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Home My WebLink AboutAgenda - 10-01-2015 - Agenda ORANGE COUNTY BOARD OF COMMISSIONERS JOINT MEETING WITH THE ORANGE COUNTY CHIEF'S ASSOCIATION AGENDA BOCC/Chief's Association Joint Meeting October 1, 2015 Meeting—7:00 p.m. Richard Whitted Meeting Facility 300 West Tryon Street Hillsborough, NC (7:00 —7:10) Welcome and Introductions —BOCC Chair Earl McKee (7:10 —7:40) 1. Public Safety Training Facility for Fire/Emergency Medical Services/Law Enforcement (7:40 —8:05) 2. Radio Upgrades (8:05 —9:15) 3. Status Updates a) Emergency Medical Services/9-1-1/County Strategic Plan Update b) Update on Coverage for Insurance Issues (Remaining Areas Outside Six (6) Road Miles) c) Emergency Medical Services Co-Location Orange County Board of Commissioners' regular meetings and work sessions are available via live streaming video at htlp://www.oran_eg countync._og v/departments/board_of county_commissioners/videos.ph p and Orange County Gov-TV on channels 1301 or 97.6 (Time Warner Cable). 1 ORANGE COUNTY BOARD OF COMMISSIONERS ORANGE COUNTY CHIEF'S ASSOCIATION JOINT MEETING AGENDA ITEM ABSTRACT Meeting Date: October 1, 2015 SUBJECT: Joint BOCC/Chief's Meeting Discussion Items DEPARTMENT: Emergency Services PUBLIC HEARING: (Y/N) No ATTACHMENT(S): INFORMATION CONTACT: 1) Powerpoint Presentation — Orange Jim Groves, 919-245-6140 County Emergency Services Update Jason Shepherd, 919-245-6151 2) Map of Addresses / Parcels More Than Six Miles From District Fire Stations PURPOSE: To provide an opportunity for the Board of Commissioners and the Fire Chiefs' Association to receive information on several topics of interest and to review and discuss those topics. BACKGROUND: The BOCC has met with the Fire and Rescue Chiefs in previous years to discuss ongoing emergency service operations, budgets, initiatives, etc. This meeting provides the opportunity for those conversations to continue between the BOCC and the Chiefs. The items for update and discussion include the following- 1. Public Safety Training Facility for Fire/Emergency Medical Services/Law Enforcement This item provides an opportunity to discuss several issues and opportunities relating to a potential public safety training facility that could provide training for fire, emergency medical services and law enforcement personnel from departments and districts across the County. 2. Radio Upgrades This item provides the opportunity for discussion between the Fire Chiefs and the BOCC relating to radio equipment and its effectiveness across the County. 3. Status Updates This item provides the opportunity for the BOCC and Chiefs to receive an update on the Emergency Medical Services operations, 9-1-1 Service in the County and the County's Strategic Plan. An update will also be provided on areas in Orange County that either are, or have been, outside a six (6) mile Fire Department district. Lastly, there will be an 2 update and an opportunity to discuss the co-location agreements between the County and several fire districts. a) Emergency Medical Services/9-1-1/County Strategic Plan Update — The Allen Report, prepared by Solutions for Local Government and published in 2012, addressed improvements needed to the Orange County Emergency Medical Services and Communications Center Operations. This update will also address the County's Strategic Plan and the status for each of the 19 recommendations identified in the report. Attachment 1 is a Powerpoint presentation to be referenced as part of the update. b) Update on Coverage for Insurance Issues (Remaining Areas Outside Six (6) Road Miles) — Since the October 2014 