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HomeMy WebLinkAboutAgenda - 11-17-2011 - 1 - Attachment 3www.ctacommunications.com ORANGE COUNTY, NORTH CAROLINA ASSESSMENT OF THE CURRENT, FIRE, RESCUE, AND EMERGENCY SERVICES DELIVERY SYSTEM MAY 2 011 MMA CONSULTING GROUP, INC. 13 3 0 BEACON STREET BROOKLINE, MASSACHUSETTS 02446 ORANGE CbUNTY,1bbRTH CAROLINA CONTENTS EXECUTIVE SUMMARY II. ORANGE COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES III. STANDARDS, BENCHMARKS AND RESPONSE PARAMETERS 2 6 IV. COUNTY FIRE, RESCUE, AND EMERGENCY SERVICES AGENCIES 34 V. SYSTEM STRENGTHS, WEAKNESSES, OPPORTUNTI'IES AND THREATS 74 MMA CONSULTING GkOUP, INC. ORANGE COUNTY.IWRTH CAROLINA I. EXECUTIVE SUMMARY This Assessmentofthe Current, Fire, Rescue, and EmergencyServicesDelivery System was conducted for Orange County, North Carolina, by MMA Consulting Group, Inc. The study is designed to present an inventory of fire, rescue, and emergency services provided within the County. The study is not intended to provide recommendations. Orange County has a complex and sophisticated fire and rescue system. Fire protection is provided by two municipal departments, and through as a series of tax supported fire districts. The County contracts with 10 incorporated volunteer fire departments in the County. The County also contracts with the North Chatham Volunteer Fire Department in Chatham County to provide services to the Damascus Fire District and the Southern Triangle Fire District. In addition, the Mebane Fire Department (Alamance County) provides services within the Efland Fire District on a contract basis for part of the response area. Exhibit 1 lists the fire, rescue, and emergency service agencies in Orange County and lists the services provided by each agency. EXHIBIT ~ 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 ~} 1l'UTA CONSULTING C~20UP, 1NC. j ORANGE COUNTY. 1~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 awell-organized, tiered system in which fire departments provide first medical responder services and the County provides advanced life support and transport services. The South Orange Rescue Squad provides basic life support services by cooperating with Orange County. ~} M1111A CONSULTING GkOUP,1NC. 2 ORANGE COUNTY, 1uDRTH CAROLINA The County-wide emergency communication system is the basis for the integrated emergency response system. The Department of Emergency Services is the focal point for County-wide coordination of services. The fire, rescue, and emergency services system in Orange County has sufficient personnel, fire stations, and apparatus to provide services to the public. However, increased coordination will improve overall operations. Chapter V describes the strengths and weakness of the fire, rescue, and emergency services system in the County. The chapter also identifies opportunities to enhance operations and threats that may have an effect on service delivery. This SWOT analysis is the first step in developing a strategic plan. Strengths are the conditions or circumstances which enable the fire, rescue, .and emergency service agencies to function effectively; weaknesses are conditions or circumstances which prevent the fire, rescue, and emergency services agencies from functioning effectively. Some of the principal strengths of the system include: D The volunteer fire department system is well organized and each department has trained personnel. There are nearly 300 fire department members. The departments provide fire suppression and medical first responder services. Volunteer organizations have generally adapted to changes in demographics, commuting patterns, and service needs. ~ The Orange County Department of Emergency Services manages a centralized emergency communication system which links all emergency responders effectively. D The Department of Emergency Services deploys four ambulances with advanced life support (ALS) capability. This service is the basis for an effective EMS system in the County. D 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. ~} MA1A CbNSULTING GkouP,lNc. ,3 ORANGE COUNTY, 1~DRTH CAROLINA ~ 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. D The Orange County fire, rescue, and emergency services system does not have aCounty-wide strategic plan. Exhibit 2 provides a summary of the strengths and weaknesses in the current fire, rescue, and emergency service system in Orange County. (See Chapter V for a discussion of strengths and weaknesses.) {~} MMA CbNSULTING GkoUP, INC. ¢ ORANGE COUNTY, 1~RTH 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 Fire station locations Hazardous materials response County-wide ALS Elimination of emergency services management positions Apparatus fleet Coordination of resources Training programs EMS response delays Emergency medical training Call processing delays VIPER radio system VIPER radio limitations Mutual aid Contracts and franchise agreements Fireground safety Lack of a strategic plan The strengths and weaknesses in an 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. ~} MA2A CbNSULTING GkOUP, INC. S ORP,NGE CbUNTY, 1~ORTH CAROLINA D 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 Monthly/quarterly data reports Coordination failures Water supply Strained relationships Strategic planning process Failure to plan Response areas The report is organized into several chapters. The Executive Stunnsary 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 III, Standards, Benchmarks, and Response Parameters, describes ~} A~l1A CONSULTING GkOUP, INC. 6 ORANGE COUNTY. ~bRTH CAROLINA various benchmarks, standards and industry practices which may be used to measure emergency response. Chapter IV, County Fire, Rescue, and Emergency Services Agencies, describes each emergency response agency. Chapter V, System Strengths, Weaknesses, Opportunities, and Threats, identifies those factors which make the emergency response system successful and those factors which may reduce the effectiveness of the current response system. 1LUTA CONSULTING GROUP, INC. J ORANGE COUNTY, 1WRTH CAROLINA II. ORANGE COUNTY FIitE, RESCUE, AND EMERGENCY SERVICES Orange County has a complex and sophisticated fire and rescue system. Fire protection in the County is provided by two municipal departments (Carrboro and Chapel Hill) and through a series of tax supported fire districts. The County enters into contracts for services with 10 incorporated volunteer fire departments within the County. The County also contracts with the North Chatham Volunteer Fire Department in Chatham County to provide services to the Damascus Fire District and the Southern Triangle Fire .District. In addition, the Mebane Fire Department (Alamance County) provides services within the Efland Fire District on a contract basis for part of the response area. The volunteer fire departments are organized in a similar fashion; each volunteer department has a Board of Directors which oversees policy matters and selects the Fire Chief. The Fire Chief oversees daily operations of the fire department, delegating functions to other command personnel. The Orange County Fire Departments respond to approximately 10,000 calls for service annually. The fire and rescue system includes 20 fire stations, and more than 40 pieces of major apparatus, as well as support vehicles and equipment. There are more than 430 volunteer, part-time, and career firefighting personnel devoted to providing services. The following pages provide an overview of fire, rescue, and emergency services in the County. The response data 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. ~} M[l1A CONSULTING GkOUP, 1NC. 8 ORANGE COUNTY, 1~bRTH 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% 43.6% 2009 4.7% 51.1 % 44.1 % Average 6.6% 50.6% 42.9% North Carolina Average Q009) 8% 57% 40% Source: National Fire Incident Reporting System (2007, 2008, and 2009) EXHIBIT 5 $UMMARY OF FIRE RESPONSES - 2007 TO ZUU9 ^ Fire ^ First Responder/EMS Other Calls 60 0% . 5 0 0% . 40.0% -------~, ~ -- __.__~ 20 0% ~. ~ tin ~ .r. . ~ 10.0% '1~+ - x ~:. 1 ,. 2007 2008 2009 Average North Carolina Average (2009) Exhibit 6 displays information from the National Fire Incident Reporting System (NffRS), for 2009, whenever possible. The MFRS reports information iri nine categories. These categories are shown at the top of the exhibit and are also listed below. 