Department of Public Safety

Transcription

FY2017 DEPARTMENTAL HIGHLIGHTS
Total Operating Budget
(in Millions)
COUNTY COUNCIL
$3.7
Legislation
Audit
COUNTY EXECUTIVE
$2.5
Direction and Control
Office of Economic Development
Office of Communications
DEPARTMENT OF ADMINISTRATION
$21.2
Law
Risk Management
Administrative Services
Finance
Human Resources
ROW OFFICES
$6.9
Prothonotary, Register in Chancery, Register of Wills,
Recorder of Deeds, Sheriff, Clerk of the Peace
DEPARTMENT OF SPECIAL SERVICES
$64.1
Administration
Internal Services Administration
Fleet Operations
Facilities Maintenance
Property Maintenance
Environmental Operations
Construction Support
Sewer Maintenance
Plant Operations
Environmental Compliance
Engineering
DEPARTMENT OF LAND USE
$13.8
Administration
Planning
Licensing
Customer Relations and Enforcement
DEPARTMENT OF COMMUNITY SERVICES
$20.0
Administration
Community Resources
Carousel Park
Libraries
Community Development & Housing
DEPARTMENT OF PUBLIC SAFETY
You Are Here
$98.1
Administration
Police Operations
School Crossing Guards
Emergency Communications
Emergency Medical Services
Emergency Management
Volunteer Fire, Rescue & Ambulance Services
DEBT SERVICE, CONTINGENCIES,
AND ETHICS COMMISSION
$37.1
Program Summaries General Government
■■ Public Safety
The Department of Public Safety provides County police services, paramedic emergency medical services (EMS),
emergency communications center services (911), emergency management and planning services (OEM) and school crossing
guard services. In addition, the Department provides victim assistance programs and animal control. The department strives
to improve the quality of life in the County by providing a secure community environment through the delivery of public
safety services in an efficient manner.
DEPARTMENT OF
PUBLIC SAFETY
660 Authorized Positions
Administration
8 Authorized
Positions
Police
Operations
School
Crossing Guards
432 Authorized
Positions
3 Authorized
Positions
$120.0
Emergency
Communications
Emergency
Management
New Castle County
6 Authorized
Positions
Real Estate Tax Yield
2008 - 2015
$100.0
$106.0
Emergency
Management $107.3
$106.5
$427,490
0.4%
Police Operations
$60,258,151
61.4%
$83.8
124 Authorized
Positions
87 Authorized
Positions
Allocation of Public Safety
Operating Dollars
$98,064,220 $106.0
Emergency
Medical Services
$108.3
$109.2
Administration
$1,535,958
1.6%
X-GDS
$2,813,503
2.9%
$84.6
$80.0
Vol. Fire/Ambulance
$4,253,949
4.3%
$60.0
Emergency Medical
Services
$18,299,814
18.7%
Emergency
Communications
$10,475,355
10.7%
$40.0
√√ Expenditure & Position Summary
$20.0
2015
Actual
2016
Estimated
2017
Budget
Department Expenditure
$0.0
Full-Time Positions
$97,116,128
633
$97,904,652
645
$98,064,220
660
2008
Operating Budget Summary
2009
2010
2011
2012
2013
2014 Est
2015
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Budget
■■ Public Safety (Continued)
Public Safety - Administration
√√ Service Narrative
The Department of Public Safety consists of the following sections: Administration, Police, Crossing Guards,
Emergency Medical Services (EMS), Emergency Communications (911) and the Office of Emergency Management
(OEM). The Department of Public Safety is managed and directed by the Director of Public Safety. Within Public Safety
Administration are the Fiscal Office and the Office of the Director.
The Office of the Director provides the overall direction and supervision for the Department of Public Safety and is
responsible for setting departmental policy. The overall goal of the Public Safety Department is to improve the quality of
life throughout New Castle County by striving to provide a secure community environment through the delivery of public
safety services in an efficient manner.
The Fiscal Office is the department’s centralized financial reporting and service organization. The responsibilities
of the Fiscal Office include accounting, cashiering, accounts payable and receivable, payroll, purchasing, budget preparation
and management, contract management and grants management.
√√ Fiscal 2016 Major Service Level Accomplishments
• Successfully centralized the majority of the fiscal functions for all of the Divisions: Police, Emergency Communications
and Emergency Medical Services into the Division of Administration -Fiscal Office.
• The Director of Public Safety in conjunction with each of the division heads and the Department’s grant writer were
successful in identifying funding, selecting a qualified vendor and tailoring a comprehensive mental health training
program (crisis management) for all Public Safety uniform and civilian staff. The goal of the training was to provide
awareness as well as the tools and resources to help first responders and their support system cope with the challenges
and stressors that are unique to Public Safety.