joint meeting with the BOCC, Fire Chiefs and Emergency Services, there have been two additional fire stations constructed and approved which reduced the amount of homes outside of the 6 road mile issue. White Cross Fire Department added Station 2 on Neville Road that allowed 239 addressable structures into a protection class. The City of Mebane Fire Department added Station 3 that allowed all parcels in the East Alamance insurance district into a rated protection class. The BOCC has approved exchanges between fire protection districts on the insurance layer to bring homes into a protection class rating. The insurance districts include White Cross, West Orange, Cane Creek, Cedar Grove and Central Orange. Attachment 2 is a map for current parcels/addresses outside of six miles. c) Emergency Medical Services Co-Location — On March 19, 2013 the BOCC approved an agreement with the Orange Rural Fire Department to co-locate one (1) Emergency Medical Services (EMS) unit at the Phelps Road Station. Subsequently, the BOCC has approved agreements with Orange Grove, Carrboro, and New Hope Fire Departments to co-locate EMS units at those stations as well. This item provides an opportunity for the BOCC to hear from the Fire Chiefs on how the co-location initiative is working out. FINANCIAL IMPACT: This is no financial impact anticipated as a result of these discussions on the topics listed above. SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goal is applicable to discussion of the topics above: • GOAL: CREATE A SAFE COMMUNITY The reduction of risks from vehicle/traffic accidents, childhood and senior injuries, gang activity, substance abuse and domestic violence. RECOMMENDATION(S): The Manager recommends that the Board and Chiefs receive updates on the identified issues and opportunities noted above and discuss as necessary. � �y � �O � �� Q, ♦ � �� . �� o� ♦ � �Q� `�� O �5 � � � ♦ ,�� GO � �� y � � � � � �� O� Q,'� G � � 0� �5 � �� G� ♦ pP � � �� 1 ACRONYMS 4 ALS - Advanced Life Support (Intermediate/ Paramedic) AVL - Automatic Vehicle Location BLS - Basic Life Support (Medical Responder/ EMT) CAD - ComputerAided Dispatch EMD - Emergency Medical Dispatch EMS - Emergency Medical Service OCES - Orange County Emergency Services QA - Quality Audit and Improvement QRV - Quick Response Vehicle SORS - South Orange Rescue Squad VHF - Very High Frequency VIPER - Voice Interoperability Plan for Emergency Responders 5 ■ 6 E MS STATISTI CS Call Volume Comparison By Year 2015 = 10,450 (as of 9/26/2015) Projected calls for 2015 = 13,950 � 2014 = 13,338 2013 = 12,369 Average Response Time Comparison By Year (Chute + Travel) � 2015 = 9:35 Avg. (as of 9/26/2015) 90t" percentile is 16:37 (M-5 to go 24 hours this coming year...will help) Increased call volume Staffing (remediation & OT management) took M-7 off line frequently Increased wait times at Emergency Departments (Duke biggest impact) � 2014 = 8:53Avg. 90t" percentile is 15:51 � 2013 = 9:00 Avg. � 7 EMS RECOMMENDATIONS R-1 Adjust M-5 and M-� Coverage Hours (complete) Based on recent geographic call data (North/South) M-5 coverage remained 6am-6pm (unchanged) M-8 coverage changed to 6pm-6am R-2 Add additional ambulance 9am-9pm (complete) M-9 added 8am-8pm based on recent geographical call data Co-located at Orange Grove FD 8 EMS RECOMMENDATIONS R-3a&b Use SORS for �LS and bring on �LS ambulance (on-going) Impact of UNC Hillsborough may drive collaboration of a BLS unit for transport . 