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From YouTube: Town of Hilton Head Island, Community Services & Public Safety Committee, September 26, at 10 AM
Description
Town of Hilton Head Island, Community Services & Public Safety Committee, September 26, at 10 AM
Meeting Agenda available at https://www.hiltonheadislandsc.gov/towncouncil/agendas
B
Okay,
thank
you,
sir.
Yes,
I
give
all
the
credit
to
Chief
Johanna
Fister,
who
has
been
running
our
data
for
years,
and
she
came
to
me
shortly
actually
not
too
long
ago
and
said
she
wanted
to
change
the
format
of
it.
Chief
tadlock
had
his
way
of
doing
it
and
it
was
great.
It
was
very
informative.
B
Our
technology
has
changed.
Our
applications
have
changed.
This
is
a
way
for
her
to
ease
more
easily
pull
the
data.
So
she
presented
this
to
me
I
liked
it
and
we
kind
of
rolled
with
it.
So
you
will,
you
will
see
a
little
bit
of
a
change
chief.
B
Right
so
this
report's
going
to
cover
our
January
through
June
of
2022
data,
but
first
I
want
to
start
off
with
kind
of
a
a
year
in
review.
Councilman
Linux
asked
me
last
year
when
I
did
the
annual
review.
If
I
could
overlay
the
our
annual
budget
I
talked
about
our
rise
and
call
volume
over
the
last
20
years.
B
So,
if
you
look
at
it,
our
rise
in
call
volume
which
that
is
the
chart
on
the
on
the
left,
is
what
I
showed
you
guys
at
our
our
annual
report,
we're
up
about
60
percent
over
the
last
20
years.
With
that,
with
that
big,
we
call
it.
The
coven
Spike
from
2020
to
2021.,
Finance
assisted
me
with
our
annual
budget.
Now
these
are
fiscal
year
budgets,
but
I
went
with
the
the
call
volume
basically
coincides
with
the
fiscal
year
as
well.
B
B
It
was
a
little
unbeknownst
to
me,
but
surprisingly,
that
that
budget
as
well
has
increased
60
over
the
20
years.
That
is
mostly
due
to
salary
and
benefits
of
our
employees.
If
you
look
at
our
day-to-day
average
operating
costs,
those
have
stayed
pretty
much
pretty
much
the
same
as
over
those
20
years.
So
one
thing
I
would
like
to
say
is:
take
salary
and
benefits
out
of
that
equation
in
our
operating
costs
of
our
day-to-day
operations
are
roughly
covered
by
our
EMS
revenues.
B
So
the
money
that
we're
getting
back
from
our
EMS
billing
is
is
covering
our
our
every
operating
costs
out
very
good
we've
been
we've
been
lean
and
mean
for
for
many
years
and
I've
talked
with
time
manager
when
he
promoted
me.
That
is
something
we're
going
to
look
at
going
into
the
next
budget
year.
Is
you
know
what
do
we
need
to
continue
doing?
What
we're
doing
you
know
our
service
is,
is
going
up.
Our
service
demand
is
going
up
with
our
the
more
tourists.
B
D
B
Yep
yep,
so
we've
we're
currently
carrying
that
in
capital,
but
as
with
the
lease
that'll
that'll
transition
over
to
our
operating,
you
know,
and
if
you
look
at
our
you
know,
you
want
to
talk
about
our
capital
budget
in
these
20
years
we
replace
every
single
fire
station.
So
if
you
look
at
our
Capital,
we
replaced
our
Fleet
twice
so
10
to
12
years,
that'll
maintain,
but
our
next
20
years
we're
not
going
to
be
replacing
another
fire
station.
Chris,
that's
a
great
story!
Thank
you!
It's
it's
good!
You
know
this.
B
C
Another
statistic
for
the
future
is,
if
you
start
tracking
over
a
20-year
period,
the
the
mean
age
of
the
population,
because
the
higher
that
is
the
higher
the
incident
rate
will
be
for
for
medical.
B
True,
so
we
we
do
track
that
in.
It
is
true
that
our
meeting
age
is
rising
in
Hilton
Head
and
our
our
service
is
definitely
you're.
Seeing
our
service
delivery
into
that
Aid.
That
upper
age
group
going
up
I
mean
I,
hear
every
day
on
the
radio
we're
running
to
100
104
year
olds
on
Hilton
Head
people
are
living
longer
down
here
and
the
you
know,
the
more
retirees
we
get
the
the
higher
demand
is,
is
going
up.
There's
Hope,
guys.
B
To
the
mid-year
report,
so
you
can
see
these
are
our
response.
This
is
all
all
responses
for
the
months
of
January
through
June.
If
you
look
all
the
way
to
the
right,
you'll
see
the
total
so
compared
to
the
last
three
years.
We're
up
about
600
calls
for
that.
First,
for
that,
first
six
months,
which
I
have
I
I
Trend
I,
looked
at
the
trends
of
the
data.
We're
going
to
be
over
9000
calls
this
year,
which
will
be
another
record
for
us.
B
We
could
be
up
near
ten
thousand
by
by
the
end
of
the
year,
so
something
we're
definitely
keeping
an
eye
on
it's
our
calls
by
month.
Obviously,
the
when
we
get
into
the
summer.
Those
calls
per
day
go
up
with
doing
that
tracking
for
the
year.
If
we
maintain
those
January
and
February
calls
per
day,
we
will
be
up
around
95
100
calls
for
the
year
Chief.
