Loading...
HomeMy WebLinkAboutAgenda - 11-09-2005-1ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: November 9, 2005 Action Agenda Item No. 1 SUBJECT: Emergency Management Matters DEPARTMENT: Emergency Management PUBLIC HEARING: (Y/N) No ATTACHMENT(S): 5/20/05 EM Director Memo Draft Scope of Services Table of Grant Funding Draft Options for Emergency Card Distribution Quick Reference Card INFORMATION CONTACT: Jack Ball, 644-3030 PURPOSE: To review and discuss various emergency management related matters. BACKGROUND: Staff are working on a number of emergency management policy analysis and operational matters and request feedback from the Board of Commissioners before proceeding further. At this November 9 work session, staff recommend that the Board discuss and provide input related to the topics outlined below: Fire and Rescue Service Study During a May 2005 work session, staff reviewed a report and recommendations on the current and flature delivery of volunteer fire and rescue services throughout Orange County, including the development of a proposed strategic plan for these services. The Board of Commissioners directed the preparation of a fire and rescue service study and included $25,000 in the 2005-06 County operating budget to fund this undertaking. The timeline for the study contemplates completion by Spring 2006 so that its conclusions may be considered during the development of the 2006-07 budget and 2006-16 Capital Investment Plan. Emergency Management staff prepared a draft scope of services for the study and met last month with a work group of fire and rescue representatives to refine it in anticipation of distributing it to potentially interested and qualified consultants. That revised scope of services is attached for review and comment by the BOCC. Staff propose to incorporate the Board's comments in a final document that would be circulated through a request for proposals (RFP) process. A consultant agreement would be brought back for BOCC approval in late 2005 or early 2006. Communications Interoperability/Homeland Security Grant Funding Update In early July 2005, Orange County Emergency Management and the City of Durham submitted a joint grant application to the United States Department of Justice for interoperable communications funding, specifically to replace our early 1990s vintage 9-1-1 center radio dispatch consoles and to procure a small number of portable 800 MHZ radios. The Orange County portion was to be $1,014,870 in federal grant funding and $338,290 in a required 25% local match for a total project budget of $1,353,160, Due to the short turn around time for the grant and the fact that notification of the grant availability occurred during the BOCC summer break, staff requested, and the Board acted to, ratify the grant application at the Board meeting on August 16, 2005.. The County has received notification that the grant was awarded in this highly competitive process -one of 25 awards made nationally out of approximately 138 candidates, including Raleigh and Greensboro, This funding, along with several grants previously received, will permit the County to completely replace its antiquated consoles with new, state-of-the-art, 800Mhz compatible equipment, As proposed in the August 2005 Board action, staff recommends that the County provide its matching funds through an appropriation of fund balance in the Emergency Telephone System Fund (accumulated proceeds from the 50 cent monthly 9-1-1 telephone subscriber surcharges). A capital project ordinance to budget for the console replacements will be brought back for BOCC adoption in the near future, Staff will also provide the Board with a review of the funding and implementation status of the 800 Mhz VIPER system upgrade, and a recap of all Homeland Security-related grant funds (see attached spreadsheet) secured and solicited by staff during the past few years. Emergency Management Quick Reference Card During an October 2005 work session, the BOCC discussed with staff requested enhancements and updates to the County's emergency planning efforts, including the preparation of a quick reference card to be made available to Orange County residents to provide the most essential information about preparing for and sustaining them and their families during natural or manmade disasters, Staff will provide an update on ongoing planning efforts, and requests