9 EMS RECOMMENDATIONS R-4 Assess Fire Department capabilities for First Responder (cor�plete) With the EMS co-location initiatives with the Fire Departments, this recommendation may become null R-5a Implement Fire Department First Responder Initiative (complete) Continuing work with the Orange County Medical Director to enable Fire Departments that wish to provide ALS (EMT Intermediate) to do so. Implementation is in progress. R-5b QRV Initiative (null) Offered as an alternate recommendation to R-5a 10 EMS RECOMMENDATIONS R-6 Staff & Equip six (6) ALS ambulances (on-going) OCES is requesting one new (1) ambulance each year to replace older units Monitoring effectiveness of program each year Intent is to not over-purchase or over-staff Call volume and response times drive units and staffing M-5 to become 24 hour unit this coming year 11 EMS RECOMMENDATIONS R-7 Hire Paramedic Level Shift Supervisor 24/7 (Complete) Asst. Supervisors were reclassified to Supervisors on 1/1/2015 R-8 Prepare a space needs assessment (90% complete) Stewart Cooper Newell awarded contract on 10/1/2013 Staff inet with firm the week of 10/7/2013 to begin space needs assessment Draft space needs assessment presented to OCES on 3/5/2014 Revised space needs assessment presented to OCES on 5/20/2014 Space layout provided to OCES on 8/6/2015 . 12 0 � o � � � � � � I fi'ATID I I I I (210sf) I D�GON/ I � LAUNI7RY I KITGH�N (150sf} I I (324sf} I I � � I O.p EXERGISE I � {3405f) �� MEGH. I STORRGE � ABOVE (21 Dsf) 6EN.STOR. I p�ppp�� I {216sf) I DaYROOM g�Y I � (zassr) (i,aso5f} I TLTISHR TLT�5HR I _ (100sf) (1�Dsf} !T I I (72sf) I � I � � � � � GONF. I �R' I (168sf) LOB6Y 6�� I � (10Dsf) �,.��KiZOOM 700L SHOP p G O. I (55sf) (1205F) I Ro�r+ �osw,M ,w,�n� I — — (}20sf) — I � — — — — — — — APPARATl15 BAY 1,430 SF 1.430 SF dEGONLAUNGRY I50 SF 150 SF � — — � C'j�h�RR�STORA6E 210 SF 210 SF o I -00L SMOP 120 SF 120 SF O i-IELHANIGAL 210 5F 210 5F � J LoBBY 100 SF 100 5F NG,TOILET -SF -SF GENERAL WORKROOM 120 5F 12D 5F GONFERENGE ROOM 16b SF Ib8 SF SMALL GLpSET 56 5F 55 SF IT ROOM 10 SF 'i2 SF DAY�OM 2$5 5F �$5 5F KITGF�N/TJINING 3Z5 SF 374 SF C't,1T5iDE PArlp �5 SF 210 SF &1NK ROOM -SF -5� LOGKER RLGOVE 16 5F 16 SF GRAPHIC SCALE �� I�l ��t��l�� r�TaiL�Tr��aw�� oosF �oos� FXERGISE ROOM 3C0 SF 340 SF 0 10 2�7 4� LINEN GLOSEF -SK -5P porzcH -sF -5F �-oTAL h�T 5F 3,Y15 SF 4pID SF ( IN FEET ) " TOTAL FLOOR PLAN GR055 AREA(4b2b 5�) o�,�N�� o��Y �M� (I� +�ou�� Stewart �Caoper� Newell ORAN6� GOUNTY, NG 08/O6l2015 13 0 � � � �- - � - - - - - - - - - � I I I BUNK RM. bEGDW 6UNK RM. �IJNK RM. 6UNK RM. (1305f) LAUNdi2Y I PATIO I (IOOsf} (IOOsf) {IOOsf) {I515fJ � I � I — —vJ I c/ I I � � � v� TLT�SHR 7LT�.SHR I KITGHEN � (IOOyf) (1005f1 I (3315f1 MEGH. Z 6ENERAL I A60V� z� STORA6E APPARA7U5 6EN.STOR. �— (210sf) BAY I (210af} (1,4305f} I EXERGI5� I DAYfZODM (340sf) (285sf) �T I (bOsf) I � I � I I I u II GONF. I Ro.�r+ r�osRnM ,ac*unL LOBBY �I685f� �G. �N��i�-. I APPARATl15 BAY 1,430 SF 1.430 SF I � I GLO. (IDOsf) oFCOnnaurm�xr iso s� isi s� TLT. WORKROOM TOOL SHOP � I �"5F� (6S5f} (1�o5f) {I205�) �e�eRn�5row,rE �io sF �io sF � I -00L SMOP 120 SF 120 SF � � _ _ _ _ _ _ _ _ _ _ � MEGHANIGAL 2l0 5F 2la 5F � _ _ _ _ J LoBBY 100 SF 100 5F NG,TOILET bA SF b5 SF GENERAL WORKROOM 120 5F 12a 5F GONFERENGE ROOM Ibb SF Ib8 SF SMALL GLpSET 56 5F 55 SF IT ROOM 10 SF 60 SF DAY�OM 2$5 5F ?85 5� KITGF�N/TJINING 3Z5 SF 331 SF C't,1T5iDE PArlp -SF -SF &1NK ROOM 43o SF 430 5� ��j �j� J� � I � J� ��I I T LOGKER RLGOVE 16 5F 16 SF l� l� t�I V t� l� I r�To�L�,�� 2�� GRAPHIC SCALE E,�acisE RooM 30o sF 3ao sF 0 10 2�7 4� LINEN GLOSEF 12 SK 14 5P porzcH -sF -5F �-oTAL h�T 5F 4,206 SF 4,253 SF ( IN FEET ) " TOTAL FLOOR PLAN GR055 AREA(5,2b0 5�) o��N�� ou►�fir �M� ;�� +��u�) � Stewart �Caoper� Newell ORAN6� GOUNTY, NG 08/O6l2015 14 EMS RECOMMENDATIONS