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FIRE, RESCUE AND EMERGENCY SERVICES STUDY <br />Suggestions-to Address Challenges -and Opportunities <br />.. <br />Background <br />Emergency service agencies within Orange County responded to 148,462 calls in 2010. <br />This includes: 24,379 fire and EMS calls and 1-24,083 law enforcement calls. An <br />additional 37,878 miscellaneous calls, which include response transfers to other <br />agencies, - animal assistance calls and- all others not readily categorized. OCES <br />receives and processes these events by regularly interacting with twenty -one <br />emergency or regulatory agencies. Up until July 2011, this was achieved with staffing <br />levels that had not changed in over ten years. The agency-list includes: <br />Caldwell Volunteer Fire <br />Carrboro. Fire Rescue <br />Carrboro Police <br />Cedar Grove Volunteer Fire <br />Chapel Hill Police <br />-Chapel Hill Fire <br />Efland Volunteer Fire <br />Eno Volunteer Fire <br />Hillsborough Police <br />Mebane Fire <br />New-Hope Volunteer Fire <br />North Carolina-911 Board <br />NC Division of Emergency Management <br />North Carolina Division of Forestry_ <br />North Carolina Highway Patrol <br />North Carolina Office of EMS <br />North Chatham Fire <br />Orange County Sheriffs Office <br />Orange Grove Volunteer Fire <br />Orange Rural Volunteer Fire <br />White Cross Volunteer Fire <br />This document will address items intended to improve the delivery of services to the <br />community. Although it is in no way a strategic plan; it should be viewed as offering <br />highlights for several items and factors that are ongoing or should be addressed in a <br />strategic plan establishing: response and performance expectations, recognition and <br />intention to adopt readily - identifiable standards such as those established by the <br />National Fire Protection Association (NFPA), OSHA and other rules - making bodies; <br />establishing communication expectations for all partners to ensure the plan is built on <br />inclusiveness and realistic points of success; and an open consideration for the <br />adaptation of- change in reasonable increments that all can embrace — and afford. <br />The "FDNY Strategic Plan 2011 - 201-3" is a model that is clean, simple and <br />inclusive. If an organization as large as the Fire Department of New York can utilize a <br />template to map growth, technology improvements, organizational development, <br />responder health and safety enhancements; and improve emergency response; so too <br />can Orange County. <br />11Page <br />