any current or prior relationships with any of the Fire/Rescue/EMS stakeholders cos NON-COLLUSION AFFlDAVIT State of North Carolina - County of Orange Proposal flequest No. 5158 being first duly sworn, deposes and says that: I.- He/She is the - of .the proposer that has submitted the attached proposal; 2. - He/She is fully informed respecting the preparation and contents of the attached proposal and of all pertinent circumstances respecting such proposal; 3. Such proposal is genuine and is not a collusive or sham proposal; 4. Neither the said proposer nor any of its officers, partners, owners, agents, representatives, - employees or parties in interest, including this affiant, has in any way .colluded, conspired, ------- --- - - --- - - -----connived-or-agreed,-directly-or-indirectly,--with-any-other-proposer-firm--or-Person- to -submit-a-- collusive or sham proposal in connection with the contract for which the attached proposal has been submitted or to refrain from proposing in connection with such contract, or has in any manner, directly or indirectly sought by agreement or collusion of communication or conference with any other proposer, firm or person to fix the price or prices in the attached proposal or of any other proposers, or to fix any overhead, profit or cost element of the proposal price of the proposal of any other proposer or to secure through collusion, conspiracy, connivance or unlawful agreement any advantage against the County of Orange or any person interested in the proposed contract; and 5. The price or prices quoted in the attached proposal are fair and proper and are not tainted by any collusion, conspiracy, connivance or unlawful agreement on the part of the proposer or any of its agents, representatives, owners, employees, or parties in interest, including this affiant. Signature Subscribed and Sworn to Before Me, This day of Notary Public Title 20 My Commission Expires: 109 PROPOSAL FORM To Whom It May Concern: I have carefully examined the Request for Proposal and any other documents accompanying or make a part of this Request for Proposal. I hereby propose to furnish the services specified in the Request for Proposal for a lump sum fee in the amount of: ~~ I agree that my proposal will remain firm a period of up to 90 days in order to allow the County adequate time to evaluate the proposals. I certify that all information contained in this proposal is truthful to the best of my knowledge and belief. I further certify that I am duly authorized to submit this proposal on behalf of the firm as its act and deed and that the firm is ready, willing and able to perform if awarded the contract. It js distinctly understood that the County reserves the right to reject any or all proposals. NAME OF FIRM Federal Tax ID: Phone: AUTHORIZED SIGNATURE Fax: NAME & TITLE, TYPED OR PRINTED MAILING ADDRESS CITY, STATE, ZIP CODE Email: Subscribed and sworn to before me this day of ,.20 Notary Public My Commission expires: (SEAL) 9