After Being Reborn, I became a firefighter again? Chapter 624 - 450

Moreover, I have checked the planning docunts, and the composition of the Command Center system includes various parts such as the police dispatch system, the contingency plan managent system, the decision support system, the GPS ti synchronization system, the video conferencing system, the Command Center’s big-screen monitoring, and the GPS satellite positioning system.

However, I still believe it is not enough.

This nerve center clearly has the potential to accomplish much more.

First of all, regarding the issue of the expert database for contingencies, I have explained in the morning’s plan that this is sothing we must do. We need to be aware of experts in fields related to potential disaster risks. When critical monts arise, we should be able to promptly invite experts from relevant fields to assist on-site, of course, with the approval of relevant departnts.

Secondly, the command systems of the 110 police dispatch and 120 rescue centers are not completely compatible with ours, and the capability for mutual information sharing is poor, which to a certain extent affects the response ti of rescue operations and inter-departntal coordination.

At the very least, we do not know who is being dispatched by them, and they do not know who is being dispatched by us, making it difficult to find the right people and coordinate.

I believe that Li Zhi had a profound experience of this issue this morning.

To go deeper, it’s about the coordination between three parties.

I’ll give two examples.

For mountain rescue with injured persons, firefighting operations, 120 dical aid, and 110 police cooperation, with police escorts clearing the way during peak tis.

Jumping from buildings or into water are also scenarios where all three services might need to be on the scene.

There are many such cases.

How can we achieve cooperation? The governnt should establish an ergency response system that could later link with the rescue systems of other departnts such as coal and petrochemical industries.

I don’t think it’s difficult; if the governnt grants authorization, we can certainly take the lead in managing this.

This way, it would also be more convenient for unified publicity and for the public to report ergencies. In the future, our slogan would not just be ’fire ergency 119,’ but rather ’In danger, in disaster, 119.’

Third, we should establish a relationship with the municipal teorological Bureau, the municipal Water Resources Departnt, the provincial Earthquake Bureau, and the municipal Geological Bureau for sharing resources, collaborative response, and rapid support.

The most crucial point at present is that their teorological, hydrological, and geological information should be shared with us in real-ti. These data are not only valuable for our dispatch efforts but also for assessing the next phase of the rescue situation. I believe these are things we must have imdiate access to, not wait for us to inquire.

Enquiring or notifying is in itself a cumberso process and human inertia can cause many missed opportunities.

Moreover, we should have designated personnel manage this information, highlight the key points, and even discuss such details at the detachnt’s weekly etings. This will greatly benefit our disaster preparedness."

"Hmm..."

All three leaders were nodding.

"That makes sense."

Fang Huai smiled and continued:

"Moreover, with this information in hand, will our dispatch notes still just contain a simple address, type of disaster, number of casualties, and other basic information?

I think, in the future, our dispatch notes should include local weather and wind changes; for water rescues, the speed of flow; for landslide rescues, the geological characteristics; for earthquake rescues, detailed maps of the affected area at a large scale.

I can’t say it will definitely help in the rescue operations, but if it helps even just once or twice out of ten tis, it would be a significant improvent for us.

The entry of data into the system will take ti; the sooner we start to master these things, the sooner we can establish a perfect firefighting command system. Eventually, with sufficiently advanced computer systems and cheaper mory, we could even record all building blueprints approved by the firefighting review into the system.

A dispatch note might turn into two, three, four pages, accompanied by a wealth of on-site information. All we would be giving up is a few seconds of extra printing ti during dispatch and a few sheets of paper and drops of ink. In return, we would have a comprehensive grasp of information for each ergency response."

The leaders collectively furrowed their brows.

"Can our system handle all this data?"

All three leaders present had so understanding of computers, and those boxy mainfras in the Brigade Command Center didn’t seem to have the capacity for such tasks.

Fang Huai nodded emphatically: "The full enhancent of this system, I predict, will take at least two years, and to roll it out nationwide, another two to three years. By then, technology and mory will be more than capable of handling it."

Of course, Fang Huai’s internal strategizing went beyond just that.

For a state, these matters may not appear significant when viewed in isolation, but once consolidated, they possess sufficient confidentiality to rit protection.

Taking advantage of the current situation where firefighting is part of the ard forces, with a foundation of confidentiality principles, it’s essential to obtain information early and integrate it into use for benefit.

This firefighting command system will be classified.

For a departnt that holds so much state information, maintaining a military structure is quite necessary.

This is a masterstroke.