11~I1A CONSULTING GkOUP, INC. 9 ORANGE COUNTY,1~bRTH CAROLINA RESPONSE CODE DESCRIPTION 100 Fire 200 Overpressure, Rupture, Explosion 300 Rescue and EMS 400 Hazardous Condition (no fire) 500 Service Call 600 Good Intent 700 False Alarm & False Call 800 Severe Weather/Natural Disaster 900 Other Type of Incident The data in Exhibit 6 indicate that 4.7 percent of responses were for fire incidents. The largest number of responses, as expected, were. made by the Chapel Hill Fire Department (4,426), Carrboro Fire-Rescue Department (1,595), and Orange Rural Fire Department (1,695). More that 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. MA1A CONSULTING GkOUP, INC. jQ ORANGE COUNTY.I~RTH CAROLINA EXHIBIT 6 FIRE DEPARTMENT RESPONSES IN ORANGE COUNTY (2009) CATEGORY 100 200 300 400 500 600 700 800 900 TOTAL FIRE OVERPRESSURE RESCUE Bt HAZARDOUS SERVICE GOOD FALSE ALARM SEVERE OTHER EMS CONDITION CALL INTENT & FALSE CALL WEATHER (NO FIRE) Fire Department Caldwell 13 0 145 7 5 46 12 0 2 230 Carrboro 94 2 813 80 73 326 194 3 10 1,595 Cedar Grove 25 0 140 27 2 5 8 0 1 208 Chapel Hill 121 11 1,954 238 152 337 1,547 1 65 4,426 Efland 50 1 245 16 10 111 30 0 0 463 Eno" 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 21 8 Total 439 22 5,252 469 295 1,226 1,967 7 116 10,290 Percent 51% 100% Source: National Fire /ncident Reporting System (N/FRS). The N/FRS data were not comp/ete; as a resu/t 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 orpart-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. f~'} MA1A CbNSULTING (~2OUP, 1NC. 11 ORANGE COUNTY,1~bRTH CAROLINA EXHIBIT 7 VOLUNTEER AND PAID FIREFIGHTING PERSONNEL FIRE DEPARTMENT I VOLUNTEERS I PART- TIME I FULL- TIME II TOTAL PERSONNEL PERSONNEL Caldwell Fire Department 40 40 Carrboro Fire- Rescue Department 36 36 Cedar Grove Fire Department 39 3g 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 (SORB), provides a variety of EMS and technical rescue services. The SORB is a fully volunteer organization and has 96 volunteers (4 7 EMS volunteers, 3 5 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. ~'} M/1L4 CONSULTING GkOUP, INC. 12 ORANGE COUNTY, 1~DRTH CAROLINA EXHIBIT 8 STATIONS AND APPARATUS FLEET (INCLUDES RESERVE APPARATUS) STATIONS ENGINE AERIAL TANKER BRUSH COMMAND~UTILITY~ TOTAL COMMENT MULTIPLE PURPOSE The department Caldwell 1 3 2 1 2 8 has one mini- pumper. The department Carrboro 2 3 2 5 10 maintains three reserve units. Cedar Grove 2 2 2 2 1 7 The department Chapel Hill 5 8 1 3 1 Z 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 1 1 maintains three pumper- tankers. Orange Grove 1 Z 2 1 1 6 White Cross 1 2 1 1 2 6 Total ~ 20 32 4 15 9 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 CbNSULTING GkouP,lNc. j,3 ORANGE CbUNTY, 1~DRTH CAROLINA EXHIBIT 9 AVERAGE RESPONSE TIMES - 2007, 2OOH, AND 2009 RECEIVED TO DISPATCH DISPATCH TO EN ROUTE EN ROUTE TO I ON- SCENE I DISPATCH TO ON-SCENE TOTAL AVG. RESPONSE TIME All EMS (2007) 0:02:38 0:02:18 0:04:55 0:07:1 3 0:09:51 All EMS (2008) 0:01:55 0:02:05 0:05:27 0:07:32 0:09:27 All EMS (2009) 0:01:50 0:02:22 0:07:12 0:09:34 0:1 1:24 All Fire (2007) 0:02:09 0:02:22 0:03:19 0:05:41 0:07:50 All Fire (2008) 0:01:45 0:02:07 0:03:52 0:05:59 0:07:44 All Fire (2009) 0:01:43 0:02:1 5 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 0:04:56 0:06:21 Carrboro FRD (2007) 0:02:22 0:02:01 0:03:07 0:05:08 0:07:30 Carrboro FRD (2008) 0:01 :55 0:01:50 0:03:26 0:05:16 0:07:1 1 Carrboro FRD (2009) 0:01 :46 0:02:00 0:03:13 0:05:13 0:06:59 Orange Rural FD (2007) 0:02:24 0:02:04 0:03:41 0:05:45 0:08:09 Orange Rural Fd (2008) 0:01:53 0:02:19 0:04:02 0:06:21 0:08:14 Orange Rural FD (2009) 0:01:57 0:02:02 0:04:36 0:06:38 0:08:35 Efland FD (2007) 0:02:32 0:02:45 0:04:05 0:06:50 0:09:22 Efland FD (2008) 0:01:51 0:02:18 0:04:42 0:07:00 0:08:51 Efland FD (2009) 0:01:58 0:02:24 0:04:35 0:06:59 0:08:57 Eno FD (2007) 0:02:28 0:02:25 0:04:52 0:07:1 7 0:09:45 Eno FD (2008) 0:02:01 0:02:26 0:05:23 0:07:49 0:09:50 Eno FD (2009) 0:02:01 0:02:40 0:05:30 0:08:10 0:10:1 1 New Hope FD (2007) 0:02:24 0:02:38 0:03:42 0:06:20 0:08:44 New Hope FD (2008) 0:02:02 0:02:27 0:04:46 0:07:13 0:09:15 New Hope FD (2009) 0:02:02 0:02:28 0:04:33 0:07:01 0:09:03 Orange Grove FD (2007) 0:02:37 0:02:32 0:04:55 0:07:27 0:10:04 Orange Grove FD (2008) 0:02:08 0:02:1 5 0:05:07 0:07:22 0:09:30 Orange Grove FD (2009) 0:02:09 0:02:1 1 0:05:19 0:07:30 0:09:39 Cedar Grove FD (2007) 0:02:25 0:03:19 0:06:20 0:09:39 0:12:04 Cedar Grove FD (2008) 0:02:02 0:02:30 0:06:32 0:09:02 0:1 1:04 Cedar Grove FD (2009) 0:01 :58 0:02:36 0:05:51 0:08:27 0:10:25 Caldwell FD (2007) 0:02:32 0:02:57 0:06:28 0:09:25 0:11:57 Caldwell FD (2008) 0:01 :57 0:02:1 5 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 f~'} 11~ITA CONSULTING GkOUP, 1NC. Z4 ORANGE COUNTY, 1~bRTH CAROLINA Exhibit 10 displays the average response time in Orange County for 2009 in graphic form. 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. ,~~,} ASIA CONSULTING G~tOUP, 1NC. js' EXHIBIT 1 ~ AVERAGE RESPONSE TIME- 2009 ORANGE COUNTY,I~RTH CAROLINA EXHIBIT 11 RESPONSE TIME- 2010 CHAPEL HILL, CARRBORO, EFLAND, ORANGE GROVE, GRANGE RURAL, AND WHITE CROSS FIRE DEPARTMENTS FIRE DEPARTMENT 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: Chape/ Hil/, Carrboro, Efland, Orange Grove, Orange Rura/, 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. {~'} Mt11A CONSULTING GkOUP,1NC. 16 ORANGE COUN"I~Y, M7RTH CAROLINA EXHIBIT ~ 2 FIRE DISTRICT EXPENDITURES (FIRE DISTRICT FUND FIRE DISTRICT 2007- 2008 2008- 2009 2009- 2010 2010- 2011 (APPROVED) Caldwell (Little River) 163,677 186,035 166,939 168,093 Carrboro (South Orange) 442,900 429,969 427,517 426,143 Cedar Grove 164,414 171,1 89 171 ,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 321,103 354,783 320,467 386,643 Orange Grove 236,315 279,666 271,845 269,989 Orange Rural 604,353 641,640 637,888 772,777 White Cross 173,293 184,770 222,381 220,303 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 8.1 % 1.5% 7.5% COMPUTER GENERATED MAPS The overall response capability of the County fire and rescue response system is measured by the development of computer maps. The computer mapping model analyzes the travel distances that can be achieved by fire units leaving fire stations and responding throughout a geographic area within a given time, assuming defined average response speeds. The color-coded maps presented in this report are designed to illustrate the response from each station. The mapping methodology consists of the following steps: - 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. ~} MMA CONSULTING GkOUP,1NC. 17 ORANGE COUNTY, 1~bRTH 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. Cbi7NTY- WfDE 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 39.5 percent of street miles are within two miles of one of the County's fire stations. The bottom part of the exhibit is cumulative and totals the area covered within the distance increments. For example, 77.3 percent of the area of the County and 82.8 percent of the street miles 11~11A CbNSULTING GkOUP,1NC. j$ ORANGE COUNTY, 1~RTH 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 ~ 3 DISTANCE MAP - STREET M ILES AND AREA COVERED AREA AND STREETS WITHIN TWO, FOUR, AND SIX MILES OF EACH STATION SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 miles 103.66 25.8% 710.28 39.5% 2 to less than 4 miles 206.65 51.5% 779.14 43.3% 4 to less than 6 miles 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% 1,798.43 100.0% AREA AND STREETS WITHIN TWO, FOUR, AND SIX MILES OF EACH STATION (CUMULATIVE) SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 miles 103.66 25.8% 710.28 39.5% Less than 4 miles 310.31 77.3% 1,489.42 82.8% Less than 6 miles 395.28 98.5% 1,772.16 98.5% 6 miles or more 6.12 1.5% 26.27 1.5% Total 401.40 100.0% 1, 798.43 100.0% COUNTY-Tti1DE MAPPING DATA - 71ZAVEL TfME 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 intwo-minute increments. The maps required the assignment of average travel speeds to roadways. The maps presented in this report have incorporated an average speed of 28 miles per hour (mph) for roadways in the County. There are 1,798 miles of improved and unimproved highways, roadways, vehicular trails, and long driveways accessing one or more dwelling units or places of employment in Orange County. The computer maps graphically show the response capability of emergency response agencies. The maps also generate data, which allows an assessment of ~} 11~I1A CONSULTING GkOUP, INC. j.9 ORANGE CbUNTY, 1WRTH 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 in two-minute time increments. The travel time maps only depict over-the-road travel, or running, times. A review of dispatch information indicates that the average dispatch time (receipt of a call to dispatch) from 2007 to 2009 is slightly less than two minutes. Dispatch time and turn-out time should be added to these times for an estimate of total response time. For example, afour-minute travel time response represents only part of the response time to an incident. It is necessary to add dispatch time to the travel time to establish the total response time. The data associated with Maps 3 and 4 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. ~} M1lIA CONSULTING GkOUP, INC. 20 ORANGE COUNTY I~DRTH CAROLINA EXHIBIT 14 TRAVEL TIME FROM FIRE STATIONS - STREET MILES AND AREA COVERED AREA AND STREET MILES COVERED IN TWO- MINUTETIME INCREMENTS SQUARE MILES PERCENT STREET MILES PERCENT Less than 2 minutes 24.29 6.1% 230.12 12.8% 2 to less than 4 minutes 68.14 1 7.0% 424.46 23.6% 4 to less than 6 minutes 91.72 22.9% 396.75 22.1% 6 to less than 8 minutes 101.25 25.2% 365.37 20.3% 8 to less than 10 minutes 77.37 19.3% 250.34 13.9% 10 to less than 12 minutes 27.55 7.9% 91.26 5.1% 12 minutes or more 1 1.08 2.8% 40.13 2.2% Total 401.40 100.0% 1, 798.43 100.0% AREA AND STREET MILES COVERED IN TWO- MINUTE TIME INCREMENTS (CUMULATIVE 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 184.1 5 45.9% 1,051.33 58.5% less than 8 minutes 285.40 71.1% 1,416.70 78.8% less than 10 minutes 362.77 90.4% 1,667.04 92.7% less than 12 minutes 390.32 97.2% 1,758.30 97.8% 12 minutes or more 11.08 2.8% 40.13 2.2% Total 401.40 100% 1 ,798.43 100.0% {~} M111A CONSULTING GkOUP,1NG 21 - --~y~- Station Distance from Distance Increment Less than 2 miles 2 to less than 4 miles 4 to less than 6 miles 1 2 3 _o ~ Miles _ _ _ I 20 Orange County Stations ~ ~ti ~ - ~, ~ ~- _~ ~ C ~ ~~ ~ -~ ~ ,, ~ ~, r- ,-~. ~-~-~ -r - ~-- ~~ ~ ; `-~,7- ~~~ _~ ~~ -. - - ~ ~ ~ fi - .