Loading...
HomeMy WebLinkAboutAgenda - 09-13-2011 - 1ORANGE COUNTY BOARD OF COMMISSIONERS JOINT MEETING AGENDA IT -EM ABSTRACT Meeting Date: September 13, 2011 SUBJECT: Discussion with County Fire /Rescue Departments and Orange County Emergency Services Department to Explore Service Delivery Improvements DEPARTMENT: Emergency Services /County PUBLIC HEARING: (Y /N) No Manager's Office ATTACHMENT(S): (1) Fire, Rescue and Emergency Services Study by MMA Consulting Group, Inc. (2) Letter to Fire/Rescue Departments from BOCC Chair Pelissier (3) Response from Emergency Services Director F. R. Montes de Oca (4) Response from Orange County Fire Chiefs Association (5) Draft Minutes from May 10, 2011 BOCC Work Session (6) Emergency Services Response to Fire Chiefs Association Letter (7) Memo - -Updates on Communication Support for Local Fire Departments INFORMATION CONTACT: F. Rojas Montes de Oca, Jr., Director of Emergency Services — 919 -245 -6140 Michael Talbert, Interim Assistant County Manager - 919 - 245 -2153 PURPOSE: To receive feedback and input from fire /rescue chiefs, fire district board members and Emergency Services staff related to the Fire, Rescue and Emergency Services Study submitted by MMA Consulting Group, Inc. This is an opportunity for all stakeholders to address strengths and weaknesses of the system and offer constructive ideas to improve emergency services to the residents of Orange County. BACKGROUND: Following a competitive bid and recommendation from the Fire, Rescue and Emergency Services Study Review Committee, the Board of County Commissioners awarded the bid to MMA Consulting Group, Inc. (MMA) of Brookline, Massachusetts on June 15, 2010 to, 2 "present an inventory of fire, rescue and emergency services provided within the County ". MMA developed survey tools, analyzed data and- information from all agencies; and interviewed all fire,_ rescue and emergency services agencies in Orange County. MMA followed up with all principle representatives and staff members to develop a description of the County's' fire, rescue, 911 communications, emergency management and emergency medical services capabilities, staffing and equipment inventory. On May 10, 2011 MMA submitted its report and presented it to the Board (Attachment 1). The Fire and Rescue Chiefs of Orange County requested a meeting with the Board to discuss specifics of the report. On ,tune 6, 2011 Orange County Board of Commissioners Chair Bernadette Pelissier invited all stakeholders to submit written responses pertinent to the study to meet with the Board on September 13, 2011 to discuss those ideas and recommendations (Attachment 2). On August 26, 2011 Emergency Services delivered a response to the Clerk of the Board and County Manager's Office (Attachment 3), and, on August 31, 2011, Chief Bryan Baker delivered via email a response on behalf of the Orange County -Fire Chiefs Association (Attachment 4). Each fire department Fire /Rescue Chief and Board of Directors' Chair /President have been invited to represent their department and provide the Commissioners with feedback on the Fire, Rescue, and Emergency Services Study. Emergency Services staff will also be present to address system weaknesses, strengths, and improvements. The development of a County Emergency Services Strategic Plan, including all stakeholders, would address system wide delivery weakness, including Capital Investment Planning and operating strategies. FINANCIAL IMPACT: Financial impact will be determined pending direction from the Board. As the County moves forward with this effort, there may be costs related to equipment, training, personnel and capital. RECOMMENDATION(S): The Manager recommends that the Board receive information from the Fire /-Rescue departments, discuss the Study and provide direction to staff for the future coordination of the County's emergency services delivery system. ATTACHMENT 1 3 ORANGE COUNTY, NORTH CAROLINA ASSESSMENT -OF THE CURRENT, FIRE, RESCUE, AND EMERGENCY SERVICES DELIVERY SYSTEM MAY 2011 MMA CONSULTING GROUP, INC. 1330 BEACON STREET BROOKLINE, MASSACHUSETTS 02446 ORANGE COUNTY, IroRTH CAROLINA CONTENTS EXECuTIvE Summ ARY II. ORANGE-COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES M. STANDARDS, BENCHMARKS AND RESPONSE PARAMETERS 26 IV. CouNTY FIRE, REscuE, AND EMERGENCY SERVICES AGENCIES 34 V. SYSTEM STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS 74 MMA CbNSULTING GkOUP, INC. ORANGE COUNTY, AIORTH CAROLINA I. EXECUTIVE SUMMARY This Assessment of the Current, Fire, Rescue, andEmergencyServlcesDelivery 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 founty 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 '*' ASIA CONSULTING GROUP, INC. I 0 ORANGE (bUNTY, Ak)RTH 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, medical first The 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, The 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 a well- 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. * M114 CONSULTING GkOUP, INC. 2 7 ORANGE COUNTY, AbRTH 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: 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 medical first responder services. Volunteer organizations have generally adapted to changes in demographics, commuting patterns, and service needs. D The Orange County Department of Emergency Services manages a centralized emergency communication system which links all emergency responders effectively. 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. D 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. * ABL4 CONSULTING GROUP, INC. 3 N ORANGE CbUNTY, A TORTH CAROLINA a 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. D Department of Emergency Services personnel report that there are delays in processing some emergency calls for service. )!- 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 a County -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.) * MM,9 CONSULTING GROUP, INC. 4 N� ORANGE COUNTY,IVDRTH CAROLINA EXHIBIT 2 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 Firestation 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 emergency response system help 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: D The County has an opportunity to improve the operations of volunteer fire departments by providing some administrative support services. D The Department of Emergency Services needs to acquire software to enable it to analyze fire, rescue, and emergency medical service responses. The sharing of emergency response information among service providers will also benefit the response system. * MMA CONSULTING GROUP, INC. 5 10 ORANGE COUNTY. AbRTH CAROLINA 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. 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 OPPORTUNITIES 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- Month ly/q uarterly 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 CountyFire, Rescue, and Emergency Services, provides an overview of the emergency response system in the County. Chapter 111, Standards, Benchmarks, and Response Parameters, describes * ADM CONSULTING GROUP, INC. 6 11 ORANGE COUNTY, FORTH OROLINA 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. * ADM CbNSULTING 6kOUP, INC. 7 12 ORANGE COUNTY, AbRTH CAROLINA H. ORANGE COUNTY ERE, 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- d-epartments (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 illustrate 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 are 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 CONSULTING GROUP, INC. 8 13 ORANGE COUNTY,AIORTH CAROLINA EXHIBIT 4 SUMMARY OF FIRE RESPONSES - 2007 TO 2009 FIRE FIRST RESPONDER/EMS OTHER CALLS 2007 9.1% 50.1% 40.9% 2008 5.9% 50.6% 4-3.6% 2009 4.7% 51.1% 44.1% Ave -rage 6.6% 50.695 42.9% North Carolina Average (2009) 8% 57% 40% Source: National Fire Incident Reporting System (2007, 2008, and 2009) EXHIBIT 5 SUMMARY OF FIRE RESPONSES - 2007 TO 2009- Exhibit 6 displays information from the National Fire Incident Reporting System ( NIFRS), for 2009, whenever possible. The NIFRS 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 a Fire ■ First Responder /EMS iOtherCalls 60.0% 50.0% 40.0% 30.0% 20.0 %; 0.0% 3,,x- 2007 2008 2009 Average North Carolina Average (2009) Exhibit 6 displays information from the National Fire Incident Reporting System ( NIFRS), for 2009, whenever possible. The NIFRS 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 14 ORANGE CbUNw, AbRTH CAROLINA RESPONSE CODE = DESCRIPTION 100 Fire 200 Overpressure, Rupture, Explosion 360 Rescue and EMS 400 Hazardous Condition (no fire) 500 Service Call 600 Good Intent 700 False Alarm & False Call 800 Severe Weather /Natural Disaster 900L 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 5,000 calls for service were for EMS First Responder services. The total number of calls entered for the Eno Fire Department is based on interviews with fire department officials, in which the approximate number of responses was estimated to be 600 calls for service annually; 50 percent of calls were EMS related, and 50 percent were fire related. White Cross responded to approximately 218 calls for service; 113 were first responder calls for service and 105 were fire related calls for service. The number of calls is not complete for all categories; as a result, the percent of calls by category cannot be accurately established, except for EMS calls, which are 51 percent of all calls for service. * "L4 CONSULTING GROUP, INC. 10 15 ORANGE COUNTY, AORTH CAROLINA EXHIBIT 6 FIRE DEPARTMENT RESPONSES IN ORANGE COUNTY (2009) CATEGORY 100 200 300 400 500 600 700 800 90Q TOTAL FIRE OVERPRESSURE RESCUE& HAZARDOUS SERVICE MOOD 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 1 745 1 -6 10 111 30 0 0 463 Eno* 300 600 New Hope 140 468 Orange Grove* 216 387' Orange Rural 70 7 1,186 38 28 234 95 0 37 1 -,695 White Cross* 1 1 3 218 Total 439 22 5,252 469 295 1,226 1,967 7 116 10,290 Percent 51% 100% Source: National Fire Incident Reporting System (N/FR.S). The N /FRS data were not complete; as a result data were provided by Eno, New Hope, Orange Grove and White Cross. The Eno Fire Department data are 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. * ABL4 CONSULTING GROUP, ,NC. 11 16 ORANGE COUNTY, MRTH CAROLINA EXHIBIT 7 VOLUNTEER AND PAID FIREFIGHTING PERSONNEL FIRE DEPARTMENT I VOLUNTEERS I PART- TIME PERSONNEL I FULL - TIME II PERSONNEL TOTAL Caldwell Fire Department 40 - 40 Carrboro Fire- Rescue Department 36 36 Cedar Grove Fire Department 39 39 Chapel Hill Fire Department 93 93 Efland Fire Department 36 36 Eno Fire Department 30 30 Orange Grove Fire Department 35 1 2 38 Orange Rural Fire Department 19 3 20 42 New Hope Fire Department 28 9 3 40 White Cross- Fire Department 37 2 1 40 Total 264 15 155 434 In addition to the Fire and Rescue Departments, the -South Orange Rescue Squad (SORS), provides a variety of EMS and technical rescue services. The SORS is a fully volunteer organization and has 96 volunteers (47 EMS volunteers, 35 technical rescue volunteers, and 14 community volunteers. 