B
So
so
good
good
point
it.
It
depends.
You
know.
In
the
summer
we
see
it's
these
the
daytime
the
day
times,
where
we're
definitely
seeing
the
increase.
So
at
night
we
still
have
calls,
but
our
our
demand
is
is
not
as
there
as
it
is
during
the
day,
so
I
think
in
the
future.
We
do
have
the
the
day
truck
right.
B
Now
that
runs
four
days
a
week
with
an
engine
and
a
medic
I
think
in
the
future
you're
going
to
see
another
day
truck
added,
because
that
is
that
is
where
our
we
need.
Our
our
our
apparatus
is
during
the
day,
not
necessarily
you
know,
24
48
right
for
those
guys
sleeping
at
night.
So
that
is
definitely
something
that's
going
to
be
coming
that
you
know
if
I
were
heading
Palmetto
Dunes
a
couple
weeks
ago,
we
dumped
the
entire
Island
on
that
fire.
B
So
every
firefighter
on
duty
that
day
was
at
that
fire.
We
had
Bluffton
fire
except
two
engines
and
Beaver
County
EMS
and
an
ambulance
over
just
to
cover
the
remainder
of
our
calls
during
that
time
period.
So
we
we're
seeing
that
I'm
tracking
that
actually
we
started
this
year
to
track
how
many
times
that's
happened,
how
many
times
we're
calling
for
Mutual
aid
from
other
organizations.
So
that's
something!
That's
definitely
in
our
data
that
we're
gonna
we're
gonna
look
at
going
forward.
B
I
don't
know
yet
what
that
number
is,
though
this
is
our
fire
calls.
This
is
by
a
station
Zone,
so
you
can
see
station
one
Shipyard.
B
Definitely
our
our
busiest
station
when
it
comes
to
Firebase
calls,
which
is
fire
alarms,
fires
stuff,
like
that
station,
Seven,
Marshall
and
road
comes
in
second
and
then
Hilton,
Head
Plantation,
then
all
the
way
down
to
station
four
being
our
lowest.
That's
in
the
back
gate
in
Helena,
Plantation.
B
These
are
apparatus
responses,
so
you
can
see
medic
five,
that
is
the
ambulance
that
serves
the
front
gate
of
Hilton
Head
Plantation
Medic
One
is
the
ambulance
that
serves
Shipyard
and
then
correlates
with
engine.
1
is
the
engine
that
serves
Shipyard
and
engine.
5
is
the
engine
that
serves
the
front
gate
held
in
Plantation
and
then
coming
in
strong.
B
We
definitely
think
that
that
trend
is
going
to
continue
to
rise
too
you
last
year
you
guys
approved
three
new
people
in
the
budget
and
that
is
to
make
that
station
a
split
crew
like
we
do
at
one
in
five,
so
there'll
be
two
guys
in
the
engine,
two
guys
on
the
medic,
so
we
can
at
least
keep
an
engine
up,
while
that
medic
is
out
on
a
call.
B
This
is
our
fire
loss
greater
than
25
000..
We
have
had
a
lot
of
fires
this
year.
So
far,
these
one
two
three
four
seven
eight
were
our
higher
lost
ones
for
the
first
half
of
the
year,
so
the
Big
Bamboo
restaurant.
Back
in
January,
we
went
to
25
000
loss
due
to
some
equipment
failure.
We
had
a
single-family
home
on
clove
hitch,
which
was
a
total
loss
that
was
in
Hilton
Head
Plantation,
a
single-family
home
in
Mitchellville,
which
I'm
going
to
talk
about
that
fire
coming
up.
B
That's
a
58
000
loss,
single
family,
home
North,
Forest
Beach
was
a
built-in
grill
on
the
back
patio
of
that
home,
which
we
have
seen
an
increase
of
those
type
fires
as
well.
B
That's
a
55
000
loss,
40
Waterside.
We
had
two
two
intentional
arson
fires
in
that
vacant
Hotel
as
a
hundred
thousand
dollar
loss.
The
town
is
working
with
that
contract
or
that
owner
to
get
that
building
to
the
ground,
I
think
by
mid-november.
So
after
many
years
of
of
that
eyesore
on
the
south
end
that
will
be
coming
down:
another
single
family,
home
on
Squire
Pope,
a
75
000
loss
and
then
the
multi-family
at
eight
Southwood,
Park
213..
B
But
the
the
big
thing
like
we
like
to
celebrate
is
aside
from
that
clove
hitch
fire,
which
was
a
total
loss,
is
the
the
value
saved.
So
you
know
on
that.
First
one.
You
know:
that's,
you
know
one
North,
Forest
Beach,
you
know
it's
a
over
five
million
dollar
save.
You
know
you
have
a
19
million
dollar
save
down
there
on
a
4804
speech.
E
C
When
you
arrive
at
the
the
Lost
figure,
is
that
a
source
through
the
underwriter,
the
insurance
company
through
you
or
a
combination
of
both
well.
F
Ohio
visitor
buyer
Marshall,
so
we
usually
follow
up
with
the
insurance
companies
if
we
can
get
the
loss
from
them.
The
way
that
we
do
it
at
the
beginning
is
we
go
based
upon
its
the
tax
assess
value,
and
then
we
have
a
a
chart
that
is
done
by
the
International
Code
Council
that
you
put
in
certain
the
square
footage.