~ ~ ~ f ~ ~~ ; t ~ _ ~ r `.5---~ ~ ~ - ~~ ~, >, . ~ ti_ _ . ~- ~~ ~~ ,_ ~=- _ ~ y~ ~ 7 ~-~~ ~ ~(' ~ ~. ~, --- ~~- d '-~~r , ~-r ~ ~ , ~~-- ~ ~ ,_~ I, A' ~ r'r~- ~' ~ ,~ - ~, /~ '~' ~ x f. ~ - ~ ~~ +--~'~-''1 ~ - ~ ~ ~ ~- ~ ~ /~ ~ ~ ~ ~ z r ., ,~ - ~ w ~ ~ ~ ~- - ~, ~ ~ !~~ ~ ~~ r ~~~ ~ ~ ~ `~ ~ ~~ ~ ~ ~~ r 1 ~- _~ ~ ~ ~- ~-~- t ~ f ~-~, ~ ~ ~- -~y-~ -- ~~~~~~ ~ 1 ~ ~ ~ ~_ 1 ~ ~ ' ( ~ ~ ~ ~~y~, ~~ ~ ~ - /~ _ ', ~ r I' ~ -~~~~,~ ~ ~ ` \ ~ t _ `}rte ~ ~ , -~,,1(~~ t ~t` 'r~_ -~ 6 h . ,. ~~ '~~~~. J~y ~~.~ / ,~..~; \ ~~ r ? 1 ) . '~ Y`$L~ ~Z J~1-ice. C ~ J \ ~ ^ /7r~) 1 ~ ~~/ 4_ 1) ( ~ ~ . ~ '~ ~~ ~, ~ _ _~ _ ~ ~~ _~ ~~ ~ ,~ Distance from Station ~ `~ ~ , ~i ~~ Y1 Distance Increment ~~_ - ,~ ~1 ~' ;~ ~` ~ ~~, Less than 2 miles i 2 to less than 4 miles 20 Orange County Stations 4 to less than 6 miles 0 1 2 3 Miles MMA Consultin Grou Inc. ___ - 1 _~ Y rL ~ ~ ,\\ ~ y ~~'~~. ~~ ±..+ (~ h ~ L`71'T~ _~_. ' j d,,_ ~ ) fr _1 y' ~ r ~ ~ i Y ~" ~ .. r r ,a ~ ~ ~, t ~ ~~ ~~ 4 r- =-- ~~ ~r ~ ~_. ~ ~ ~ f ~,~ ~~~,~: '~" JIB --r~ r ~`~---~ ~' , ~ .~ ~ ~ ~, , ~ X ,~ ~; ~ a _ ~~~~ - ~~ x ~ ~ ~ ~ ~ , /~` f i ~- ~, ~.. I L ~ '. ~ ~ '. L ~_f ~ \`~ ` ~ ~ } ~ - ,.,t -. _ ~~ ~ ) . -- r~ , ~ ~~, - r-- r, Tj~~~, ~ `~ ~,. - ~ ~ -~ ~ ~ ~ s-'` ~~ r ' " t' J x , ~ , ~"~ , ~ ~; .j fit/ 4s ,~ €~ A, ' ~ ~ ~ ~' ~ 1~ { ~ ~ ,~ f ~ ~~ ~ ~ ~ - ~ _ ~ ~ x ,~ 'fit l-=N T ll{ 4 •, '_ ,~~- ifs , y } ~ -y' f . 't ' r ~ ~~ ti i r~ - _ ~ ~ ~ r ;~ ~ 7 ' ter- ~ ~ ~ ~_ ~ . _ ~ ~ ~ ~ ~ ,{ ~ ~; ~ i >P j~_ - ~ r ~~ ~' s ~ i .~- ~ ~ r ~(~' 1`~r- ~'`'~ ~ ~ i~ ` ~~~ ~ r ~ ~~ ~~ ~ 11 -h t 1 FF ~ ` l ~ ~_ ~~~ ~, ~ ~ ~ ~ " ~' "~ '' ' ~ z~~ ~~ v< < ~ ~ ~ ~ ~ ~ ~~~ `a~~ I ~~~ ~'~~ ` ~ - ~ Travel Time from Station y ~ ~~ ~ 1 ~~ ~ ~~ ~1 ~~ Time Increment ~ -zr- ~;~~ ` ~~ t ~~ ~~ ~ ~ ~ ~ a i'fil ~ ~, ~ i Less than 2 minutes ~? ~~ / "~ ~,~ Y~ ~ 2 to less than 4 minutes ~ ~ fit~~ ~~ ~ ~~ ~- ~. ~ ~ ~ ~ ~ ~ t y~,~ y' ~ ~ 4 to less than 6 minutes ~ ~ ~ ~ ~ r_ <<1 ~-~~ ;_ r ~ .` ~ - ~ ~ 6 to less than 8 mmu e -- S to less than 10 minutes 10 to less than 12 minute ~ 1 2 3 20 Orange County Stations Miles ,. L~~ '~( r- ~~ ~ ~ ~ ~ ~` ~~ r ~ ~ ~ ~f ~-' ' ~ 1 ~ _ ~ ~ r _ ~ ~. -~ ~~ ~s ~ t ~ _ ~ -~ i / ll `'t ,~ ~ C. .~' t ~l 4 - (~ } f } '~ ~~' ~ ~ ~ -~ J ~~ -~ ~ ~ __ ,, ~ , _ ~ _ 1 ~ ~ y 1 ~~, y _ ~~ a'~ _ _ r ~~ ~ y ~ ~ 'n . t ~- _ ~ '~ ~ ~ _ i ~ v _~ -`' ' fi~ <~ '- ~-~ ~ ~ ~ l 1 ~ ~ ~ ~ ~ _ i . _~ t ~~ ~. ~~ ~ . ,d : i~, _ i. t _ r '~ ''r sY ~~ ,.~ , ~t ~, tt _~ ~ - r i -~, ~ , ~~_ ~ _ ~'~ ut" u 1 ~ ~ ; ~ ~ ~' ~ r ~,, - ~,-~~ ~. ~` k'' ; t,'<, ~ `~ lF -, ~ is i _.. ; ~- i , ~- _~, ~ ~ ~ ~ ;'n ~~ r _ ~ ~ _ yy Y ~ ~~ ~ a ~ ~ ~ ~ x'31 ~' 4 ~ ,_ ~ 1, ~ ~ ~ ~ ~~ -~ ' " _~f~, ~~ - ~ ~~ ~~ i -r ~Tp t~ ,, ,~+ ~ ~~ ~ ~ , ~ ~ , ~ ,; atio t. ~ a ~ St ~ .,. ~ f z ~~ -~• of ~ ~, ~~-=~;, ~=~' ~ - ~~ ~ ~ ~ ~ ~ ~ ~ Travel 'm crement ~4- _~ ~ ~- _ ~ ~ - ; ~ ~ 1 ~ ~, ~' ~ ,' '~ ~~ ~ r . Ttme In minutes 4 +,,- ~ ~ ~ F~ ~ ^ ~- ~~ ,, -~ ~ Less than inutes ~, ~ ~ / ~ ~ ~~ ~#, ~ , ~ ~' y ~' ;:~' _ ~ ~~~ -~ ~ ~ ~ ~ - 2 to less than minutes } to ~ ~ ~ ~ ~ ~ ~ __ ~~ r ~,~ '~ ~ ~ ' ~, ~ ~ , , . ~. ~ 4 to less than $ minutes S, -v t ~` ~ 1 ~ =z~ ,~ ~~ ,r. ~ E} ~ ', ~ :~~ } ~ ~~ ~~ ; ' . 1~~~''~~ 6 to less then minutes 1 w 10 ,~. r~ ~ j , ~ ~~ < ~ < ~ ~ 1 '' s than ~~~ ~ -=~ ~ ~ ~ ~~ ~ ~ ~ ~ ~`- ~~ '~ 18 to les n 12 minute- -~ ~~ ~ , ''~~ ~ ~' '' 10 to less tha 3 , ~ :, r,_ r__ 2 -~- ~ ~ ~,;1 , 1 ~ -. 0 Miles Inc. e County Stations Grow NIA Consultin 20 prang ORANGE CbUNTY I~DRTH 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 and standards do not have the weight of law unless imposed by the appropriate authority, but standards typically are viewed as "industry standards." The emerging standards, or benchmarks, which affect personnel needs, firefighter safety, and fire and EMS response times are listed below. OSHA requrements 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 1710andlndustrystandardswhich 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 ofSzuwival, and the Eisenberg Model, which discuss the survivability for anon-breathing person and the application of CPR, defibrillation, and advanced life support. DEVELOPING RESPONSE CAPaBILTTY 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 {~} MMA LbNSULTING GkouP,1NC. 26 ORANGE COUNTY,I~RTH 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 Fire/Flashover NFPA Standard 1710 Geographic Characteristics of the County NFPA Standard 1720 Sequence of Emergency Response AMA EMS Response Considerations and Standards "Two In, Two Out" OSHA Safety Rule AHA Standards .for Cardiac Response Distribution of Capacity (fire station location) 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 hues 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 ~} MMA CbNSULTING GkOUP, INC. 27 ORANGE CbUNTY, t~DRTH CAROLINA that time, temperatures at ceiling level will reach 1,500 degrees. United States fire department planning generally assumes approximately aneight-minute period before flashover. Under these circumstances, and where hues and properties are in danger, in order to accomplish timely interruption of fire growth, contain the fire within the compartment of origin, and locate and remove threatened persons, rapid and effective response is essential. Fire companies must receive notification of the fire, don appropriate safety gear, mount the apparatus, travel to the scene of the fire, accomplish sufficient firefighting tasks to inhibit fire growth, and rescue occupants within approximately eight minutes of the event of flame. The tasks to be accomplished at the scene by the initial arriving units include search, rescue, ventilation, ladder placement, hose line deployment and other actions, all requiring immediate and simultaneous execution. Local Characteristics When designing response time and response capability objectives, it is important to consider fire risks, how they vary by neighborhood, and the level of service needed. Risks are greatest in wood-frame and non-resistant residential dwelling units, which are normally without automatic detection and reporting systems or suppression systems. In newer construction (particularly commercial, industrial and institutional structures), where buildings may be required to have automatic detection and suppression systems, the fire risk can be less. The latter usually have suppression systems which reduce the unmeasured time between the start of a fire and when the fire is detected and reported, and automatically retard fire development. It is important to recognize the significance of automatic suppression systems. Data from the NFPA indicate the effectiveness of sprinklers in residential occupancy structure fires. NFPA data also demonstrate that there is a substantial reduction in the cost of fire damage when automatic suppression systems are in place. Sequence 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 f~' 1Lf111A CONSULTING GkOUP, 1NC. ZS ORANGE COUNTY, I~RTH CAROLINA The time required to complete these procedures must be reduced to the shortest possible span through training, sound standard operating procedures, reasonable response times and other means. Assuming the shortest possible response time for these processes, inmost 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, factors other than distance will influence response. For instance, weather conditions, the configuration of the roadway network, and traffic patterns affect response times. Taking into account these factors, therefore, each protection area must set its own realistic goal, such as reaching 90 percent of the incidents within an identified number of minutes. EMS Response Considerations. The benchmark for fire interruption is also important for emergency medical response purposes. Survivability for a non-breathing person is a function of application of CPR, defibrillation, and advanced life support. Models exist to predict survivability. One commonly applied model is the Eisenberg Model, which estimates the probability of survival based on a system's ability to deliver the critical links in a timely manner. The functional equation is: Survival rate = 67% minus 2.3% per minute without CPR Minus 1.1 % without necessary defibrillation Minus 2.1 % per minute without necessary Advanced Cardiac Life Support This equation suggests that one-third of all non-breathing and/or cardiac arrest patients may die immediately, and that the remaining individuals' probability of survival decreases by up to 5.5 percent for each subsequent minute; however, the decrease can be slowed by the application of various procedures (CPR, defibrillation, ACLS). American HeartAssociation. The American Heart Association, in its Statement on Chain of Survival, describes a particular sequence of events which must occur rapidly to allow for people to survive sudden cardiac arrest. The chain of survival ASIA CONSULTING GkOUP, 1NC. 29 ORANGE ~bUNTY, /~bRTH 