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 tankers, nine brush trucks, and 22 command, support, utility, and multiple- purpose units. It should be noted that many of the departments have engine - tankers. * ABL4 CONSULTING GROUP, INC. 12 17 ORANGE CbUNTY, AbRTH CAROLINA EXHIBIT 8 STATIONS AND APPARATUS FLEET (INCLUDES RESERVE APPARATUS) AVERAGE RESPONSE TIME Exhibit 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. * MMA CONSULTING GROUP, INC. 13 STATIONS ENGINE AERIAL TANKER BRUSH COMMAND/UTILITY/ TOTAL COMMENT MULTIPLE PURPOSE The department Ealdwell 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 2 8 Eno 2 3 1 1 1 6 New Hope 2 3 2 1 3 9 The department Orange Rural 2 3 1 3 1 - 3 11 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 1 23 -83 AVERAGE RESPONSE TIME Exhibit 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. * MMA CONSULTING GROUP, INC. 13 18 ORANGE COUNTY, AbRTH CAROLINA EXHIBIT 9 AVERAGE RESPONSETwES - 20-07, 2008, AND 2009 RECEIVED TO DISPATCH DISPATCH TO EN ROUTE_ EN ROUTE TO ON- SCENE II DISPATCH TO ON- SCENE TOTAL AVG. RESPONSETIME All EMS (2007) 0:02:38 0:02:18 0:04:55 0:07:13 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 0:11:24 All Fire (2007) 0:02:09 0:02 :22 0:03:19 0:05:41 0:07:50 Alt Fire (2008) 0:01:45 0:02:07 0:03:52 0:05:59 0:07 :44 All Fire (200-9) 0 :01:43 0-02:15 0:03 :51 0:06:06 0:07:49 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 0:04:5.6 0:06:21 Carrboro FRD (2007) 0:0222 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 0:07:11 Carrboro FRO (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 (2007) 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 0:10:11 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)- 0:02:08 0:02:15 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 0:1.2:04 Cedar Grove FD (2008) 0:02:02 0:02 :30 0:06:32 0:09:02 0:11:04 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 0:11:57 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 * ADV4 CONSULTING CROUP, ,NC. 14 19 ORANGE ODUNTT, AbRTH CAROLINA Exhibit 10 displays the average response time in Orange County for 2009 in graphic form. EXHIBIT 10 AVERAGE RESPONSE TIME- 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. * MMA CONSULTING GROUP, INC. 15 20 ORANGE COUNTY, MRTH CAROLINA EXHIBIT I 1 RESPONSETIME- 2010 CHAPEL HILL, CARRBORO, EFLAND,_ ORANGE GROVE, ORANGE RURAL, AND WHITE CROSS FIRE DEPARTMENTS FIREDEPARTMENT RESPONSE TIME (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: Chapel Hill Carrboro, Efiand, Orange Grove, Orange Rural and White Cross fire departments FIRE DISTRICT 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. * MMA CONSULTING GROUP, INC. 16 21 ORANGE COUNTY, ATbRTH CAROLINA EXHIBIT 12 FIRE DISTRICT EXPENDITURES (FIRE DISTRICT FUND) FIRE DISTRICT 2007-2008 2008-2009 2009- 201 0 2010- 201 1 (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 164,414 171,189 171,674 203,904 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 32-0,467 386,643 - Orange Grove 236,315 279,666 271,845 269,989 Orange Rural- 604,353 641 ,640 637,888 772,777 White Cross 173,293 184,770 222,381 220,303 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 8.19'Q 1.5% 7.5% CONFUTER 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: ► 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. * ABM CONSULTING 6kOUP,1NC. 17 22 ORANGE - COUNTY, AbRTH CAROLINA ► 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 are 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, 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 2 5.8 percent of the square miles of the County are within two miles of a fire station and 3 9. 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 * MMA CONSULTING QOUP, INC. 18 23 ORANGE COUNTY, ACIRTH CAROLINA 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 13 -DISTANCE MAP - STREET MILES AND AREA COVERED AREA AND STREETS WITHIN TWO, FOUR, AND SIX- MILES OF EACH STATION 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% 2 to less -than 4 miles 206.65 51.5% 779.14 43.3% 4 to less -than 6miles 84.97 21.2'% 282.74 15.7% 6 miles or more 6.12 1.5% 26.27 1.5% Total 401.40 100.0% 1,798.43 T00.0 %- AREA AND STREETS WITHIN TWO, FOUR, AND SIX MILES OF EACH STATION (CUMULATIVE) COUNTY--WIDE MAPPING DATA - TRAVEL TIME MAPS The response time, or travel time, maps show the response from each fire station in two - 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. The maps indicate the streets and area covered in two - 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 * MMA CONSULTING GROUP, INC. 19 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 MAPPING DATA - TRAVEL TIME MAPS The response time, or travel time, maps show the response from each fire station in two - 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. The maps indicate the streets and area covered in two - 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 * MMA CONSULTING GROUP, INC. 19 24 ORANGE COUNTY, AbRTH CAROLINA 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 irr 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 dispatchi) from 20x7 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, a four- 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 are 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 -are 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. * ADM CONSULTING CROUP, INC. 20 25 ORANGE COUNTY, 1TDRTH CAROLINA EXHIBIT 14 TRAVEL TIME FROM FIRE STATIONS - STREET MILES AND AREA COVERED AREA AND STREET MILES COVERED IN TWO- MINUTE TIME INCREMENTS AREA AND STREET MILES COVERED IN TWO- MINUTETIME INCREMENTS (CUMULATIVE) SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 minutes 24.29 5.1% 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% 363.37 20.39. 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 11.08 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) ABIA CONSULTING GROUP, INC. 21 SQUARE MILES 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 184.15 4-5.9% 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 11.08 2.8% 40.13 2.2% Total 401.40 100% 1,798.43 100.096- ABIA CONSULTING GROUP, INC. 21 F Al' M MA F 4MVIAM I&M 000—m—mm 20 Orange County Stations Distance tr—__— Distance orn e ent Station Ci Less than 2 miles C7!! 2 to le than 4 Miles 4 to less than 0 1 6 Miles AA - Wes k- o r =: r- ll lop tar rr AS ,N irk' } I CTI ORANGE COUNTY, ATURTH CAROLINA 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 anti 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 (RTT) 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 andindustrystandardswhich are applicable to the fully- career fire departments. NFPA 1720 and industry standards which are applicable to the predominantly volunteer fire departments. Emergency medical service response time benchmarks which are suggested in NFPA 1710, the American Heart Association Statement on Chain ofSurvival, 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 * AfI M CONSULTING GROUP, INC. 26 31 ORANGE COUNTY, AbRTH CAROLINA objectives- must also accommodate variations in fire danger. It is important to 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- Fi re/Flas hover Geographic Characteristics of.the County Sequence of Emergency Response "Two In, Two Out" OSHA Safety Rule Distribution _of Capacity (fire station location) NFPA Standard 1710 NFPA Standard 1 720 AMA EMS Response Considerations and Standards AHA Standards for Cardiac Response 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 * ARL4 CbNSULTING GkOUP, INC. 27 32 ORANGE CbUNrY, ATORTH CAROLINA that time, temperatures at ceiling level will reach 1,500 degrees. United States fire department planning generally assumes approximately an eight - 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. SNhen 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 maybe 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 reductionin the cost of fire damage when automatic suppression systems are -in place._ Sequence ofresponse. 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 * 11LA CbNSULTING GROUP, INC. 28 33 ORANGE COUNTY, AORTH 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 passible 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 in most 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, fact -ors 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 * ARM CONSULTING GROUP, INC. 29 34 ORANGE COUNTY, IWRTH CAROLINA includes recognition of early warning signs, activation of the emergency medical system, basic cardiopulmonary resuscitation, defibrillation, incubation 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 everyxainute 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 RRE PROTECTION SFANDARD 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. * ABIA CONSULTING GROUP, 1NC. 30 35 ORANGE COUNTY, AORni CAROLINA EXHIBIT 15 NFPA 1720 PERFORMANCE' STANDARD STAFFING AND RESPONSETIMESTANDARDS 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 7,720 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 RRE PROTECTION STANDARD 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 tines tc 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. * "M CONSULTING GROUP, ,NC. 31 4.1 ORANGE COUNTY, AbRTH CAROLINA -EXHIBIT 16 NFPA 1 710 RESPONSE TIME OBJECTIVES AND STAFFING Fire Department Response Time Objectives STANDARD NFPA 1710 SECTION Turn- out time shall be one minute (60 seconds) maximum. Section 4.1.2.1. 7 (7) - Four minutes (240 seconds) or less for the arrival of the first arriving Section 4. 7.2.7. 1 (2) company at a fire suppression incident and /or eight minutes (480 Section 5.2.2. 7. 7 -engine seconds) or less for the deployment of a full first- alarm assignment -at a Section 5.2.2.2.7 fire suppression incident.* Section 5.2.3.2.2 Four minutes (240 seconds) or less for the arrival of a unit with first Section 4. 7.2.7. 7 (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 4:1.2.7.7 (4) _support unit at an emergency medical incident, where this service is provided by the fire department.* * These response-time performance objectives should be achieved at least 90 percent of the time. Fire DeoartmentStafnq Requirements STANDARD NFPA 1 71 0 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 5.2.1.2.3 Engine companies must be staffed with a minimum of four firefighters. Section 5.2.2. 7. 7 Ladder companies -must be staffed with a minimum of four. Section 5.2.2.2.7 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 expectedfirefigbtngconditions. 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 RflIfA CbNSULTING GROUP, INC. 32 37 ORANGE COUNW, MRTH C kROUNA ► 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 obtainedat the fire scene In jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors-, asidentified bythe authoritybavingjuris&ction, 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. 