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Home My WebLink AboutAttachment BOrange County Fire /EMS Site Plan Review Conducted by Christopher Sherman, UNC MPA 9/7/2007 The attached paper represents work done by a UNC - Chapel Hill Master of Public Administration graduate, supervised by a School of Government Faculty Member. It is not a formal publication of the Institute of Government. Orange County was in contract with the consulting firm The Sage Group' to conduct a study assessing the current level of services and recommending a station location plan to meet the needs of the county and its citizens. This study was to give consideration to overall costs, benefits, and best practices. This report reviews and summarizes The Sage Group' report and determines what the county still needs to do as part of their fire /emergency medical services site plan. Table of Contents Recommendations for Future Analysis ............................................................ ............................... l District and Division Report Summaries ......................................................... ............................... 3 Caldwell........................................................................................................... ............................... 3 CedarGrove ..................................................................................................... ............................... 5 Efland............................................................................................................... ............................... 7 Eno................................................................................................................... ............................... 9 NewHope ...................................................................................................... ............................... 11 OrangeGrove ......................................................................................:.......... ............................... 13 OrangeRural (Hillsborough) ........................................................................... .............................15 WhiteCross ................................................................................. ............................... North Orange County Rescue Squad ............................................................. ............................... 19 South Orange County Rescue Squad ............................................................. ............................... 21 OrangeCounty EMS ...................................................................................... ............................... 23 OrangeCounty Fire Marshal ......................................................................... ............................... 25 Sage Group Countywide Recommendations ................................................. ............................... 27 Appendix........................................................................................................ ............................... 28 Recommendations for Future Analysis The Sage Group report was analyzed to determine what aspects of the county's original request for proposals (RFP) and scope of service were not addressed. The following list is of items were not addressed and may be critical to the fire/EMS site plan. Items for Future Analysis 1. Methods of financing recommended improvements (performance analysis) 2. Effectiveness, appropriateness, demand, and response capabilities 3. Service demand (call volume, etc.) and current level of service 4. Long -term plan, both needs and financing sources 5. Countywide public education programs on public safety The Sage Group report provides a significant amount of information regarding various fire and emergency medical services (EMS) needs. Specifically, the report details equipment, capital, infrastructure, and personnel needs. In some instances, details are given, such as cost estimates. The report recommends that the county not approve a revenue neutral tax rate, but instead maintain the current tax rate to finance the fire/EMS needs. However, there is no pay structure or long -term financial plan for the projects mentioned in the report Additional budgetary analysis should be conducted to determine how the county will finance these projects, and any alternatives to the revenue neutral tax rate, such as bonds. These alternative financing sources may be more practice and popular with the citizens for fire/EMS service than changes in the tax rate. One of the foremost issues for the county for the fire/EMS site plan includes the effectiveness, appropriateness, demand, and response capability of each fire/EMS station. While The Sage Group report makes conclusions as to if stations can properly handle demand, no evidence of data analysis exists. Specifically, response times are not addressed. Instead, The Sage Group reviewed maps and made conclusions based on distances from fire stations. The Sage Group report reviewed issues with location and determined why response time would be lower in some areas, but did not show data to support these conclusions. While using location as a base may be the accepted standard for fire service ratings, the county sought to address response time and effectiveness in its original request. If neither The Sage Group nor the county has ever conducted this type of analytical research, further analysis should be conducted before the county continues with a fire/EMS site plan. In addition to response time, service demand and call volume were rarely addressed. The report describes the number of calls and responses per fire district, but does not make any conclusions about the service demand. The report does not detail important data such as if the service demand is high, how many personnel typically respond to each call, etc. Also, future r 1 developments should be considered in the report; an area may soon be developed which may require additional fire/EMS service. The Sage Group report does not address opportunities to improve efficiency, reduce cost, or improve overall service, but simply addressed capital and personnel needs, with the exception of merging the North Orange County Rescue Squad into the EMS Division. Some of the capital improvement recommendations made in the report may be addressed by performance analysis of individual departments, such as methods to improve response times and water amount with current resources. The report does not include evidence that The Sage Group analyzed department performance beyond capital needs. A more complete, long term plan should be created that will assist in the county in both capital needs and financial planning for future projects. While The Sage Group report determines the capital and personnel needs of each division and station, a time line of each need would be helpful. This relates to the financing methods for each capital need; the report does not address any financing source besides the revenue neutral tax rate. Finally, The Sage Group report does not address countywide public education programs on public safety and being self sufficient in disasters. Future analysis should be conducted to determine if current resources are able to provide this service and if additional resources would be needed. I ( 2 1 District and Division Report Summaries In the remainder of this report, each division and department from The Sage Group report has a summary, issues not addressed (but were included in the original RFP and scope of service agreement), and list of the county's original needs. It should be noted that the information and recommendations from this point forward are from The Sage Group. Caldwell Summary The department can supply adequate water (4,000 gallons) to a structure fire for a rural department; neighboring districts provide mutual aid during crisis. The district has no pressure hydrants for water supply, but 14 are planned. EMS coverage is insufficient given bad positioning and unfamiliarity with the northern areas. There is no fire training facility in the north. SAGE recommends Eno reconsiders its plan to locate Station #2 near Caldwell, as the location will be far from Eno's demand and Caldwell will not aid the Eno station financially. The station is a steel arch clad building with public meeting rooms, offices and space for future dorm rooms providing a long service life. State highways 157 and 57 go through the district and may provide accidents with hazardous materials. Agriculture nature of community lends to structure fires. Volunteers are adequate to meet demand. The department has high membership and community support, with 27 adult firefighters and two junior fight fighters. Nearly all members are first responder and one third are EMT certified. 800MHz radios are being purchased at a- cost of $93,000 from a 163,000 surplus; an additional need for upgrading the brush truck still exists. Issues Not Addressed: 1. Population 2. Value of structure (market or accounting value) 3. Age and adequacy of vehicles and equipment - except that bush truck must be replaced- 4. Population centers and projected growth areas 5. Any changes in the facility configuration 6. Recommend a strategy for addressing longer -term demands within the County 7. Countywide public education programs on public safety and being self sufficient in disasters. 8. Identify the population in the unincorporated areas of Orange County served 9. Opportunities to improve efficiency, reduce cost, or improve the overall service 10. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed - except for the cost of radios List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: The department can supply adequate water (4,000 gallons) to a structure fire for a rural department. f 3 b. Strength of current configuration and operations: Neighboring districts provide mutual aid during crisis. c. Weakness of current and planned configuration and operation: The district has no pressure hydrants for water supply, but 14 are planned. EMS coverage is insufficient given bad positioning and unfamiliarity with the northern areas. d. Assess the location and adequacy of each facility equipment volunteers: There is no fire training facility in the north. SAGE recommends Eno reconsiders its plan to locate Station #2 near Caldwell, as the location will be far from Eno's demand and Caldwell will not aid the Eno station financially. e. Demand Level and range of Service: Demand and service is within 4,000 gallons. f. Response times: Response to the north is poor. g. Population: Not addressed h. Value of structure: The station is a steel arch clad building with public meeting rooms, offices and space for future dorm rooms providing a long service life. Site market or accounting value is not addressed. i. Level of risk: State highways 157 and 57 go through the district and may provide accidents with hazardous materials. Agriculture nature of community lends to structure fires. j. Age and adequacy of vehicles and equipment: Station apparatus with equipment, capacity are provided. Age not specified for all equipment. k. Adequacy of volunteers and staff Volunteers are adequate to meet demand. The department has high membership and community support, with 27 adult firefighters and two junior firefighters. Nearly all members are first responder and one third are EMT certified. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed: Service to the north is weak overall. n. Any changes in the facility configuration: 800MHz radios are being purchased at a cost of $93,000 from a 163,000 surplus, with an additional need for upgrading the brush truck (15). o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not addressed s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed except for the cost of radios (point N). t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: The county should assist in documentation and certification of water sources to reduce ISO ratings. v. Identify countywide training facility need and specific training standards: Lacks accessible training capacity (point D, page 15). 4 � Cedar Grove Summary The department adequately serves the district; its two stations are seven miles apart by road. The department can meet community needs; it can supply 4,500 gallons of water to a structure fire. The department works with neighboring districts and operates under a new multi - department response protocol. The population is about 2,500 with $220 million in property value. Station apparatus with equipment, capacity and age are provided. Growth will not impact the coverage enough to require a new station in the near future. State Highway 86 and 49 cut across district, lending to accidents and exposure to hazardous materials. The agriculture nature also provides space for fires. The department has committed its members adequately to meets community needs. The 36 total members have an average tenure of 14 years. Ten of the members are medical first responders. Response time is slowing down. Cedar Grove's three portable radios at 800MHz are insufficient to carry demand. Apparatus replacements in the near future will cost about $350,000. Station renovations will be required in 10 to 15 years. SAGE recommends planning a future station, certify and document water sources for ISO rating, and increase the tax to cover daytime working hours. Increasing the tax rate from .73 to .78 will generate $10,500 to pay for two part-time staff during daytime hours. This will increase coverage and decrease response times. The department is rated 9S by ISO. Reducing the rate is possible and will lower insurance premiums. The department trains weekly at the Chapel Hill Training Center. Issues Not Addressed 1. Value of structure 2. Level of risk 3. Recommend a strategy for addressing longer -term demands within the County 4. Countywide public education programs on public safety and being self sufficient in disasters. 5. Identify the population in the unincorporated areas of Orange County serve 6. opportunities to improve efficiency, reduce cost, or improve the overall service 7. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. 8. Identify countywide training facility need and specific training standards. List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: The department adequately serves the district; its two stations are seven miles apart by road. The department can meet community needs; it can supply 4,500 gallons of water to a structure fire. b. Strength of current configuration and operations: The department works with neighboring districts and operates under a new multi - department response protocol. c. Weakness of current and planned configuration and operation: State Highway 86 and 49 cut across district, lending to accidents and exposure to hazardous materials. The agriculture nature also provides space for fires. r 5 d. Assess the location and adequacy of each facility equipment volunteers: The department has committed members to adequately meet the community's needs. The 36 total members have an average tenure of 14 years. 10 of the members are medical first responders. e. Demand Level and range of Service: Service can meet basic demands required f. Response times: Timely coverage is slowing. g. Population: The population is about 2,500. h. Value of structure: Site market or accounting value was not addressed. i. Level of risk: Not addressed j. Age and adequacy of vehicles and equipment. Station apparatus with equipment, capacity and age are provided. k. Adequacy of volunteers and staff. Volunteers are adequate and experienced. 1. Population centers and projected growth areas: Growth will not impact the coverage enough to require a new station in the near future. m. Any gaps affecting services and critical areas to be addressed: Cedar Grove's three portable radios at 800MHz are insufficient to carry demand. n. Any changes in the facility configuration: Apparatus replacements in the near future will cost about $350,000. Station Renovations will be required in 10 to 15 years. SAGE recommends plan its future station, certify and document water sources for ISO rating and increase the tax to cover daytime working hours. o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not addressed s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: The department is rated 9S by ISO. Reducing the rate is possible and will lower insurance premiums. The county should assist in documentation and certification of water sources to reduce ISO ratings. v. Identify countywide training facility need and specific training standards: The department trains weekly at the Chapel Hill Training Center. 6 Efland Summary Cedar Grove, Orange Rural (Hillsborough) and Orange Grove provide mutual support. The current station adequately serves the district. Close proximity to Interstate 85/40, State Highway 70 and a rail line can lead to accidents and hazardous material exposure, as well as commercial operations and agriculture land. There are 3000 tight knit residents. The district has an assessed property value of $642,973,000. The current apparatus are detailed and can provide a capacity of 3,500 gallons of water to a structure fire, which meets the standards of rural water supply. The department is well staffed and has stable volunteers given 38 active members with an average tenure of 10.13 years, and service of administrators. The report mentions that the district has a debt of $228,400 with a loan payment of $27,000. Increasing the tax rate for $96,000 will fund more staffing and help purchase 800MHz radios. A recruiting program to increase volunteers is suggested and use of Chapel Hill Fire - rescue facilities but costs are not discussed. Efland reduced the ISO rating from 9S to 7. A rating of six can be reached by additional training, training record keeping recruiting additional staff members and retaining one more pump. Issues Not Addressed: 1. Response times 2. Any gaps affecting services and critical areas 3. Countywide public education programs on public safety and being self sufficient in disasters. 4. Population in the unincorporated areas of Orange County served List of Orip,_nal Needs a. Effectiveness, appropriateness, demand, and response capability. Cedar Grove, Orange Rural (Hillsborough) and Orange Grove provide mutual support. The current station adequately serves the district. b. Strength of current configuration and operations: Not addressed c. Weakness of current and planned configuration and operation: Close proximity to Interstate 85/40, State highway 70 and a rail line can lead to accidents and hazardous material exposure, as well as commercial operations and agriculture land. d. Assess the location and adequacy of each facility equipment volunteers: Not addressed e. Demand Level and range of Service: Not addressed f. Response times: Not addressed g. Population: 3000 tight knit residents h. Value of structure: The district has an assessed property value of $642,973,000. Site market or accounting value is not addressed. i. Level of risk: Not addressed j. Age and adequacy of vehicles and equipment. The current apparatus are detailed and can provide a capacity of 3,500 gallons of water to a structure fire, which meets the standards of rural water supply. r 7 k. Adequacy of volunteers and staff. The department is well staffed and has stable volunteers given 38 active members with an average tenure of 10.13 years, and service of administrators. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed.• Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: The report mentions that the district has a debt of $228,400 with a loan payment of $27,000, yet it does not mention restructuring or paying off the debt as a means to improve the district's fmancial health. An ISO rating of six can be reached by additional training, training record keeping recruiting additional staff members and retaining one more pump. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed.• Increasing the tax rate for $96,000 will fund more staffmg and help purchase 800MHz radios. A recruiting program to increase volunteers is suggested and use of Chapel Hill Fire -rescue facilities but costs are not discussed. t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain fmancial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. This is expanded on in the section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: Efland's ISO rating was reduced from 9S to 7. A rating of six can be reached by additional training, training record keeping recruiting additional staff members and retaining one more pump. v. Identify countywide trainingfacility need and specific training standards: Not addressed 8 � Eno Summary Eno works with neighboring districts to provide mutual assistance. Six miles of Interstate 85 pass through the district and leads to risk of accidents and exposure to hazardous materials. All water must be shuttled to the scene of an incident. Eno operates from a four bay, two story station built near US 70 and I -85 in 1962. The situation is good, but should be replaced because it lacks dormitory accommodations and pumper /tanks are cramped. The north is rural, the south is suburban. The district has an assessed property value of $561,296,000. The current apparatus is detailed with a volume capacity of 3,250, which is at the lower end of acceptable norms. 800MHz radios are needed. Eno has 26 volunteers and six career firefighters, but no current members live in proximity to the proposed new station. The department feels that more in -house certified instructors would be helpful. SAGE recommends building the new station or renovating the existing station on the current site. The department should develop a recruitment program for more volunteer members and identify members to be certified instructors. Issues Not Addressed: 1. Strength of current configuration and operations 2. Demand Level and range of Service 3. Response times 4. Population centers and projected growth areas 5. Any gaps affecting services and critical areas to be addressed 6. Any changes in the facility configuration 7. Countywide public education programs on public safety and being self sufficient in disasters 8. Identify the population in the unincorporated areas of Orange County served 9. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 10. Identify countywide training facility need and specific training standards 11. Identify opportunities where the county can assist the volunteer departments with required paperwork and administrative issues List of Original Needs a. Electiveness, appropriateness, demand, and response capability. Eno works with neighboring districts to provide mutual assistance. b. Strength of current configuration and operations: Not addressed c. Weakness of current and planned configuration and operation: Six miles of Interstate 85 passes the district leads to a risk of accidents and exposure to hazardous materials. All water muse be shuttled to the scene of an incident. d. Assess the location and adequacy of each facility equipment volunteers: Eno operates from a 4 bay, two story station built by US 70 and I -85in 1962. The situation is good, but the station should be replaced because it lacks dormitory accommodations and pumper /tanks are cramped. f y e. Demand Level and range of Service. Not addressed f. Response times Not addressed g. Population The north is rural, the south is suburban. h. Value ofstructure The district has an assessed property value of $561,296,000. Site market or accounting value is not addressed. i. Level of risk. Not addressed j. Age and adequacy of vehicles and equipment: The current apparatus is detailed with a volume capacity of 3,250, which is at the lower end of acceptable norms. 