Management Advisor Group International, Inc.

Fire Department Feasibility Study

July 2016

By:

Management Advisory Group

International, Inc. 13580 Groupe Drive, Suite 200

Woodbridge, VA 22192 (703) 590-7250

Johns Creek, GA

MANAGEMENT ADVISORY GROUP INTERNATIONAL, INC.

LOCAL GOVERNMENT CONSULTING

August 5, 2016

Warren Hutmacher

City Manager

City of Johns Creek

12000 Findley Rd.

Johns Creek, Ga. 30097

Dear Mr. Hutmacher:

Management Advisory Group International, Inc. (MAG) is pleased to present the enclosed draft report to the City of Johns Creek, for a Fire Department Feasibility Study. This report has been a cooperative, yet independent, work effort between the Fire and Rescue Department and Management Advisory Group International, Inc.. We appreciate the hard work of Fire Department staff in providing substantial data and a wide variety of maps based on MAG’s inquiries. On behalf of Chief Neville of MAG and myself, MAG extends its appreciation to all within the City who contributed ideas, feedback, and views on the important services provided by the Johns Creek Fire Department. We look forward to continuing towards finalization of the report.

Sincerely,

Donald C. Long, Ph.D.

President

Management Advisory Group International, Inc.

13580 Groupe Drive, Suite 200

Lake Ridge, VA 22192

(703) 590-7250

Johns Creek, GA

City of Johns Creek, GA

Fire Department Feasibility Study

TABLE OF CONTENTS

Title Page.......................................................................................................................

Letter of Transmittal .....................................................................................................

Table of Contents .............................................................................................................

1.0 Project Goals and Objectives…..……………………....................................................... 1

2.0 Fire Department Current Situation........................................................................ 7

3.0 Findings and Observations…................................................................................. 12

4.0 Options for Review…..…………………...................................................................... 19

5.0 Implementation Schedule.................................................................................... 45

Johns Creek, GA

Management Advisory Group International, Inc. 1

1.0 Project Goals and Objectives

The Request for Proposals indicated several objectives that described the goals and

objectives for this project. They included:

� Perform a comprehensive review of the current service delivery strategy for the provision

of fire and rescue services in the City;

� Review the potential for continued/expanded use of mutual/automatic aid agreements;

� Consider alternate emergency service deployment methods;

� Examine existing fire station locations to include relocating fire station(s), eliminating fire

stations or locating new fire stations;

� Review the use of substations/partnering with existing facilities such as Emory Johns

Creek Hospital; and,

� Review and consider any creative or alternate ideas that would provide a solution to

perceived service delivery inequity.

1.1 Overall Approach

This type of study is best undertaken through a cooperative effort that includes

extensive feedback and discussion of issues, cost factors, and desired outcomes. This has

been accomplished through structured personal interactions with key officials and

personnel, analysis of City provided data and reports, personal survey of the fire, rescue and

emergency medical services environment and Fire Department resources.

Generally, the first portion of the study resulted in a clarif ication of the issues

and existing operations. Subsequent analysis has provided a base of information upon which

recommendations for action are based.

Johns Creek, GA


The second major portion of the study has been to create a series of options focusing

on the critical scope of work items for the study. Options are balanced between the desired

level of services and the cost-effectiveness of delivering those services. MAG is sensitive

to the demands of emergency services, the rather unusual traffic conditions and

infrastructure, the unusual number of very large dwellings, and the limitations of public

funding for critical services.

The third major portion of the scope of work has been the preparation of a report that

includes a plan of action and primary fiscal impact anticipated.

Stakeholder Input. MAG received quality information from City officials, Department

management, and personnel. The approach included in-depth interviews and data review

with key individuals in City management, fire administration and operating staff, and others

who would have valuable information to communicate to the study team.

Practical Solutions. Our ultimate goal is to provide you with a series of

recommendations that can be used now and in the future that will serve as a “road map”

for the future. Thus, our approach has concentrated on developing recommendations that

will result in a higher, more evenly distributed, level of service, a safer environment for your

citizens and firefighters, and a maintenance of the current ISO grade or improvement in the

City’s ISO Grade.