5.21.2.1) 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 IS 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 CbNSULTING GPour, INc 33 i GRANGE COUNTY, AbRTH CAROLINA III. COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES AGENCIES CAmwELL 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 a seven - 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 17 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 * ADM CONSULTING QOUP, INC. 34 39 ORANGE COUNTY, AbRTH 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 H, 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 18 CALDWELL FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) - 2007 -2008 2008 -2009 2009 -2010 2D10 -201T $163,677 $186,035 $166,939 $168,093 Percent Increase 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. * M IM CONSULTING GROUP, INC. 35 40 ORANGE COUNTY, AbRTH CAROLINA EXHIBIT 19 FLEET APPARATUS DESCRIPTION YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH - COMMAND 5.7% 26 11.9% Rescue and EMS 134 60.4% 122 59.2 145 UTILITY Engine,- International, 2003 Pumper/Tanker 7.33 1 28.6 72 31.3% 60 1,250 gpm, 1,500 - Total 222 100% 206 100% 230 100% 219 100% gallon tank * AEVA CONSULTING GROUP, INC. Engine, Freightliner, 1993 Pumper 732 1 36 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 2007 THROUGH 2009 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 40 18.0% 25 12.1 13 5.7% 26 11.9% Rescue and 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: National Fire Incident Reporting system (NFIRS) * AEVA CONSULTING GROUP, INC. 36 41 ORANGE COUNTY, IADRTH CAROLINA Caldwen 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 a pre - 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 a pre - 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 (MCI) Plan, in the-event of a large scale emergency at the speedway. CAR"ORO 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 S. Exhibit 21 displays the department's staffing. All - Carrboro Fire- Rescue Department personnel are- emergency medical technicians. EXHIBIT 21 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Eire Marshal 1 Deputy- Chief 1 Captain 3 Lieutenant 6 Driver Operators 9 Driver Operators (relief) 6 Firefighter 9 Total 36 * ABL4 CONSULTING 6kOUP, INC. 37 42 ORANGE COUNTY, AbRTH 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 Marshal) Ford Expedition (Chief support and command-vehicle) Chevy Impala (Deputy Chief) 2 1411 Homestead Road Engine 932 Ladder 972 (reserve) Total 10 Units 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 Exhibit 24. EXHIBIT 23 CARRBORO FIRE- RESCUE DEPARTMENT BUDGET 2008 -2009 2009 -2010 2010 -2011 $2,473,026 $2,296,836 $2,670,326 * 11AM CONSULTING ii COUP, INC. 38 43 ORANGE COUNTY, MIRTH CAROLINA EXHIBIT 24 CARRBORO FIRE- RESCUE DEPARTMENT BUDGET (FIRE1Jismc-f FUND 2008-2009 2-009-2010 201-0-2011 $42 -9,969 $427,517 $426,143 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 25 APPARATUS FLEET Data from the National Incident Reporting System (NFIRS) 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. * ADM CONSULTING 6k0UP,1NC. 39 YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND/ UTILITY Engine,-Ferrara custom pumper, 1,500 1999 _ Engine 931 1 gpm, 1,000- gallon tank Aerial, Sutphen SPH, 100= foot aerial 2009 Truck 971 1 platform, 1,500 gpm, 300- gallon tank Command Vehicle, Ford F- 250 Crew -2008 Command Vehicle 1 Cab 987 Engine (reserve),. E- One Commercial Cab pumper tanker, 1,250 gpm, 1993 Engine 934 1 1,250- gallon tank Squad (reserve) Chevy one - ton 1989 Squad 961 1 Engine, Elite /Spartan custom pumper 2006 Engine 932 1 tanker, 1,500 gpm, 1,000- gallon tank Aerial (reserve), E- One, 75' aerial 1990 Ladder 972 1 ladder, 1, 500 gpm, 500- gallon tank Data from the National Incident Reporting System (NFIRS) 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. * ADM CONSULTING 6k0UP,1NC. 39 44 ORANGE LbUNTY, AbRTH 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, 20.08 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 G6 FIRE-DEPARTMENT RESPONSES - 2007 THROUGH 2009 2007 2008 2009 AVERAGE Number Percent Number Percent- Number Percent Number Percent Fire 92 5.9% 94 Rescue_& EMS 913 59.0 %_ 813 Other 542 35.0% 688 1,547 100.0% 1,595 Source: National Fire)lncident Reporting System (NF /RS) 5.9% 165 11.1% 116 7.6% 51.0% 809 54.2% 878 57.4% 43.1% 519 34.8% 534 34.9% 100.0% 1,493 100.0% 1,529 100.0% 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 is lead by a Fire Chief who is elected by the department's membership, and approved by the seven - member Board of Directors. The Fire Chief selects one Assistant Fire Chief, one Deputy Fire Chief, and four Captains. Exhibit 27 displays the department staffing. * ADM CONSULTING GROUP, NC. 40 45 ORANGE CbuNTY, AbRTH 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 Firefighter 31 Total 39 All department members -are required to complete a minimum 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. 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 Source. Fire Department information 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 * ADM CONSULTING GROUP, INC. 41 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 and EMS 89 44.9% 75 45.2% 140 67.3% 101 53.1% Other 55 27.8% 46 27.7% 43 20.7% 4S 25.2% Total 198 100% 166 100% 208 100% 191 100% Source. Fire Department information 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 * ADM CONSULTING GROUP, INC. 41 46 ORANGE COUNTY, AMTH CAROLINA 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 comman d 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 _S168,552 $171,189 $171,674 $203,904 Percent Increase 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 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. * M1IT4 CbNSULTING GROUP, INC. 42 47 ORANGE COUNTY, MRTH LCAROUINA 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 CONSULTING GROUP, INC. 43 ORANGE COUNTY, FORTH CAROLINA EXHIBIT 31= STATION LOCATION AND PERSONNEL ASSIGNMENTS STATION ADDRESS CURRENT DEPLOYMENT AND MINIMUM STAFFING Unit Number of Personnel 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 Total 11 units 26 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 HILL 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. * "IA CONSULTING GROUP, INC. 48 49 ORANGE COUNTY, AbRTH CAROLINA EXHIBIT 33 APPARATUS FLEET 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, * ABIA CbNSULTING GROUP, INC. 45 YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, KME, 1,500 gpm, 500- gallon tank 2003 Engine 31 1 Engine KME, 1,500 gpm, 500- gallon tank 2009 Engine 32 I_ 1 Squad, 2001 KME International, 1,250 gpm, 2001 Squad 33 1 500- gallon tank - Tower, KME Predator, 100- foot 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 -foot Ladder, 1,250 2001 Engine 35- 1 gpm, 500- gallon Lank Chevy Suburban 2008 C4 1 Quick Attack, Compressed Air -foam System, -Ford Snuffer, 67 gpm, 300- gallon 2003 Tac 51 1 tank 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, * ABIA CbNSULTING GROUP, INC. 45 50 ORANGE COUNTY. AORTH CAROLINA 2009. The fire depar- tmentreports 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 MPARTMENT RESPONSES - 2007 THROUGH 2009 YEAR 2007 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 and EMS 1,814 41.3% T,949 44.5% 1,954 44.1% 1,906 433% Other 2,338 53.3% 2,296 52.4% 2,351 53.1% 2,328- 52:9% Total 4,387 100.0% 4,384 1-00.0% 4,426 100.0% -4,399 100.0% Source: National Fire Incident ReportingSystem (NF /RS) The fire department has a comprehensive fire protection 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 235 plan reviews. The Chapel Hill Fire Department has developed detailed qualifications for all ranks in the department, including Firefighter, Master Firefighter, Fire Equipment Operator (FED); 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 35 displays the department's current staffing. * MMA CONSULTING GkOUP, INC. 46 51 ORANGE CbUNTY, ATORTH CAROLINA EXHIBIT 35 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING 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 15 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. * ARM CONSULTING GROUP, NC. 47 52 ORANGE COUNTY, AbRTH CAROLINA Source: National Fire incident Reporting system (NF /RS) Efland has developed a school -based public education program. The program entails routine visits to schools in the Efland Fire District. Additionally, the department maintains a pre - incident planning program. Data has been collected on churches and-commercial property within the district. The data are 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 primary 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 � ,}' 119174 CONSULTING CROUP, INC. 48 EXHIBIT 36 NUMBER AND TYPE OF INCIDENTS EFLAND FIRE DEPARTMENT 2007- 2009 20O7 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 90 15.8% 66 13.3% 5o 10.8% 69 13.5% Rescue and 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: National Fire incident Reporting system (NF /RS) Efland has developed a school -based public education program. The program entails routine visits to schools in the Efland Fire District. Additionally, the department maintains a pre - incident planning program. Data has been collected on churches and-commercial property within the district. The data are 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 primary 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 � ,}' 119174 CONSULTING CROUP, INC. 48 53 ORANGE CbUNTY, NORTH CAROLINA servicing the debt associated with read 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 2- 009 -2010 Z010 -2011 $237,855 5295,496 $303,230 $308,246 Percent Increase 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" rifle 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 2 00 7, is located at 5900 US Highway 70. The fire apparatus fleet is composed of three engines, two tankers, one brush truck, a medical response vehicle, and a general use vehicle. Exhibit 38 lists the departments major apparatus, the year of manufacture, and the apparatus designation. EXHIBIT 38 APPARATUS FLEET * ARM CONSULTING GROUP, INC. 49 DEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Pierce, 1,250 gpm, 1,000- 2001 Engine 133 1 gallon tank Engine, Ford C -8000, 1,000 gpm, 1988 Engine 132 1 1,000- gallon tank Engine, Ferrara 1,250 gpm, 1,000- 2007 l gallon tank * ARM CONSULTING GROUP, INC. 49 54 ORANGE COUNTY, FORTH CAROLINA ENo FIRE DEPARTMENT 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 service 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 a pre -fire planning 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 fire hydrants. * MMA CONSULTING CROUP, INC. 50 YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND/ UTILITY Brush, Ford F- 45.0, 150 gpm, 250- 2000 Brush 151 1 gallon tank Tanker, Ford F- 8000 1990 Tanker 141 1 Tanker, 4 Guys, 1,250gpm, 1,000- 2008 1 gallon tank - ENo FIRE DEPARTMENT 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 service 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 a pre -fire planning 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 fire hydrants. * MMA CONSULTING CROUP, INC. 50 55 ORANGE COUNTY AbRTH CAROLINA 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 * MMA CONSULTING GkOUP, INc. 51 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, 1,500 - gallon tank 1983 Tanker 343 1 Brush Truck Ford, 250 gpm, 300- gallon tank 1991 Brush Truck 355 1 Service Vehicle, Ford 1999 Vehicle 381 1 * MMA CONSULTING GkOUP, INc. 51 56 ORANGE COUNTY, MRTH CAROLINA EXHIBIT 4-0 ENO FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007 -2008 2008 -2009 2009 -2010 2010 -2011 339,818 339,941 410,740 412;474 Percent Increase or Decrease 2_0.8% 0.4% NEw HoPE FIRE DEPARTMENT 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: The Fire Chief is appointed by a Board of Directors, and oversees daily operations of the department. The Chief appoints the Deputy Chief and Captains, and supervises the paid personnel. The department has 26 medical responders; 17 are EMT certified. Volunteers in the department sign_ up for duty hours during nights and weekends to enhance 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 * MMA CONSULTING QOUP,1NC. 52 57 ORANGE COUNTY, AbRTH CAROLINA Exhibit 42 shows station locations and apparatus assigned to each station. EXHIBIT 42 STATION LOCATION AND APPARATUS STATION ADDRESS APPARATUS 1 4012 Whitfield Road, Chapel-Hill Engine 431 Tanker 441 Brush -Truck 451 Squad 461 Service Truck 481 2 4700 NC Highway 86, Chapel Hill Engine 432 Engine 433 (reserve) Tanker 442 Total 8 units* *Does not include Chiefs vehicle. 