F
What
its
construction
type
is,
how
much
of
the
building
was
affected
by
the
fire,
and
it
comes
out
with
what
the
loss
would
be,
and
so,
like
also
the
loss,
is
it
also
includes
it's
the
contents
also
that
we've
about
tried
to
evaluate
also
so
it
is
done
through
a
a
process,
but
we
do
try
to
follow
up
with
the
insurance
company
once
they
can
get
in
there
and
do
their
evaluation
of
what
they
truly
valued
it.
As
thank.
C
B
We
have
Chief
history
as
a
team
here
on
the
island
of
our
fire
investigators
and
our
some
of
our
line,
people
that
are
on
the
team.
We
do
initial
we're
going
to
get
into
that
in
a
future
slide
of
our
investigations,
anytime,
there's
a
fatality
or
suspicion,
Butte,
County,
Sheriff's,
Office
and
sled
get
involved
and,
and
then
there's
also
subsequently,
another
investigation
done
by
the
insurance
companies
involved
so
that,
for
instance,
the
the
fire
in
Palmetto
Dunes,
we
assisted
with
sled
and
law
enforcement.
B
To
do
that
investigation
they
came
to
their
conclusions
and
then
now
last
week
the
all
of
the
insurance
companies
that
represented
all
of
the
the
property
owner,
the
management
company
and
the
victim
all
came
together
and
did
a
joint
investigation
as
well
open,
burning
we're
up
to
506
active
permits.
We
only
issued
three
citations
in
12
warnings.
Last
year
we
did
inspect
every
single
registered
burn.
B
Our
medical
incidents
kind
of
like
fire
instance
you'll,
see
station
five
still
at
the
top
770
calls
station
one
in
Shipyard
and
then
that's
why
I
was
talking
about
that
station.
Four
is
really
is
really
getting
up
there.
So,
20
years
ago,
when
we
looked
at
that
data
of
that
5600
calls
half
of
the
calls
on
Hilton,
Head
and
seven
stations.
Half
of
the
call
Total
calls
were
run
by
two
fire
stations
that
was
station
one
and
shipyard
and
station
five
on
just
off
of
Main
Street.
B
So
that's
definitely
trending
spreading
out
a
little
bit
with
the
other
stations
in
station
four
and
station
three
kind
of
picking
up
a
lot
of
that
Slack,
our
top
five
15
primary
Impressions.
This
is
this
is
what
we
find
on
medical
calls
when,
when
our
paramedic
arrives
on
scene
and
evaluates
the
patient,
this
is
what
their
primary
impression
is
so
generalized
weakness.
A
lot
of
that
is
through
covid
injury
of
head,
so
our
number
one
call
is
fall
with
injuries.
B
Our
number
one
fall
is
head
injury.
So
someone
falls
down,
hits
their
head.
That's
a
head
injury,
Syncopy,
feigning
ultimate
status.
You
can
read
through
the
rest
there
something
we
always
report
on.
Is
patients
relieving
receiving
Narcan,
so
I
know
the
Sheriff's
Office
talks
about
this
when
they
give
you
guys
the
reports
2022
we're
at
35
already
for
the
first
half
of
the
year,
so
we're
trending
to
be
about
the
same
as
as
2021.
We
did
see
that
uptick
during
covid,
and
that
was
a
national
trend
of
more
overdoses.
B
So
we
are
no
different.
There's
a
county-wide
program
going
on
right
now
that
was
funded
through
grants
to
go
out
and
educate
and
and
deliver
Narcan
to
the
communities,
and
they
have
been
active
on
Hilton
Head
as
well.
Okay,.
B
Inter-Facility
transport,
so
this
is
a
big
one.
You
can
see
that
number
has
drastically
come
down,
so
we
saw
the
trend
going
back
up
in
2019
of
us,
providing
the
hospital
with
inter-facility
transports
to
other
hospitals,
I.E,
usually
Savannah,
Memorial
and
MUSC
came
down
during
the
covid
years,
but
we
still
saw
that
term
that
we
were
doing
too
many.
B
The
end
game
is
to
not
do
any
I
can
tell
you
that
right
now,
because
every
time
we
do
that
service,
we're
taking
an
engine
company
and
an
ambulance
out
of
service
for
anywhere
from
three
to
five
hours
off
of
Hilton
Head
to
provide
that
service.
So
we
met
with
them
early
in
the
year.
They
did
go
under
contract
with
Med
trust,
to
provide
that
service
back
to
them
and
we've
seen
those
numbers
come
down.
A
B
So
there's
a
the
upside
clearance
there's
a
contracted
company
providing
that
service.
However,
when
that
service
is
being
provided
by
that
contracted
ambulance
and
another
one
comes
in,
you
know
we
and
we've
we've
strengthened
our
process,
so
when
they
call
us
to
do
that,
we
have
a
series
of
questions
that
we
ask
them.
You
know,
have
you
contacted
this
company
this
company
in
this
company?
B
What's
their
ETA,
the
condition
of
the
patient
and
as
part
of
those
17
transports,
I'd
say
at
least
half
of
them
fall
within
a
criteria
that
we've
told
them
we're
not
comfortable
doing.
It
falls
outside
of
our
scope,
whether
they're
on
a
ventilator
or
whether
they're
on
a
some
kind
of
medication
drip
that
we
don't
give.