√√ Fiscal 2017 Major Service Level Goals
The following are significant service level goals which can be achieved with the 2017 budget allowance:
• Continue to provide comprehensive leadership and support to all departmental functions by continually evaluating and
implementing new methods and technologies.
• Continue to foster an environment which promotes interoperability and cooperation between all the divisions that
comprise the Department of Public Safety.
• Continue to diversify the workforce throughout every division.
• Ensure that all fiscal functions are centralized within the Department’s Fiscal Office and that the Fiscal Office continues
to be the centralized financial service organization of the entire department.
• Continue to provide crisis management training to uniform and civilian employees and to family members.
√√ Budget Highlights
The FY2017 budget represents an increase of $106,492 or 7.45% over the FY2016 authorization. The increases
are in personal service costs ($16,265), training and civic affairs ($428), communication and utilities ($58,043), materials
and supplies ($200), equipment replacement ($6,843), and contractual services ($24,713).
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Public Safety - Administration (Continued)
Department Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$1,592,509
9
$1,560,518
8
$1,535,958
8
Public Safety Building
Police Operations
The Division of Police is a nationally accredited law enforcement agency that provides 24/7 protection and full
policing services to the citizens and visitors of New Castle County. The division focuses on a philosophy of community
policing to make our County an even safer place to live and work.
Through extensive research and discussion with our stakeholders and citizens, the division continues to take great
strides in providing exceptional services. Our internationally recognized Targeted Analytical Policing System (TAPS)
continues to address quality of life crimes which are reported by our citizens. To further combat thefts, burglaries and
associated crimes, the Property Crime Initiative was introduced. Combined, these two initiatives accounted for a 16.4%
reduction in overall crime throughout New Castle County during the last three years.
The division continues to seek and utilize new technology to enable our officers to prevent crime, to swiftly
apprehend those who engage in criminal activity, and to more effectively interact with our communities. The division
leverages technology as a “force multiplier” to enhance the abilities of each member of the agency to provide efficient
services to our citizens.
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• The NC4 crime fighting platform was deployed division wide. For the first time in the division’s history, officers in
the field now have a map of not only crimes that have occurred, but also visual overlays of the locations of wanted
subjects and probationers, sex offenders, and individuals who pawn items.
• To further combat property related crimes such as home break-ins, the Property Crime Initiative was implemented,
resulting in a 32% decrease in burglaries and a 92% increase in fingerprint matches.
• Due to the division’s leadership in the use of innovative technology, Colonel Setting was a panelist during Microsoft’s
presentation at the annual International Association of Chiefs of Police Conference in Chicago.
• The division’s Cold Case Squad made its first arrest in connection with a homicide that had remained unsolved for
thirty years. The arrest helped to bring closure to the victim’s family and brought the suspect to justice.
• As part of efforts to decrease the number of heroin related overdose deaths, a pilot program deploying thirty-eight
nasal Narcan kits to officers was initiated and has been highly successful. After receiving training from Paramedics,
officers who have been issued Narcan kits have utilized Narcan nineteen times at suspected heroin overdoses with
all nineteen subjects surviving. The division’s program continues to be a model for other agencies and has played an
important role in expanding the use of officer deployed Narcan in the State.
• After an intensive and highly competitive federal grant process, the division was honored to be selected by the
Office of Community Oriented Policing Services (COPS) to receive funding for fifteen new police officer positions.
These officers will be Community Policing Specialists focusing on providing additional services to our communities
including foot and bicycle patrols.
• The Citizen Police Academy program was re-implemented. Two classes
were held allowing forty-three citizens to obtain a better insight into the
duties of a police officer. Their instruction on topics from the history
of the division to arrest procedures allows each participant to then
become “ambassadors” for the division. These classes are an invaluable
investment in the division’s community outreach efforts.
• The division began a pilot program to test body worn cameras (BWCs).
Various models were tested providing the division, prosecutors and the
Courts with valuable experiences and data. The division continues to be
a leader in working with the Attorney General’s Office and the Delaware
Police Chief’s Council to develop a statewide model policy for BWCs.
Police Units Make-Up
FY2017 Staffing
252
Patrol Squads:
Criminal Investigations:
62
Special Operations:
49
2
Police Academy:
Support:
• The division continues to be a leader in social media usage. Multiple
crime prevention videos, recruiting information along with blogs for each
Police Academy and Police K9 Academy continue to bring viewers to TOTAL:
our sites. One social media post of an officer dancing with children at a
Family Fun Day in Carousel Park had over 219,000 views and reached
over 640,000 people.