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 2009-201-0 2010- 2011 $321,103 $354,783 $320,467 $386,643 Percent Increase or Decrease 10.5 -9.7 20.6 The fire department has 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. * 1812 CONSULTING GROUP, INC. 53 58 ORANGE COUNTi, AbRTH CAROLINA EXHIBIT 44 APPARATUS- FLEET Exhibit 45 presents response data from the New Hope -Fire Department. EXHIBIT 45 FIRE DEPARTMENT RESPONSES- 2007 THROUGH 201 -0 FY'07 -'08 YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Ferrara 2, 1,500 gpm, 1,000- gallon tank - 2004 Engine 431 1 74.2% 328 701% EMS (First Responder) 168 Engine, American- Lafrance, 1,500 gpm, 1,000- gallon -tank 1999 Engine 432 1 29.9% Total 519 100.0% 528 Engine, Ford, 1,250 gpm, 1,000- gallon tank (reserve) 1990 Engine 433 1 Tanker, Volvo, 750 gpm 2,100- gallon tank 1998 Tanker 441 - 1 Tanker, Ford, 1,250 gpm, 1,000- gallon tank 1990 Tanker 442 1 Brush Truck, Ford, 200 gpm, 200- gallon tank 1997 Brush Truck 451 1 Service, Freightliner 2000 Squad 461 1 Service Vehicle, Ford 2001 Vehicle 4 -81 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 201 -0 FY'07 -'08 FY'08 -'09 FY'09 -'10 Number Percent Number Percent Number Percent Fire 351 67.6% 392 74.2% 328 701% 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. * M1114 CONSULTING QOUP, INC. 54 59 ORANGE COUNTY, MRTi-I CAROLINA EXHIBIT 46 AVERAGE FIRE DEPARTMENT RESPONSES (2007- 20081 2008- 2009, and 2009- 2010) NUMBER PERCENT Fire 357 70.7% Rescue & EMS 148 29.3% Total 493 100% Source: Fire Department information The New Hope Fire Department uses NIMS on multi- agency responses. The department conducts pre -plan surveys of facilities open to the general public, including schools, churches, businesses, residential health care facilities, and County - owned facilities. Surveys are updated annually and are maintained in hard copy and electronic format. Hard copies of surveys are kept in response vehicles. Pre -plan surveys and site visits are conducted annually as-part of the training program. The department offers fire and rescue -training four times each month and emergency medical training once each month. Twenty -five members of the department are Firefighter I/II certified. A firefighter safety program has been instituted. The safety program includes the Passport personal accountability system for fireground operations. The fire department has appointed a new Chief and is in the process of revising SOPS /SOGs, and establishing long -term goals. The department plans to re -quest an ISO review to improve its public protection classification. 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, a full-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. * ADM CONSULTING GROUP, INC. 55 MN ORANGE COUNTY, ATORTH CAROLINA 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. 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 Increase 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. * M111A CONSULTING GROUP, INC. 56 61 ORANGE COUNTY, AORTH CAROLINA EXHIBIT 49 APPARATUS FLEET Volunteer response averages between three and four personnel during the daytime- and in the evening. Volunteer recruitment efforts have not been successful. 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); 6.1 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. * MMA CONSULTING GROUP, INC. 57 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, USTan, 1,250 gpm, 1,800- gallon tank 2009 Tanker 242 1 Tanker, EEI, 1,500 gpm, 2-,500 -gallon tank 1991 Tanker 246 1 Brush Truck, Pierce, 300 gpm, 250- gallon tank 1996 Truck 255 1 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. 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); 6.1 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. * MMA CONSULTING GROUP, INC. 57 62 ORANGE CbUNTY, AbRTH CAROLINA EXHIBIT 50 FIRE DEPARTMENT RESPONSES BY MAJOR CATEGORY YEAR 2007 2008 -2009 AVERAGE 500 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 T00.0% 1,695 100.0% 1,730 100.0% Source: National Fire Incident Reporting-System (NF /RS) EXHIBIT 51 -RURAL ORANGE FIRE DEPARTMENT NUMBER AND TYPE OF INCIDENTS - 2007 TO 2009 CATEGORY 100 200 300 RESCUE 400 500 600 700 800 900 TOTAL FIRE OVERPRESSURE & EMS HAZARDOUS SERVICE GOOD FALSE ALARMS & SEVERE OTHER - CONDITION CALLS INTENT FALSE CALLS WEATHER (NO FIRE) 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 1 Z7 101 1 2 1,774 Average 105 7 1,229 48 41 167 103 8 21 1,730 Source: National Fire Incident Reporting System (NFIRS) 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 a pre - incident planning program. 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 38- 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 until 3:00 p.m. The second shift begins at 9:00 a.m. * M1I1A CONSULTING GROUP, INC. S8 63 ORANGE CbuNTY, AbRTH CAROLINA 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 TOTALSTAFFING Fire Chief 1 Deputy Fire Chief 1 Assistant Fire Chief 2 Volunteer Captain 4 Full -time Captain 2 Lieutenant 3 Volunteer Firefighter 25 Total 38 The department is in- the process of certifying personnel at the Firefighter I and Firefighter H levels. Department personnel -meet the annual training standards 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 387 requests for emergency services. Emergency medical calls account for approximately 56 percent of the department's responses. An overview of emergency responses is provided in Exhibit 53. * MfIL4 CONSULTING GROUP, INC. 59 64 ORANGE CbUNTY, AybRTH CAROLINA EXHIBIT 53 NUMBER AND TYPE OF INCIDENTS - 2009 Number Percent Fire 171 44% Rescue and EMS 216 56% Total 387- 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 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 55 lists each apparatus, the year of manufacture, and the apparatus designation. * AfIfA CbNSULTING GROUP, INC. 60 65 ORANGE COUNTY, AbRTH CAROLINA 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,_ 2,0-00 - gallon tank Brush, Ford, 150 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 Increase or Decrease 9.9% 4.7% -0.7% WHrrE 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 3 7- 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 a two -year term. In * "1A CONSULTING 6kOUP, INC. 61 W ORANGE CbUNTY, AbRTH CAROLINA 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. EXHIBIT 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 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 are reported to have been stable over the past three years. In 2009, the department responded to 218 requests for emergency services; 113 of those requests were for emergency medical services. * MMA CbNSULTING GROUP, INC. 62 67 ORANGE COUNTY, AbRTH CAROLINA EXHIBIT 58 NUMBER AND TYPE OF INCIDENTS - 2009 Number Percent Fire 105 48% Rescue and EMS 113 52% Total 218 100% 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 5722 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. 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. * AAL4 CbNSULTING GROUP, INC. 63 .: ORANGE COUNTY, AbRTH CAROLINA 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 Grumman Fire Cat, 1,000 1986 Tanker 841 1 gpm, 1,000- gallon tank Brush, Ford F- 350, 150 1996 Brush Truck 851 1 gpm, 250- gallon tank Utility, Ford F- 250 1987 Support Truck 861 1 Ford Excursion 2000 Command Vehicle 88 1 - Exhibit 60 shows the past four years of the department's approved budgets. EXHIBIT 60 WHITE CROSS FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2-007-2008 2008-2009 2009-2010 2010-2011 $174,390 $189,027 $222,381 $220,303 Percent Increase or Decrease 8.4% 17.6% -0.9% NORTH CHATHAM FIRE DEPARTMENT AND MEBANE FIRE DEPARTMENT Some County residents receive initial response services from fire departments outside the County. The North Chatham Fire Department provides fire services to the Damascus and Southern Triangle Fire Districts on a contractual basis. The 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 a combination of paid and volunteer members. There are 30 volunteer members, 33 full-time employees, * AOM CONSULTING GROUP, INC. 64 .• ORANGE COUNTY, A70RTH CAROLINA 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. EXHIBIT 61 CURRENT DEPARTMENT STAFFING =POSITION TOTAL 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 1=0 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 50 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 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 * ADM CONSULTING aOUP, INC. 65 70 ORANGE COUNTY. MRTH CAROLINA 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 #l, 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 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. * "M CONSULTING GROUP, INC. 66 2008 -2009 2009 -2010 2010 -2011 Total Budget $2,506, -080 $2,769,885 $2,755,653 Orange County Revenue $21 -3,702 $211,673 $212,043 County Revenue as Percent of Total Budget 8.5% 7.6% 7.7% 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. * "M CONSULTING GROUP, INC. 66 71 CktANGE CbUNTY, AbRTH CAROLINA Exhibit 63 displays the department's staffing. EXHIBIT 63 CURRENT DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Fire Prevention Captain 1 Lieutenant 2 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. EXHIBIT 64 NUMBER AND TYPE Of INCIDENTS 2002 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 177 10.3% Rescue and EMS 1,148 66.7% Other 397 23.1% Total 1,722 100% Source: Fire Department information 115 6.1% 111 6.1% 134 7.4% 1,347 74.1% 1,347 73.5% 1,281 70.6 425 22.5% 374 20.4% 399 22.0% 1,887 100% 1,832 100% 1,814 100% * MMA CbNSULTING GROUP, INC. 67 72 ORANGE COUNTY, MRTH CAROLINA 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 Department, and Orange Grove Fire Department. The department 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 (SORS) is a nonprofit, 501 © (3), corporation. The SORS is a fully volunteer organization that provides emergency medical and technical rescue services. Volunteers work in support of the Orange County Department of Emergency Services, fire departments, and the University of North Carolina at Chapel Hill. The SORS has been providing_ ongoing volunteer EMS and rescue services to the citizens of Orange County since it was incorporated in 1971. The SORS has two operating divisions, a Technical Rescue Division and an Emergency Medical Service Division. Each division has a Chief and an Assistant Chief, as well as Captains and Lieutenants. The EMS Division has 47 volunteer members; the Technical Rescue Division has 3 5 volunteer members. There are 14- community volunteers who serve the SORS in a non - operational capacity. The South Orange Rescue Squad has an elected Board of Directors composed of operational members and non - operational community members. The SORS has operated with a budget of approximately 5275,000 for the last several years. The County does not provide direct support to the SORS, but provides an annual stipend of $28,908 annually and supplies for all EMS related events. The County recovers costs for paramedic services when the SORS and the County provide services at special events. in the spring of 2010, the SORS was awarded operational franchises to provide non- transport BLS services, emergency medical special event support services, and specialized technical rescue services by the Orange County Board of Commissioners. * MMA CONSULTING GROUP, INC. 68 73 ORANGE COUNTY, AbRTH CAROLINA The SOBS deploys at least one ambulance staffed with EMTs on a regular basis in accordance with an agreement with the Orange County Department of Emergency Services. The SORS provides crew quarters and staging facilities for County ambulances. 