Board feedback regarding distribution of the attached quick reference card, A draft Options for Emergency Card Distribution has been provided for initial reference. FINANCIAL IMPACT: There is no financial impact associated with discussion of these topics, The Board will need to take several future actions to approve contracts or appropriate grant funding, as outlined above, RECOMMENDATION(S): The Manager recommends that the Board discuss the emergency management topics mentioned above and provide appropriate direction to the Manager and staff. MEMORANDUM TO: Orange County Comrissioners .John Link, County Manager FROM: .Jack W. Ball, Emergency Management Director DATE: May 20, 2005 SUBJECT: Emergency Fire and Rescue Services Introduction This memo is intended to provide background information for the Boazd's discussion of volunteer fire and rescue service issues at your May 23 work session including: the current struchue of fire and rescue services throughout Orange County; some observations about some of the challenges and opportunities facing the County and its volunteer emergency service agency partners; and some areas the Board may wish to have staff explore with agency representatives in more detail regarding enhanced County support to agencies, opportunities for efficiencies, and the like. Structure Orange County's emergency fire and rescue services consist of two municipal fire departments, eight volunteer fire departments, and two volunteer rescue departments. The volunteer organizations are incorporated through the State, and where appropriate and applicable, are franchised by the County Commissioners to provide certain emergency services. Under the oversight of their respective Boards of Directors, these agencies act independently of each other in their operations. Each has a strong reputation in the community and each understandably takes pride in its own hidividuality. There is a strong network of mutual aid understandings between departments that assures Orange County residents that when additional resources are needed in one jurisdiction, say to fight a major fire, adjacent departments will respond immediately to assist in the incident or to provide interim coverage to the rest of that one jurisdiction. Irr the early 1990s, County staff and volunteers worked together to conduct an extensive assessment of and recommendations for the best ways to provide rescue services throughout Orange County. Generally speaking, the approach involved developing and enhancing in- County capabilities for high frequency rescue incidents through resources that would be deployed as necessary on a countywide basis. Low frequency or highly specialized rescue services would be solicited as needed from resources beyond Orange County. More than a decade later, we believe that the "rescue service matrix" developed as a part of that analytical process (and provided for reference elsewhere with your May 23 agenda materials) contimres to provide a solid framework for rescue service provision in Orange County,. ~} Challenges As the demand for service continues to grow, and the availability of volunteers to provide coverage in the fire districts declines, increased supplemental paid assistance to provide coverage during peak hours continues to emerge as a solution of choice. This method enables departments to cope with the growing demands. However, while individual departments provide for the hiring of personnel, disparities may azise between depaztments in the benefits and salaries provided. Many departments face financial constraints that preclude their taking on added responsibilities such as retirement and workers' compensation associated with employees. As Orange County continues to grow and face the challenges of tomorrow, it is imperative to improve on our abilities to provide the best emergency services to our' overall community. We must collectively look beyond "the way we've always done it" and expand our capabilities across and between service districts to address the demands of a progressive public safety system.. In several meetings I have had with the administrative and operational officers of some of the fire and rescue departments, some depaztments have been very receptive to the notion of an integrated approach to providing the best emergency services to County residents. Others have expressed understandable concerns about the potential