35
400
• Attended a ten week course taught by officers of the division. The training covered topics including police procedures,
hands on firearm instruction, and through the use of scenarios, “shoot/don’t shoot” simulations.
• The Property Crime Initiative was implemented which focused on reducing thefts, home break-ins and stolen vehicles.
During the past year, these crimes have been reduced by over 30% resulting in over 2,800 less victims of these crimes.
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Police Operations (Continued)
• Maintain a robust hiring process to ensure the division has a diverse and highly qualified workforce and the necessary
staffing to meet projected population increases, safeguard against shortages caused by attrition, and the ability to further
decrease crime and provide even greater levels of safety in our communities.
• Seek to expand the deployment of body worn cameras. Each camera will increase the transparency between the police
and the public, collect valuable evidence during investigations and provide heightened accountability for the actions of
both citizens and officers during their interactions. After completion of several pilot programs, implement a larger scale
deployment of body worn cameras/microphones.
• Continue to replace aging and outdated technology and equipment including Tasers, body armor, firearms, AEDs,
radar units, and Automated License Plate Readers. As items continue to reach their end of life usefulness, cutting edge
replacements are needed to help ensure the safety of officers and civilians.
• Expand the use of the newest technology in forensic investigations, including improving the abilities of investigators to
analyze the ever growing number of mobile devices utilized during criminal activity.
• Deliver focused community policing initiatives throughout the County. The assignment of specially trained officers
in the Patrol section, combined with social media and other technologies including mobile apps, will provide officers
more opportunities to be the “guardians” of our communities. Increased “one on one” interactions between officers and
citizens will be a valuable tool to intercede in community concerns more efficiently.
• Implement a local DNA database that will allow for testing of forensic evidence associated with property related and
other crimes. This program will allow for testing of evidence and improve solvability of crimes that would previously
have not qualified for this specialized analysis.
• Continue to improve the aging fleet. With over 66% of the current fleet five years or older, scheduled replacement of
vehicles and the technology in them is needed to ensure the continued safety, professional appearance, efficiency and
reliability of the “mobile offices” police personnel work out of each day.
• Obtain remote camera systems that can be deployed to monitor public spaces in TAPS areas or locations that may be
higher security concerns.
• Through the use of new software and hardware, continue to implement new technologies that will assist all officers with
daily tasks including scheduling, payroll, information sharing, and crime analysis.
• Seek out technologies and equipment that will assist in deterring terrorist and violent extremist activities, increase the
division’s awareness of potential threats, and provide officers the immediate means to defeat individuals who seek to
harm our citizens.
• The division continues to benefit from the access that the Internet and social media provide. These communication
platforms allow for the instantaneous dissemination of crime prevention information, updates on police activities, and
improved recruiting initiatives. Efforts will continue to increase the division’s digital footprint and to provide increased
information to the public.
• In August 2016, the division will again be reassessed by the Commission on Accreditation for Law Enforcement Agencies
(CALEA). This intensive on site review of the division’s policies, operating procedures, equipment and personnel ensures
that the division continues to exceed national standards. As the division prepares for CALEA’s inspection, technologies
that will allow for the efficient presentation of the copious amounts of data and ensure that the division exceeds all current
mandates, will be sought and utilized.
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Chart Number 1
Programs offered by the
Community Services Unit are:
•
•
•
•
•
•
•
•
•
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Bicycle Safety
Block Watch
Bullying Prevention
Burglary Prevention
Child Safety/Stranger
Danger
Citizen’s Police Academy
Civic Association
Meetings
Community Watch
Explorers Post
•
•
•
•
•
•
•
•
•
•
Heroin Alert
Home Security Survey
Internet Safety
Officer Friendly
PAL
Personal Safety/Home
Safety
Project Life Saver
Reverse 911
Senior Roll Call
Youth and the Law
The FY2017 budget represents a net increase of $1,635,599 or 2.79% over the FY2016 authorization. The increases
are in personal service costs ($2,455,881), training and civic affairs ($38,945), communication and utilities ($4,984)
materials and supplies ($126,804), equipment replacement ($224,452), and grants and fixed charges ($1,035,000); offset by
decreases in contractual services ($1,623,467) and contingencies ($627,000).
Chart Number 2
Chart Number 4
Chart Number 3
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Chart Number 5
Chart Number 6
Expenditure
Full-Time Positions
180
2015
Actual
2016
Estimated
2017
Budget
$62,421,626
405
$62,676,739
417
$60,258,151
432
School Crossing Guards
The School Crossing Guard Unit continues to provide protection for primary and secondary school students along
with the Catholic and private schools at authorized locations as determined by the New Castle County school districts.