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 Towns of Chapel Hill and Carrboro and other County - organizations ► 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) ► a fire 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 SORS owns and maintains an 8,000- square foot rescue station with seven climate controlled bays located at 202 Roberson Street in Carrboro. The SORS owns and maintains a fleet of ambulances, rescue vehicles, and support equipment. Major vehicles and equipment include a Type 11 Ambulance (2004 Ford E350), a Type III Ambulance (2006 Ford E450), one 15- passenger support van (2010 Chevrolet 4x4), one rescue truck (2006 Ford F -350, utility), one rescue truck (1995 Ford F -350), one rescue service box van (2000 Chevrolet /Grumman), one 24 -foot enclosed trailer with EMS equipped bicycles and stretcher - equipped gator, and one 12 -foot enclosed trailer with confined space rescue equipment, including SCBA /SABA equipment. �}' M11M CONSULTING 6kOUP, INC. 69 74 ORANGE COUNTY, AORTH CAROLINA The South Orange Rescue Squad provided a range of services in 2010, including 12,186 volunteer hours, 75 joint operational medic shifts, 86 surge coverage page -out requests, 15 requests- for an ambulance to be lent to the Orange County Department of Emergency Services, and special events coverage or support. Special events coverage or support included UNC athletic events (18 basketball games, 17 baseball games, and 10 track and field meets), 24 high school and middle school football games, 1Z road races, and 59 other special - events. In 2009, the South Orange Rescue Squad conducted 3,9 CPR /AED- training classes (free of charge), and provided training certification for approximately 700 individuals. The SOBS certified 21 CPR instructors and 11 technical rescue instructors (State and national certification provided). 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 a County -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 * Afl2M CONSULTING GROUP, INC. 70 75 ORANGE COUNTY. MRTH CAROLINA 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 6 5 displays the number of personnel employed by the Orange County Department of Emergency Services. 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 (SOBS), 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 SORS. A number of County EMS personnel are, or have been, members of the SORS. 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. * "L4 03NSULTING GROUP, INC. 71 76 ORANGE COUNTY, MRTH CAROLINA EXHIBIT 66 REQUESTS FOR EMS SERVICES YEAR NUMBER OF REQUESTS 2007-2008 10,539 2008-2009 10,945 2009- 2010 (estimate) 11,392 2010- 201 1 (projected) 11,995 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 I - DISPATCH TO TOTALAVG. DISPATCH EN ROUTE ON- SCENE ON- SCENE RESPONSE TwE All EMS (2007) 0:02:38 0:02:18 0 :04:55 0:07:13 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 0:11:24 The Life Safety Management Division, the smallest organizational unit in the department, has two employees. Personnel provide fire inspection, investigation, and plan reviews 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 a four -year summary of the department's budget. * ADM CONSULTING GROUP, INC. 72 77 ORANGE COUNTY, MR-111 CAROLINA 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 1,8071-039 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 T50,675 1,751,497 424,276 Total Expenditures 6,780,864 7,092,690 8,628,416 7,062,571 The Department of Emergency Services has difficulty generating management information relating to service demand and response time, as a result of inadequate software. * ABIA CONSULTING 61ROUP, INC. 73 78 ORANGE CbUNTY, MRTH CAROLINA V. SYSTEM, STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREA -'S (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; weaknesses are conditions or circumstances which inhibit or prevent the fire, rescue, and emergency services agencies fromfunctioning 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 should continue to do so in the foreseeable future if development trends remain constant. There is no indication that the failure of any fire department is imminent. * Aff L4 CONSULTING GROUP, INC. 74 FLI] ORANGE COUNTY. ITbRTH CAROLINA 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-lime personnel, several -paid part - time personnel, and 19 volunteer personnel. Other departments have developed systems which assign volunteers to work defined hours. RILL TIME 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 challenges confronted within their own fire districts. Each agency provides a full array of fire suppression, fire - prevention, life safety, and plan review services. COUNTY WIDE ANSWERING POINT AND DISPATCH SYSTEM The County operates a centralized 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 IlAERGENCY MMICAL StRVICES 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, 36S 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. 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 * AL1L4 CONSULTING 6kOUP,1NC. 75 E:Z17 ORANGE COUNTY, AORTH CAROLINA 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. 7kAININ - AioGRAMS 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. B4ERGENCY MEDICAL 7kAINING 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. RREGROUND 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. WEAKNESSES OF THE FIRE, RESCUE, AND EMERGENCY SERVICES The weaknesses in the fire, rescue, and emergency services system are discussed below. * ABM CONSULTING GRoUp, lNc. 76 81 ORANGE CbUNTY, MRTH CAROLINA 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. Several County -wide emergency service functions appear to beunderfunded. 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 BABLE 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. STRAINED RELATIONSHIPS Relationships between County officials and volunteer fire-and resnue 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. ELIMINATION OF MANAGEMENT POSITIONS The Department of Emergency Services has had a reduction in the number of middle management positions. The positions of Deputy Director /Fire Marshal, Deputy Director /Emergency Communications Director, and Deputy Director/ Emergency Medical Services Director were eliminated in budget reductions. * MMA CONSULTING GROUP, INC. 77 82 ORANGE CbUNTY, MRTH CAROLINA COORDINATION 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 maybe inadequate during peak activity periods. The lack of quality centralized dam 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. * ABM CONSULTING GROUP, INC. 78 83 OF.kNGE COUNTY, MRTH CAROLINA STRATEGIC PLANNING The County fire, rescue, and emergency service providers have operational plans, pohcies,-and mutual aid protocols. however, there is no County -wide strategic plan for fire, rescue, and emergency services. OPPORTUNITIES FOIC THE 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 F,MSRESPONSE 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. * ]flI1A CONSULTING QOUP, INC. 79 84 ORANGE COUNTY, MR-111-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 PLANNING 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 encouragers 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 AREAS 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 may be 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. } 3ff L4 CONSULTING GROUP, INC. 80 8 -5 ORANGE COUNTY, AbRTH CAROLINA POOR ECONOMIC CLIMATE 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. A County -wide strategic plan for fire and emergency services wfflxelate anticipated growth to public safety needs. 7RIRD PARTY BILLING 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 GLNERATION 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. COORDINATION FAiLuRES 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. * "IA CbNSULTING GROUP, , NC. 81 ATTACHMENT 2 86 BERMWETIEPEUSSIER. Cf-WR ORANGE COUNTY BOARD OF COMMISSiONERS- S7EVEYUHASZ, VICE CHMN POST OFFICE BOX 8181 VALERIE P. FOUSNEE .4UCEM. GORDON -2`00 SOUTH-CAMERON STREET PAM HEMMINGER BARRY✓ACOBS HILLSBOROUGH, NORTH CAROLINA 27278 EARL MCKEE June 6, 2011 Orange County Fire Departments — Fire Chiefs/Board of Directors' Chairs /Presidents Orange County Emergency Services - ColonerFrank Montes de, Oca RE: Fire, Rescue, and Emergency Services Study Dear Fire Chiefs /Board of Directors' Chairs /Presidents, and Colonel- Montes de Oca: On behalf of the Orange County Board of Commissioners, I want to thank you and your staffs, both paid and volunteer,- for- participating in- the-recent Fire, Rescue, and Emergency Services Study. Your - input is invaluable .and much needed as the county reviews- emergency services, both- internally' and externally. The Board of County Commissioners would like for each of the fire departments as well as Orange County- Emergency Services to provide- the Commissioners feedback on the -Fire, Rescue,_ and Emergency Services Study. The Board is especially interested in suggestions on #low- to address the challenges and opportunities outlined in the report. The Board of Commissioners would like to hold a joint meeting of the Commissioners, Emergency Services, and Volunteer Fire Departments on Tuesday, September 13, 2011 at 7:00pm at the DSS offices, Hillsborough Commons, 113 Mayo Street in Hillsborough. We would like to- invite each fire department's Fire Chief and Board of Directors' Chair /President and Orange County Emergency Services to- represent- your department at this meeting with the County Commissioners. This meeting will provide a venue for open discussion about this study, your responses and suggestions, and hopefully will also- provide --direction for future coordination of our emergency services delivery system in Orange County. In preparation for this meeting, we welcome advance written feedback (suggestions on how to address the challenges and opportunities outlined in the report in the Fire, Rescue, and Emergency Services Study) that you would like to provide to the county. You may submit ttfis information to the Clerk to the Board, Donna Baker, dbaker @co.orange.ne.us by Friday, August 26, 2011. Sincerely, Bernadette Pelissier, Chair Orange County Board of Commissioners CC: County Commissioners Frank Clifton, County Manager www. co.orancLe.nc. us Protecting and preserving — People, Resources, Quality of life Orange County, North Carolina — You Count! (919) 245 -2130 - FAX (819) 644 -0246 ATTACHMENT 3 87 ®�bpSt` t 37 52 4 ott4 Ee���� ORANGE COUNTY EMERGENCY SERVICES Interoffice Memorandum TO: Bernadette Pelissier, Chair Orange County Board of Commissioners FROM: F. Rajas Montes de Oca, Jr., Director of Emergency Services DATE: August 26, 2011 SUBJECT:. Fire, Rescue and Emergency Services Study - Suggestions Please find attached my comments as requested. The document contains updates on several projects and initiatives that address many of study's highlights as -well as suggestions for further improvements within the emergency services system in Orange County. I look forward to the opportunity to discuss these initiatives and efforts on September 13�' as well as ideas for improving countywide protection and capabilities and safety of all emergency responders. Should you have any questions, please feel free to contact me for clarification. Cc: Frank W. Clifton, Jr., County Manager Michael Talbert, Interim Assistant County Manager Care . Serve • Survive FIRE,- RESCUE AND EMERGENCY SERVICES STUDY Addressing Challenges and Opportunities 