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 every minute without defibrillation, the odds of survival drop seven to 10 percent A sudden cardiac arrest victim who is not defibrillated within eight to 10 minutes has a very limited chance of survival. In Orange County, fire department personnel are trained as medical first responders. In addition, the fire departments have been equipped by the County with automatic external defibrillators (AEDs). An AED is a computerized medical device which checks a person's heart rhythm and recognizes when a shock is required. Orange County has equipped EMS first responder vehicles and ambulances with AEDs. Local Emergency Medical Service Performance Measures State or regional emergency medical services councils often establish target response, safety, and operational performance measures for emergency medical service providers within their area. "Two Izz, 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 F1RE PROTECTION STANDARD I72~ 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. ~} 1Ytt11A CONSULTING GkOUP, 1NC. 3O ORANGE CbUNTY 1~bRTH CAROLINA EXHIBIT 1 5 NFPA 1 72O PERFORMANCE STANDARD STAFFING AND RESPONSE TIME STANDARDS FOR VOLUNTEER FIRE DEPARTMENTS DEMAND ZONE POPULATION PER SQ. MI. NUMBER OF PERSONNEL TIME PERCENT OF (MINUTES) TIME Urban > 1, 000 15 9 90% Suburban 500 to 1,000 10 10 90% Rural <500 6 14 80% Remote travel distance > 8 miles 4 - 90% Source: NFPA 1720 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 1rfRE PkOTECTION 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 times to fire and EMS incidents. Minimum requirements relating to the organization and deployment of fire suppression operations, emergency medical operations, and special operations for all career fire departments are contained in NFPA 1710. The standard also specifies minimum criteria for addressing the effectiveness and efficiency of fire suppression operations, emergency medical services, and special operations. The standard presents response time measures (described below) and also stipulates that these response time performance objectives should be achieved in at least 90 percent of the incidents. The response time objectives and staffing requirements are summarized in Exhibit 16. ~} MAIA CbNSULTirrG GAour,lNC. 31 ORANGE COUNTY, 1bbRTH CAROLINA EXHIBIT ~ 6 NFPA 1 71 O RESPONSE TIME OBJECTIVES AND STAFFING Fire Department Response rme Objectives STANDARD NFPA 1710 SECTION Turn- out time shall be one minute (60 seconds) maximum. Section 4.1.2.1.1 (1) Four minutes (240 seconds) or less for the arrival of the first arriving Section 4. 1.2.1.1 (2) engine company at a fire suppression incident and/or eight minutes (480 seconds) or less for the deployment of a full first- alarm assignment at a fire suppression incident.* Four minutes (240 seconds) or less for the arrival of a unit with first Section 4.1.2. 1.1 (3) responder, or higher, level capability at an emergency medical incident.* Eight minutes (480 seconds) or less for the arrival of an advanced life Section 4.1.2.1.1 (4) support unit at an emergency medical incident, where this service is provided by the fire department.* * These response time performance objectives shoo/d be achieved at /east 90 percent of the time. Fire DepartmentSta~ng Requirements STANDARD NFPA 1710 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 5.2.2.1.1 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 expectedfzrefightmgconditions. 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 {~'} M111A CONSULTING C~iOUP, 1NC. .32 ORANGE COUNTY, 1~RTH CAROLINA - nature, configuration, hazards, and internal protection of the properties involved - types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene hi jurisdictions with tactical hazards, high hazard occupancies, high incident frequencies, geographical restrictions, or other pertinent factors, asldentifled by the authorityhacdngjurisdiction, 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." (AnnexA, Section A.5.2.1.2.1) Applying NFPA 1710 to the specific conditions in Orange County results in the identification of a number of challenges. The Chapel Fire Department appears to meet the NFPA 1710 measures. The Carrboro Fire-Rescue Department, using automatic aid and mutual aid resources, meets NFPA 1710. NFPA Standard 1710 calls for 14 or 15 responders for working single-family dwelling fires, which can be accomplished by a combination of on-duty personnel, call-back of personnel, and mutual aid. Higher staffing levels are necessary for large commercial structures, multiple residences, larger single-family residences, and high- rise structures. ILI1l1A CONSULTING GROUP, 1NC. .3.3 ORANGE COUNTY,I~DRTH CAROLINA III. COUNTY F]RE, RESCUE, AND EMERGENCY SERVICES AGENCIES CALDWEI.L FIRE DEPARTMENT The Caldwell Fire Department provides fire and first responder services within the Little River Fire District in the northeast portion of Orange County. The department consists of 41 volunteer firefighters, with many certified as Emergency Medical Technicians. The department operates from a single fire station located at 7020 Guess Road in Rougemont. The station was constructed in 1979; an addition to the building was constructed in 1985; and the station was renovated in 2000. The department has constructed a training tower adjacent to the fire station. The department's fleet consists of one engine, one combination engine/tanker, one mini-pumper, one brush vehicle, and two traditional tankers. The department has aseven -member Board of Directors who select the Fire Chief on an annual basis. The Fire Chief selects the corps of officers, which consists of one Assistant Chief, two Captains (one Captain assists with fire operations; one Captain oversees EMS and assists with administration matters), and two Lieutenants. The department also has a safety officer and an administrative assistant. Exhibit 17 displays the department's staffing. EXHIBIT ~ 7 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief I Assistant Chief 1 Safety Officer I EMS Captain/Administrative Captain 1 Fire Captain I Lieutenant 2 Firefighter 33 Total 40 M1lIA CONSULTING GkOUP,1NC. 34 ORANGE CbUNTY 1bbRTH CAROLINA The department reports that volunteer response is similar in the daytime and in the evening. Six to 13 personnel respond to emergency incidents. The department also operates a Junior Firefighter program as a community youth activity and a source of new volunteers. Consistent with North Carolina regulations, all department members are required to attend 36 hours of annual training. Members of the department also hold certifications as Firefighter I and Firefighter II, as well as Medical First Responder (MFR). The department's routine training sessions are scheduled on Thursday evenings. New members are required to attend six training sessions and complete the State's training requirement prior to becoming full members of the department. The department's operating budget has remained stable from 2006 through 2010. In addition to funding for operating and maintenance expenses, the department also maintains a capital reserve for purchasing non-disposable equipment, fleet resources, and debt service on real property. Exhibit 18 shows the past four years of the department's approved budgets. EXHIBIT 1 8 CALOWELL FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING 2007-2008 2008-2009 2009-2010 2010-2011 $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 191ists the model of each vehicle, the year of acquisition, and the vehicle designation. M11~4 CONSiJLTING C~i tOUP, 1NC. 3 j ORANGE CbUNTY luDRTH CAROLINA EXHIBIT ~ 9 FLEET APPARATUS DESCRIPTION YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, International, 2003 Pumper/Tanker 733 1 1,250 gpm, 1,500- gallon tank Engine, Freightliner, 1993 Pumper 732 1 1,250 gpm, 1,000- gallon tank Engine, Chevy, 750 1992 Mini Pumper 736 1 gpm, 500- gallon tank Tanker, FMC, 450 gpm, 1979 Tanker 741 1 1,250- gallon tank Tanker, 1000 gpm, 2010 Tanker 743 1 2000- gallon tank Brush Truck, Ford F350 2008 Srush 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.' Nationa/Fire /ncident Reporting system (NF/RS) 11~12A CbNSULTING GkOUP, 1NC. 36 ORANGE CbUNTY, 1~RTH CAROLINA Caldwell's primary mutual aid partners are the Orange Rural Fire Department, Eno Fire Department, and Cedar Grove Fire Department. The department also uses resources from Person and Durham Counties. The department has apre-planning program and a public education program. The department's personnel distribute pamphlets and other educational materials at community functions and events. The department also maintains apre-incident planning program for all non-residential public assembly buildings within the district, as well as a local fertilizer distributor and the County speedway. The department has also developed a Multiple Casualty Incident (MCI) Plan, in the event of a large scale emergency at the speedway. CARRBORO FIRE-RESCUE DEPARTMENT The Carrboro Fire-Rescue Department provides fire and first responder services to the Town of Carrboro. The fire department employs 36 full-time firefighters and one part-time administrative assistant. Personnel are deployed at two fire stations. The department has three pumpers, two