School crossing guards and supervisors give safety talks to schools and businesses throughout the school year on pedestrian,
stranger, bus and bicycle safety. The division is responsible for the placement of permanent guards through the substitute
guard pool and scheduling of substitute guards on a daily basis along with other day-to-day functions necessary to maintain
the continuity of a disciplined unit.
• Hired more substitute guards in each school district to allow the timely manner in which they arrive at their post
assignments with less travel in mileage and a savings in our mileage budget.
• Provide protection to primary and secondary school students throughout the County as determined by the various
school districts (State Controlled).
• Participate in the Summer Safety Town program held by the Community Services Unit to teach 4, 5 and 6 year olds
all aspects of safety.
• Provide protection to primary and secondary school students who attend summer school or year-round schooling
programs initiated in pilot programs.
Performance Measures
Quantitative
Number of schools serviced
Number of stations guarded
2015
Actual
2016
Estimated
2017
Projected
83
230
82
227
82
230
The School Crossing Guards’ County budget of $2,813,503 funds part-time school crossing guards and three full
time staff (civilian), to provide services for the various County school districts (State). Funding is provided through a
separately levied crossing guard tax rate upon those properties in each school district.
School
District
Colonial
Appoquinimink
Brandywine
Red Clay
Christina
Vo-Tech
TOTAL
Stations
Guarded
30
29
42
64
63
2
230
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School Crossing Guards (Continued)
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$2,886,783
3
$2,795,892
3
$2,813,503
3
Emergency Communications
Emergency Communications represents the main public access point for all police, fire, and emergency medical
services via the universal 9-1-1 emergency telephone number. Emergency Communications staff provides 24-hour per day,
7-day-a-week services, and the division processed over 500,000 calls in the communication facility during the last fiscal
year.
•
•
•
•
•
•
•
•
•
•
•
•
Conducted NEW WORLD CAD training sessions for mobile application as well as records management systems.
Began fire records rollout to volunteer fire service agencies.
Provided system wide support for NEW WORLD CAD system.
Created and managed 400 response plans and 50,000 response assignments.
Updated our training program for current employees as well as new hires, 99.5% passing rate for employee recertifications.
For the first time dispatchers attended the Crisis Intervention Team Training seminar (usually Police only training).
All re-certifications were completed and sent in on time.
Expanded our 9-1-1 education programs into schools and civic groups.
Outfitted old EOC with latest technology including a state of the art video wall to provide live feed data from outside
sources to re-open as a Fusion Center for all of New Castle County activity.
Overhead projector project within the 9-1-1 center to allow all personnel to see the live data of current call activity.
Conducted over 25 public education programs to promote SMART 9-1-1 within schools, public assemblies and civic
umbrella groups.
Four additional Supervisors were successful graduates of the New Jersey State Association of Chiefs of Police
Command and Leadership (West Point) program.
•
•
•
•
Maintain our National Accreditation with Priority Dispatch.
Increase call answer time for 9-1-1 calls.
Increase public awareness of SMART 9-1-1 through education programs.
Develop a strong partnership with the Community Service Unit of Police and 9-1-1 personnel for public education
assignments.
• Complete fire records rollout.
• Conduct 24 training sessions with CAD mobile application and records management systems.
• Continue State-wide CAD support.
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Emergency Communications (Continued)
√√ Fiscal 2017 Major Service Level Goals (Continued)
• Build necessary response plans associated with assignments to accommodate new responses and hazards identified by
responding agencies.
• Continue to support the Command and Leadership Training Program by offering seats to our Supervisory Support
Personnel (Acting Supervisors).
• Continuing education and credits for employees.
• Create employee suggestion box to increase worker confidence, productivity and morale.
• Outstanding employee recognition for personnel by section on a regular basis.
• Purchase additional uniforms allowing for all four days of a shift to be in uniform as well as account for dry cleaning
turnaround.
Technology Improvements:
• Evaluate and test upgrades to NEW WORLD CAD sites with latest versions.
• Purchase additional mobile dispatch terminal licenses to support the fire service with the latest technology available
for field response units, command vehicles, fire trucks, and rescue apparatuses.
• Implement the newest version of Smart 9-1-1 and Smart 9-1-1 Facilities into the Center.
• Implement Text Messaging 911 into the Center.
• Technology upgrade for the Mobile Communications Unit as many of the technologies onboard have exceeded their
life expectancy and serviceability, this is accounted for in the Communications Upgrades Capital Project 141108.