800MHz radios are needed. k. Adequacy of volunteers and staff Eno has 26 volunteers and six career firefighters, but no current members live in proximity to the proposed new station. The department feels that more in -house certified instructors would be helpful. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed.• Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county: SAGE recommends building the new station or renovating the existing station on the current site. The department should develop a recruitment program for more volunteer members and identify members would could be trained to be certified instructors. p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served: Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: A second station and 800MHz radios are necessary. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed: Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: Not addressed v. Identify countywide training facility need and specific training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: Not addressed 10 1 New Hope Summary The district works mutually between neighboring districts under the multi - department response protocol. The two stations adequately serve the 5 mile accepted range. The property value is about $550,000,000. New Hope has two stations, #1 on Whitfield Road, and #2 on NC 86 South. With 50 to 60 volunteers, 25 to 30 are "active" and reliable. The report cites a map showing the personnel and stations, but does not appear on the document. More 800MHz radios are required. New Hope is close to 140, is intersected by State Highway 86, and has rail lines which can lead to accidents and exposure to hazardous materials. New Hope lacks a sufficient hydrant system. The age and capacity of vehicles and equipment are given with a total capacity of 4,000 gallons of water capable to reach structure fires, which meets standards. Station #2 needs renovations. New Hope has an increase in call volume but a decrease in tax revenue. Annexation by Chapel Hill and Carrboro will reduce revenues and effectiveness. The 9S ISO rating can be reduced by certification and documentation of water supply sources and by setting proper resources for responding to week daytime calls. New Hope needs increased assistance with administration. Issues Not Addressed: 1. Response times 2. Population 3. Level of risk 4. Adequacy of volunteers and staff 5. Population centers and projected growth areas 6. Any gaps affecting services and critical areas to be addressed 7. Any changes in the facility configuration 8. Countywide public education programs on public safety and being self sufficient in disasters 9. Identify the population in the unincorporated areas of Orange County served 10. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 11. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues 12. Identify countywide training facility need and specific training standards List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: The district works mutually between neighboring districts under the multi - department response protocol. The two stations adequately serve the 5 mile accepted range. b. Strength of current configuration and operations: New Hope has two stations, on #1 Whitfield Road, and #2 on NC 86 South. Station #2 needs renovations. - r 11 c. Weakness of current and planned configuration and operation: New Hope is close to 140, is intersected by State Highway 86, and has rail lines which can lead to accidents and exposure to hazardous materials. New Hope lacks a sufficient hydrant system. d. Assess the location and adequacy of each facility equipment volunteers: With 50 to 60 volunteers, 25 to 30 are "active" and reliable. The report cites a map showing the personnel and stations, but does not appear on the document. More 800MHz radios are required. e. Demand Level and range of Service: New Hope has an increase in call volume but a decrease in tax revenue. Annexation by Chapel Hill and Carrboro will reduce revenues and effectiveness. f. Response times: Not addressed g. Population: Not addressed h. Value of structure: The property value is about $550,000,000. Site market or accounting value is not addressed. i. Level of risk.- Not addressed j. Age and adequacy of vehicles and equipment: Not complete. The age and capacity of vehicles and equipment are given with a total capacity of 4,000 gallons of water capable to reach structure fires. This meets standards. k. Adequacy of volunteers and staff. Not addressed 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed: Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: SAGE recommends negotiating a long -tern agreement with Carrboro to provide services in exchange for financial support. This will increase revenue for New Hope to provide more services and elevate the need for Carrboro to build a new station. SAGE recommends certifying water supply to improve the ISO rating, and to increase tax to generate $27,500 in additional revenue, to document volunteers and promote student membership with stipends. "White collar" professionals should also be recruited. A retention plan by encouraging officer rank is proposed. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: The 9S ISO rating can be reduced by certification and documentation of water supply sources and by setting proper resources for responding to week daytime calls. v. Identify countywide trainingfacility need and speck training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: New Hope needs help with administration. 12 1 Orange Grove Summary Orange Grove provides mutual aid to its neighbors. The district is rural, part contained by an OWASA watershed, yet part is being consumed by commuters. The rural district is valued at $659,309,000. Orange Grove has no pressure hydrants and no plans for water sources; existing farm ponds do help. Orange Grove's single station is within 6 miles of most areas, but some areas are as far as nine miles away. The station is in good condition with no major repairs needed. NC 54 runs across the southern border, possibly leading to accidents and exposure to hazardous materials; agriculture related fires are also a concern. Age and capacity of the current apparatus are given, with a 3,700 gallon of water capacity to structure fires. This is within the standards of rural water supply. One tanker is planned to be replaced. More 800MHz radios are needed, especially considering that communication is historically difficult for Orange Grove. Thirty-one volunteers, 10 of which have over twenty years of service work with two full time career firefighters. Calls are increasing 10 percent per year. The map shows that volunteers live in close proximity to the station and across the district. SAGE recommends encouraging OWASA to support pressure hydrant instillations along NC HWY 54. A recruitment and retention plan should be implemented. Issues Not Addressed: 1. Strength of current configuration and operations 2. Demand Level and range of Service 3. Response times 4. Population: 5. Any changes in the facility configuration 6. Recommend a strategy for addressing longer -term demands within the county 7. Countywide public education programs on public safety and being self sufficient in disasters 8. Identify the population in the unincorporated areas of Orange County served 9. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 10. Identify countywide training facility need and specific training standards 11. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: Orange Grove provides mutual aid to its neighbors. b. Strength of current configuration and operations: Not addressed c. Weakness of current and planned configuration and operation: Orange Grove has no pressure hydrants and no plans for water sources. Existing farm ponds do help. - -f 13 d. Assess the location and adequacy of each facility equipment volunteers: Orange Grove's single station is within six miles of most areas, but some are as far as nine miles away. The station is in good condition with no major repairs needed. e. Demand Level and range of Service: Not addressed f. Response times: Not addressed g. Population: Not addressed h. Value of structure: The rural district is valued at $659,309,000. Site market or accounting value is not addressed. i. Level of risk.- NC 54 runs across the southern border, possibly leading to accidents and exposure to hazardous materials. Agriculture related fires are also a concern. j. Age and adequacy of vehicles and equipment: Age and capacity of the current apparatus are given, with a 3,700 gallon of water capacity to structure fires. This is within the standards of rural water supply. One tanker is planned to be replaced. k. Adequacy of volunteers and staff.- 31 volunteers, 10 of which have over twenty years of service work with two full time career firefighters. Calls are increasing 10 percent per year. The map shows that volunteers live in close proximity to the station and across the district. 1. Population centers and projected growth areas: The district is rural, part contained by an OWASA watershed, yet part is being consumed by commuters. m. Any gaps affecting services and critical areas to be addressed: More 800MHz radios are needed especially considering that communication is historically difficult for Orange Grove. n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county: SAGE recommends encouraging OWASA to support pressure hydrant instillations along NC HWY 54. p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: A recruitment and retention plan should be implemented. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: Not addressed v. Identify countywide training facility need and specific training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: Not addressed 14 1 Orange Rural (Hillsborough) Summary Orange Rural operates in mutual assistance to its neighbors. 6000 people are concentrated in Hillsborough. Orange Rural has a property value of $946,502,000. Station One in Downtown Hillsborough, Station Two (substation) is in a rural area and houses apparatus. The map shows volunteers are clustered around the town and some in the rural areas (the report does not explain this). Thirty volunteers and 13 paid staff provide full coverage, 24 hours a day, 365 days a year. By 2011, Station One will no longer meet department needs. Traffic in the town of Hillsborough can reduce response time. Interstate 40 and 85 cross the district, leading to accidents and hazardous material exposure. Apparatus is given with age and capacity, for a very adequate total water capacity to structure fires of 5,650 gallons of water. Hydrants in Hillsborough provide additional help. The EE1 Tanker and Aerial need to be replaced in 3 to 6 years, costing from $750,000 to $5,000,000. SAGE recommends the Department continues to plan with the Town for options of a long -term agreement or operations without an agreement. Volunteer should be scheduled for day, evening and weekends to maximize the benefits of paid staff. Issues Not Addressed: 1. Weakness of current and planned configuration and operation 2. Demand level and range of service 3. Population centers and projected growth areas 4. Recommend a strategy for addressing longer -term demands within the county 5. Countywide public education programs on public safety and being self sufficient in disasters 6. Identify the population in the unincorporated areas of Orange County served 7. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 8. Identify countywide training facility need and specific training standards 9. Identify opportunities where County can assist the volunteer departments with required paperwork and administrative issues List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: Orange rural operates in mutual assistance to its neighbors. b. Strength of current configuration and operations: Paid staff cover the stations 24 hours a day. c. Weakness of current and planned configuration and operation: Not addressed d. Assess the location and adequacy of each facility equipment volunteers: Station #1 in downtown Hillsborough, Station #2 is in a rural area and houses apparatus. The map shows volunteers are clustered around the town and some in the rural areas, but the report does not explain this. e. Demand Level and range of Service: Not addressed f. Response times: Traffic in the town of Hillsborough can reduce response time. g. Population: 6000 people concentrated in the town. - r 15 h. Value of structure: Orange Rural has a property value of $946,502,000. Site market or accounting value is not addressed. i. Level of risk: Interstate 40 and 85 cross the district, leading to accidents and hazardous material exposure. j. Age and adequacy of vehicles and equipment. Apparatus is given with age and capacity, for a very adequate total water capacity to structure fires of 5,650 gallons of water. Hydrants in Hillsborough provide additional help. k. Adequacy ofvolunteers and staff. 30 volunteers and 13 paid staff provide full coverage, 24 hours a day, 365 days a year. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to. be addressed: By 2011, Station #1 will no longer meet department needs. n. Any changes in the facility configuration: The EE Tanker and Aerial need to be replaced in 3 to 6 years, costing from $750,000 to $5,000,000. o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: SAGE recommends the department continue to plan with Hillsborough for options of a long -term agreement or operations without an agreement. Volunteers should be scheduled for day, evening, and weekends to maximize the benefits of paid staff. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist fire departments: Not addressed v. Ident� countywide training facility need and specific training standards: Not addressed w. Identify opportunities where the county can assist the volunteer departments with required paperwork and administrative issues: Not addressed 16 j White Cross Summary The single station is located in the middle of the rural district adequately serves within the Department of Insurance five- mile range. White Cross provides mutual assistance to its neighbors. One small section is beyond the five mile area. The district is valued at $286,936,000. Highway NC 54 poses potential auto accident and hazardous material exposures; agricultural fires are also a risk. A map is provided without commentary; from the map volunteers seem to live throughout the district. A full apparatus was not explained. A tanker needs to be replaced in the future at a cost of about $750,000. Funds for 800NIHz radios are needed. Daytime response coverage is an issue but not explained. White Cross has twenty -eight members with an average tenure of 14 years, many of which are trained and certified as medical first responders. Nearly half the department's calls are health related. Dispatches from Emergency Communications are troublesome. New 800MHz radios will not solve the problem. The station needs expansion and renovation, particularly larger bays. SAGE recommends hiring one person to serve 8 -10 hours a day on weekdays. Sage recommends raising taxes to add $43,000 to cover upgrades and additional fire - fighter. SAGE recommends reconfiguring the district line with Orange Grove. The current ISO rating of 9S can be reduced by certifying and documenting water sources. As with other departments, White Cross needs help with grants and administrative issues. Issues Not Addressed: a. Effectiveness, appropriateness, demand, and response capability b. Response times c. Population d. Level of risk e. Population centers and projected growth areas f. Countywide public education programs on public safety and being self sufficient in disasters g. Identify the population in the unincorporated areas of Orange County served h. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed i. Identify countywide training facility need and specific training standards List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: The single station located in the middle of the rural district adequately serves within the Department of Insurance five mile range. White Cross provides mutual assistance to its neighboring districts. One small section is beyond the five mile area. b. Strength of current configuration and operations: Not addressed c. Weakness of current and planned configuration and operation: Highway NC 54 poses potential auto accident and hazardous material exposures. Agricultural fires are also a risk. -r 17 d. Assess the location and adequacy of each facility equipment volunteers: A map is provided without commentary, it seems volunteers live throughout the district. e. Demand level and range of Service: Daytime response coverage is an issue - but not explained. f. Response times: Not addressed g. Population: Not addressed h. Value of structure: The district is valued at $286,936,000. Site market or accounting value is not addressed. i. Level of risk.- Not addressed j. Age and adequacy of vehicles and equipment: A full apparatus was not explained. A tanker needs to be replaced in the future at a cost of about $750,000. Funds for 800MHz radios are needed. k. Adequacy of volunteers and staff. 28 members with an average tenure of 14 years, many of which are trained and certified as medical first responders. Nearly half the department's calls are health related. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed: Dispatches from Emergency Communications are troublesome. New 800MHz radios will not solve the problem. n. Any changes in the facility configuration: The station needs expansion and renovation, specifically larger bays. o. Recommend a strategy for addressing longer -term demands within the county: Not addressed p. Countywide public education programs on public safety and being self suff cient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• r. Opportunities to improve efflciency, reduce cost, or improve the overall service: SAGE recommends hiring one person to serve 8 -10 hours a day on weekdays. Sage recommends raising taxes to add $43,000 to cover upgrades and additional personnel. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. See point r t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: SAGE recommends reconfiguring the district line with Orange Grove. The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: Current ISO rating of 9S can be reduced by certifying and documenting water sources. v. Identify countywide training facility need and speck training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: With other departments, White Cross needs help with grants and administrative issues. 18 North Orange County Rescue Squad Summary The squad's station somewhat adequately fits the needs of the squad; renovations are needed. The squad relies on fundraising and is operating on a line of credit. Relations with the South Orange squad are not positive. More 800MHz radios are needed. Fire departments are increasingly using extrication which lowers the demand for the squad. Broad countywide service leads to slow response times, especially in the north. The Current Apparatus is detailed. Replacements in five years are expected on some apparatus. Management lacks experience and financial skills. There are a total of forty-six members, nine on the drive team, 15 on search and rescue, 15 on EMS care and transport, and 25 on extrication. SAGE recommends dissolving the squad as a separate organization and be acquired with the Orange County Emergency Management (OCEM). Operations will continue, with OCEM taking financial and managerial responsibility for the squad. The squad would also get more training from OCEM. Issues Not Addressed: 1. Effectiveness, appropriateness, demand, and response capability 2. Strength of current configuration and operations 3. Weakness of current and planned configuration and operation 4. Assess the location and adequacy of each facility equipment volunteers 5. Demand level and range of service 6. Response times 7. Population 8. Value of structure 9. Level of risk 10. Age and adequacy of vehicles and equipment 11. Adequacy of volunteers and staff 12. Population centers and projected growth areas 13. Any gaps affecting services and critical areas to be addressed 14. Any changes in the facility configuration 15. Recommend a strategy for addressing longer -term demands within the county 16. Countywide public education programs on public safety and being self sufficient in disasters 17. Identify the population in the unincorporated areas of Orange County served 18. Opportunities to improve efficiency, reduce cost, or improve the overall service 19. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 20. Identify countywide training facility need and specific training standards 21. Identify opportunities where the county can assist the volunteer departments with required paperwork and administrative issues: List of Original Needs a. Effectiveness, appropriateness, demand, and response capability: The squad's station somewhat adequately fits the needs of the squad. Renovations are needed. � 19 b. Strength of current configuration and operations: Not addressed c. Weakness of current and planned configuration and operation: The squad relies on fundraising and is operating on a line of credit. Relations with the South Orange squad is not positive. More 800MHz radios are needed. d. Assess the location and adequacy of each facility equipment volunteers: Not addressed e. Demand Level and range of Service: Fire departments are increasingly using extrication which lowers the demand for the squad. f. Response times: Broad countywide service leads to slow response times, especially in the north. g. Population: Not addressed h. Value ofstructure: Site market or accounting value is not addressed. i. Level of risk. Not addressed j. Age and adequacy of vehicles and equipment: The current apparatus is detailed; replacements in five years are expected on some apparatus. k. Adequacy of volunteers and staff. Management lacks experience and financial skills. The squad consists of 46 members, nine on the drive team, 15 on search and rescue, 15 on EMS care and transport, and 25 on extrication. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed: Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county: SAGE recommends dissolving the squad as a separate organization and be acquired with the Orange County Emergency Management (OCEM). Operations will continue, with OCEM taking fmancial and managerial responsibility for the squad. The squad would also get more training from OCEM. p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not addressed s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain fmancial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the fmal section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: Not addressed v. Identify countywide training facility need and specific training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: Not addressed 20 South Orange County Rescue Squad Summary The squad provides emergency ambulance service to UNC Chapel Hill and the surrounding area on a part-time basis. The squad is also called on by the state when needed. The Squad covers 600 patient contacts and 360 transports per year. The squad provides a high level service for large crowds for special events and sporting events. The Squad has two stations, one in Carrboro and one at UNC -CH. An organizational chart is given of the squad's well structured hierarchy. The Carrboro station is small for the squad's needs. The squad cannot afford upgrades for 800MHz radios, which constitute about a year of revenues. Members include 75 students and community adults, of which 41 are provisional members. The squad has ten certified instructors. The squad successfully recruits UNC -CH students, although the attrition rate significantly reduces member contributions. The current apparatus is described with type and age given. A new ambulance is needed. SAGE recommends renovating the Carrboro station. SAGE recommends a long term - financial plan and three -year running budget for financial health. Fifty 800MHz radios will cost $250,000. Figures on budgetary and financial management and for renovation are not given. The squad needs help in records, data, and financial management. Issues Not Addressed: 1. Response times 2. Population 3. Value of structure 4. Level of risk 5. Adequacy of volunteers and staff 6. Population centers and projected growth areas 7. Any gaps affecting services and critical areas to be addressed 8. Any changes in the facility configuration 9. Recommend a strategy for addressing longer -term demands within the county 10. Countywide public education programs on public safety and being self sufficient in disasters. 11. Identify the population in the unincorporated areas of Orange County served 12. opportunities to improve efficiency, reduce cost, or improve the overall service 13. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed 14. Identify countywide training facility need and specific training standards. 15. Identify opportunities where county can assist the volunteer departments with required paperwork and administrative issues List of Original Needs a. Effectiveness, j`ectiveness, appropriateness, demand, and response capability The squad provides emergency ambulance service to UNC Chapel Hill and the surrounding area on a part-time basis. The squad is also called on by the state when needed. r 21 b. Strength of current configuration and operations: The Squad has two stations, one in Carrboro and one at UNC -CH. An organizational chart is shown with a well structured hierarchy. The Carrboro station is small for the squad's needs. c. Weakness of current and planned configuration and operation: The squad cannot afford upgrades for 800MHz radios, which constitute about a year of revenues. d. Assess the location and adequacy of each facility equipment volunteers: Members include 75 students and community adults, of which 41 are provisional members. e. Demand Level and range of Service: The Squad covers 600 patient contacts and 360 transports per year. The squad provides high level service for large crowds for special events and sporting events. f. Response times: Not addressed g. Population: Not addressed h. Value of structure: Site market or accounting value is not addressed. i. Level of risk.- Not addressed j. Age and adequacy of vehicles and equipment. The current apparatus, with type and age are given. A new ambulance is needed. k. Adequacy of volunteers and staff The squad has 10 certified instructors. The squad successfully recruits UNC -CH students, although the attrition rate significantly reduces member contributions. 1. Population centers and projected growth areas: Not addressed m. any gaps affecting services and critical areas to be addressed: Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the County: Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Fifty 800MHz radios are needed. SAGE recommends renovating the Carrboro station. SAGE recommends a long term-financial plan and a three year running budget for financial health. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed.• Fifty 800MHz radios will cost $250,000. Figures or budgetary and financial management and for renovation are not given. t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: The county should assist in documentation and certification of water sources to reduce ISO ratings. v. Identify countywide training facility need and speck training standards: Not addressed w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues: The squad needs help in records, data and financial management. 22 1 Orange County EMS The organizational structure and responsibility are clear. A broad range of services are provided. Twenty -four paramedics, 24 EMT's and a management team are budgeted in 2007. The Emergency Management Services (EMS) Director supervises three layers of middle management until the Shift Supervisors provide this service. The EMS service is based on a tiered system consisting of Emergency Medical Dispatch (EMD), Fire Department First Responders, and Initial Response Vehicle Paramedic. Staff are over burdened. EMS commonly work 24 hour shifts with 320 hours in a 28 day cycle. Technology is not fully used in documentation where a paper based system prevails. Efland and other areas are poorly served. Without a unit north of Hillsborough, response times are compromised and places a greater burden on fire department first responders. Value of structures is not given. Apparatus information is not given. Primary vehicles are ambulances and sport utility vehicles. Ambulances are in short supply. SAGE recommends merging North Orange County Rescue Squad into the EMS Division. This includes renovating the Rescue Squad's facility as an EMS headquarters (90). SAGE recommends a three shift rotation of 14 hours (down from 24). SAGE recommends increasing IRV Medics from five to eight per shift, increasing EMT's per shift from six to 19, and active ambulances from three to five. SAGE recommends improving relationships with fire departments and establish a training officer position to work with fire departments. SAGE recommends a medic unit and transport unit to the Orange Rural Station 2, and make permanent the IRV unit in Efland. Costs for these recommendations are not given. Issues Not Addressed: 1. Population 2. Level of risk 3. Population centers and projected growth areas any gaps affecting services and critical areas to be addressed 4. Any changes in the facility configuration 5. Identify the population in the unincorporated areas of Orange County served 6. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed List of Original Needs a. Effectiveness, appropriateness, demand, response capability: The division is overburdened. b. Strength of current configuration and operations The organizational structure and responsibility are clear. The EMS service is based on a tiered system consisting of Emergency Medical Dispatch (ENO), Fire Department First Responders, and Initial Response Vehicle Paramedic. c. Weakness of current and planned configuration and operation: Staff is over burdened. EMS commonly work 24 hour shifts with 320 hours in a 28 day cycle. Technology is not fully used in documentation where a paper based system prevails. d. Assess the location and adequacy of each facility equipment volunteers: Efland and other areas are poorly served. --f 23 e. Demand Level and range of Service: A broad range of services are provided. f Response times: Without a unit north of Hillsborough, response times are compromised and a places a greater burden on fire department first responders. g. Population: Not addressed h. Value of structure: Site market or accounting value is not addressed. The report notes that the division is headquartered with the EMS department with limited space. i. Level of risk. Not addressed j. Age and adequacy of vehicles and equipment. Specific apparatus information is not given. Primary vehicles are ambulances and sport utility vehicles. Ambulances are in short supply. k. Adequacy of volunteers and staff: Not complete. Twenty -four paramedics, 24 EMT's and a management team are budgeted in 2007. 1. Population centers and projected growth areas: Not addressed m. Any gaps affecting services and critical areas to be addressed: Not addressed n. Any changes in the facility configuration: Not addressed o. Recommend a strategy for addressing longer -term demands within the county. Merge the squad into EMS division. p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served: Not addressed r. Opportunities to improve efficiency, reduce cost, or improve the overall service: SAGE recommends merging North Orange County Rescue Squad into the EMS Division. This includes renovating the Rescue Squad's facility as the EMS headquarters. SAGE recommends a three shift rotation of 14 hours (down from 24). SAGE recommends increasing IRV Medics from five to eight per shift, increasing EMT's per shift from six to 19, and active ambulances from six to five. SAGE recommends improving relationships with fire departments and establish a training officer position to work with fire departments. SAGE recommends a medic unit and transport unit to the Orange Rural Station 2, and make permanent the IRV unit in Efland. s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed.• Not addressed t. How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues create training officer to work with fire departments: Not applicable u. Review ISO ratings and how county can assist Fire departments: Not applicable v. Identify countywide training facility need and specific training standards: Not applicable w. Identify opportunities where county can assist the volunteer departments with required paperwork and administrative issues: Not applicable 24 1 Orange County Fire Marshal Summary Responsibilities and structure are provided. Many volunteer departments feel undervalued by the administration. SAGE recommends adding an additional fire inspector, and a county Fire Coordinator. The County Fire Marshall should develop a collective bargaining plan to improve purchase terms with suppliers. The county planning and zoning boards should inform the fire departments of requests and approvals in their areas with approval from the Fire Marshal's Office of new projects. The County Fire Training Coordinator should include a rotation system for the departments, and to work with the Fire Extension Program Coordinator at Durham Tech to broaden community training. Issues Not Addressed: 1. Effectiveness, appropriateness, demand, and response capability 2. Demand level and range of service 3. Population 4. Value of structure 5. Population centers and projected growth areas 6. any gaps affecting services and critical areas to be addressed 7. Any gaps affecting services and critical areas to be addressed 8. Recommend a strategy for addressing longer -term demands within the county 9. Countywide public education programs on public safety and being self sufficient in disasters. 10. Opportunities to improve efficiency costs, reduce costs, or improve the overall service 11. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. 12. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues. List of Orizinal Needs a. Effectiveness, appropriateness, demand, and response capability: Not addressed b. Strength of current configuration and operations: Responsibilities and structure are given. c. Weakness of current and planned configuration and operation: SAGE recommends adding an additional fire inspector, and a county Fire Coordinator. The county Fire Marshall should develop a collective bargaining plan to improve purchase terms with suppliers. The county planning and zoning boards should inform the fire departments of requests and approvals in their areas with approval form the Fire Marshal's Office of new projects. d. Assess the location and adequacy of each facility equipment volunteers: Not applicable e. Demand level and range of service: Not addressed f. Response times: Not applicable g. Population Not addressed h. Value of structure Site market or accounting value is not addressed. i. Level of risk.- Not applicable j. Age and adequacy of vehicles and equipment Not applicable k. Adequacy of volunteers and staff Many volunteer departments feel undervalued by the administration. (See point c: weakness of current and planned configuration and operation.) 1. Population centers and projected growth areas Not addressed -i 25 m. Any gaps affecting services and critical areas to be addressed. Not addressed n. Any changes in the facility configuration: Not applicable o. Recommend a strategy for addressing longer -term demands within the county. Not addressed p. Countywide public education programs on public safety and being self sufficient in disasters: Not addressed q. Identify the population in the unincorporated areas of Orange County served.• Not applicable r. Opportunities to improve efficiency, reduce cost, or improve the overall service: Not addressed s. Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed: Not complete t. How the county can involve fire and rescue departments in processes and programs that affect operational issues: The county should not lower taxes after property reassessments to maintain financial stability. The county should improve communications by imposing a small tax to assist departments with purchasing 800MHz radios and Computer Aided Dispatch equipment. Expanded on in the final section "Countywide Recommendations." u. Review ISO ratings and how county can assist Fire departments: The county should assist in documentation and certification of water sources to reduce ISO ratings. v. Identij� countywide training facility need and speck training standards: The County Fire Training Coordinator should include a rotation system for the departments, and to work with the Fire Extension Program Coordinator at Durham Tech to broaden community training. w. Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues. Not addressed 26 1 Sage Group Countywide Recommendations The county policy of volunteer departments using fire water hauling apparatus to fire scenes is necessary unless an expensive capital infrastructure program of hydrants and water lines are established. Purchase of apparatus is more cost - effective than a countywide hydrant/water line system. Orange County EMS uses IRV, which is more cost effective than traditional urban/suburban approaches. Financial stability can be easily reached with slight tax increases in some districts and moving to a county -wide policy of not lowering the tax rate after property reassessments. The county should help each department certify and document water sources in order to lower the ISO ratings by supplying water engineers and topography reviews. The county should arrange for one or more building inspectors to be trained and licensed in asbestos inspection. Asbestos inspection should be at no cost to volunteer departments. Water is the most portable, cost- effective tool to suppress and extinguish fires. The county should commission an engineer to conduct a 50 year drought study on farm ponds and similar water sources in rural areas of the county. This will help to reduce the DOMSO rating requirements. A hydrant should be installed along the water line following Highway 54 from Chatham County through Orange County; White Cross and Orange Grove will be the primary beneficiaries. The water line is mapped. A two year $.01 tax, generating $1,000,000 each year, should be implemented for purchase of 800MHz radios. Two additional communication specialists are needed in the first year and two in the second year at a cost of $100,000 each year to implement the system. Computer Aided Dispatch (CAD) should be intergraded into communication and call response protocols. The card/notebook system for response protocols is old and needs modernization. Tracking data of response by fire department first responders is critical to planning and analysis on the county level. Accuracy in obtaining and documenting response data within the CAD system needs improvement. A County commissioner should be assigned as a representative to the chief s council. Attendance by a commissioner to chief council meetings will help build trust between county government, volunteer fire departments, and rescue squads. r 27 Appendix Attached Files: 1. Scope of Service and RFP for The Sage Group report 2. The Sage Group report I The Sage Group preliminary recommendations, dated June 7'h 2006. 28 t- A. Scope of Study To assess the current level of services of Orange County and recommend a station location plan to meet the needs of the County and its citizens giving consideration to overall costs benefits and best practices. The study will: Evaluate the location of existing and planned fire stations, ems facilities, and rescue squads with regards to effectiveness, appropriateness, demand and response capability. Assess the strengths and weaknesses of the current and planned configuration and operations. Assess the location and adequacy of each facility; including equipment and volunteers, to meet the service delivery needs of the existing service area. Important considerations to include are: ■ Demand • Level and range of Service (what is being done now and what could be done in future) • Response times • Population • Value of structure • Level of risk • Age and adequacy of vehicles and equipment • Adequacy of volunteers and career staff to meet service demand • Population centers and projected growth areas. • Identify any gaps affecting services and identify critical areas to be addressed by the County to continue to meet current demands, including potential locations and staffing needs. Any changes in the facility configuration should consider necessary equipment, availability of volunteers, career staffing, and overall value to public safety. • Recommend a strategy for addressing longer -term demands for Fire, EMS, and Rescue Services within the County. For example, what criteria and data are needed to address anticipated service demands? What methodology is needed to determine how many fire stations and/or EMS or rescue squads are needed to meet those demands and where should they be located in the future? • Countywide public education programs on public safety and being self sufficient in disasters. • Identify the population in the unincorporated areas of Orange County served by each volunteer fire department, EMS provider or rescue squad. • Identify opportunities to improve efficiency, reduce cost, or improve the overall service of the County related to facilities, personnel and equipment. • Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. • How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues. (Such as plans review on development and water line extensions) Review ISO ratings and how county can assist Fire Departments with improvement. Identify countywide training facility need and specific training standards such as mass causality response and standard equipment Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues. B. Deliverables and Presentations 1. A comprehensive set of alternatives and recommendations concerning the issues presented in the scope of study, a written and oral report to the County. (Proposed action plans) 2. Briefings with representatives of the volunteer fire stations, Emergency Management, and rescue squads, participating jurisdictions, and project manager at predetermined intervals. 3. Draft report due approximately one (1) month into the project. 4. Monthly progress reports (if necessary). 5. Final written report within 90 days of the contract award. 6. Presentation of the report to the elected County officials, participating jurisdictions elected officials, and senior staff of all participating jurisdictions. 7. Written or verbal comments from all Fire, EMS, and Rescue organizations on study findings. 8. Any software used in the study or GIS data collected and developed with software. The GIS Coordinator or his designee will also be provided instructions and training on the use of this software or information. ORANGE COUNTY NORTH CAROLINA Request for Proposal (RFP)# 5119 for Fire and Rescue Assessment and Plan Issue Date: December 14, 2005 Proposal Due Date and Hour: 12 Noon, January 5, 2006 Pre - Proposal Conference: 2:OOpm, December 21, 2005 Orange County Purchasing Department TABLE OF CONTENTS Request For Proposal Number Fire and Rescue Assessment and Plan Section # Description Page Number Purpose........................................................................ ............................... 4 IIBackground .................................................................. ............................... 4 IIIStatement of Need ....................................................... ............................... 4 IV Proposal Preparation and Submission Requirements .. ............................... 6 V Evaluation and Award of Contract ............................... ............................... 8 VI Pre - proposal Conference ............................. ............................... 8 VII Contract Administration ................................................ ............................... 8 VIII Payment Procedures ......................................................... ............................... 8 DCContract Period ................................................................. ............................... 