So
we
require
them
to
start
to
send
a
nurse
or
respiratory
Tech
with
us.
A
Just
curious
on
a
regular
because
otherwise
it
just
looks
like
we
have
we're
providing
all
of
our
services
at
Hilton
Head
when
there's
other
Transportation
modes
taking
folks
off.
So
it's
just
a
piece
of
the
puzzle
that
I
was
curious
about
so.
B
I
do
know
that
we
have
talked
to
those
companies
as
well
and
they're
they're
in
the
same
boat,
they're
struggling
with
people
they're
shutting
trucks
down
every
day.
The
bulk
of
you
know,
Med
trust
started
as
a
local
company
here,
and
it
was
great
they
got
bought
out
by
a
larger.
Well,
it
was
Shoreline
they
got
bought
out
by
metros,
which
is
out
of
Charleston,
so
they've
kind
of
shifted
the
resources
up
there.
So
we're
trying
to
work
with
the
hospital
to
say
Hey.
B
You
know
if
you,
if,
if
there's
more
work
for
them
down
here,
maybe
it's
better
for
them
to
move
more
trucks
down
here.
We
absolutely
will
give
up
the
the
the
flight
crew
transports
to
them,
so
we're
trying
to
make
it
a
little
more
lucrative
for
those
companies
to
to
come
down-
and
you
know
and
take
that
service
away
from
us.
B
Cardiac
arrest,
so
we
had
34,
Cardiac,
Arrest
or
34
resuscitation
attempts
in
the
field.
So,
as
we
talk
about
our
Cardiac
Arrest
survival
rate,
we
really
focus
on
the
witness
Cardiac
Arrest,
because
those
are
the
ones.
We
know
that
we
have
a
potential
to
save.
If
you
look
at
the
unwitness,
that
is
someone,
someone
was
found
unconscious
unresponsive,
not
breathing,
no
idea
how
long
they've
been
down
out
of
those
20
attempts.
B
We
didn't
save
any
and
you're
not
going
to,
but
out
of
the
14
that
were
witnessed,
usually
have
good
bystander
CPR
initiated
before
we
get
there.
We
were
able
to
save
six
of
them,
which
is
42
for
the
first
half
of
the
year,
which
national
average
is
still
10,
so
we're
still
well
above
the
national
average.
So
it's
something
we
take
a
lot
of
pride
in.
We
celebrate
these.
B
B
B
Everyone
knows
that
it's
very
hard
to
buy
vehicles
right
now,
so
we
we
still
I,
think
we're
waiting
on
two
that
we
that
we
ordered
last
July
and
they're
still
not
in
so
state
state
procurement
came
up
with
some
some
new
ways
of
doing
things
this
year,
just
released
their
their
new
State
contracts
for
for
buying
fleet
vehicles
and
stuff.
So
hopefully
that
proves
to
be
a
little
bit
better,
but
those
guys
continue
to
ruin
to
remain
busy.
B
That
is,
that
is,
I
would
say.
Probably
90
percent
are
fire
apparatus
Fleet,
so
our
aging
Fleet,
so
once
we
get
the
new
Pumpers
in
you'll
definitely
see
that
on
scheduled
repairs
come
down
so
as
they
you
know
the
older
they
get
the
more
worn
out,
they
are,
and
they
continue
to.
You
know
parts
and
pieces
break
so
I.
Think.
As
you
see,
the
newer
Fleet
come
in.
That
will
definitely
definitely
change.
B
Emergency
Management
Tom
Dunn's
been
busy.
As
always.
This
year
we
did
a
tsunami
exercise
became
a
tsunami
Community.
We
renewed
that
we
supported
the
airport
with
their
their
tabletop
exercises
the
state
fueling
exercise.
We
did
a
tsunami
functional
exercise.
Just
so
you
guys
know
every
time
we
do
an
exercise.
We
end
up
having
something
so
I'm
fully
prepared
for
a
tsunami,
because
we
just
did
that
this
year,
so
never
thought.
B
In
a
million
years,
we'd
have
a
tsunami
on
the
East
Coast,
but
I'm
sure
you
all
see
the
headlines
with
all
the
the
earthquakes
happening
in
the
in
the
Midlands,
so
good
participation
through
his
presentations,
483
participants
and
we've
distributed
over
500
emergency
preparedness
guides
and
I'm
sure
you'll
be
hearing
more
from
him
this
week.
B
Safety
and
professional
development,
which
typically
is
our
Training
Division.
So
we
did
Implement
a
a
fire
rescue
and
a
full
Town
new
software
program
this
year
for
all
Town
employees,
we
onboarded
10
new
firefighters
and
did
three
had
three
recruit
classes,
so
you
can
see
just
some
some
numbers
up
there
to
to
keep
abreast
of
our
911
Communications
Division
I.
Think.
The
big
thing
here
is
to
see
that
you
know
with
our
minimum.
B
Staffing
is
two
people
up
there
and
they
had
an
intake
of
43
576
calls,
whether
it
be
911,
80,
alarms,
pool
elevators,
outgoing
and
non-emergency
calls
through
the
first
half
of
the
year.
So
they
remain.
They
remain
very
busy.
You
can
see
incoming
Wireless
911
calls
cell
phones,
that's
something
that
you're
going
to
see
continue
to
see
Trend
up.
B
E
B
No,
that
that
that's
usually
the
the
South
Forest
Beach
Corridor,
the
commercial
right
to
had
a
more
commercial
for
violations,
inspection
violations.