The FY2017 budget represents a net increase of $1,298,357 or 14.15% over the FY2016 authorization. The
increases are in personal service costs ($1,222,715), training and civic affairs ($5,200), materials and supplies ($52,271),
and contractual services ($37,392); offset by decreases in communication and utilities ($17,221) and equipment replacement
($2,000).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$9,170,077
86
$9,582,851
87
$10,475,355
87
Quantitative
Police/Fire/EMS calls***
Qualitative
Percent of 9-1-1 calls answered within three rings by Communications Division
Percent of alarms dispatched with proper Volunteer Fire Company
Percent of priority one police emergency calls in which on-scene services were
provided in 8 minutes or less of dispatch
2015
Actual
2016
Estimated
2017
Projected
250,114
249,930
240,226
88%
99.8%
84%
99.8%
80%
99.8%
66.0%
58.3%
62.15%
***Reflects total incidents handled by the County Police, Paramedic Services and Volunteer Fire Service
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Emergency Medical Services (Paramedics)
The Emergency Medical Services Division has a fundamental mission to deliver out-of-hospital, advanced
life support paramedic services throughout New Castle County on a 24-hour per day, 7-day-a-week basis at one of the most
personal levels of public interaction by any county service. Emergency Medical Services Division paramedics provide critical
public safety and out-of-hospital health services that are essential to the maintenance of a healthy, safe and secure community.
The county paramedic service is a vital component of any plans to mitigate and respond to the medical consequences of
a public health crisis or disaster, whether natural or man-made. The New Castle County Paramedics routinely coordinate
the activation of specialized hospital resources to expedite the treatment and transfer of critically ill or injured patients.
• Hosted the Third Annual Sudden Cardiac Arrest Survivor’s Reunion at the Tatnall School in February 2016.
• Celebrated the graduation of the first Paramedic Academy Class from their initial training program, with 100% of the
graduates successfully achieving certification as Nationally Registered Paramedics. All Paramedic Academy Class
graduates received approval from the State Office of Emergency Medical Services for entry into the field certification
process to become Delaware paramedics.
• Completed the largest number of promotions to be conducted in the history of the Emergency Medical Services
Division. Ten personnel were promoted in January 2014, with another eight personnel being recognized for promotion
in January 2016.
• Graduated four members of the EMS Division staff from the Command and Leadership Academy hosted by the New
Jersey Association of Chiefs of Police.
• Successful completion of the requirements for re-accreditation by the Commission on Accreditation of Ambulance
Services (CAAS). New Castle County EMS received a perfect score on the site visit assessment, and was authorized
for a full, three-year renewal of their national accreditation. CAAS accreditation verifies that the New Castle County
Paramedics are compliant with over 100 standards deemed essential to a modern emergency medical service. The
accreditation is considered the “gold standard” for an EMS agency.
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Emergency Medical Services (Paramedics) (Continued)
• Complete the 2nd Paramedic Academy Class in a contractual arrangement with the Good Fellowship EMS Training
Institute in West Chester, PA. The Paramedic Academy Class is needed to fill vacancies that have occurred over the
past year.
• Continue the replacement of the 800 MHz mobile radios utilized by the New Castle County Paramedics as a component
of the Emergency Communications Division replacement of
radios in the Department of Public Safety. The existing radios
are no longer being supported and will eventually be rendered
unable to function within the Delaware radio system.
• Continue to replace the soft body armor issued to paramedics.
The soft body armor manufacturers will only warranty the
performance of the protective equipment for five (5) years.
The replacement of EMS Division body armor is similar to
the replacement plan performed in the Division of Police, and
uses the same County bid specifications and vendor.
• Maintain professional development opportunities within the
Emergency Medical Services Division through access to staff
and leadership development programs. Increased training and
leadership development is needed for personnel preparing for
potential promotion and progressive responsibility within the
paramedic service. The continuation of resources for training
are an essential component of the EMS Division succession
plan.
New Castle County EMS celebrated the graduation of their first Paramedic Academy Class at the Chase Center on the
Riverfront. The Paramedic Academy Class was completed through a contractual arrangement with the Good Fellowship
EMS Training Institute in West Chester, PA. The initiative provided New Castle County EMS with the capacity to enroll
enough entry-level personnel to fill all vacancies within the paramedic service. The class also served to improve the
diversity of the paramedic service, and included several members with Armed Forces service experience.
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√√ Fiscal 2017 Major Service Level Goals (Continued)
• Improve homeland security and major incident EMS contingency plans through utilization of training, equipment,
personal protective equipment, vehicles and participation in exercises that are supported through federal funding.