Johns Creek, GA


1.2 Methodology

PHASE I: INITIATE PROJECT

TASK 1.0: INITIATE PROJECT

Objectives:

• Gain a comprehensive understanding of the project's background, goals, and

expectations. • Identify, in greater detail, specific objectives for the review, and assess how well the

initial work plan would accomplish those objectives. • Collect and review existing operational data, information, agreements, relevant policies

and procedures.

Activities:

1.1 MAG met with City management, project management, key Fire Department staff and

others to establish working relationships, make logistical arrangements, and determine

communication lines.

1.2 We discussed the objectives of the project and identified policy and issue concerns to

be addressed during the review.

1.3 M AG obtained pertinent reports and background materials relevant to the review,

such as: • organization charts and historical staffing data and deployment data; • descriptions of staffing and deployment in meeting service demands; • location and description of facilities and equipment; • description of the current service delivery system and organization; • demographic and other data related to community growth; • capital and operational budgets; • funding data;

• traffic mapping data;

• response time projection data; and,

• demonstrated response time data.

1.4 F inalized: • data collection approach; • interview plan and tentative schedule and interview guide; and, • interim milestones and deliverables.

Result: • Revised project work plan.

Johns Creek, GA


PHASE II: OBTAIN STAKEHOLDER INPUT

TASK 2.0: CONDUCT INTERVIEWS

Objectives:

• Discuss expected service levels for services. • Consider views of officials concerning the operations and performance of the services. • Discuss perceived and demonstrated gaps in existing service levels.

Activities:

2.1 Worked with the Project Manager to finalize the interviewee list.

2.2 Drafted an interview guide.

2.3 Established a final interview schedule.

2.4 Conducted interviews as scheduled.

2.5 Analyzed interview results.

Result:

• Feedback on interviews regarding expressed views towards existing programs, service

levels, and perceived strengths and weaknesses, and related issues.

TASK 3.0: CAPTURE INPUT FROM OPERATIONAL PARTICIPANTS

Objectives:

• Identify concerns and satisfactions at the operating department and staff level. • Identify strengths and weaknesses that may exist in the community.

Activities:

3.1 Developed interview questions. Included questions on staffing, operations, facilities,

and service level focused issues.

3.2 Conducted interviews with Fire Department staff at the stations and JCFD Headquarters.

3.3 Reviewed feedback obtained from these interviews.

Johns Creek, GA


Result: • Identification of issues raised, with analysis to be used as part of the facilitation

process and development of the draft and final reports.

PHASE III: PREPARE ANALYSES AND DEVELOP CORE STRATEGIES

TASK 4.0: EVALUATE AND PREPARE INITIAL RECOMMENDATIONS

Objectives:

• Build a series of options focused on study objectives.

Activities:

5.1 Reviewed all input and consensus determinations.

5.2 Assessed issues in reference to best practices and desired outcomes.

5.3 Assessed critical operational components in light of data, and interview input.

5.4 Reviewed the services delivery system in context of the environment.

5.5 Provided a draft report on the results of all previous tasks.

Result: • A draft report.

Johns Creek, GA


TASK 6.0: PREPARE A FINAL REPORT AND PLAN

Objective:

• Develop a final plan that identifies the critical action steps to ultimately achieve the

recommended outcomes.

Activities:

6.1 Discussed draft report findings and recommendations with appropriate parties.

6.2 Received and reviewed technical feedback on the draft report.

6.3 Made technical adjustments to the draft to produce a final report.

Deliverable: • A final report that recommends action steps needed, to include the specific action

required, the relat ive timing of the action, and any cost impact of each action.

Deliverables:

• Final Report

Johns Creek, GA

2.0 Fire Department Current Situation

The stated mission of the Fire Department is to:

• Provide high quality advanced life support medical response;

• Rescue individuals from life threatening situations;

• Suppress fires;

• Respond to calls for service;

• Ensure safe buildings, homes and neighborhoods;

• Develop creative, innovative programs that educate the community regarding fire

and life safety; and,

• Support community and citizen events resulting in a safe community for all.

2.1 Station Locations

Fire Department Headquarters is located on the 3rd floor of City Hall at

12000 Findley Road, Suite 380, in Johns Creek. The fire stations are located at: • Fire Station #61 is at 10205 Medlock Bridge Parkway; • Fire Station #62 is at 10925 Rogers Circle; and • Fire Station #63 is at 3165 Old Alabama Road.