F
Our
inspections
program
there's
certain
things
that
we
inspect
every
year,
so
we
inspect
all
of
the
public
assemblies
and
the
multi-families
every
single
year,
the
other
businesses
we
we
do
them
over
either
a
two
year
or
three
year
period,
because
there's
over
3
000
things
for
us
to
inspect
on
the
island
and
with
all
of
the
other
things
that
fire
prevention
does.
F
We
had
to
come
up
with
a
schedule
that
we
do
the
things
that
we
our
highest
Hazard,
which
are
the
public
assemblies
because
there's
lots
of
people
in
them
and
then
the
places
where
people
sleep
are
the
second.
So
we
also
do
the
businesses
because
we're
part
of
the
business
licensing
process
as
well.
So
anybody
who
comes
in
for
a
new
business
license,
we
do
inspections
before
they
can
be
approved
for
their
business
license.
F
So
that's
what
the
violations
are
for,
but
as
far
as
the
multi-families,
when
we
do
multi-families,
we
do
the
common
areas
of
them
like
we
don't
go
into
every
single
unit
because
they're
owned
by
individuals-
and
we
don't
have
access
to
that.
But
for
like
hotel
motels,
we
do
a
sampling
of
the
rooms
in
them
to
check
those.
Thank.
B
Yeah
and
ideally
we'd
love
to
inspect
100
of
the
the
commercial
multi-family
buildings
every
year
that
will
require
about
doubling
her
division
of
people
so
something
to
look
at
in
the
future
again.
This
is
why
I
wanted
to
go
back
to
that
that
house
fire
we
had
on
Mitchellville,
so
that
was
we
had
that's
considered
a
document
saved
from
a
house
fire
where
we
installed
smoke
detectors
years
ago.
B
So
through
our
smoke
detector
program,
we
know
where
we've
installed
every
single
smoke
detector,
so
we
went
back
and
we're
like
man.
This
is
pretty
familiar,
so
we
went
back
in
and
found
where
we
had
installed
smoke
detectors
in
that
home
and
the
smoke
detectors
are
what
notified
the
occupants
and
were
able
to
to
get
them
out
for
that.
So
that's
that's!
A
big
save
for
us!
It's
a
big
celebration.
B
A
I
just
reinforce
that
for
anyone
who's
listening
and
for
the
minutes
for
anyone
who
might
read
them
smoke
detectors,
save
lives,
I'm
sitting
here
today
because
of
a
smoke
detector.
So
please,
if
you
don't,
have
one
install
it
make
sure
the
batteries
are
working
and
they're
connected.
Thank
you.
B
Getting
back
to
the
investigation,
so
we
did
have
65
total
total
fires.
Every
fire
on
Hilton
Head
is
investigated,
whether
it
be
at
the
company
level
of
the
company
officer
or
the
the
Bureau
of
investigators.
So
we
conducted
19
full
fire
investigations.
That's
where
johada's
people
come
in
and
do
a
full,
deep,
deep
root
cause
investigation
and
then
the
rest
of
of
the
65
were
probably
done
at
the
company
level.
B
Staffing
update,
so
this
has
changed
since
I
made
this
so
on
June
30th.
We
had
six
vacancies.
We
currently
it
says
we
have
two.
As
of
last
week,
we
have
four
in
the
com
Center.
We
have
two
open
positions
that
we're
actively
in
the
trying
to
fill
and
from
that
six-month
period
we
had
one
retirement
10
resignations
where
it's
now
six
have
left
the
fire
service.
Our
seven
have
left
the
fire
service
and
five
have
relocated
to
take
other
fire
service
jobs.
B
So,
just
last
week
we
had
one
member
Young
new
six
months
leave
just
said:
I
can't
do
this,
I
want
to
get
out
of
the
fire
service,
which
we
will
always
have
that
and
then
another
firefighter
is
relocating
to
the
suburbs
of
Chicago.
To
take
another
job
up
there
Chief.
C
Could
you
share
your
your
comments
that
you
shared
with
me
the
other
day
about
The
Apprentice,
an
apprenticeship
type
program
with
a
high
school
yep.
B
So
let
me
get
to
my
next
slide
and
that's
going
to
be
part
of
that,
so
some
ongoing
initiatives
we're
doing
we
Mark,
has
passed
me
and,
and
my
team's
excited
to
take
a
comprehensive
look
at
our
organizational
structure
going
forward.
So
we
will
spend
the
next
three
months
going
over,
that
we've
had
roughly
the
same
organizational
structure
for
the
last
20
years.
B
So
I
think
it's
a
good
opportunity
with
change
to
to
look
at
that
and
to
decide
if
what
we've
always
done
is
is
going
to
take
us
into
the
future.
We're
going
to
review
and
Implement
changes
to
our
response
model
to
meet
the
increasing
demand.
As
we
talked
about
before.
That's
what
we're
doing
at
station
four,
we
need
to
look
at
that
Island
Wide,
the
fire
rescue
pump
or
equipment
replacement
project
I
will
update
you
guys
that
the
manufacturer
two
months
ago
did
invoke.
B
It's
called
Force
Major
on
us
as
part
of
the
contract.
We
are
delayed
about
six
months
on
that
project
and
that's
due
to
supply
chain
issues.
So
it's
still
going.