aerials, and several support vehicles. The department has one Fire Chief, one Deputy Chief, one Fire Marshal, three Captains, six Lieutenants, nine driver operators, six relief drivers, and nine firefighters. The Town's current ISO classification is 3. The South Orange Fire District is serviced by the Carrboro Fire-Rescue Department. The South Orange Fire District has an ISO classification of 5. Exhibit 21 displays the department's staffing. All Carrboro Fire-Rescue Department personnel are emergency medical technicians. EXHIBIT 21 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief 1 Fire Marshal 1 Deputy Chief 1 Captain 3 Lieutenant 6 Driver Operators 9 Driver Operators (relief) 6 Firefighter 9 Total 36 ~} M1UA CONSULTING GkOUP, INC. 37 ORANGE CbUNTY luDRTH CAROLINA The department operates on a three-shift system. Each shift is commanded by a Captain/Shift Commander and is composed of 10 personnel in addition to the Captain (two Lieutenants and eight firefighters). Exhibit 22 shows station locations and the units assigned to each station. Station #2 opened on September 4, 2010. EXHIBIT 22 STATION LOCATIONS AND PERSONNEL ASSIGNMENTS STATION ADDRESS FIRE UNIT DEPLOYMENT 1 301 West Main Street Engine 931 (Headquarters) Truck 971 Command Vehicle 987 Engine 934 (reserve) Squad 961 (reserve) Ford Expedition (Fire Marshaq Ford Expedition (Chief support and command vehicle) Chevy Impala (Deputy Chief') 2 141 1 Homestead Road Engine 932 Ladder 972 (reserve) Total 10 Units Exhibit 2 3 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 ~} ATMA CONSULTING G120UP, INC. .3g ORANGE COUNTY, /~bRTH CAROLINA EXHIBIT 24 CARRBORO FIRE- RESCUE DEPARTMENT BUDGET (FIRE DISTRICT FUND) 2008-2009 2009-2010 2010-2011 $429,969 $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 YEAR DESIGNATION ENGINE AERIAL ANKER BRUSH OMMAND UTILITY Engine, Ferrara custom pumper, 1,500 gpm, 1,000- gallon tank 1999 Engine 931 1 Aerial, Sutphen SPH, 100- foot aerial platform, 1,500 gpm, 300- gallon tank 2009 Truck 971 1 Command Vehicle, Ford F- 250 Crew Command Vehicle Cab 2008 987 1 Engine (reserve), E- One Commercial Cab pumper tanker, 1,250 gpm, 1993 Engine 934 1 1,250- gallon tank Squad (reserve) Chevy one- ton 1989 Squad 961 1 Engine, Elite/Spartan custom pumper tanker, 1 ,500 gpm, 1,000- gallon tank 2006 Engine 932 1 Aerial (reserve), E- One, 75' aerial ladder, 1, 500 gpm, 500- gallon tank 1990 Ladder 972 1 Data from the National Incident Reporting System (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 departments 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. ~} MINA CbNSIJLTING G1tOUP, INC. 39 ORANGE COUNTY, 1~RTH CAROLINA The Carrboro Fire-Rescue Department also reports incidents on a fiscal year basis. A total of 1,530 incidents were recorded between July 1, 2009 and June 30, 2010; a total of 1,576 responses were reported between July 1, 2008 and June 30, 2009. The fire department reports an average response time of four minutes and 45 seconds for fire calls, and four minutes and 20 seconds for EMS calls. FJ(HIBIT 26 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2009 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 92 5.9% 94 5.9% 165 11.1% 116 7.6% Rescue & EMS 913 59.0% 813 51.0% 809 54.2% 878 57.4% Other 542 35.0% 688 43.1% 519 34.8% 534 34.9% 1,547 100.0% 1,595 i 00.0% 1,493 100.0% 1, 529 100.0% Source.• National Fire)/ncident Reporting System (NF/RS) The fire department has a public education program and a comprehensive fire protection and inspection program. The department conducted 924 life-safety inspections and 143 plan reviews from July 1, 2009 to June 30, 2010. CEDAR GROVE FIRE DEPARTMENT The Cedar Grove Fire Department provides fire and first responder services to the Cedar Grove Fire District. The department has 39 volunteers. Eleven members of the fire department are certified at the Firefighter I and Firefighter II levels. Fifteen members of the fire department are certified as Medical First Responders (MFRS). An average of 10 volunteers respond to emergencies during daytime hours. The number increases to 15 members during nighttime hours and on weekends. The department 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 2 7 displays the department staffing. {~} MA1A CONSULTING GkOUP, 1NG 40 ORANGE COUNTY,IWRTH 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 Z8 NUMBER AND TYPE OF INCIDENTS 2007 2OOH ZOOS AVERAGE Number Percent Number Percent Number Percent 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% 48 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 {~'} tL1111A CbNSULTING GkOUP,1NG 41 ORANGE COUNTY l~bRTH 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 command and control. The department employs local vendors to maintain emergency equipment and personal protection equipment (PPE). There are two fire stations in the district located at 720 Hawkins Road and 5912 Pentecost Road. The fleet is composed of seven fire apparatus. There are two engines, two tankers, two brush trucks, and one squad truck. The past four years of the department's approved budgets are shown below. FJCHIBIT 29 CEDAR GROVE FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007-2008 2008-2009 2009-2010 2010-2011 $168,552 $171,189 $171,674 $203,904 Percent 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. ~} MMA CONSULTING GkouP, INC. 42 ORANGE CbUNTY, 1~RTH CAROLINA EXHIBIT 30 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL STAFFING Fire Chief ~ Deputy Chief (Emergency Operations) ~ Deputy Chief (Training and Safety) 1 Fire Marshal ~ Deputy Fire Marshal z Assistant Fire Marshal 3 Battalion Chief 3 Captain g Lieutenant g Fire Equipment Operator ~ g Firefighter/EMT 42 Total gp 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. MAIA CONSULTING G120UP, 1NG 43 ORANGE COUNTY,1~bRTH CAROLINA EXHIBIT 31 STATION LOCATION AND PERSONNEL ASSIGNMENTS STATION ADDRESS CURRENT DEPLOYMENT AND MINIMUM STAFFING Unit Number of Personae/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 3 161 5 E. Franklin St. Squad 33 1 Captain Town 73 1 Lieutenant 2 FEO 4 FF 4 101 Weaver Dairy Road, Ext. Engine 34 1 Captain (Training Center) Truck 64 (Swift Water 1 FEO Response Apparatus) 2 FF Engine 38 (reserve) 5 100 Bennett Road Engine 35 1 Captain Engine 37 (reserve) 1 FEO 3 FF Tota/ 12 units 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 $6,51 1,480 $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. f~} MMA CbNSULTING GROUP, INC. 44 ORANGE COUNTY, 1~bRTH CAROLINA EXHIBIT 33 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL ANKER 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 1 Squad, 2001 KME International, 1,250 gpm, 2001 Squad 33 1 500- gallon tank Tower, KME Predator, 100- foot Mid- mount 73 1 Ladder, 1,500 gpm, 250- gallon tank 2006 Tower 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 tank Chevy Suburban 2008 C4 1 Quick Attack, Compressed Air Foam System, Ford Snuffer, 67 gpm, 300- gallon 2003 Tac 51 1 tan k Ford F- 550, Swift Water Response 2008 Truck 64 1 Apparatus Reserve Engine, KME International, 1,250 2001 Engine 36 1 gpm, 500- gallon tank Reserve Engine, E-One Custom, 1,000 gpm, 1988 Engine 37 1 500- gallon tank Reserve Engine, E1 Custom, 1 ,000 gpm, 1988 Engine 38 1 500- gallon tank Data from the Fire Incident Reporting System (NFIRS) indicates that the fire department averaged 4,399 responses over the last three years. Exhibit 26 shows the number of fire and emergency medical incidents from 2007 through 2009. Forty- three percent of the department's responses were EMS related (first responder services); 3.8 percent were fire related; 53 percent were for other purposes. These data indicate that the number of fire department responses has been relatively stable during the last three years. The Chapel Hill Fire Department also reports incidents on a fiscal year basis. A total of 4,312 responses were recorded between July 1, 2009 and June 30, 2010 and a total of 4,547 responses were reported between July 1, 2008 and June 30, '{~} MMA CONSULTING GkOUP,1NC. 45 ORANGE CbUNTY 1~ORTH CAROLWA 2009. The fire department reports an average response time of three minutes and 28 seconds for fire calls, and three minutes and 38 seconds for EMS calls. EXHIBIT 34 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2009 YEAR 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% 1,949 44.5% 1,954- 44.1% 1,906 43.3% Other 2,338 53.3% 2,296 52.4% 2,351 53.1% 2,328 52.9% Total 4,387 100.0% 4,384 100.0% 4,426 100.0% 4,399 100.0% Source.' National Fire Incident Reporting System (NFIRS) 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 2 3 5 plan reviews. The Chapel Hill Fire Department has developed detailed qualifications for all ranks in the department, including Firefighter, Master Firefighter, Fire Equipment Operator (FEO), Fire Lieutenant, Fire Captain, and Battalion Chief. Detailed qualifications have also been established for Deputy Fire Marshal and Assistant Fire Marshal. EFLAND FIRE DEPARTMENT The Efland Fire Department provides fire and first responder services to citizens in the Efland Fire District. The department provides services through a 36- member volunteer fire department. The department is lead by a Fire Chief, who is appointed by the Board of Directors. The