that their agencies may play diminished roles in providing countywide services. With multiple agencies providing similaz services (such as light vehicle extrication) in some cases, there are legitimate concerns about balancing the need for adequate amounts of readily available, widely deployed, specialty tools with the interest of ensuring that scazce tax dollazs aze not expended unnecessazily on duplication of services or equipment. I believe there is a clear need for a cooperative effort among volunteer agencies, the County, and municipal deparhnents to determine a standazd that would identify what tools and equipment should be purchased, by which departments, so as to ensure compatibility of equipment and training across agencies. In a recent conversation I had with the president of the Chiefs' Council, he identified the following as needs for volunteer agencies: 1) Face to face interaction with a representative of the Boazd of Commissioners; 2) A training facility in the central part of the County (I note here that Hozcse Bill 16.5.5, sponsored 6y Represe~statives Faison, Haclaagy, and bssko has si~ice bee~z inh•oduced mid if approved, would earnsark $1,344,000 to acquire land a~zd consb°uct a ~•egional fire t~°ai~aing facility in Orange County;) 3) Input in fire protection needs for future growth and subdivision development; 4) Additional fire marshal staff to assist with fire insurance ratings of the fire departments, granting, and County fire administrative issues; and 5) Representation from the Chiefs' Council on the conununication upgrading project.. Opportunities I have prepazed a group of slides (provided sepazately as an attachment for this agenda item) that outlines some of the support that is currently available at the federal, state, and county level to assist our volunteer agencies stretch their resources. In recent years, County staff have tried to improve assistance to vazious fire and rescue agencies in azeas of training coordination, incident reporting, and contracting and purchasing, among others. However, with the full participation and cooperation of the volunteer departments, there may be other things the County can do to assist the volunteer fire and rescue agencies to provide the best possible service in the most cost effective manner. While there are different challenges and issues that affect operations in each department, many common challenges -and opportunities -exist. As part of your discussion at the May 2.3 work session, the Board may wish to consider whether some or all of the following undertakings might prove worthwhile: 1) An effort to build on opportunities to address common challenges by considering the combined purchase and acquisition of equipment and supplies. Results so far of the ongoing study by the Robert Segal CPA firm of County and school operations suggest that some of the cost saving methods applicable to the County and both school systems (particularly through,joint purchases and contracts) may likewise be beneficial to the County and volunteer fire and rescue agencies. While some depaztments have already collaborated to purchase some items together, I believe that greater savings could be gained through a central purchasing point to ensure the best price is obtained, 2) As discussed previously, the establishment of standards Countywide would ensure that every ernergency responder is provided with the same quality of tools, equipment, and protective clothing. It would also ensure that the equipment would be compatible and if members from one deparhnent had to use equipment from another deparhnent, they would be familiaz with the operations and could easily use it without delays. 3) As our' county continues to grow and service demands continue to increase, it would be prudent to be proactive and plan for changes in our public safety delivery systems.. County staff can assist volunteer departments through use of GIS tools and advice on the applicability of land use regulations regazding feasible and desirable locations for futtue fire and rescue stations. Staff can also work with departments as needed to help answer questions of what to do with buildings and assets if an organization can no longer meet growing demands and needs to disband. 