• Continued fulfillment of the requirements to maintain the national accreditation by the New Castle County EMS
Division. New Castle County EMS successfully achieved renewal of their accreditation from the Commission on
Accreditation of Ambulance Services (CAAS) through calendar year 2018.
• Consolidation and reorganization of the medical equipment carried by the New Castle County Paramedics to the
patient’s side. The EMS Division Equipment Standardization Work Group is field testing new medical bags that
would reduce the total weight being carried by each paramedic, and potentially reduce workplace injuries attributed
to lifting medical equipment.
• Work with the Emergency Communications Division to implement the “Pulsepoint” application in New Castle County.
Pulsepoint is a free smartphone application that notifies registered users with CPR training in the area of a potential
cardiac arrest situation. The New Castle County Recorder of Deeds has approved funding of the initial implementation
and annual licensing cost through the Recorder of Deeds Technology Fund.
• Improved GPS/AVL System: Improve the current GPS/AVL system to provide unit recommendations via most
appropriate route of travel, rather than “as the crow flies” calculations. Improve information available to the field
EMS units to include automatic route recommendations with turn-by-turn directions, based on the current location of
the vehicle. Ideally, the automatic routing recommendations would include consideration of current traffic conditions
through data from the state Traffic Management Center.
• Implement simulation based planning software: Implementation of computer program to provide simulation based
modeling for operational planning to examine potential benefits to various EMS deployment options. The tool would
provide simulated real time activities to permit
the EMS Division to accurately plan for and
accommodate the future impact of geographical
growth, road network changes, special events
and other resourcing demands.
• Implementation of real time decision support for
resource allocation to the emergency dispatch
center: Implementation and integration of a
computer system that will calculate deployment
recommendations to the dispatch center that
include consideration of real time traffic flows,
availability and location of emergency vehicles
and current call demand in specific geographic
locations. The computerized analytical tool
would enable the dispatch center to make the
best use of available EMS resources on a “real
time” basis.
July 14, 2015: New Castle County Paramedics work with
Wilmington Fire Department and Wilmington Police Department
personnel at the scene of a fatal motor vehicle collision in the 800
block of Delaware Avenue in Wilmington.
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EMS Annual Paramedic Responses
Calendar Years 2010 - 2016
Thousands
50,000
40,000
30,000
34,805
35,905
35,335
2010
2011
2012
40,770
38,132
41,548
2014
2015
43,210
20,000
10,000
0
2013
2016*
*Projected Total
Quantitative
Number of persons trained or recertified in CPR by the
EMS Division
Annual Paramedic service incidents
Qualitative
Patient satisfaction rate for paramedic service
EMS supervisor response to locations as a percentage
of total responses to perform quality assurance audit
2015
Actual
2016
Estimated
2017
Projected
1,268
900
900
31,796
33,068
34,391
99.0%
99.0%
99.0%
10.0%
10.0%
10.0%
The FY2017 budget represents an increase of $2,453,669 or 15.48% over the FY2016 authorization. The increases
are in personal service costs ($2,260,326), communication and utilities ($11,230), materials and supplies ($88,000), and
contractual services ($94,113).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$16,809,703
124
$17,162,686
124
$18,299,814
124
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Emergency Management
The mission of the New Castle County Office of Emergency Management (OEM) is to direct the coordination and
education of emergency planning, mitigation, response, and recovery from natural and technological disasters that could
affect the citizens of New Castle County. Through extensive cooperation between the New Castle County OEM, County
departments, the local municipalities, State agencies, private partners, and citizen volunteer groups, OEM provides proper
emergency management plans, continuity of government plans, and preparedness training, which will help build stronger
communities.
• EOC Activations:
-- 1/26-1/27: PARTIAL ACTIVATION – WINTER STORM JUNO - OEM monitored a storm forecasted for
Sunday night through Tuesday (Winter Storm Juno). EOC was PARTIALLY ACTIVATED at 6pm, Monday,
1/26/16, with OEM staff and representatives from Special Services; and maintained contact with Police, EMS,
and 911 through their Lieutenants. No issues were reported. The EOC was deactivated at midnight.
-- 2/13-2/17: OEM staff monitored multiple arctic outbreaks and snow events forecasted for Feb 13 - Feb 19. On
Feb 15, Winds and Power Outages; Accumulating Snow for Feb 16-17 with NCC Offices closed on 17th.
-- 3/2-3/5: OEM staff continued to monitor the Winter Weather Advisory for Snow, Sleet, Freezing Rain, Rain, and
then Snow forecasted for the period 3/3-3/5. NCC EOC was activated at 4am on 3/5, with limited OEM staff.