department has one Fire Chief, two Assistant Fire Chiefs, four Captains, three Lieutenants, and 25 firefighters. All positions, except the Assistant Fire Chiefs, are elected by the membership for a period of one year. The Assistant Fire Chiefs are appointed by the Fire Chief. Exhibit 35 displays the department's current staffing. M111A CONSULTING GkOUP,1NC. 46 ORANGE COUNTY, AZDRTH 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. ~} MAIA CONSULTING GkOUP,1NC. 47 ORANGE CbUNTY I~bRTH CAROLINA EXHIBIT 36 NUMBER AND TYPE OF INCIDENTS EFLAND FIRE DEPARTMENT 2007- 2009 2007 Number Percent 2008 Number Percent 2009 Number Percent AVERAGE Number Percent Fire 90 15.8% 66 13.3% 50 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: Nationa/Fire /ncident Reporting system (NF/RS) Efland has developed aschool-based public education program. The program entails routine visits to schools in the Efland Fire District. Additionally, the department maintains apre-incident planning program. Data has been collected on churches and commercial property within the district. The data 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 ($9,000) comes from the district's annual appropriations. Similar to other fire agencies in Orange County, the Efland Fire District relies on tax revenue. However, some donations from individuals and groups are received. Over the past two years, the department's operating budget has remained stable. The increase in the department's budget from fiscal year 2007-2008 to fiscal year 2008- 2009 coincided with the opening of a second fire station. In addition to routine operations and maintenance expenses, the department also maintains a capital reserve fund for the replacement of capital equipment and fleet items, as well as ~} MMA CONSULTING (~120UP, 1NC. 4$ ORANGE CbUNTY,1~bRTH CAROLINA servicing the debt associated with real property (fire station mortgage). Exhibit 37 shows the past four years of the department's approved budgets. EXHIBIT 37 EFLAND FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING) 2007-2008 2008-2009 2009-2010 2010-2011 $237,855 $295,496 $303,230 $308,246 Percent /ncrease or Decrease 24.2% 2 6% 1 7% The department maintains a firefighter safety program for the protection of its members. A Passport system is used by the Efland Fire Department and its mutual aid partners to ensure accountability at emergency scenes. The department's firefighter safety practices also include adherence to the"2-in-2-out" rule and standardized building evacuation protocols. The department relies on local vendors for routine maintenance and ongoing inspections of personal protective equipment and clothing. The headquarters station is located at 3900 US Highway 70 and was constructed in 1978; the building is in generally good condition. The second station, opened in 2007, is located at 5900 US Highway 70. The fire apparatus fleet is composed of 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 YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Pierce, 1,250 gpm, 1,000- gallon tank 2001 Engine 133 1 Engine, Ford C- 8000, 1,000 gpm, 1,000- gallon tank 1988 Engine 132 1 Engine, Ferrara 1 ,250 gpm, 1,000- gallon tank 2007 1 f~ N1119A CONSULTING GROUP, nvc. 49 ORANGE COUNTY, IWRTH CAROLINA YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Brush, Ford F- 450, 150 gpm, 250- gallon tank 2000 Brush 151 1 Tanker, Ford F- 8000 1990 Tanker 141 1 Tanker, 4 Guys, 1,250gpm, 1,000- gallon tank 2008 1 ENO 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 apre-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 CbNSULTING GROUP, INC. SO ORANGE COUNTY 1~DRTH CAROLAVA Municipal fire hydrants are provided along Route 70, toward Hillsborough and Durham. The department has a rural water supply program. Typical response time is between six and seven minutes. The department has a comprehensive personnel protective equipment (PPE) program. All members are provided with a full set of structural firefighting clothing which is replaced on a five to six-year cycle. As a part of the incident command system, the department has developed a Passport personal accountability system for emergency scene operations. The system includes regular accountability checks and a standardized protocol for the evacuation of a building in an emergency. Personnel and resources are deployed from two fire stations. Station #1 is located at 5019 US 70 East. The station is in generally good condition, but the apparatus bays are cramped and there is limited storage space. Station #2, located at St. Mary's Road and Pleasant Green Road, is a four-bay station. Expenditures have increased over the last three years. The budget increased by 21 percent from fiscal year 2007-.2008 to fiscal year 2010-2011. The largest increase was approximately $20,000 for part-time firefighter salaries; this increase is the result of increasing the hours of coverage by part-time personnel. Exhibit 39 displays each apparatus, the year the unit was acquired, and the apparatus designation. EXHIBIT 39 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine- tanker, E- One, 1,250 gpm, 1,000- 2000 Engine 331 1 gallon tank Engine- tanker, E- One, 1,250 gpm, 1,000- 2000 Engine 332 1 gallon tank Engine- tanker, E- One, 1,000 gpm, 1,250- 1995 Engine 344 1 gallon 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 CbNSULTING C~tOUP, INC. SI ORANGE COUNTY, I~bRTH CAROLINA iJCHIBIT 40 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 /ncrease or Decrease 20.8% 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 $TAFFING Volunteer Firefighter 28 Firefighter (full- time) 3 Firefighter (part- time) 9 Total 40 MA2A CONSULTING GkOUP, INC. SZ ORANGE CbUNTY,1~bRTH 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 Tota/ 8 units* *Does not include Chiefs vehic%. The department's expenditures (County Fire District Fund) are shown in Exhibit 4 3. EXHIBIT 43 NEW HOPE FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUND 2007-2008 2008-2009 2009-2010 2010-2011 $321,103 $354,783 $320,467 $386,643 Percent /ncrease 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. {~} A1MA CONSULTING GkOUP,1NC_ ,s,3 ORANGE CbUNTY, 1~RTH CAROLINA EXHIBIT 44 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND ~ITILITY Engine, Ferrara 2, 1,500 gpm, 1,000- gallon tank 2004 Engine 431 1 Engine, American Lafrance, 1,500 gpm, 1,000- gallon tank 1999 Engine 432 1 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 481 1 Service Vehicle, Ford 2000 Vehicle 482 1 Exhibit 45 presents response data from the New Hope Fire Department. EXHIBIT 45 FIRE DEPARTMENT RESPONSES - 2007 THROUGH 2O1 O FY'07-'08 FY'08-'09 FY'09-'10 Number Percent Number Percent Number Percent Fire 351 67.6% 392 74.2% 328 70.1% EMS (First Responder) 168 32.4% 136 25.8% 140 29.9% Total 519 100.0% 528 100.0% 468 100.0% Source: Fire Department information Exhibit 46 shows the three-year average of fire and EMS responses by the New Hope Fire Department. {~'} MATA CONSULTING GkOUP,1NC. $4 ORANGE COUNTY luDRTH CAROLINA EXHIBIT 46 AVERAGE FIRE DEPARTMENT RESPONSES (2007- 2008, 2008- 2009, and 2009- 2010) NUMBER PERCENT Fire 357 70.7% Rescue & EMS 148 29.3% Total 493 100% Source: Fire Department information 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- ownedfacilities. 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 request 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, afull-time Deputy Chief, a paid part-time Assistant Chief, three paid Captains, and two part-time paid Captains. A paid full-time Captain serves as the Safety Officer. The department's current ISO classification is 6. ~} MINA CONSULTING GkOUP,1NC. ,j,j ORANGE CbUNTY, IuDRTH CAROLINA EXHIBIT 47 CURRENT FIRE DEPARTMENT $TAFFING POSITION TOTAL $TAFFING 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) 1 g 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 /ncrease or Decrease 6.2% - 0.6% 21.1 % The fire apparatus fleet is composed of three engines, three tankers, one aerial, one brush truck, one squad truck, and two support vehicles. Exhibit 49 lists each apparatus, the year of manufacture, and the apparatus designation. M11IA CONSULTING GkOUP, ING SF) O12ANGE r'_bUNTY, I~RTH CAROLINA EXHIBIT 49 APPARATUS FLEET YEAR DESIGNATION ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, KME, pumper-tanker, 1,500 gpm, 750- gallon tank 1996 Engine 231 1 Engine, KME, pumper-tanker, 1,500 gpm, 1,000-gallon tank 2000 Engine 233 1 Engine, KME, pumper-tanker, 1,250 gpm, 1,000- gallon tank 2002 Engine 234 1 Tanker, US Tan, 1,250 gpm, 1,000- gallon tank 2004 Tanker 241 1 Tanker, US Tan, 1,250 gpm, 1,800- gallon tank 2009 Tanker 242 1 Tanker,EE1,1,500gpm,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. ' M11IA CONSULTING GkOUP, 1NC. S7 ORANGE CbUNTY, I~bRTH CAROLINA EXHIBIT 50 FIRE DEPARTMENT RESPONSES BY Mg10R CATEGORY YEAR 2007 2008 2009 AVERAGE Number Percent Number Percent Number Percent Number Percent Fire 153 8.6% 93 5.4% 70 4.1% 105 6.1% Rescue & EMS 1,280 72.2% 1,222 71.0% 1,186 70.0% 1,229 71.1 % Other 341 19.2% 407 23.6% 439 25.9% 396 22.9% Total 1,774 100.0% 1,722 100.0% 1,695 100.0% 1,730 100.0% Source.' Nations/ Fire /ncident Reporting System (NF/RS) EXHIBIT 5 ~ RURAL ORANGE FIRE DEPAR TMENT NUMBER AND TYPE OF INCIDENTS - 2007 TO ZO09 CATEGORY 1 OO ZOO 300 RESCUE 400 500 600 700 800 900 TOTAL FIRE OVERPRESSURE & EM$ 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 56 127 101 1 Z 1,774 Average 105 7 1,229 48 41 167 103 8 21 1,730 Source.' Nations/Fire /ncident Reporting System (NF/RSV The department maintains a firefighter safety program for the protection of its members. A Passport system is used by the department to ensure personnel accountability for fireground operations. The department has developed a rapid intervention SOP and has provided training on its use. The rapid intervention SOP has been shared with neighboring departments. The department has apre-incident planning program. 