It's
still
going
forward,
they're
holding
the
pricing,
but
we
are
going
to
be
delayed
about
six
months,
we're
going
to
continue
to
support
and
implement
the
Strategic
plan
initiatives,
both
fire
rescue
and
town.
We're
going
to
finalize
our
new
EMS
protocols,
our
Recruitment
and
Retention
committee
is
up
and
going
it
is.
B
It
is
being
chaired
by
Captain,
BJ,
Ferguson
who's,
a
local
native
Island
resident
captain
in
our
organization.
We
have
about
12,
good
men
and
women
serving
on
that
committee.
That
is
going
to
get
us
out
in
the
community
more
in
selling
our
message
of
what
we
do
and
why
it's
good
to
come
work
for
us.
As
part
of
that
we're
going
to
look
at
some
kind
of
job
exploration,
internship
program,
we've
always
had
interns.
B
My
last
two
years
so
I
would
like
to
see
a
program
like
that
implemented
here,
locally
and
I
think
we
can
get
some
good
local
talent
out
of
that,
and
then
our
community
or
Outreach
committee
is
still
strong.
You'll
see
us
out
at
events
still
getting
our
message
out
passing
out.
Our
em
guides
our
recruitment
material
and
just
just
selling
our
message
of
what
we
do
with
that
I
ask
you.
If
you
have
any
questions.
D
What
are
you,
what
are
you
seeing
in
terms
of
applicants?
Is
the
quality
of
the
application
still
strong,
or
is
there
Trend
you're,
seeing
so.
B
We're
seeing
a
lot
more
people
with
no
experience
that
are
wanting
to
try
it
out
and
I
I
think
that's
great
I'd,
say
half
of
my
department
right
now
had
no
experience
when
they
came
here.
We
hire
equally
experienced
versus
non-experienced
a
lot
of
the
younger
and
even
local,
the
kids
that
I've
hired
over
the
last
five
years,
get
in
it.
They
try
it
they're
like
yeah.
You
know
this
really
isn't
for
me
and
they
get
out
of
it.
B
I
was
just
talking
to
a
guy.
This
weekend
our
experienced
pool
is
really
fading
because
the
volunteer
fire
service
in
America
is
is
dying
out
and
we've
always
relied
on
those
volunteers
from
New
York,
Pennsylvania
Illinois
Ohio
to
to
want
to
come
down
and
be
full-time
firefighters
down
here
that
have
made
great
employees
so,
with
the
dying
of
the
volunteer
fire
service,
we're
definitely
seeing
a
downward
trend
of
applicants
when
I
started,
doing
new,
hiring
or
assisting
with
it.
B
In
2007,
we
had
350-ish
applicants
and
we're
down
to
I'll,
be
surprised
if
we
have
a
hundred
and,
as
I
said
with
other
Fire
Chiefs
throughout
the
state.
Everyone
is
seeing
the
same
thing:
Bluffton
Greenville,
Columbia,
Charleston,
everyone
at
Horry,
County
I,
think
is,
is
30
members
low
right
now
they
just
they
can't
find
anyone.
I
I
attribute
it
to
the
fire
service.
You
know
after
9
11
it
was
the
cool
thing
to
do.
Everyone
want
to
be
a
firefighter.
You
know
it's
been
20
years
so
that
that
has
faded
and
I.
B
Think
it's
a
dying
Trend,
our
dying
trade
kind
of
like
everything
else
is
so
we
we
have
to
find
a
way
to
celebrate
it.
You
know
make
people
understand
that
it's
still
a
good
profession,
it's
not
a
job.
I!
Don't
ever
hire
anyone
I'm
saying
like
hey,
you
know,
I'm
hiring
you
for
a
job,
I'm,
hiring
them
for
a
career
here
and
it's
it's
28
years.
It's
a
28-year
commitment
and
got
to
have
people
that
want
to
serve
for
the
Long
Haul.
So.
C
If
the
University
of
South
Carolina
here
and
the
technical
college,
is
there
any
value
or
maybe
you
already
are
exploring
some
joint
educational
opportunities.
B
We've
talked
to
them.
There
is
one
of
the
technical
colleges
here
in
the
state
does
have
a
program.
They
have
a
Paramedic
program.
This
one
has
an
EMT
program,
so
that
does
help
us
I.
Think
it's
instructors,
I
know.
State
Fire
is
trying
to
get
more
recruit
classes,
and
that's
the
other
thing
too,
which
has
been
we're
still
we're
still
catching
up
from
covid
because
of
the
shutdowns,
so
State
Fire,
shut
down,
recruit
academies,
all
of
TCL.
B
Everyone
shut
down,
EMT
schools,
so
State
Fire
just
got
some
budgeting
this
year
to
increase
their
delivery,
so
they're
gonna,
instead
of
having
four
classes
a
year,
they're
going
to
try
to
have
eight
classes
a
year,
they're
going
to
try
to
have
you
know
you
go
straight
from
the
fire
academy,
which
is
eight
weeks
that
Monday
you
come
back.
B
You
go
straight
into
five
weeks
of
EMT
school,
so
I
think
that
will
help
it's
just
the
the
the
need
across
the
state
is
is
so
overwhelming
that
they
just
can't
keep
up,
and
it's
virtually
impossible
for
us
to
have
our
own
Academy.
Here
we
were
partnering
partnering
with
Bluffton.
They
have
decided
they're.