8 ATTACHMENT A: Terms and Conditions ATTACHMENT B: Fire and Rescue Zones ATTACHMNET C: Fire and Rescue Current Station Location Map 2 COUNTY OF ORANGE, NC RFP # 5119 ISSUE DATE: Fire and Rescue Assessment and Plan (TO BE COMPLETED AND RETURNED GENERAL INFORMATION FORM QUESTIONS: All inquiries for information regarding this solicitation should be directed to: David Cannell, Purchasing Agent 129 E King Street Hillsborough, NC 27278 919- 245 -2651 dcannell(&-co.orange.nc.us (preferred) DUE DATE: Sealed Proposals will be received until, up to and including 12 noon, Thursday, January 5, 2006. Failure to submit proposals to the correct location by the designated date and hour will result in disqualification. ADDRESS: Proposals should be mailed or hand delivered to: Orange County Purchasing Department,. Reference the Due Date and Hour, and RFP number in the lower left comer of the return envelope or package. Orange County Purchasing 129 E King Street PO Box 8181 Hillsborough, NC 27278 OPTIONAL PRE - PROPOSAL: An optional pre - proposal conference will be held on December 21, 2005, beginning at 2:00 pm, at EMS located at 1914 New Hope Church Road Chapel Hill 3 COUNTY OF ORANGE RFP# Fire and Rescue Assessment and Plan 1 PURPOSE The intent and purpose of this Request for Proposal (RFP) is to establish a contract through competitive negotiation for a Fire, emergency medical services (EMS), and Rescue Assessment and Plan for the County of Orange County, North Carolina herein after referred to as "County.' If BACKGROUND: The County is located in the North Carolina Piedmont. The County is governed by an elected five member Board of Commissioners who appoint a County Manager. Orange County, North Carolina like many communities has witnessed steady growth over the past two decades, from 77,055 in 1980 to 93,851 in 1990 to 118,227 in 2000. (This includes three incorporated towns, Chapel Hill, Carrboro, and Hillsborough. The city of Mebane boarders the western edge of the County, and the city of Durham borders the eastern edge. Four main travel corridors provide access to a complex network of secondary roads. Interstates 40 and 85 bisect the county from East to West. US 86 travels through the County from northwest Danville, Va. southward junctioning with State Route 54 . State Route 15 and 501 are the main corridor for the southernmost communities in the County. Orange County is also home to the University of North Carolina at Chapel Hill, and UNC Hospital. Eight (8) volunteer fire departments within Orange County and two municipal fire departments provide fire and EMS first responder protection to Orange County. Two (2) departments in bordering counties provide fire and EMS first responder protection to Orange County. Orange County employs a full -time Fire Marshal, and Assistant Fire Marshal, a part-time Fire Marshal and a fire /EMS training coordinator. Each department elects its officers and is a member of the Countywide Fire Association. There are a total of approximately 250 fire department volunteers. Two (2) volunteer rescue squads provide emergency rescue services to Orange County. Most departments provide Basic Life Support (BLS) service. Each department elects its officers and is a member of the Countywide Fire Association. There are a total of approximately 75 rescue squad volunteers. 911 dispatching operations are provided the County and the University, each dispatching to their respective units. The Orange County Communication Center dispatches calls for the ten (10) fire departments, two (2) rescue squads, and four (4) Law Enforcement agencies, and all Emergency Medical calls in the County. The County provides an Emergency Medical Dispatch (EMD) program through the Communication Center. The County is faced with increasing demands for fire, EMS, and rescue services within the community and a limited budget. While the service rendered by the volunteers aid career staff of Orange County may be adequate, the county is seeking an impartial assessment of current fire, EMS, and rescue services and assistance in developing a long -range service plan. This plan will help the County plan for maintaining efficient and effective service and offer recommendations for future service levels and capital improvements. The evaluation period for this study is 20 years with the emphasis on five, ten and twenty-year time frames. All recommendations should be prioritized with estimated costs of implementing each recommendation. III STATEMENT OF NEED: Orange County is seeking proposals from candidate(s) with demonstrated experience in fire and rescue/EMS service assessments, fire and rescue /EMS management, and should be well acquainted with regulations, standards and trends related to those areas. The candidate(s) should have successful experience in performing financial analysis. This assessment should consider impacts on the county with regards to NFPA standards and guidelines, ISO grading criteria, OSHA regulations, and ADA requirements. The County needs the services of a contractor that can provide the following: A. Scoot of Study To. assess the current level of services of Orange County and recommend a station location plan to meet the needs of the County and its citizens giving consideration to overall costs benefits and best practices. The study will: 4 • Evaluate the location of existing and planned fire stations, EMS facilities, and rescue squads with regards to effectiveness, appropriateness, demand and response capability. Assess the strengths and weaknesses of the current and planned configuration and operations. • Assess the location and adequacy of each facility; including equipment and volunteers, to meet the service delivery needs of the existing service area. Important considerations to include are: ■ Demand Level and range of Service (what is being done now and what could be done in future) • Response times • Population • Value of structure • Age and adequacy of vehicles and equipment • Adequacy of volunteers and career staff to meet service demand • Population centers and projected growth areas. • Identify any gaps affecting services and identify critical areas to be addressed by the County to continue to meet current demands, including potential locations and staffing needs. Any changes in the facility configuration should consider necessary equipment, availability of volunteers, career staffing, and overall value to public safety. • Recommend a strategy for addressing longer -term demands for Fire, EMS, and Rescue Services within the County. For example, what criteria and data are needed to address anticipated service demands? What methodology is needed to determine how many fire stations and /or EMS or rescue squads are needed to meet those demands and where should they be located in the future? • Countywide public education programs on public safety and being self sufficient in disasters. • Identify the population in the unincorporated areas of Orange County served by each volunteer fire department, EMS provider or rescue squad. • Identify opportunities to improve efficiency, reduce cost, or improve the overall service of the County related to facilities, personnel and equipment. • Provide an estimated cost (operating and capital) of recommended solutions or alternative solutions proposed. • How the county can involve Fire and Rescue Departments in processes and programs that affect operational issues. (Such as plan review on development and water line extensions) • Review ISO ratings and how county can assist Fire Departments with improvement. • Identify countywide training facility needs and specHic training standards such as mass casality response and standard equipment • Identify opportunities where County can assist the Volunteer Departments with required paperwork and administrative issues. 5 B. Deliverables and Presentations 1. A comprehensive set of alternatives and recommendations concerning the issues presented in the scope of study, a written and oral report to the County. (Proposed action plans) 2. Briefings with representatives of the volunteer fire stations, Emergency Management, and rescue squads, participating jurisdictions, and project manager at predetermined intervals. 3. Draft report due approximately one (1) month into the project. 4. Monthly progress reports (if necessary). 5. Final written report within 90 days of the contract award. 6. Presentation of the report to the elected County officials, participating jurisdictions elected officials, and senior staff of all participating jurisdictions: 7. Written or verbal comments from all Fire, EMS, and Rescue organizations on study findings. 8. Any software used in the study or GIS data collected and developed with software. The GIS Coordinator or his designee will also be provided instructions and training on the use of this software or information. A. GENERAL REQUIREMENTS: Orange County has once again achieved the highest verifiable waste reduction rate in the State of North Carolina as calculated by the NC Waste Management Division. The 2002 -2003 45°x6 reduction rate exceeds the 2001 -2002 rate by a full 5 %. In keeping with our efforts to reduce waste at its source, we are asking that respondents double -side copies on recycled content paper to the extent practicable. Each respondent is requested to submit two hard copies of your proposal and four (4) copies on CD's containing the complete RFP in Adobe Acrobat format by the submittal deadline at 12 noon EST, January 5, 2006. Most of the selection team members will conduct their individual reviews from the material provided on the CD, so please ensure that they are readable before they are sent and that your firm's name appears on the face of the CD. One copy of the cost proposalform shall be submitted in a separate envelope and attached to the copy marked 'original' Please submit your proposal to the Orange County Purchasing Agent, 129 East King Street, PO Box 8181, Hillsborough, NC 27278. Orange County reserves the right to interview any and all firms prior to selection. .Proposal Preparations: a. Proposal shall be signed by an authorized representative of the Respondent. All information requested shall be submitted. The Purchasing Agent will review all proposals to ensure required information is included. The County reserves the right to request clarifying information or information that may be missing from the proposal. However, proposals that are substantially incomplete or lack key information may be rejected as incomplete. b. Proposals will be reviewed and evaluated by a Committee as designated by the County. J c. Proposal should be prepared simply and economically, providing a straightforward, concise description of capabilities to satisfy the requirements of the RFP. Emphasis should be placed on completeness and clarity of content. d. Proposals must be organized in the order in which the requirements are presented in the RFP. All pages of the proposal shall be numbered. Each paragraph in the proposal is to reference the paragraph number of the corresponding section of the RFP. It is also helpful to cite the paragraph number, subletter, and repeat the text of the requirements as it appears in the RFP. If a response covers more than one page, the proposal shall contain a table of contents that cross references the RFP requirements. Information that the Respondent desires to present that does not fall within any of the requirements of the RFP should be inserted at an appropriate place or be attached at the end of the proposal and designated as additional material. Proposals that are not organized in this manner risk elimination from consideration if the evaluators are unable to find where the RFP requirements are specifically addressed. e. Each copy of the proposal should be bound or contained in a single volume where practical. All documentation submitted with the proposal should be contained in that single volume. f. Ownership of all data, materials and documentation originated and prepared 6r the County pursuant to the RFP shall belong exclusively to the County and be subject to public inspection in accordance with the Freedom of Information Act. Trade secrets or proprietary information submitted by an Respondent shall not be subject to public disclosure under the Freedom of Information Act; however, the Respondent must invoke the protections of the appropriate section of the Code of North Carolina, in writing, either before or at the time the data or other materials to be protected and state the reasons why protection is necessary. The proprietary or trade secret material submitted must be identified by some distinct method such as highlighting or underlining and must indicate only the specific words, figures, or paragraphs that constitute trade secret or proprietary information. The classification of an entire proposal document, line item prices and/or total proposal prices as proprietary or trade secrets is not acceptable and will result in rejection of the proposal. B. SPECIFIC REQUIREMENTS: Proposals should be as thorough and as detailed as possible so that the County may properly evaluate your capabilities to provide the required services. Respondents are required to submit the following information/items as a complete proposal: 1. The return of the RFP general information form and addenda, if any, signed and completed as required. 