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 unti13:00 p.m. The second shift begins at 9:00 a.m. ~} M111A CONSULTING GkOUP, INC. $$ ORANGE COUNTY, 1~bRTH 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. ExlLibit 52 displays the department's staffing. EXHIBIT 52 CURRENT FIRE DEPARTMENT STAFFING POSITION TOTAL $TAFFING Fire Chief 1 Deputy Fire Chief 1 Assistant Fire Chief 2 Volunteer Captain 4 Full- time Captain 2 Lieutenant 3 Volunteer Firefighter 25 Total 3 8 The department is in the process of certifying personnel at the Firefighter I and Firefighter II 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. {~} MMA CbNSULTING GkOUP,1NC. $g ORANGE COUNTY,1~bRTH 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 5 5 lists each apparatus, the year of manufacture, and the apparatus designation. {~} MMA CONSULTING GkoUP,1NC. 60 ORANGE CbUN"IY 1~RTH CAROLINA EXHIBIT 55 FLEET APPARATUS DESCRIPTION YEAR DESIGNAT{ON ENGINE AERIAL TANKER BRUSH COMMAND UTILITY Engine, Ferrara, 1,250 2004 Engine 531 1 gpm, 1,000- gallon tank Engine, Ferrara, 750 2001 Engine 532 1 gpm, 500- gallon tank Tanker, E- One, 1,000 1988 Tanker 541 1 gpm, 1,000- gallon tank Tanker, US Tanker, 2010 Tanker 542 1 1,000 gpm, 2,000- gallon tank Brush, Ford, 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 /ncrease or Decrease 9.9% 4.7% - 0.7% WHITE CROSS FIRE DEPARTMENT The White Cross Fire Department provides fire and first responder services to the White Cross Fire District, which is within Bingham Township. The department provides services through a 37-member volunteer fire department. There is one full- time employee, who holds the rank of Captain, and two part-time personnel. The full- time Captain works weekday business hours. The department reports that it has had a few members "age-out" in the past few years. Several new members have been recruited. The department is lead by a Fire Chief, who is nominated by a committee of the Board of Trustees and approved by the full Board to serve atwo-year term. In ~} 1YI11IA CbNSULTING GkOUP, INC. 61 ORANGE CbUNTY, 1~RTH 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 ~ 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. ' 11~IIA CONSULTING GkOUP, INC. 62 ORANGE CbUNTY, /~bRTH CAROLINA EXHIBIT 58 NUMBER AND TYPE OF INCIDENTS - 2U0) Number Percent Fire 105 48% Rescue and EMS 1 13 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. 11J1119 CONSULTING GkOUP, INC. 63 ORANGE COUNTY, 1WRTH 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 881 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) 2007- 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 MEaANE 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, {~}' M11~4 CONSULTING GkOUP,1NG 64 ORANGE CbUNTY, luDRTH 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 $TAFFING Fire Chief 1 Deputy Fire Chief 1 Captain -Administration 1 Captain -Career Shift 3 Captain - Volunteer 4 Lieutenant - Career Shift 9 Lieutenant - Volunteer 2 Engineer - Career 10 Firefighter - Career, Driver 3 Firefighter - Career 9 Firefighter - Volunteer 24 Total 67 All members of the department meet the annual State requirement for continuing fire training (36 hours per year). Approximately 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 SO 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 ~'} MMA CbNSULTING GkouP, INC. 65 ORANGE COUNTY, 1~bRTH 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 #1, located at 45 Morris Road in Pittsboro, houses one engine, one tanker, two rescue vehicles, one brush truck, three utility vehicles, and one hazardous materials unit. Station #2, located at 1442 Farrington Point Road, houses one engine, two tankers, two rescue units, two utility vehicles, and one aerial platform. Station #3 is located at 3816 Manes Chapel Road and houses one engine, one tanker, and one utility vehicle. Station #4, located at 4055 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 WORTH CHATHAM FIRE DEPARTMENT BUDGET (COUNTY FIRE DISTRICT FUNDING 2008-2009 2009-2010 2010-2011 Total Budget $2,506,080 $2,769,885 $2,755,653 Orange County Revenue $213,702 $211,673 $212,043 County Revenue as Percent of Total Budget 8.5% 7.6% 7.7% 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. MMA CONSULTING GkOUP, INC_ 6B ORANGE COUNTY luDRTH CAROLINA ExYubit 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 3 9 All members of the Mebane Fire Department maintain the State required 36 hours per year training requirement. Addirionally, 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 2007 Number Percent 2OOH Number Percent ZOOS Number Percent AVERAGE Number Percent Fire 177 10.3% 115 6.1% 111 6.1% 134 7.4% Rescue and EMS 1,148 66.7% 1, 347 74.1 % 1, 347 73.5% 1, 281 70.6 Other 397 23.1% 425 22.5% 374 20.4% 399 22.0% Total 1,722 100% 1,887 100% 1,832 100% 1,814 100% Source: Fire Department information {~ MMA CONSULTING GkouP,1NC. 67 ORANGE CbUNTY, 1~bRTH 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 (SORB) is a nonprofit, 501©(3), corporation. The SORB 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 SOBS in anon-operational capacity. The South Orange Rescue Squad has an elected Board of Directors composed of operational members and non-operational community members. The SORB has operated with a budget of approximately $275,000 for the last several years. The County does not provide direct support to the SORB, but provides an annual stipend of $28,908 annually and supplies for all EMS related events. The County recovers costs for paramedic services when the SOBS and the County provide services at special events. In the spring of 2010, the SORB was awarded operational franchises to provide non-transport BLS services, emergency medical special event support services, and specialized technical rescue services by the Orange County Board of Commissioners. 1~~ CONSULTING ~i 20UP, 1NC. 6$ ORANGE COUNTY, 1~bRTH CAROLINA The SORB 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 SORB 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) - afire rehabilitation support service for municipal and County volunteer fire departments The South Orange Rescue Squad provides professional development opportunities for volunteer members who are working toward careers in health care, public health, emergency services, or public service. The South Orange Rescue Squad offers free CPR and AED (Cardiopulmonary Resuscitation and Automatic External Defibrillator) classes to individuals and groups in Orange County. The SORS owns and maintains an 8,000-square foot rescue station with seven climate controlled bays located at 202 Roberson Street in Carrboro. The SORB owns and maintains a fleet of ambulances, rescue vehicles, and support equipment. Major vehicles and equipment include a Type II 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/BABA equipment. 1tiI[11A CONSULTING ~i tOUP, INC. 69 ORANGE CbUNTY MIRTH 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, 12 road races, and 59 other special events. In 2009, the South Orange Rescue Squad conducted 39 CPR/AED training classes (free of charge), and provided training certification for approximately 700 individuals. The SORS 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 aCounty-wide ambulance response system, and oversees fire investigations, plan reviews, and illegal burning. The department is organized into four divisions. The Planning/Logistics Division is responsible for emergency management, technical services, and wireless service issues. There are four employees in the division. The Communication Division is responsible for emergency communications and employs 27 personnel. The Communication Division dispatches County fire departments to fire, first responder/EMS, and other emergency incidents. Emergency medical dispatch (EMD) procedures are used, which allows the triage of EMS calls for service. The emergency communication function is well organized. The emergency back-up system for the Orange County emergency communication system is located at the University North Carolina's Department of Public Safety. The Emergency Medical Service Division has 61 authorized positions and deploys ambulances throughout the County. Thirty-four personnel are paramedics. The department provides services at the advanced life support level. The department deploys four ambulances 24 hours per day, 365 days per year. One ambulance is deployed for 12 hours each day, from 9:00 a.m. to 9:00 p.m. to cover peak period {y} MMA CONSULTING GkOUP,1NC. ~~ ORANGE CbUNTY, luDRTH 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 