Snowfall amounts ranging from 4-8 inches were forecasted for NCC. NCC offices were closed on 3/5. NCC
EOC deactivated at 6pm on 3/5. NCC offices opened at 10am on 3/6.
-- 7/9-7/11: Partial EOC Activation the evening of 7/9 through early morning on 7/10 included Coordinator
Carpenter, Planner Cochran, and EA Ferris – OEM monitored a severe storm where a funnel cloud was reported
near the Mobile Home Village and Apartments and the Delaware River Industrial Park in New Castle. NWS
confirmed that the storm was an EF-0 tornado. OEM staff supported area fire companies in the response,
assessing damage, contacting Red Cross, DEMA, and other agencies, and taking care of approx. 50 displaced
residents who were taken to the shelter opened at William Penn High School. Planner Scott continued efforts on
Friday, 7/10, evaluating the shelter operations, performing a site survey for NWS, and handling media inquiries
and escorting County officials, along with determining the status of continued power outages. Efforts continued
on Saturday morning, 7/11, when the shelter was closed. Follow up was conducted on 7/16 with DHSS, NCC
Community Services, Red Cross and OEM to discuss long-term housing assistance options.
• Exercises Participated/Coordinated:
-- 3/19: Division of Public Health Points of Distribution (POD) Exercise for Antibiotics
-- 4/23: City of Wilmington OEM Points of Distribution exercise held at Frawley Stadium
-- 4/28: REP Medical Dress Rehearsal
-- 4/29: Federally Evaluated MS-1 Exercise was conducted at the Wilmington Hospital
-- 5/18: Delaware DPH 2015 Healthcare Facility Evacuation Tabletop Exercise held at Dover Downs
-- 6/25: Philadelphia Executive Board annual interagency continuity tabletop exercise, Liberty Down 15
-- 6/30: Resource Request tabletop exercise at DEMA
-- 6/30: NCC Airport Tabletop/Plan Review at the New Castle County Airport
-- 7/1: Chester County/Kennett Square Rail Incident Tabletop Exercise
-- 8/25: Newark’s Passenger Rail Car Tabletop Exercise
-- 8/27: Delaware Department of Agriculture Avian Influenza Tabletop Exercise
-- 9/15: Nemours / A. I. duPont Hospital for Children Mock Code Delta Exercise
188
Emergency Management (Continued)
√√ Fiscal 2016 Major Service Level Accomplishments (Continued)
• Exercises Participated/Coordinated (Continued):
-- 9/17: Resource Request Functional EOC Exercise with DEMA
-- 10/17: Amateur Radio Delaware Simulated Emergency Test with the NCC EOC
-- 10/27: Full-Scale Cyber Security Exercise and the Delaware City CAER group’s annual exercise
-- 11/9: Delaware State and Local Civil Unrest Workshop
-- 11/17: First State Association of Contingency Planners Pandemic Tabletop Exercise
-- 11/19: CAP Communications Effectiveness
-- 12/1: Pandemic Influenza Tabletop Exercise with Appoquinimink School District
• Outreach Events:
-- Assisted with the Boy Scouts Merit Badge College program and full scale exercise.
-- Planner Scott participated in the Hurricane and Preparedness Symposium for People with Disabilities, Caregivers
and Service Providers held at the University of Delaware’s STAR Center.
-- OEM staff participated in the 2nd Annual Hurricane Fair at A. I. duPont Children’s Hospital, and provided
emergency preparedness brochures and handouts to 500+ people who visited our table display.
-- OEM participated in the National Night Out at Glasgow Park, and provided emergency preparedness brochures
and handouts to approximately 200 people who visited our table display.
-- OEM staff participated in the Emergency Preparedness Night at the Blue Rocks, and provided emergency
preparedness brochures and handouts to approximately 200 people who visited our display table. NCC OEM,
Wilmington OEM, and Delaware Citizen Corps co-sponsored this event. Coordinator Carpenter presented an
award to Bob George on his retirement as the Delaware Citizen Corps Program Manager.
-- Three (3) Basic CERT Trainings and One (1) Advanced CERT Training were held with a total attendance of 77
citizens.
• Respond directly or through coordination to 100% of threats or incidents in a timely manner.
• Plan and conduct 3 exercises under the State’s three year plan, and 4 other response/recovery exercises.
• Revise and implement the NCC Continuity of Operations Plan (COOP).
• Review and revise NCC facility evacuation plans for 8 major facilities, and 15 satellite sites. Conduct 2 tests of each
facility evacuation plan, and conduct 2 full evacuations of each facility.