No
longer
going
to
do
it,
I
talked
to
Charleston
and
North
Charleston
last
week
and
who
do
their
own
and
they
basically
say
by
doing
that:
you're
shutting
down
all
other
training.
B
E
You
you
are
having
a
continuous
challenge.
Finding
people
to
apply
for
the
job
is
that
because
they
just
aren't
interested
in
the
profession
or
the
trade,
as
you
put
it,
or
are
there
hurdles
that
we
on
in
the
town
have
to
overcome,
and
obviously
I'm
speaking
of
one
of
those
the
housing
issue?
At
what
point
does
housing
become
a
part
of
the
equation
to
solve
the
issues
that
you're
facing.
B
I
think
it's
huge
I
think
the
biggest
hurdles
are
are
paying.
Where
can
I
live,
so
our
pay?
Our
pay
is
good.
We're
competitive,
we're
back,
you
know,
I,
know
a
certified
firefighter
here.
If
you
start
here,
you're
we're
back
to
I
think
the
highest
paid
in
the
state,
which
is
how
it
was
20
years
ago
when
I
started
and
also
I
could
come
here.
I
could
be
paid
well
and
I
could
live
on
Hilton
Head
and
that
was
great.
I
could
go
to
the
beach
on
my
off
days.
B
It's
tougher
now.
Half
of
the
people,
I'm
hiring
are
happening
to
live
in
Savannah,
Pooler
hardyville
and
it's
just
housing
is
a
big
part
of
that.
So
I
appreciate
everything
you
guys
are
doing
with
them
with
North
Point
and
the
the
whole
housing
thing.
But
it's
going
to
take
time
and
it's
going
to
be
hard,
but
I
do
think.
Housing
is
a
big
thing.
That
is
my
number
one
question.
B
It'd
be
a
no-brainer,
but
no
it's
tough,
because
people
when
you're
a
firefighter
you
want
to
serve
the
community.
You
live
in
there
there's
a
sense
of
community
and
when
you
only
have
to
come
here
to
work
every
third
day,
it's
a
job.
It's
it's
not
it's
not
what
it
should
be.
So
I
think
I
think
that's
just
going
to
be
challenges.
A
A
Yeah
we've
spoken,
maybe
it's
time
to
revisit
the
conversation,
the
stipend
that
we
give
to
the
Sheriff's
Department.
Would
that
be
helpful.
B
It
is
and-
and
you
know,
I've
had
talks
with
with
Mark
about
it
and
you
know
he
wants
to
and
I
agree
he
wants
to
put
more.
He
wants
to
put
money
in
their
pocket.
You
know
right
now
to
pay
bills
and
stuff
and
get
our
our
salaries
up,
and
we
and
we've
done
that
I
mean
this
past
year.
We've
definitely
become
more
competitive,
I,
don't
know
if
that
will
draw
the
ones
that
already
don't
live
here
back
onto
the
island.
B
Will
it
make
it
easier
for
people
to
that
are
new
coming
here
to
find
something?
But
but
then
again
the
inventory
is
low
and
it's
hard
I
mean
a
two
bedroom
two
bath
on
Hilton
Head
right
now,
three
thousand
a
month
somewhere
between
2600
I
mean
I
watch
it
every
day.
So
even
a
stipend
I,
don't
think
could
overcome
that.
A
So
the
those
who
it
wouldn't
draw
back
onto
the
island
who
have
left
any
frame
in
terms
of
what?
Maybe
it
is
that
they
that
or
they
just
choosing.
B
Adapt
to
live
on
and
they're
established
they've,
you
know,
they've
lived
in
Bluffton,
they
they
own
they
own
a
home
with
maybe
a
little
bit
more
land,
their
kids
are
in
school
and
so
so
I
think,
once
you
become
established
in
the
community,
it's
harder
to
to
draw
them
back
in
you
know
with
when
Chief
leaves
on
Monday
Chief,
Fister
and
I
are
the
only
two
administrative
Chiefs
that
live
on
home
head
again.
B
A
And
you
do
it
well
just
curious,
because
it
sounds
like
there's
a
number
of
different
factors
that
are
involved.
B
A
Established
not
wanting
necessarily
to
choose
Hilton
Head
as
your
home
and
the
the
ever
increasing
pricing,
yep
yeah
yeah.
Okay,
thank
you.
Chief.
B
You
and
I
want
to
again
I
know
not
all
of
you
are
going
to
be
here.
The
next
time
I
I
speak
to
you,
but
I
want
to
I
want
to.
Thank
you
guys
for
the
support.
The
continued
support,
I
I
tell
people
all
the
time.
Our
our
council
is
is
extremely
supportive
of
us.
It's
funny.
After
Chief's
retirement
announcement
went
out,
I
got
a
call
from
the
finance
director
of
Myrtle
Beach
and
he
said
how
did
you
all?
How
are
you
buying
a
whole
Fleet
and
I
said?
B
What
do
you
mean
he's
like?
Well,
the
price
tag
and
I
said
well.
I
said
we
have
a
council
that
just
supports
us
and
you
know
understands,
and
everything
he's
like.
That's
amazing
he's
like
that's
not
normal,
so
I
appreciate
and
we
appreciate
everything
you
guys
do
for
us
and
welcome
continue
to
do
so.
Thank
you.
C
G
Morning,
Krista,
as
you'll
recall
back
in
July
I,
was
here
seeking
some
feedback
on
these
processes.