2. Describe your organizational approach with respect to the expectations in Section 111. What methodology will be utilized and what analysis will be performed? 3. Provide a project management schedule for completion of tasks outlined. 4. Discuss cost of services for each facet presented in Section III. 5. Provide a detailed list of all hourly rates associated with this proposal. 6. Discuss your firm's qualifications and provide the qualification of any staff who would perform these services. 7. Discuss your firm's knowledge of and experience with local government operations. 8. Provide three (3) recent references, similar to Orange County, for whom you have provided the type of services described herein. Include the date(s) services were furnished, the client name, address and the name and phone number of the individual Orange County has your permission to contact. 7 VI EVALUATION AND AWARD OF CONTRACT A. Award of Contract: It is the county's intent to review the proposal responses expediently in order to bring forward a recommendation to the Board of Commissioners on January 24, 2006. VI OPTIONAL PRE-PROPOSAL: An optional pre - proposal conference will be held on December 21, 2005, beginning at 2:00 pm, at EMS located at 1914 New Hope Church Road Chapel Hill,. The purpose of this conference is to allow potential Respondents an opportunity to present questions and obtain clarification relative to any facet of this solicitation. While attendance at this conference will not be a prerequisite to submitting a proposal, Respondents who intend to submit a proposal are encouraged to attend. If you plan to attend the pre - proposal, please call 919 - 245 -2651 or email dcamell @co.orange.nc.us. Bring a copy of this solicitation with you. Any changes resulting from this conference will be issued in a written addendum to this solicitation. VI CONTRACT ADMINISTRATION: Pam Jones, Purchasing Director, or her designee, shall be identified as the Contract Administrator and shall use all powers under the contract to enforce its faithful performance. The Contract Administrator, or her designee, shall determine the amount, quantity, acceptability, fitness of all aspects of the services and shall decide all other questions in connection with the services. The Contract Administrator, or her designee, shall not have the authority to approve changes in the services which alter the concept or which call for an extension of time for this contract. Any modifications made must be authorized by the Orange County Purchasing Department through a written amendment to the contract. VII CONTRACT PERIOD: The term of this contract will be negotiated, but shall not exceed 90 days. COUNTY OF ORANGE DEPARTMENT OF CENTRAL SERVICES PO BOX 8181 HILLSBOROUGH, NORTH CAROLINA 27278 PROPOSAL FORM The undersigned declares that they have examined the Request for Proposal and is informed fully with regard to all terms and conditions pertaining thereto and agrees that if this proposal is accepted within ninety (90) days, the undersigned will supply and deliver, as ordered, all items as required under this RFP at the prices set forth below: # DESCRIPTION COST 1 TOTAL COST INCLUDING ALL PHASES FIRE AND RESCUE ASSESSMENT AND PLAN $ Full Legal Name (print) Federal Taxpayer Number (ID#) Contrado s Registration Business Name / DBA Name / TA Name and Address Payment Address Purchase Order Address Contad NamelTitle Signature (ink) Date Telephone Number Fax Number Toll Free Number E-mail Address BID ENVELOPES TO BE MARKED, "RFP #5119, DUE 12 noon January 5, 2006:' NOTE: INCLUDE ONE COPY OF THIS FORM IN A SEPARATE ENVELOPE ATTACHED TO THE "ORIGINAL" 9 COUNTY OF ORANGE DEPARTMENT OF PURCHASING & CENTRAL SERVICES PO BOX 8181 129 EAST KING STREET HILLSBOROUGH, NORTH CAROLINA 27278 TERMS & CONDITIONS (ATTACHMENT A) 1. All bids and proposals shall be for furnishing apparatus, supplies, materials, equipment and /or work and services in accordance with the applicable plans and specifications prescribed by Orange County. Plans and /or specifications may be obtained at the Orange County Purchasing and Central Services Department, 129 East King Street, Hillsborough, North Carolina 27278. 2. Orange County reserves the right to award the bid that is in the best interest of Orange County or to reject any or all bids and to waive minor variances. 3. The successful bidder shall comply fully with the requirements of General Statutes, Section 143 -129, as amended, where applicable. 4. In the event of default by any contractor or vendor Orange County may procure from other sources whatever service or item is being proposed and hold the contractor responsible for any excess cost occasioned thereby. 5. Payment by check is due thirty days after delivery, installation and inspection unless otherwise specifically provided; subject to any discounts allowed. 6. North Carolina sales and use tax shall not be included in the proposal amount. 7. Proposals submitted via facsimile will be not accepted. 8. Proposals received after opening date and time shall not be considered. 9. Proposals must be signed and submitted on this form. 10. There will be no public proposal opening, proposals will be received and logged in only. 11. Orange County supports a living wage of $9.33 per hour. Please indicate whether any workers on this job will make less than $9.33 per hour RFP 5119 QUESTIONS THAT HAVE BEEN SUBMITTED (ANSWERS IN CAPS) 1. Is there a price cap on this proposal? NORMALLY THE COUNTY DOES NOT LIKE TO DIVULGE THIS INFORMATION 2. We assume that software is optional for this project? Does the County have software such as "ArCView" to read any GIS data submitted by a vendor? YES, THE COUNTY USES ARCVIEW RELEASE IS 9.2SE 3. Will the Questions and Answers from the Pre - Proposal Conference be published for all to review? YES, INCLUDING THOSE SUBMITTED BY YOU 4. Will the County make available all changes to the solicitation for those respondents who are unable to attend the Pre - Proposal Conference via hftp: /twww co orangg nc us purchasin /cq urrent _ ids htm ?YES, AND WE WILL EMAIL ADDENDUM AS WELL 5. Section 4 A c states "proposals should be simple, economical, straightforward and concise," yet Section B states proposals should be thorough and as detailed as possible." Which statement is correct and is there a page limit? THE FIRST PART INCLUDES THE SUBMITTALS IN PDF, AND BEING 2 SIDED. WE WANT TO MAKE SURE ENOUGH INFORMATION IS SUBMITTED TO MAKE EVALUTAIONS 6. Confirm the technical and cost proposal can be contained in a single volume. NO, ONE COPY OF COST PROPOSAL SHALL BE ATTACHED IN SEPARATE ENVELOPE TO THE "ORIGINAL" TECHNICAL SUBMITTAL 7. 7When is the contract award date? LATE January, EARLY FEBRUARY 8. How soon after the contract award date will the contract become effective? OUR BOARD WANTS TO PROCEED WITH THIS AS QUICKLY AS POSSIBLE 9. Please confirm the contract must be completed within 90 days after award /effective date. YES, CONTRACT EXECUTION) 10. How soon after the completion of the performance period, will the presentation of the report be due to the County Officials? AS SOON AS CAN BE SCHEDULED TO BE PRESENTED TO COMMISSONERS AS AN AGENDA ITEM. I WOULD LIKE TO HAVE THE REPORT PRESENTED TO THE FIRE AND RESCUE PRIOR TO COMMISSIONERS. 11. In order to comply with the requirement to make the RFP itself part of the proposal (p7 B. 1) can we please have a copy of the proposal in Word format? THIS PERTAINS TO THE PROPOSAL FORM ANY OTHER COST INFORMATION 12. What resources/funding does the County provide to the fire / rescue departments? TAXING DISTRICTS FOR FIRE, CONTRACTS WITH RESCUE 13. How much involvement does the County currently have in overseeing the fire / rescue departments? EACH OPERATE UNDER A CONTRACT WITH THE COUNTY 14. Do the fire / rescue departments submit annual reports (Expenditures, service calls) to the County? YES THROUGH THE BUDGET PROCESS AND EACH SUBMIT AN ANNUAL REPORT 15. How are the departments staffed? # of volunteers by department # of paid -on -call by Department # of paid personnel by department THESE ARE ITEMS WE HOPE TO QUANTIFY WITH THE STUDY 16. What level of EMS care do the fire / rescue departments provide? FIRE DEPARTMENTS PROVIDE FIRST RESPONDER BLS SERVICE. RESCUE DEPARTMENTS PROVIDE BLS STANDBY AND TRANSPORT SERVICES AS PART OF THE COUNTY EMS SYSTEM. ADDENDUM 1, RFP 5119 — PAGE 2 17. Has the county set any standards of care for the fire departments? ° Staffing levels Response time AT THIS TIME WE DO NOT HAVE ANY RESPONSE TIME STANDARDS IN THE CONTRACTS 18. What role has the county played in the decisions regarding the number of stations and the location of these stations? NONE 19. What issues led the county to request a study at this time? A REQUEST BY THE BOARD OF COUNTY COMMISSIONERS 20. What role did the fire / rescue departments have in the decision to conduct a study? NONE IN THE DECISION, THE REVIEWED SCOPE OF SERVICE TO REACH A CONCENSUS 21. How do you expect the fire / rescue departments to participate in the study? Provide information? Participate in a steering committee? THEY WILL PROVIDE INFO, AND HAVE PARTICIPATED IN THE STEERING COMMITTEE 22. Do the fire departments have a county-wide organization that serves as a forum to discuss and resolve common issues? YES, ORANGE COUNTY CHIEF'S ASSOCIATION 23. What current processes exists to coordinate the purchase of apparatus and equipment? MINIMAL, WE BID LADDER TESTING AND DEFIB SERVICE AS A GROUP, AND HAVE BID SOME RADIOS IN THE PAST AS A GROUP. 24. Reference to "value of structure" (pg 5, dot 2, sub -dot 5) in the RFP. Are you requesting a non - engineering condition assessment of the stations? YES 25. How many presentations of the final report are you requesting (pg 6, B 6)? ONE FOR CHIEF'S ASSOCIATION AND ONE FOR BOCC 26. Will the County provide a copy of the RFP in MS Word format so that it can be included in the Proposal? It can be included in hard copy format as -is, but it cannot be embedded in the proposal in its current format. YES, LOOK AT.hftl2://www.co.orange,nc.us/purchasina/current bids htm ADDENDUM 1, RFP 5119 — PAGE 3 eifg� 14 0411r� P" K. dew,, D+WA" ADDENDUM #1 December 22, 2005 RE: RFP NUMBER 5119 To all Vendors: Modifications to bid documents for the above named rfp shall be made herein and shall be included in the bid amount. ATTACHED ARE QUESTIONS AND ANSWERS THAT WERE ADDRESSED AT THE PRE PROPOSAL CONFERENCE All other terms and conditions shall remain the same. A copy of this addendum shall be included with the bid submitted by your company. Please sign below signifying the receipt of this addendum: Company Name: By: Date Received: P.O. Box 8181 129 East FGng Street Hillsborough, North Carolina 27278 Telephones: Area Code 919 732 - 8181 967 -9251 688 -7331 336 -227 -2031 Fax: 919 644 -3001 ADDENDUM 1, RFP 5119 — PAGE 1 vus crenn W � rr � KENO FlRE jd - � .� STATION CARRBORO (EMERGENCY y. ,. MANAGEMENT �- NEW HOPE FHtESTA2��- ORANGE GROVE DURHAM . SOUTH ORANGE egs w\ Printed December 15, 2005 by Steven Newton ge County Emergency Manage PO Box 8181 Hillaborough, NC 27278 -8181 Voice: 819.868.2050 Orange County, NC Fire & Rescue Stations and Districts N W E S Miles 00.51 2 3 4 5 2 Fire Districts HILLSBOROUGH CALDWELL MEBANE CARRBORO NEW HOPE CEDAR GROVE NORTH CHATHAM CHAPEL HILL ORANGE GROVE DURHAM . SOUTH ORANGE EFLAND WHITE CROSS ENO