• Review and coordinate 10 plans for businesses.
• Integrate more GIS into Emergency Planning.
• Conduct 40 outreach presentations, 6 Citizens Corps training programs, 6 County employee training sessions, and
recruit 100 new disaster volunteers.
• Ensure NIMS Compliance throughout County Services.
• Update the Community Rating System Class submittal with the Insurance Services Office.
• Continue the process for EM Accreditation.
• Respond to all requests for emergency assistance within 1 hour.
• Ensure all evacuees are provided temporary housing within 3 days.
• Implementing a new Planning Software and a new Incident Management System for EOC.
• Incorporation of future CAD into emergency management & GIS applications.
189
Emergency Management (Continued)
Photo to the left: Mill Creek Fire, NCC
EMS, NCC 911, NCC OEM, DSP,
SEPTA and AMTRAK all participated
in simulated Mass Casualty Drill on the
regional commuter station at Fair Play/
Delaware Park held on Oct. 5th, after
training was held on Sept. 21st.
Photo courtesy of SEPTA Public Affairs
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$0*
6*
$0*
6*
$427,490
6
*Funding transferred to grants fund.
Quantitative
Number of audits of hazardous material facility plans
Verify status of special populations in the ten mile planning zone for
the Salem Hope Creek Nuclear Power Plan (New Jersey)
Revise emergency operations/response plans and manuals
Conduct outreach presentations for communities, employers and
volunteer organizations
Participate, lead or plan emergency exercises and/or drills
Recruit and retain Disaster volunteers (CERT, VIPS, Disaster
Assessment, Comm. Corps)
2015
Actual
2016
Estimated
2017
Projected
10
32
24
39
33
35
17
15
20
38
25
30
9
8
8
175
77
92
Total Emergency Management Funding Sources
New Castle County
Federal
Salem Nuclear Plant (PSE&G)
TOTAL
190
$427,490
335,000
41,900
$804,390
Grants to Fire Companies
Provide annual funding to 21 volunteer fire departments and ten substations as a grant for the provision of fire,
rescue, water rescue, and basic life support services.
• Provide funding for special operations units (Policy I-#4).
• Assist the volunteer fire companies in providing quality fire protection, emergency medical services and rescue services
to residents in the unincorporated area of New Castle County (Policy I-#2, #4).
The Grants to Fire Companies’ operating budget is $4,253,949.
Funding Allocation Per Service
Fire Protection
$57,255
Ambulance Service
$80,661
Rescue Service
$28,678
Rescue Boats
$22,882
Expenditure
2015
Actual
2016
Estimated
2017
Budget
$4,235,430
$4,125,966
$4,253,949
191
Grants to Fire Companies (Continued)
FY2017 Annual Fire Service Allocation for Fire Companies
Company
Aetna
Fire
Ambulance
Rescue
Rescue Boat
Total
$229,016
$80,661
$28,678
$0
$338,355
57,254
80,661
28,678
0
166,593
Christiana
171,766
80,661
28,678
0
281,105
Claymont
114,508
80,661
28,678
0
223,849
Cranston Heights
57,255
80,661
28,678
0
166,594
Delaware City
57,255
80,661
28,678
22,882
189,476
Elsmere
57,255
80,661
28,678
0
166,594
Five Points
57,255
80,661
28,678
0
166,594
Goodwill
57,255
80,661
28,678
22,882
189,476
Hockessin
57,255
80,661
28,678
0
166,594
Holloway Terrace
57,255
80,661
28,678
22,882
189,476
Mill Creek
114,508
80,661
28,678
0
223,847
Minquadale
57,255
80,661
28,678
0
166,594
Minquas
57,255
80,661
28,678
22,882
189,476
114,508
80,661
28,678
0
223,847
Talleyville
57,255
80,661
28,678
0
166,594
Townsend
57,255
80,661
28,678
0
166,594
Volunteer Hose
114,508
80,661
28,678
0
223,847
Wilmington Manor
114,508
80,661
28,678
0
223,847
Port Penn
57,255
80,661
28,678
22,882
189,476
Belvedere
57,255
80,663
28,678
0
166,596
$1,774,891
$1,693,883
$602,238
$114,410
$4,185,422
0
0
$28,428
0
28,428
13,500
0
0
26,599
0
0
0
0
13,500
26,599
$1,788,391
$1,720,482
$630,666
$114,410
$4,253,949
Brandywine
Odessa
SUB-TOTAL
Special Operations
Comm. Support-Red Phones
I/S Support CDMA Cost-BLS MDT
GRAND TOTAL
192

Department of Public Safety

Transcription

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