R-9 Identify nine (9) strategic locations for future EMS base (in-process) Integral part of the Stewart Cooper Newell discussions Co-location or co-build with Fire Departments may require modification of this recommendation due to the success of the co-locations thus far Orange Rural 0 ra n ge G rove Carrboro New Hope Eno (M-5 24 hour) Hillsborough/Orange Rural (potential co-build in 15/16 and 16/17) Chapel Hill (co-location/co-build in 16/17 and 17/18) GIS Modeling underway to determine 8 and 12 minute drive times 15 EMS RECOMMENDATIONS R-10 Obtain sites for development (not started) Based on outcome of R-8 and R-11 R-11 Procure EMS plannin� and design services (not started) Dependent on co-build schedule with Chapel Hill and Hillsborough/Orange Rural R-12 Advertise, bid, construct EMS facilities (not started) Based on outcome of R-8, R-10 and R-11 16 � � ■ i 9-1-1 COMMUNICATIONS FLOW (NFPA 1221) 17 Alarm Alarm Alarm Dispatch Wheels Emergency Initiated to Sounds at Answered Starts Rolling Event 9-1-1 9-1-1 at 9-1-1 . . Detection Transmission Answer Alarm Unit Units Time Processing Notification Respond � � Time Not 95% < 15 80% < 60 Time Career <80 sec. Varies Specified 99% < 40 95% < 106 Varies Volunteer <90 sec. 9-1-1 CO M M U N I CATI 0 NS STATISTI CS 18 Call Comparison By Year 2015 Incoming = 39,2617/1/2015 to present (YTD� 22,356 911 Calls 19,905 Administrative (excluding abandoned calls) Projected call volume (911 and Admin) is 157,044 Average Dispatch Time = 2.16 New NFPA 1221 Standard (July 2013) is 1:36 9-1-1 Call Answer Time = % answer time < 15 sec = 99.34% NFPA 1221 Standard (July 2013) is < 15 sec 95% 2014 Incoming = 132,525 Calls 79,241911 Calls 53,284 Administrative (excluding abandoned calls) Average Dispatch Time = 1:33 New NFPA 1221 Standard (July 2013) is 1:36 9-1-1 Call Answer Time = % answer time < 15 sec = 99.43% New NFPA 1221 Standard (July 2013) is < 15 sec 95% • 19 9-1-1 R ECO M M E N DATI 0 NS R-13 Hire full time Data Systems Manager (complete) Mr. Kevin Medlin was promoted to Data Systems Manager on 10/18/2013 R-14 Hire full time Training/Quality Assurance Officer (complete) Training Coordinator filled but currently vacant due to attrition Job posted and currently accepting applications Estimated mid November 2015 to fill the position 20 9-1-1 R ECO M M E N DATI 0 NS R-15 Hire additional Training/QA Officer (complete) Currently filled by Ms. Laurie Piche R-16 & 17 Hire Telecommunicator positions (in-process/on-going) New model of hiring Telecommunicators should help complete this recommendation Call Taker (can be under 21 years of age) Dispatcher (must be 21 years of age or older for DCI certification) 7 new employees will be released to the 911 Center in Oct./Nov. New Telecommunicator Academy to start Oct./Nov. 12 is the target for the next academy 21 9-1-1 R ECO M M E N DATI 0 NS R-1� Purchase AVL hardware for new EMS vehicles (complete) All new units will be outfitted with AVL R-19 Provide informational meetings with emergency responders to share new software capabilities (complete/on-going) 9-1-1 Users Group re-activated Members of each response organization are represented Information shared during Chiefs Association meeting On-going weekly collaboration via email and phone . , � 1 � 1 OCES Vision "A Prepared, Coordinated, and Integrated Emergency Services System" 20 , � 1 � 1 1 , , , STRATEGIC GOAL #�1 Effectively Coordinate and Develop Community Partnerships, Public Education and Special Event Coordination O�JECTIVES 1. Establish and maintain relationships with partners and stakeholders to develop a safer and disaster prepared corr�rr�unity a. Utilize skills