65 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 S 99 The County emergency medical service system is a tiered response system. The system relies on medical first responders from fire departments and County ambulances. Volunteers from the South Orange Rescue Squad (SORB), headquartered in Carrboro, participate in the EMS system in a support role. The agency is typically not a primary response agency. The rescue squad often has volunteers riding with County EMS personnel. This provides additional resources for EMS response and is an important skill development and maintenance program for the SORB. A number of County EMS personnel are, or have been, members of the 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. {~} t~U~9 CONSULTING GkOUP, INC. 71 ORANGE COUNTY, JuDRTH CAROLINA EXHIBIT 66 REQUESTS FOR EMS SERVICES YEAR NUMBER OF REQUESTS 2007- 2008 10,539 2008- 2009 10,945 2009- 2010 (estimate) 1 1,392 2010-2011 (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, 20013, AND 2009 RECEIVED TO DISPATCH TO EN ROUTE TO DISPATCH EN ROUTE ON- SCENE DISPATCH TO TOTAL AVG. ON- SCENE RESPONSE TIME All EMS (2007) 0:02:38 0:02:18 0:04:55 0:07:1 3 0:09:51 All EMS (2008) 0:01:55 0:02:05 0:05:27 0:07:32 0:09:27 All EMS (2009) 0:01:50 0:02:22 0:07:12 0:09:34 0:1 1:24 The Life Safety Management Division, the smallest organizational unit in the department, has two employees. Personnel provide fire inspection, investigation, and 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 afour-year summary of the department's budget. {w} M111A CONSULTING G1i0UP, INC. 72 ORANGE CbUNTY 1bbRTH CAROLINA EXHIBIT 58 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 1 56,561 Telecommunication 1,807,039 1,929,292 1,883,091 1,874,766 Expenditures 6,195,965 6,342,015 6,876,919 6,638,295 Emergency Telephone Fund 584,899 750,675 1,751,497 424,276 Tota/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. {~} M112A LbNSULTING GkOUP,1NC. 73 ORANGE COUNTY 1~bRTH CAROLINA V. SYSTEM, STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT ANALYSIS) The study is designed to assess the overall capability of the fire, rescue, and emergency services system in Orange County. This study describes the services provided by County fire, rescue, and emergency service agencies. This chapter describes the strengths and weakness of the current emergency response system. Opportunities for improvement and threats which may make the emergency response system less effective are also described. This Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is the first step in the development of a strategic plan. The development of a strategic plan is a collaborative process which requires the participation of all fire, rescue, and emergency service providers. Legal, financial, and practical constraints often affect the outcome of a strategic plan. A SWOT analysis concentrates on the issues that have the most influence on the effectiveness of an emergency response system. Strengths are conditions or circumstances which enable the fire, rescue, and emergency service agencies to function effectively; weaknesses are conditions or circumstances which inhibit or prevent the fire, rescue, and emergency services agencies from functioning effectively; opportunities are conditions or circumstances which may improve operations; and threats are conditions or circumstances which may cause a reduction in the quality of services. Strengths, weaknesses, opportunities, and threats may come from external sources (sources beyond the organization itself), or internal sources (sources within the organization). STRENGTHS OF THE FIRE, RESCUE, AND EMERGENCY SERVICES The strengths of the County-wide service delivery system are described below. .S(JCCESSFUL 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. {~} M]l1A CONSULTING GkOUP,1NC. 74 ORANGE COUNTY 1~bRTH 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-time personnel, several paid part- time personnel, and 19 volunteer personnel. Other departments have developed systems which assign volunteers to work defined hours. FULL TIME FfRE 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 FbINT 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 FfvIERGENCY MEDICAL SERVICES The County-wide emergency medical service system provides advanced life support services (ALS). The Department of Emergency Services deploys four ambulances 24 hours per day, 365 days per year. The ambulance response system is supported by the medical first responders in each fire department. FIRE STATION LOCATIONS There are 20 fire stations in Orange County. The fire stations are well distributed which enables a reasonable fire department response throughout the County. Currently, 98 percent of the aggregate area (total square miles) of the County is within six miles of a fire station. Ninety-eight percent of street miles within the County can be covered within 12 minutes travel time from existing fire stations. 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 ~} M1I1A CONSULTING GkOUP, INC. 7S ORANGE CbUNTY, 1~bRTH 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. 71tAINING P1tOGRAMS 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. L~'MERGENCY 112~DICAL 712AINING 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. MITTUAL AID Fire departments have structured mutual aid agreements and regularly conduct training with mutual aid partners to maintain heightened readiness and operational effectiveness. FIREGROUND SAFETY The County's volunteer fire departments have basic standardized fireground safety practices and firefighter accountability systems. In addition, departments adhere to the two-in, two-out rule. WEAKNESSES OF THE FIRE, RESCUE, AND EMERGENCY SERVICES The weaknesses in the fire, rescue, and emergency services system are discussed below. MMA CONSULTING GkOUP, 1NC. 7B ORANGE CbUNTY, 1~bRTH CAROLINA .SECONDARY ANSWERING R~INT 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. CINDER FUNDED SERVICES Several County-wide emergency service functions appear to be underfunded. Emergency medical services may lack the financial resources necessary to meet the demand for services. In addition, technology needed to generate management information is lacking. LACK OF FABLE 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. SPRAINED I~LATIONSHIPS Relationships between County officials and volunteer fire and rescue agencies are strained. Poor relationships may make operational coordination difficult. HAZARDOUS MATERIALS I~SPONSE 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. L1.IMINATION OF MANAGEMENT FbSITIONS 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. f~} 1LU1A CONSULTING GkOUP, 1NC. 77 ORANGE CbUNTY, I~bRTH 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 may be inadequate during peak activity periods. The lack of quality centralized data reporting makes it very difficult to define the delay levels. However, response delays are reported by personnel throughout the response system. CALL PC2OCESSING 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 LIMrrATIONS 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 FkANCHISE 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. ~} MMA CbNSULTING GkOUP,1NC. 78 ORANGE COUNTY, 1WRTH CAROLINA STRATEGIC R.ANNING The County fire, rescue, and emergency service providers have operational plans, policies, and mutual aid protocols. However, there is no County-wide strategic plan for fire, rescue, and emergency services. OPPORTUNITIES FOR THE FIRE, RESCUE, AND EMERGENCY SERVICES The opportunities to strengthen the fire, rescue, and emergency services system are discussed below ADMINISTRATIVE SUPPORT FOR 1~OLUNTEERS 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 FMSRESPONSE 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. ~} 11~IL4 CbNSULTING GkOUP, INC. 79 ORANGE COUNTY AbRTH 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 PkACTICES Fire departments have instituted a number of important safety practices. Several departments have established RTT 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 PkOCESS As noted above, one of the weaknesses in the current system is the lack of a strategic planning process. Developing a strategic plan which encourages participation by all segments of the emergency response community is necessary to strengthen the response of agencies and develop a shared understanding of needs. RESPONSE 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 maybe required. A system which requires a response from the closest fire station may be possible in some situations. THREATS TO THE FIRE, RESCUE, AND EMERGENCY SERVICES There are always threats to an emergency response system. Some of those threats are discussed below. f~'} M11~A CbNSULTING GkOUP, INC. 80 ORANGE COUNTY, 1~bRTH CAROLINA IbOR L~ONOMIC 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. ACounty-wide strategic plan for fire and emergency services will relate anticipated growth to public safety needs. THIRD 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 C~:NERATION 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 ALAN 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 maybe placed upon the County-wide system. ~} MMA CONSULTING GkOUP, INC. $j