4) Staff could undertake a dialogue with the leadership of the fire departments to discuss the long-term future of the delivery of fire services in the County. A strategic plan could be developed to identify how the increased demand for services will be met in the upcoming years. Any strategic plan should be developed through a coordinated effort from the volunteer departments and county representatives, but moderated through an independent agent that has experience and knowledge in transitions of public safety systems, The plan should address where we have been, where we are and where we want to go, and should complement the county's comprehensive planning. 5) Staff could review with fire and rescue service leaders t$e viability of the existing rescue service matrix to determine if it remains a valid framework for service delivery or if updates or modifications are in order. Conclusion All these issues are not unique to Orange County; counties throughout the state and country face these challenges every day. The way in which they are addressed means the difference in being proactive or reactive, A proactive approach delivers a better product and provides for a phased in approach in meeting the needs of the community, 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 plamred 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 azea. Important considerations to include are: ^ Demand • Level m:d range of Service (what is being done now mtd what could be done in, fidure) ^ 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 azeas 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 necessazy 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 mzd programs that affect operational issues, (Such as plans rreview on development and water line extensions) Review ISO r-atirrgs and how county can assist Fire Departments with improvement. Identify countywide training facility need and specific tr°aining stm:dar°ds srrclr as mass causality response and standard equipment Identify opportunities when°e County cmr assist the Vokarteer Depai•brrents with required paperwork and admintsb•ative 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, pazticipating,jurisdictions, and project manager at predetermined intervals. 3. Draft report due approximately one (1) month into the project. 4.. Monthly progress reports (ifnecessary). 5. Final written report within 90 days of the contract awazd,. 6. Presentation of the report to the elected County officials, pazticipating jurisdictions elected officials, and senior staff of all participating jurisdictions, 7, Written or verbal conrnrents from all Fire, EMS, acrd Rescue organizations on study, findings, 8. Any softwaze used in the study or GIS data collected and developed with softwaze. The GIS Coordinator or his designee will also be provided instxructions and training on the use of this software or information. 0 N E m Z O O y C ~ C E . ~ C 1O ,tom ~ v U .~.. C w ~ ~ UW w o ~ m ~ a 5 9 yy LL~ 5 5 fi fi fi 5 5 '6 5 m' ~ ~ 'E E `D ~ m E m E E E E E E E E m c c '~ m E E 8~ 8 U t D d c ~ 'L S ~ n Z' `~ 8 8 8 8 8 8 8 8 88 ~ 8 m= y m Z 2 Z Z Z Z Z Z Z to W Z N C U N N O N N H N NN O N N O O N ~ ryN m N O V ~ y m w N w T yNj U ~ ° m o ° m m o ° 0 ° 0 ° ° om ° o a ° o ° n m ~ - E m o o v n i o o o o m m o ~ n v n m N N N INO N N ~V ' N O~ Q N M I N N V NN O ~ Q = e N N O j C U O N O N O N ~ U . M ~ C c c E 4 l'J~ ; o °o N p i°n N o °o N O _ N : O N c u N w ~ ~~ 'n mU~ ~ ~cE m m m m U PP ~ X Q H h C c u E ~ ~ D w 0 0 ~ o w m {ryN~ N m ~o N 3 '.' :,, .., ~' O ~ -~aN l~ S r m N ImO N m uv N w i ' ~ N m ~ r a ~ n m w u c a w o w 0 w u u ~.. Z U ~ w i 0 y l:l ~ o N 0 N 0 N 0 w a N d't .°. ~ ° $ o ° ~ 9 ~ ; V H D~ V N N N N N N O N O o C E E'~ N O S VI CV D~ N N : I m N C U m ~ q mo N O m N m ~ S~ ~ ° » D U ~ ; ~E w ~ ^ ~ : o rn n n m O Q N N N r N 9 C FF W o 0 0 0 0 o a o0 0 ~ o c f n o m n o vc 'i ~ v~' ~ ~' ~ m C U' a a E u q ° ~ ~ $ N a c m e o `U' a ~ ~' y m 0 ^ rv "" a L ~ o e e_ A mn ~ w °c °c m 8 m ~ Dl A . - ~ ~ aH n n n m a~ '° Q 2~^ d 2 x E ~ D~ D c 8 0 o t C @ c m N vmi h'v'D y U U ~ ~ 1 7 m :U d m ~ ~ m °c ~ a m c m c j c N c m c E m t 9 E,9° E E U U ~~ y ~ 2U ~ a ~ x°° o V c x°~a o x° o ee U'U' a U' ee D ;; ~ _"_~ ~ a N- C ' ~ U . - ~,Z N ' w w m w 8 W U nt m6 $c- a nC m wm w ;o . E d d O O K ~ o m O p j O OOm ~D a ~ = E m~ E ~ o~a a~ ood ov ge o ° o0 N o oe ~~ S N U N U~ N N C~ N N N N N N d N N N O N N d 2 ~- 0 `u N 2 D a n N m a E a m d ~ O ~ 8 N W a m m m e s" ~ E 'D a~; N o E m y a' O O ryO ~_ x U O~ O C u a ° m~n em8 ca"a o ~ m 9 ~° c o a ~~ m=o ~ v v~ ~ ° E a ~ 8 c c °w c > $=e nn u m m `~ X90 o "m c C EE U U D E C 6 lJ DRAFT Options for Emergency Card Distribution for 60,000 Copies Printing Options and Costs Option L• In House I Description of end product: Two-sided 4" by 11 ", one color, bright yellow cardstock with black print, Materials- Wausau Astxobrights© Bright Color Cover Stock 65 Lb, 250 sheets per pack $8.49 ea, 120 packages= $1018,80 Total cost for printing: $1018.80 Option 2: Professional Printer with Magnet Description of final product: 4" by 11"four color printing on cazdstock with our choice of colors, with a ]ow profile magnet attached to rear side, Materials- 60,000 two sided printed cards w/ magnet @ $0,22 each= $1:3,200 (Monster Magnet sample quote, bid results maybe cheaper) Total cost for printing: $1.3,200,00 Distribution Options Option 1: In house Description of distribution outcome: Driver(s) will deliver stacks of cards in packages of 500 each to participating agencies, businesses and distribution points for residents to pick up. Option 2: Mailing option Description of distribution outcome: Mail house will sort, print address labels, and pay postage for U.S. Mail to deliver to each of the 55,302 households in Orange County, County staff will distribute the remaining 4,698 cards to local distribution sites for residents to pick up. Postage and mailing: - $11,392.20 ($0.152 each for 55,.302) Quick Reference Guide for Emergency Sheltering in Orange County SHELTER INFORNL~TION; Two locations are established in Orange County: 1) Smith Ivliddle School, 9201 Seawell School Rd., Chapel Hill 2) C.Z~LStanford Midclle School, 303 Orange HS Rd., Hillsborough • Shelter locations may change depending on the emergency. • Listen to battery-powered radios for fiuther directions concerning shelters that are open (VJCHL-AM (1360), ~ArDCG-FM (105.1), VitRAL-FIv1 {101.5), y~'RSN-FIv1 {93.9), ~I'ZTK-FNI (101.1). • Shelters ~i~ill have food and water. ONCE EVACUATION HAS BEEN ORDERED LEAVE I117N1EDIATELY IF I'OU AIIUST HAVE TRANSPORTATION: Emergency transportation may be provided for you. Call 968-2050 for this assistance. Do not wait until the last minute; call immediately so transportation can be coordinated. WHAT TO BRING 1VITH YOU TO THE SHELTER: Bring your family's disaster kit or any or all of the items listed: • Picture ID, regularly taken medication, insurance information • Bedding, towels, comfortable clothing, basic toiletries • Personal radios with head phones, gashes/reading materials for children • Specialty items for yolu needs (special dietary needs, etc.). 1r~'HAT NOT TO BRING (NOT ALLOVS'ED): • tI'eapons, illegal drugs, liquor, ca~idles, or valuables • Smoking is not allowed in the shelter. PETS: Dogs for the hearing and visually impaired udll be allowed in the shelter. Animal Services will be on hand to take care of all other pets. Bring a11get-related needs with you. PRIOR TO THE CRISIS: Make an~angements for transportation. If special assistance is needed, call Social Services (2~5-2884) to register for this assistance. Ask anout-of-state friend to be a "family contact". Notify them when you leave your residence and where you tivill be located. Update as yotu location changes. 72-Hour Disaster Kit Ensure a minimwn three days supply for each person and any household pets. Store your kit in a convenient place known to all family members. • Canned food, manual can opener, can of cooking fuel (sterno) • Meclications & prescriptions, list of family physicians • Special food and supplies for infants, elderly persons, etc. • First-aid kit and first-aid manual, fire extinguisher • Battery operated radio,/TV, flashlights, and extra. batteries • Drinking water (1 gal/per person per day), stored in clean plastic containers with tight-fitting screw-cap lids, and other drinks. • Bedding supplies, sanitary supplies (toilet paper, feminine supplies} • Cards, books, small games, road maps • Clothing, rain gear, stw~dy shoes, extra pair of glasses • Credit cards and cash, extra set of car keys, insurance policy nwnbers • Picture ID • List of vnportant family information, style & serial nwnbers of medical de~rices such as pacemakers. • Food and water, medications, toys and carriers for all household pets ORANGE COUNTP EMERGENCI' D~LINAGER'IENT PO BOY 3131, HILLSBOROUGH, NC 272?8 (919) 968-?050 -- FD w4 9-1-I , PRE-PLANNING SAVES LIVES. BE PREPARED