of the County Community Relations Department to develop outreach materials b. Utilize all members of the Administration Division to support outreach initiatives c. Utilize Social Media to deploy and receive information at least weekly and during major incidents and events 21 . , � 1 � 1 1 , , , STRATEGIC GOAL #2 �uild Skill Through Education, Training, and Recognition of Expertise O�JECTIVES 1. Work with the Human Resources Training and Performance Manager to grow internal leaders throu�h education and training 2. Create a process to formally acknowledge employees for outstanding customer service and work ethic 3. Develop an employee of the month/year recognition program with incentives STRATEGIC GOAL #3 Streamline Hiringand ContractAp�roval Processes IVES duce the need for paper documents requiring a physical signature by utilizin� DocuSign and Acrobat ure si�natures structure and tier the hiring process for E9-1-1 and EMS structure contract routing internal/county-wide (Completed) 22 , � 1 � 1 1 , , , STRATEGIC GOAL #4 Use Technolo to Efficientl Capture, Process and Store Data Operations OBJECTIVES Research and solicit qualified vendors for support services Ensure any RFP is coordinated through Finance/Purchasing and has appropriate metrics to protect the county from non-performance issues Produce accurate financial information for staff STRATEGIC GOAL #5 Develop Facility Space and Location Plans OBJECTIVES dditional office and support space for 510 Meadowlands MS stations and co-build stations ddress ergonor�ics for 510 offices, 9-1-1 Center, and EMS stations STRATEGIC GOAL #6 Develop a Departmental Health and Fitness Culture 0 BJ ECTIVES evelop schedule for on-shift physical training vestigate the use of outside resources to measure and monitor the fitness of staff ilize fit responder training and equipment 23 . � ' � ' � � � STRATEGIC GOAL#1 ��aul�Ca�a�iDutues to Support�fficient, �ffective,and ExcelDeu�t care O�J ECTIVES 1. Continue implementation of the Err�ergency Services Workgroup approved Corr�prehensive Assessrr�ent of EMS � 9-1-1 Communications Center Operations report 2. Implement consistent regulatory oversight 3. Improve internal and external communication from the EMS Division 4. Improve dissemination of information for patients, partner agencies, and doctor's office's 5. Implement professional development pathways 6. Implementfield based medical directors 7. Increase the operational capacity to deliver EMS services in the community 8. Develop rriinimurri physical conditioningstandards with supportfor physical trainingwhile on-shift 9. Develop mental health support mechanisms for staff and community partners STRATEGIC GOAL#2 DeveDo�P�ograms to Address the Wide Range of Comm�nity HeaOt�care Needs OBJ ECTOVES 1. Support high risk community healthcare program strategies a. Community medicine 2. Implement an effective community medicine program 3. Develop programs to support the medical needs of special operations 24 � ' � ' � � � STRATEGIC GOAL #3 Deploy highly educated, well-trained personnel O�JECTIVES 1. Develop an efficient and cost-effective education and training model a. Utilize state and federally sponsored training prograrr�s (TEEX, NFA, EMI, etc.) b. Implementthe Field Training Officer (FTO) program, grow and mature it 2. Consistently deliver and grow organizational knowledge 3. Prepare and apply for accreditation (Commission on Accreditation of Ambulance Services) 25 � ' � ' � � � � � ' i STRATEGIC GOAL #1 Improve Customer Service O�JECTIVES 1. Continue irr�plerr�entation of the Emergency Services Workgroup approved Comprehensive Assessment of EMS � 9-1-1 Communications