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Orange County Fire Marshal <br />Summary <br />Responsibilities and structure are provided. Many volunteer departments feel undervalued by the <br />administration. SAGE recommends adding an additional fire inspector, and a county Fire <br />Coordinator. The County Fire Marshall should develop a collective bargaining plan to improve <br />purchase terms with suppliers. The county planning and zoning boards should inform the fire <br />departments of requests and approvals in their areas with approval from the Fire Marshal's <br />Office of new projects. The County Fire Training Coordinator should include a rotation system <br />for the departments, and to work with the Fire Extension Program Coordinator at Durham Tech <br />to broaden community training. <br />Issues Not Addressed: <br />1. Effectiveness, appropriateness, demand, and response capability <br />2. Demand level and range of service <br />3. Population <br />4. Value of structure <br />5. Population centers and projected growth areas <br />6. any gaps affecting services and critical areas to be addressed <br />7. Any gaps affecting services and critical areas to be addressed <br />8. Recommend a strategy for addressing longer -term demands within the county <br />9. Countywide public education programs on public safety and being self sufficient in disasters. <br />10. Opportunities to improve efficiency costs, reduce costs, or improve the overall service <br />11. Provide an estimated cost (operating and capital) of recommended solutions or alternative <br />solutions proposed. <br />12. Identify opportunities where County can assist the Volunteer Departments with required <br />paperwork and administrative issues. <br />List of Orizinal Needs <br />a. Effectiveness, appropriateness, demand, and response capability: Not addressed <br />b. Strength of current configuration and operations: Responsibilities and structure are given. <br />c. Weakness of current and planned configuration and operation: SAGE recommends adding <br />an additional fire inspector, and a county Fire Coordinator. The county Fire Marshall should <br />develop a collective bargaining plan to improve purchase terms with suppliers. The county <br />planning and zoning boards should inform the fire departments of requests and approvals in <br />their areas with approval form the Fire Marshal's Office of new projects. <br />d. Assess the location and adequacy of each facility equipment volunteers: Not applicable <br />e. Demand level and range of service: Not addressed <br />f. Response times: Not applicable <br />g. Population Not addressed <br />h. Value of structure Site market or accounting value is not addressed. <br />i. Level of risk.- Not applicable <br />j. Age and adequacy of vehicles and equipment Not applicable <br />k. Adequacy of volunteers and staff Many volunteer departments feel undervalued by the <br />administration. (See point c: weakness of current and planned configuration and operation.) <br />1. Population centers and projected growth areas Not addressed <br />-i 25 <br />