8/26/2011 Submitted by F. R. Montes de Oca, EFO Emergency Services Director Orange County, North Carolina FIRE, RESCUE AND EMERGENCY SERVICES STUDY Suggestions-to Address Challenges -and Opportunities .. Background Emergency service agencies within Orange County responded to 148,462 calls in 2010. This includes: 24,379 fire and EMS calls and 1-24,083 law enforcement calls. An additional 37,878 miscellaneous calls, which include response transfers to other agencies, - animal assistance calls and- all others not readily categorized. OCES receives and processes these events by regularly interacting with twenty -one emergency or regulatory agencies. Up until July 2011, this was achieved with staffing levels that had not changed in over ten years. The agency-list includes: Caldwell Volunteer Fire Carrboro. Fire Rescue Carrboro Police Cedar Grove Volunteer Fire Chapel Hill Police -Chapel Hill Fire Efland Volunteer Fire Eno Volunteer Fire Hillsborough Police Mebane Fire New-Hope Volunteer Fire North Carolina-911 Board NC Division of Emergency Management North Carolina Division of Forestry_ North Carolina Highway Patrol North Carolina Office of EMS North Chatham Fire Orange County Sheriffs Office Orange Grove Volunteer Fire Orange Rural Volunteer Fire White Cross Volunteer Fire This document will address items intended to improve the delivery of services to the community. Although it is in no way a strategic plan; it should be viewed as offering highlights for several items and factors that are ongoing or should be addressed in a strategic plan establishing: response and performance expectations, recognition and intention to adopt readily - identifiable standards such as those established by the National Fire Protection Association (NFPA), OSHA and other rules - making bodies; establishing communication expectations for all partners to ensure the plan is built on inclusiveness and realistic points of success; and an open consideration for the adaptation of- change in reasonable increments that all can embrace — and afford. The "FDNY Strategic Plan 2011 - 201-3" is a model that is clean, simple and inclusive. If an organization as large as the Fire Department of New York can utilize a template to map growth, technology improvements, organizational development, responder health and safety enhancements; and improve emergency response; so too can Orange County. 11Page 90 Information Technology Computer -aided dispatch (CAD) is the- foundation of any efficient communications dispatching center. The software /hardware interface assists telecommunicators in Orange County to manage the movements -and responses of over sixty field units — police, rescue, fire and medical - daily. The CAD "dispatching" software is linked to GIS software and hardware, which identifies each emergency unit with a unique icon and GPS "W', coordinate to tell -the telecommunicator the closest and most - appropriate unit -to send. As the volume of calls for service continues to increase, it is critical that CAD software and AVL software be updated and integrated into all response vehicles to provide the most efficient priority selection -of closest unit response to the emergency. OCES has purchased ten AVL units and wilt begin a pilot project -in 3rd QTR 2011. The project will test the AVL process on 7 -8 ambulances -and up Jo_ three other - units- to determine_ system-, fidelity and accuracy. Once necessary adjustments are made OCES will provide the service to other agencies. Law enforcement agencies have cited the advantage of officer - safety provided by AVL and two fire departments have indicated they are interested in trying the technology. In the future it will be necessary to incorporate AVL in all emergency units to ensure closest unit response to provide the quickest and safest response to emergencies throughout the county -and surrounding communities. The process enhances telecommunicator accuracy and efficiency, reduces telecommunicator fatigue, provides multi- layered response capabilities to address large, complex emergencies and disasters and provides for accurate, timely "move -ups" of reserve resources to ensure coverage throughout the County. The AVL concept has been adopted by communities throughout the United States since the 1990's. Recently, OCES- took delivery of Firehouse® software that is the common platform for collecting emergency incident data; managing training records and department member rosters, fire prevention inspections and developing hazard mapping specific to businesses and target occupancies. Coupled with Firehouse® is an update to the CAD system called MobileTrak® that will allow units to utilize "silent dispatching ", which cuts down on verbal communications and further reduces system overload and improve telecommunicator. efficiencies. MapTrak® is an add -on that will be coupled with CAD /AVL to show units unit availability- and response activity, which will also reduce the need for verbal communications, increase efficiencies and improve safety. OCES is working with several agencies throughout the County to interface Firehouse®, CAD /AVL, MobileTrak® and MapTrak@ into their response protocol. Following the pilot phase, further investment in the system will be necessary to include all units to safely manage multiple response agencies to ensure quicker response to emergencies while ensuring responder safety. ............ . - _ __.__... ... __ _ __ __ _ ......... 2 Page 04 With the addition- of Firehouse® and the planned purchase of SPSS® OCES will be able to much better analyze statistics such as call processing,. dispatching time differentials, response and on -scene times for all agencies. The combined capability will be piloted on OCES units in late 3rd QTR 2011. -Once the formulae are set all agencies data can be analyzed and information shared regularly. VIPER Radio Communication System The Voice Interoperability Plan -for Emergency Responders is a- statewide emergency radio communication network intended to provide -effective, reliable communications among all emergency agencies within North Carolina. Although less- than half of the 240 -tower and channel sites planned throughout the state are completed, the system is showing signs of overloading and fragility. Radio trunking technology has been used throughout the United States since the 1980's and is being supplanted within the next few years by a different frequency block. Orange County was the last-grantee when the State's VIPER radio system was being designed. During a snow and ice event last December the system indicated a "busy signal" for up to 26 seconds, which can be critical when an emergency responder is in danger or -needs immediate help. The cause of the outage is rooted in the minimal channel array provided in the Orange County catchment area, which needs additional capacity to accommodate- growth. When the Orange County system went live in 2009 the- Orange County Sheriffs Office was not on the system -nor was Alamance County Emergency Services, which shares Orange County towers and channels. Within the last six months the inclusion of the Sheriffs Office and Alamance County, an additional 350 -500 users have been plugged into the system causing a stress on channel availability. OCES is planning a technology upgrade of the system, which is conservatively estimated at $200K to-$300K to enable the system to remain reliable for several more years. However, that does not address the need for additional towers throughout Orange County to relieve existing dead spots. Addressing those weaknesses can cost $250K per tower location. Training and Administrative Assistance OCES coordinates emergency medical training through the auspices of the Orange County Medical Director's Office. The medical director determines the level of training and performance that every responder who comes into contact with a patient must achieve -and maintain. OCES training officers work with the various fire, rescue and first response agencies to determine the delivery method, scheduling and logistical support to ensure all responders maintain continuing education hours and skills. Recently, OCES entered into a closer partnership with Durham Technical Community College in order to develop and deliver -EMS and related training for all responders within Orange County. Some agencies prefer to deliver the training within their own agencies and this is acceptable as long as qualified instructors are utilized, which are 3 Page placed on a list through an effort between OCES, DTCC and the Medical Director's Office. Some fire departments provide EMT -level care and others have elected to raise their emergency medical- service delivery to the EMT (Emergency Medical Technician) level. This is a welcome improvement over First Responder level_ The First Responder certificate is no longer recognized by North Carolina or in many states and has been replaced by-the EMT -B certification- EMT training requires many more hours, which can be an added burden for volunteers who already give of their time in their communities. With the advent of online training, it is possible to provide much -of the didactic training by computer, but a significant amount of hands -on training is also required to achieve -EMT certification. Due to the difficulty in transporting expensive training- equipment and assuring sufficient room to accommodate student's needs, a centralized training center as provided- by DTCC__is required to ensure training consistency. The cost is minimal because all members of non - profit agencies are "affiliated" and attend tuition -free. Other training such as firefighter, extrication, officer and other specialized training can be coordinated or facilitated by OCES further utilizing the features of Firehouse® and through the efforts of OCES training officers. Emergency Services has and -will continue to support fire and emergency responder training at all levels Economies of scale- through group - purchasing can be realized for items as diverse as: • firefighting gear, • equipment and tools, • firefighting foam, • vehicles • pickups /cars • engines, • tankers, • brush trucks, • self- contained breathing apparatus, • cleaning supplies, • radios • and services. Orange County could facilitate efforts such as bid specification development and related professional services. OCES is currently working with several departments both paid and volunteer in projects as diverse as: • bringing Internet services to rural stations, • adding Firehouse® data collection- capabilities, 41 Page 93 • improving radio communications and call notification o loaning or giving $20,000 worth of radios (allowing them to use their limited budgets on other purposes), • assisting -with station siting and development, • adding technology capabilities for department super✓isors to monitor units, and • sharing dispatch information to increase responder- safety. Coupled with these examples, OCES has offered to provide support for department -led fire prevention programs such as free smoke alarm alarms to citizens. EMS Response Much has been stated about response times. It was established during -a report to the Board of County Commissioners and the Assembly of Governments. Prior to that report the Emergency Services Department -had at its disposal three full -time (24 hour-) -units and one part-time unit. Since that time a (24 hour) and (12 hour) units have been added to address significant deficiencies in resource availability. The lack of paramedic level transport units