What
I
delivered
in
July
were
the
initial
review
took
your
feedback
that
you
provided,
which
was
wonderful
and
I,
appreciate
it,
and
we
continue
to
do
some
research
and
continued
to
run
through
an
update.
G
What
I
found
very
very
shocking
during
my
research
is
that
While,
most
municipalities
or
local
governments
have
a
standardized
new
employment
orientation
for
new
employees
very
few
across
the
United
States
have
anything
for
their
appointed
or
elected
officials.
It's
almost
as
if
you
are
elected
and
said
you
know,
go
do
what
you
have
to
do.
G
That's
something
that
we
want
to
change
here
and
make
sure
that
all
of
our
elected
officials,
as
well
as
those
that
you
appoint
to
boards
on
commissions,
have
the
tools
and
the
resources
handy
and
right
off
the
bat
to
be
able
to
make
informed
decisions.
If
there's
anything,
I've
learned
over
the
last
two
years,
especially
working
with
all
of
you,
is
that
it's
important
to
make
an
informed
decision
and
have
the
tools
and
resources
right
at
your
hand.
G
So
a
couple
things
that
were
Incorporated,
Mr
Lennox
had
talked
about
having
an
exit
interview
and
we
incorporated
that
into
the
Town
Council
exit
our
end
of
term
interviews,
and
that's
so
that
we
make
sure,
if
there's
anything
that
needs
to
be
improved
or
anything
that
needs
to
be
changed,
that
we
can
do
them.
We
also
talked
about
making
sure
that
we
communicate
effectively
to
our
cons
to
your
constituents
as
well
as
organizations
throughout
the
town.
G
Other
things
that
came
up
were
the
letters
and
everything
that
go
out
to
our
volunteers
when
they
apply
for
a
border
commission.
We
did
double
check
all
of
the
letters
and
we
made
sure
that
we
kept
the
information
very
consistent
and
that
we're
going
to
make
sure
that
all
applications
remain
on
file
for
a
minimum
of
three
years
pursuant
to
the
state
and
town
code.
But
we're
also
going
to
make
sure
that,
on
an
annual
basis,
we
go
through
this
list
and
make
sure
that
we
have
the
appropriate
contact
information
that
they
haven't
moved.
G
G
E
Krista
I
was
very
interested
in
the
communication
plan,
because
I
I
do
think
that
the
town
has
to
be
proactive
to
get
community
members
knowledgeable
enough
to
want
to
apply
and
then
energized
enough
to
apply
and
and
I
think
it's
a
good
plan.
One
one
possibility
and
it
may
be
a
little
bit
off
the
wall.
What
about
next
door?
So
often
the
people
who
right
into
next
door,
have
a
complaint
and
then
are
rebutted
by
somebody
else
who
feels
differently.
E
G
Think
next
door
would
be
a
really
good
tool
for
us
to
use
it's
communicate
quite
a
bit
on.
It
I
think
it's
important
that,
if
we're,
if
we
use
Nextdoor
for
these
types
of
recruitments,
that
we're
providing,
as
you
indicated,
the
most
accurate
and
energized
updated
information
for
Citizens,
something
that
came
across
the
last
time,
was
that
we,
we
may
not
have
been
as
actively
communicating
as
we
should
have
been,
and
that's
something
that
I
think
we
have
to
do
now.
G
And
even
if
it's,
you
know
just
a
a
couple
minutes
from
the
town
manager
during
his
items
of
interest,
every
quarter,
giving
an
update
as
to
what's
actually
what's
out
there
what's
available,
what
we're
looking
for
and
how
we
want
to
do
it
as
well.
E
I
just
I'm
sorry,
these
thoughts
are
coming
to
me
in
this
meeting
because
of
things
that
you're
saying.
If
we
have
resistance
to
get
involved
in
the
community
and
and
the
resistance
comes
from
a
financial
place,
is
there
any
reason
that
the
Town
Council
should
be
considering
some
sort
of
stipend
for
volunteers
that
that
you
don't
have
to
answer
that?
But
that's
an
idea
that
maybe
we
ought
to
think
about.
G
I
will
definitely
look
into
that
and
see
what
other,
especially
regionally
within
our
area
here
and
throughout
the
state.
What's
happening,
I've
been
communicating
quite
a
bit
with
the
municipal
Association
as
well
as
icma.
They
have
been
amazing
resources
for
us
and
have
provided
a
lot
of
the
information
that
you
see
in
front
of
you
today.
C
D
G
C
I
wish,
when
I
joined
this
group,
we
had
something
like
this.
We
sort
of
had
to
hit
the
beach
running.
There
was
one
area
that,
if
you
could
clarify
when
I
was
reading
this
in
the
event
that
someone
sitting
in
the
mayor
role
for
whatever
reason,
chose
to
resign
or
became
ill,
it
was
vague
or
I,
think
it's
silent
as
to
what
would
how
that
would
be
triggered
time-wise
and
then,
and
the
role
of
the
if
there
were
less
than
180
days
left.
G
G
Is
it
is
and
that's
something
that
we've
talked
about
quite
a
bit?
The
deputy
Town
manager,
our
new
general
counsel
and
myself
is
reevaluating
our
town
code
and
some
of
the
administrative
items
of
our
town
code
and
seeing
where
maybe
we
have
duplicative
information
or,
in
this
case,
confusing
information
that
doesn't
speak
to
a
specific
elected
official.