Center Operations report 2. Deliver exceptional 9-1-1 and non-err�ergency public safety services 3. Ensure operational staffing and agency emergency preparedness 4. Promote 9-1-1 and public safety communication awareness and build and enhance partnerships with all stakeholders STRATEGIC GOAL #2 Improve Division Resiliency and Efficiency OBJECTIVES 1. Enhance compliance with national and state 9-1-1 call taking and dispatching standards 2. Develop Continuity of Operations Plan (COOP) for Orange County's E9-1-1 system to ensure countywide 9- 1-1 call receivingand dispatchingoperations. a. Consider microwave or LTE or other methodology to access se�arate vendors (ATT/Centurylink/etc.) 3. Develop a plan to include all necessary back-up systems needed to sustain E 9-1-1 call answering operations and ensure E9-1-1 survivability at a County level 4. Use ETF to build a regional 9-1-1 Center in the Southern Human Services corr�plex 5. Prepare for and apply for Commission on Accreditation for Law EnforcementAgencies (CALEA) Public Safety Communications 26 � ' � ' � � � � � ' � STRATEGIC GOAL #3 Improve Technology for Stakeholders and Custorr�ers O�JECTIVES 1. Develop SunGard CAD interface to all partner a�encies and with surrounding Centers 2. Create a robust and functional radio system that is accessible to all County stakeholders 3. Create a robust and functional radio paging system that works countywide 4. Continue to enhance the 9-1-1 system to incorporate future technologies; NG9-1-1 (Next Generation 9-1-1) allowingtext,video and statewide network connectivity 27 � ' � ' � � � � � ` � STRATEGIC GOAL #4 Improve the Work Environment for Employees O�J�CTIVES 1. Provide employees with quality education,training and career development 2. Instill and rr�aintain a professional departrr�ental culture 3. Identify appropriate and productive communication processes for integratingthe various �enerations of employees 4. Promote healthy living and lifestyle recommendations for public safety employees 5. Actively attract, recruit and sustain a highly motivated workforce 6. Develop a program and hiring process to focus on tiered learning approach in the 9-1-1 Center: a. Call Taking(18 to 21 years of age) b. Radio Dispatching and DCI (must be at least 21 years of age) c. Telecommunicator I d. Telecommunicator II e. Communications Training Officer f. Assistant Supervisor g. Supervisor 7. Revamp the training program to enhance and strengthen critical skills prior to on-the job training �. Implement Telecommunicator psychological testing 9. Develop program and process to retain new and existing staff 28 � � � � � � � � � � � STRATEGIC GOAL #1 Achieve Premier Customer Satisfactuou� by Buil�ing St�ong Relationships 0 B.D ECTIVES 1. Create an environment of team work and efficiency 2. Develop and implement a plan to increase customer satisfaction 3. Analyze current fire and life safety guidelines and SOGs for the Fire Marshal Division 4. Develop a professional, corr�prehensive data managerr�ent system a. Wireless (field� reporting, ticketing, and receipt capability 5. Effectively marketthe Fire Marshal Division's services 6. Generate and sustain stron� partnerships arr�ongfire a�encies, community groups, re�ulated and non-regulated industries, governmental agencies, and targeted audiences 7. Support Fire Departments with Rescue capabilities STRATEGIC GOAL #2 Au�ment Traiu�iu��for Sta�Cehol�ers 0��ECTIVES 1. Increase training opportunities for stakeholders 2. Evaluate the effectiveness of the Fire Marshal Division's education and trainingfor custorr�ers 3. Develop and maintain a countywide training calendar 29 � � � � � � � � � � � STRATEGIC GOAL #3 Enhance Effectiveness of Internal Operations and Corr�rr�unications O�JECTIVES 1. Create an internal communication plan to ensure information between administration and employees is easily accessible and transparent 2. Transition non-related Fire Marshal Division job duties to the appropriate OCES Division 3. Foster an organizational climate where employee diversity is a catalyst for creativity 4. Ensure employees have access to critical information and feedback channels are available 30 / � � � � � , / STRATEGIC GOAL #1 Develop Relevant and Actionable Emergency Management Plans that are Validated Through Exercises and Real V1lorld Irr�plementation O�JECTIVES 1. Revise and update the County Emergency Operations Plan 2. Reassess the County rr�ulti-hazard mitigation plan 3. Conductand maintaintheThreatand Hazard Identificationand RiskAssessrr�ent(THIRA) 4. Conduct a Commodity Flow Study to identify the Hazardous Materials travellingthrough Orange County by rail, highway, and pipeline 5. Disseminate the new resource manual which replaced the outdated version 6. Create EOC job aids in support of the EOP 7. Local Emergency Planning Committee (LEPC� reinvigoration to work with current and future local industries on safety and compliance issues �. Develop a Department Continuity of Operations Plan (COOP) 31 . / � � � � � , / STRATEGIC GOAL #2 Implement Tools and Trainin for Incident Command and ECC Operations OBJ ECTOVES 1. Improve coordination for on-scene incident management 2. Reorganize and re-equip the Emergency Coordination Center 3. Develop countywide ECC trainingtools and technology, including Incident Comr�and 4. Design, develop and implement exercises for key stakeholders 5. Coordinate with County departments to make ECC staffing levels three (3� deep 6. Develop County owned and operated Mobile Corr�mand Post capabilities 7. Prepare and applyforthe Emergency ManagementAccreditation Program (EMAP) STRATEGIC GOAL #3 Develop a Robust and Organized Logistics Section 0 BJ ECTIVES 1. Implement supply chain management and organizational tools in the warehouse a. Research, obtain, and implementan inventorytrackingsystem b. Work to make the inventory tracking an enterprise system for the County 2. Provide logistical trainingto warehouse staff 3. Create Division logistical lead positions for the warehouse to improve supplies quantities,tracking, and resource coordination 4. Develop a warehouse and pharmaceutical security plan 32 35 � ■ ATTACHMENT CEDAR GROVE Cedar CALDWELL Grove 2 40 Cedar Caldwell Grove 1 _ Orange y Rura12 �It- Orange crass' Rural } Eno 2 Mebanel CENTRAL ORANGE Me are-2 Efland2_ EAS and 1 ALA ANCEr Orange Ru a1.1 EAST WEST T7pc� ORANGE IORANGE Mebane 3 J t Eno 1 DURHAM Newt Hope2 Orange �� Grove 3 �l Durham City 11 Orange DURHAM' e Oran Grove 1 g ORANGE rHOpe 1 Gfoye2 NEW HOPE CANE CREEK Chapel, }yy�� ,Caffb`ofo 2 .CHAPEL �}1L HILL 7r Chapel H 13 White CARRBOROJ. ,Ehapel C loss r TH 111 1 Cartboro �'1 Ghapel WHITE Fl i11 2 CROSS White Cross SOUTH ORANGE souTH ORANGES Chapel /H iI 5�y GREATER CHAPEL HILL NORTH NORTH CHATHAM CHATHAM J — F 2015 2015 2011 Fire District Addresses.Oulside Parcels Outside Addressess Outside 6 Mile Route Distance 6 Mile Route Distance 6 Mile Route Distance 0 - CedarGrove 8 1 21 N Chatham 3 Caldwell 36 8 32 East Alamance 0 0 52 West Orange 5 1 91 Centml Orange 29 3 29 East Orange 0 2 w e Cane Creel 0 3 658 White Cross 4 5 161 N Chatham 2 1 inch=1.85 miles North Chatham 0 0 772 Addresses/Parcels More Than Six Miles Laid Records GlSO ision OC 220K0\gisho 1820roll EServiresW I5lalions09182015.mxd From District Fire Stations