increased - response times, required- fire units to stay on the scene longer and left no reserve available for large incidents, such as bus crashes or mass evacuations during fires. The added units have reduced the resource gap, but the response times -still remain above the 12- minute goal as established. The additional unit and half only addressed the severe gap created by years of resource shortages. Even though additional positions were approved in FY 2010 -2011 and 2011 -2012 the competition for paramedics is steep and many go to neighboring- agencies for better pay and reduced call load. Whenever a unit- responds to more than 150G - 2000 calls per year it is typically an indicator to -place another unit in service. Last year, OCES- units responded to over 13,0_00 calls for service (CFS), which equates to over 2,600 CFS per unit, thus increasing fatigue to crews and increased on -scene time for area fire departments. DTCC and OCES started a hybrid paramedic training program called a paramedic academy in late 2010. The goal is to attract paramedic candidates, train them as they work for the department, precept them in a condensed schedule and get them assigned- to field duty 3-4 months quicker than .in the traditional manner. The first class will "graduate" in October with a targeted field assignment date of November 2011 — before the originally estimated date of March 2012. With this group an additional paramedic unit will be placed in service in November, thus further addressing our response tunes and hopefully reducing on -scene times by fire units. Disaster and Large -scale Incident Capabilities All across the Country emergency responders are dispatched to auto accidents, house fires and medical emergencies. In most cases one to two emergency units can effectively and safely mitigate the event. But more and more the need for additional S Page 94 resources at each call is becoming more apparent. Due to increased guidelines and government requirements, it is no longer acceptable for just 2 -3 fire trucks, a couple of tankers, a medic unit and - supervisor responding to a structure fire. The need for Rapid Intervention Teams, Scene Rehabilitation, qualified Incident Safety Officers and trained - commanders is necessary- to minimize .risk and liability, address_ safety concerns and sometimes rescue the rescuers. As the weather becomes more unpredictable,. North Carolina will experience events that other states (California, North Dakota and Florida) deal with regularly. Add to the uncertainty of events affecting homeland security, a community's local defense -forces must be prepared and capable to respond to, mitigate and recover from large-scale events — floods, wildland interface fires (North Carolina has the 2nd highest potential for Wildland Urban Interface (WUI) events), hurricane and ice and winter storms. Each department possesses the capability_ to - address the singular event as the County does 24,00.0 times - annually. However, the large -scale event must bring to bear a coordinated, comprehensive response that may require the utilization of every first responder in Orange County. Following the development of a process by which all the stakeholders can provide input into the matrices of requirements and capabilities, the County is responsible to develop and manage the plan to address and mitigate those extraordinary disasters to ensure safe, effective service delivery to all citizens of and visitors to Orange County. In early 2012, OCES will facilitate a full - scale, field disaster exercise that will include all players to determine the first response community's ability to safely and effectively respond to a-staged event. Based on lessons - learned, additional training and planning will take place to address identified gaps. Summary Fire, rescue, medical and emergency response requires a coordinated effort to ensure effectiveness, efficiency, economies -of scale and most importantly — safety to the citizen as well as the responder. All stakeholders must play a part in developing a plan that addresses current needs as well as future threats. That requires change, communication and the willingness to embrace best practices and realize that the protection of the community is everyone's responsibility. 61 Page ATTACHMENT 4 95 8/16/2011 Honorable County Commissioners, There are a few topics addressed in the fire study listed as weaknesses that we would like to address at the meeting on September 13th. The first being strained relationships between county agencies and fire and rescue agencies. Based on comments at the budget work sessions, there appears to be interpretations that the fire and rescue administrations do-not cooperate and -work together. This is far from being factual as the strained relationships are between county employees and the emergency responder agencies than operate in the county. Through lack of information transfer, sudden and unexpected reversal or denial of documented comments -by county staff, the relationships with the Chiefs has become strained. Secondly, the elimination of management positions due to budget restrictions needs- to- be reworded to "elimination -of management structure ": This -is particularly vital to -the- fire departments because we lost a dedicated Fire Marshall that worked directly with all the-fire departments. The rank structure has been removed, forcing all director positions under one - person -and centralizing authority -thus creating delays in work and decisions. Centralized control over decision- making eliminates the benefit of varied experiences and opinions-being utilized to make sound decisions. -It reduces the ability of key team members to take ownership - in the outcomes of change and it narrows the focus of change to just the opinion of the one in -harge. In today-'s stressful economic climate, we need to utilize the expertise of everyone we can in order to better serve the citizens in the most economical way possible. Lack of understanding of our past will destine us -to repeat our mistakes. Call processing delays is also listed as- a weakness in our system. Currently the communications center still uses paper run cards to- determine which department responds to an address. There is technology available that fixes all these issues and will speed up the call processing time. The lack of available data to quantify this should also be questioned in depth. There needs to be a -more active role in communicating with the fire and rescue departments -on software issues. There are programs that allow ease of operation for emergency services and the responders that include computers on emergency vehicles that show dispatches, but we need collaboration with ES about these products to make sure software we are currently using in house is compatible. This will reduce additional expense to the citizens by eliminating duplications in equipment and standardizing the purchase. We would also like to discuss the need for additional telecommunicators to ensure effective and safe call taking and dispatching of public safety units. Current telecommunicators are overloaded and the potential for mistakes is excessively high. EMS response delays are an issue countywide. Improvements have been seen by the fire departments on this topic. But, there is still a need for more EMS units. South Orange Rescue Squad (SORS) brings in volunteers to staff transport units when the county depletes its ambulances. Often times they are sent to Wal -Mart in Hillsborough for stand by only to be released without getting an opportunity to respond to a call. Priority is given to the county EMS trucks and it appears to be common practice to respond a county unit from UNC to the northern part of the county instead of utilizing the stand by unit already in Hillsborough This is one of quickest ways to get rid of volunteers as they volunteer because they want to exercise their skills. SORS plays a vital role countywide providing a back up EMS truck, rehab, and specialized rescue to the fire departments and should receive more respect and operational input. Lastly the VIPER radio system is not suited for fire and rescue applications. During several incident responses that we've experienced since switching to- VIPER, it has been proven that we need more channels to- operate on and we need the county to look at funding two additional repeater sites. Firefighter safety is our top priority and the VIPER system hinders our ability to see this through. There are dead spots throughout the county that are only identified once on a call operating in an emergency function and VIPER provides limited building penetration of radio signals-creating additional risks for firefighters when fighting a fire or responding to medical incidents inside buildings. We have state of the art hardware and are limited by the VIPER system itself. Thank you for your time and we look forward to meeting with everyone -in September. Respectfiilly, The_ Orange County Fire Chief s DRAFT ATTACHMENT 5 97 MINUTES ORANGE COUNTY BOARD OF COMMISSIONERS - BUDGET WORK SESSION May 10, 2011 7:00pm- The Orange County Board of Commissioners for a Work Session -on Tuesday, May 10, 201..1 at 7:00 p.m. at the Link Government Services Center in-Hillsborough, N.C. COUNTY COMMISSIONERS PRESENT: Chair Bernadette Pelissier and Commissioners Alice M. Gordon, BarrytJacobs, Pam Hemminger, Earl McKee and Steve Yuhasz COUNTY COMMISSIONERS ABSENT: Valerie Foushee COUNTY ATTORNEY PRESENT: John Roberts COUNTY STAFF PRESENT: County Manager Frank Clifton and Clerk to the Board Donna S. -Baker (All other staff members will be identified- appropriately below)_ 1. Report to the BOCC• Phase One Assessment of the Current Fire, Rescue, and Emergency Services Commissioner Gordon asked if this was the same report they received earlier and the consultant said that there are -a number of changes. Commissioner Gordon asked that the - changes be- highlighted. The consultant from MMA Consulting- Group, Inc. made a PowerPoint presentation. Assessment of the Current Fire, Rescue and Emergency Services Delivery System Orange County, North Carolina Report Overview • Emergency Response — 2009-Fire-Rescue Agencies 10,290 • 4.7% Fires; 51.1 % FR /EMS; 44.1 % Other — 2009 County EMS 10-,945 • Personnel — Fire — Rescue Departments — 434 — County Emergency Services — 99 — South Orange Rescue Squad-- 82 • Fleet — County -wide Emergency vehicles • Facilities — Twenty Stations — 98.5% County roads within 6 miles of existing Station — 97.8% County roads within 12 minute travel of Station • Finances — Fire — Rescue $ 3,382,35 — County Emergency Services $7,062,571 Strengths — Infrastructure — Individual Agencies — Central Dispatch • Weaknesses .