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19 <br /> effective manner. While there are different challenges and issues that affect operations in each <br /> department,many common challenges—and opportunities-exist. As part of your discussion at <br /> the May 23 work session,the Board may wish to consider whether some or all of the following <br /> undertakings might prove worthwhile: <br /> 1)An effort to build on opportunities to address common challenges by considering the <br /> combined purchase and acquisition of equipment and supplies. Results so far of the ongoing <br /> study by the Robert Segal CPA firm of County and school operations suggest that some of the <br /> cost saving methods applicable to the County and both school systems(particularly through joint <br /> purchases and contracts)may likewise be beneficial to the County and volunteer fire and rescue <br /> agencies. While some departments have already collaborated to purchase some items together,I <br /> believe that greater savings could be gained through a central purchasing point to ensure the best <br /> price is obtained. <br /> 2)As discussed previously,the establishment of standards Countywide would ensure that every <br /> emergency responder is provided with the same quality of tools,equipment, and protective <br /> clothing. It would also ensure that the equipment would be compatible and if members from one <br /> department had to use equipment from another department,they would be familiar with the <br /> operations and could easily use it without delays. <br /> 3) As our county continues to grow and service demands continue to increase,it would be <br /> prudent to be proactive and plan for changes in our public safety delivery systems. County staff <br /> can assist volunteer departments through use of GIS tools and advice on the applicability of land <br /> use regulations regarding feasible and desirable locations for future fire and rescue stations. <br /> Staff can also work with departments as needed to help answer questions of what to do with <br /> buildings and assets if an organization can no longer meet growing demands and needs to <br /> disband. <br /> 4) Staff could undertake a dialogue with the leadership of the fire departments to discuss the <br /> long-term future of the delivery of fire services in the County. A strategic plan could be <br /> developed to identify how the increased demand for services will be met in the upcoming years. <br /> Any strategic plan should be developed through a coordinated effort from the volunteer <br /> departments and county representatives,but moderated through an independent agent that has <br /> experience and knowledge in transitions of public safety systems. The plan should address <br /> where we have been,where we are and where we want to go, and should complement the <br /> county's comprehensive planning. <br /> 5) Staff could review with fire and rescue service leaders the viability of the existing rescue <br /> service matrix to determine if it remains a valid framework for service delivery or if updates or <br /> modifications are in order. <br /> Conclusion <br /> All these issues are not unique to Orange County;counties throughout the state and country face <br /> these challenges every day. The way in which they are addressed means the difference in being <br /> proactive or reactive. A proactive approach delivers a better product and provides for a phased <br /> in approach in meeting the needs of the community. <br />