Agenda - 10-06-2009 - Information

Browse Search

21 effective manner. While there are different challenges and issues that affect operations in each department; many common challenges -and opparitinities -exist. As part of your discussion at the May 23 work session, the Board may wish to consider whether some or all of the fallowing undertakings might prove worthwhile: l) An effort to build on opportunities to address common challenges by considering the combined purchase and acquisition of equigment and. supplies. Results so far of the ongoing study by the Robert Segal CPA firm of County and school operations suggest that same of the cost saving methods applicable to the County and bath school systems {particularly through joint .purchases and contracts} may hgcevvise be beneficial to the County and volunteer fire and rescue agencies. ViThile some departments have already collaborated to purchase some items together, I believe that greater savings could be gained through a central purchasing point to ensure the bast price is obtained. 2) .As discussed previously, the establishment of standards Countywide would ensure that every emergency responder is provided with the same quality of tools, equipment, and protective clothing. It would also ensure that the equigment would be compatible and ifinembers from one department had to use equipment from another department; they would be familiar 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 Gl5 tools and advice on the applicability of land use regulations regarding feasible and desirable locations for future fire and rescue stations. Staff can also work with dcparfnients as needed to help answer questions of what to do with buildings and assets if an organization can na longer meet growing demands and needs to .disband. ~) 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 upconning years. Any strategic plan should be developed through a coordinated effort from the volunteer departments and county representatives, but rnaderated 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} Staffcauld review with fire and rescue service leaders the viability of the existing rescue service matrix to determine if it remains a valid framework for service delivery ar if updates ar modifications aze in order. Conclusion All these issues are not unique to Qrange County; counties throughout the state and country face these challenges every day. The way in which they are addressed means the difference in beuzg proactive or reactive: A proactive approach delivers a better product and provides for a phased in approach in meeting the needs of the community.