• — Data Collection — Service Delays — Radio Limitations Opportunities — County Aiding Volunteer-Agencies — Strategic Planning — Response Districts Threats — Relationships — Economy — Questions Commissioner Gordon said that she had asked about the inclusion of service by Mebane and North Chatham the last time and they have not been added. The consultant said that-North Chatham serves quite a large area and they were -not successful sorting out what -was in and out of the County. Commissioner Gordon said that one needs to have these numbers and this information for these agencies becausa there are parts of Orange County in the south and west that-are served by them. She said that they need to start collecting data since Mebane and North Chatham get funding from Orange County. She wants to see these numbers. Chair Pelissier asked the County Manager to address-this. Frank Clifton said that there are data issues and -when there is a mix of paid and volunteer fire departments, it is hard to get consistent -data. Chair Pelissier said that the - data is not really usable and she suggested adding `lack of data' as another weakness. Frank Clifton suggested saying `standardization of data.' Commissioner McKee made reference to page 8 and approximately 10,000 fire department calls annually and on page 72 it states that there were 11,995 EMS calls. He asked if this was double counting because the fire departments respond to -half of EMS -type calls. The consultant said that it appears that this is double counting. He said that during the BOCC meeting in March when the initial report was received, the fire chiefs requested some additional- information. He asked if all of this information had been updated because South Orange Rescue still states that it has a Chief and an Assistant Chief for each division. The consultant said that he had the comments. Chair Pelissier suggested adding some caveats in the document to make it clearer about the number of calls. Commissioner Jacobs acknowledged the presence of so many fire chiefs, assistant fire chief, and EMS personnel and he said that he is sorry they are doing this in a work session since - the fire chiefs wanted to have a conversation with the Board of County Commissioners. He said that there was a very good meeting of the steering committee a few weeks ago. They discussed this report and some issues were raised. One of the things that came up in that meeting was that there is not accurate data. It was also identified that the CAD software needed to be updated. There was also discussion about how people have taken this report as implied criticism of the volunteer fire departments. At this meeting, there was more of a peace about this issue. Commissioner Jacobs said that the Board needs to decide what kind of reports they want generated and which risks to manage. He wants to try and make a better system. Commissioner Hemminger said that as she read this document she realized how much the County depends on its volunteer fire departments. Frank Clifton said that the County has come to the scene of emergency services a little late as a governmental function since it has relied on the volunteers for so long. Even though the departments are called volunteer, they would not be able to function without paid staff . • vjrl countywide. He said that this is a universal problem in the state. He said that many of these paid staff work for various fire departments. He said that these volunteer departments are basically independent agencies and this study is basically an inventory of what the County has and is doing now. He said that -he does not think that the County wants to manage independent fife department districts, but he wants to at least try and conform to-some sort of standard. He said that the departments need to be flexible and so does the County. Commissioner Hemminger said -that since the County cannot afford to take over this system, the County Commissioners need to become better at communicating with these departments because right now it is all over the place and there is a lack of coordination. Commissioner McKee said that he found it disturbing that the largest service provider in Orange County — Orange County EMS — had a section of-about -four pages. The number -of personnel is higher than any of the other departments. He said that there was no breakdown on Orange County's calls, but there was a breakdown on some of-the volunteer departments. There was also no equipment breakdown. He said that this seems to be only a cursory review of the County EMS as opposed to a more in -depth review of the fire departments. He personally feels that more ambulances are needed on-the road, but he has no way to justify that without the data. He said -that it is unfortunate that this has been done in a work session where public comment cannot be taken. He would like to have a work session with the fire- departments since the fire departments are a taxing authority. Chair Pelissier said that she attended a fire chiefs meeting last week with 'Commissioner McKee and she echoed his suggestion- of having a work session with the volunteer chiefs in the County. She suggested that EMS and others respond to these weaknesses. Commissioner Jacobs said that the only time the County Commissioners have any direct dealing with what fire departments do is when they approve their - budgets. He said that one purpose of this was to give some context but-also to educate the Board. He said that he is uncomfortable when people average out times for various departments because -it is an aver -age of people who live in Hurdle Mills and people who live in the rural buffer. This is not an intelligent way to measure services. He thinks that everyone is committed to promoting and protecting public safety. He said that he would like -to see staff come back with comments from providers and look at what the next steps could be. He would like to see the Manager work with the appropriate entities and come -back with some possible next steps and improvements to make regarding the costs. Commissioner McKee said that he realizes this report was conceived as a three -part study, but he will not be comfortable moving forward with any other part of this study until there is some discussion with the service providers regarding the weaknesses and strengths and trying to develop some sort of strategic plan. Chair Pelissier said that she would not like to move on until there is a joint session with the service providers. ATTACHMENT 6 100 EMERGENCY SERVICES RESPONSE TO FIRE CHIEFS ASSOCIATION LETTER Strained relationships between county agencies and -fire and rescue agencies • Efforts to communicate through emaiis and staff interaction - continuer but have- rrot been as successful as we hoped. • Orange County Emergency Services (OCES) will continue to communicate and work with agencies and leadership to address issues and-needs. • Sudden -and unexpected reversal -or denial of documented comments. o A-few decisions -have had to be. reversed due to situation outside our control, but-on the whole-decisions are made and remain based on the best for the entire system such as radio frequency allocation, and Emergency Medical Services (EMS) training. Elimination of management positions due to budget restrictions. ( "A dedicated Fire - Marshall to work directly with all the fire departments. ") o The Assistant Fire Marshal- continues to deal with fire prevention /inspection services throughout unincorporated Orange County. • Firefighter and EMS training coordination and assistance remains the focus of Staff Officers Elizabeth Gregory and David Siifen. • Radio Support continues by Craig Blackwood and -Dinah Jeffries. • Radio equipment has been loaned to fire departments in need. • State -of- the -Art hemorrhage control supplies - ($3000) given to Fire Departments (FD). • EMS supplies still transferred to FDs following patient care calls. o Offered to assist Cedar Grove FD with - Internet access. Calf processing delays. • Delays have been documented; but improving. • To ensure continued- improvements, a system wide dispatch system must be maintained with FD input regarding: closest unit response for all calls and consistent emergency unit levels dispatched. • Current CAD system is 10" -15 years old, a newer platform is being considered with a price tag of $1.3M • MobileTrak and MapTrak are being implemented as a pilot with all EMS units and 2 -3 other agencies. o In FY 2011 -12 four telecommunicators have been approved, two have been hired and two will be hired in January 2012 o Orange County dispatches for all Emergency Services 101 Departments County wide and pays for the entire costs of operations. • Lack of available data to quantify this should also be questioned in depth. • MMA Consulting Group, Inc. recommended data collection software. • In 2011 OCES purchased Firehouse software for data collection, which is the common software in Orange County. EMS response delays -are an issue -countywide. • An additional medic unit was added in 2009 (Medic 5 — 9am — 9pm) • Cross - staffed unit (Medic 6) online with South Orange Rescue Squad (SORS)- (6pm — 6am) • Paramedic Academy (partnership with .Durham Technical Community College) will allow Medic 7 to be added in November. (9am — 9pm) • Six additional Emergency Medical Technicians /-Paramedics will be hired in FY 2011- 12 —Oftentimes SORS is sent to stand by only to be released without getting an opportunity to respond to a call. o All units in the system are utilized based on their capability. A Basic Life Support (SORS) unit will not be sent on an Advance Life Support (ALS) call if an ALS unit can be utilized along with the fire department first response efforts. VIPER radio system is not suited for fire and rescue applications. • Statewide system was designed by previous OCES administration. • VIPER provides for interoperability • VIPER was designed for users prior to 2009. • Since 2009 — 300 + /- additional users are on the system causing occasional busy signals, additional channels may be needed. • There are dead spots throughout the county • Additional tower sites ($250K each) are needed in multiple areas throughout Orange County. • OCES is working with Orange County Planning Department to identify sites. ATTACHMENT 7 102 VU TwurceaflyvKV0111109 TO: Orange County Board of Commissioners FROM: David Hunt, Orange County Clerk's Office Frank Montes de Oca; Orange County Emergency Services DATE: September 8, 2011 RE: Updates on Communications Support for Local Fire Departments At the Board's June 9, 2011 budget work session discussion occurred- regarding the County providing- assistance to fire departments with public outreach. Staff from several County departments have since met and- initially discussed the multitude -of variables involved with this effort. At the Board's August 23, 2011 regular meeting, some of_the following items were presented for consideration as possible methods of communication. The primary concern of the several of the Board members appeared to be how the fire departments shared information with the residents within their respective fire districts, especially as related to requesting an increase in the district fire tax. Representatives from several of the fire departments stated that among other methods, they held annual business meetings which were publicly advertised and open to -the community. Communication methods offered by Orange County would supplement communication tools and methods currently used by the fire departments to connect with their residents in their respective districts. All of the fire departments independently maintain a website and/or a Facebook page. Current and potential methods for communications include: • Orange County Emergency Services web page is currently listing announcements for emergency partners; • Orange County offers to host media/marketing training for designated fire department members; • Research is underway with Emergency Services and Information Technologies Geographic Information Systems (GIS) to include and display fire department Insurance Services Office (ISO) ratings and fire district tax rate. Please be aware that the communication strategy listed above does not take into consideration the current communication priorities of Orange County Government.