2.2 Department Services

The Johns Creek Fire Department provides a diverse set of services to the citizens of the City

of Johns Creek, both emergency and non-emergency. They include:

• Fire Incident Response; • Advanced Life Support Medical Response; • Technical Rescue Response; • Water Rescue Response; • Hazardous Materials Response; • SWAT Medics; • Public Fire & Life Safety Education; • Construction Plan Review; • Fire Prevention Inspections; • Community CPR (Cardio-Pulmonary Resuscitation) Training and Certification; • Charitable Organization Collections; • Toy Drives; • Neighborhood Smoke Detector Blitz and Installation; • Fire Station Blood Pressure Monitoring for the Public; • Child Safety Car Seat Installations; • Fire Origin and Cause Investigations; • Station Visits for the Public and Home and Business Safety Inspections; and, • Community Special Events Participation. 7

Johns Creek, GA

2.3 Department Staffing

Staffing within the Fire Department is as follows:

Headquarters / Administrative Staffing

Fire Chief: (EMT)

Deputy Fire Chief: (Operations) (Paramedic)

Assistant Fire Chief: (Administration) (Paramedic)

Fire Marshal (Division Chief): (EMT)

Support & Technical Services (Division Chief): (EMT)

EMS Coordinator (Lieutenant): (Paramedic)

Fire Inspector / Investigator (Lieutenant): (EMT)

Fire Educator / Inspector (Lieutenant): (Paramedic)

Plan Reviewer (Part-Time):

Executive Assistant:

Administrative Assistant:

10 FT & 1 PT Total

Part-Time Field Operations Staffing

Firefighter II (EMT)

Firefighter II (Paramedic)


Firefighter II (AEMT)

Firefighter II (Paramedic)



7 PT Total

Grand Current Total Staffing = 89 (81 FT & 8 PT)

Staff positions are assigned to the various shifts in the following manner:

8

Johns Creek, GA

Field Operations Current Staffing

Battalion 6 "A" Shift Battalion 6 "B" Shift Battalion 6 "C" Shift

Battalion Chief Battalion Chief: (EMT) Battalion Chief: (Paramedic)

Engine 61 Engine 61 Engine 61

Lieutenant: (Paramedic) Lieutenant: (EMT) Lieutenant: (EMT)

FAO: (EMT) FAO: (EMT) FAO: (EMT)

Firefighter II: (EMT) Firefighter I: (EMT) Firefighter I: (Paramedic)

Firefighter I: Firefighter I: (AEMT) Firefighter II: (EMT)

Truck 61 Truck 61 Truck 61

Captain: (EMT) Captain: (EMT) Captain: (EMT)

FAO: (EMT) FAO: (EMT) FAO: (EMT)

Firefighter II: (EMT) Firefighter II: (AEMT) Firefighter II: (AEMT)

Firefighter I: (Paramedic) Firefighter I: (Paramedic) Vacant

Rescue 61 Rescue 61 Rescue 61

Sergeant: (Paramedic) Sergeant: (Paramedic) Sergeant: (Paramedic)

Firefighter II: (EMT) Firefighter II: (AEMT) Firefighter II: (AEMT)


Captain: (Paramedic) Captain: (EMT) Captain: (Paramedic)

FAO: (EMT) FAO: (EMT) FAO: Robert Jackson (EMT)

Firefighter I: (EMT) Firefighter I: (Paramedic) Firefighter I: (EMT)

Firefighter II: (EMT) Firefighter I: (EMT) Firefighter II: (EMT)


Lieutenant: (EMT) Lieutenant: (Paramedic) Lieutenant: (EMT)

FAO: (EMT) FAO: (EMT) FAO:

Firefghter I: (AEMT) Firefighter II: Firefighter II: (Paramedic)

Firefighter I: (EMT) Firefighter I: (Paramedic) Firefighter II: (EMT)

Truck 63 Truck 63 Truck 63

Captain: (EMT) Captain: (EMT) Captain: (EMT)

FAO: FAO: FAO: (EMT)

Firefighter II: (EMT) Firefighter II: (EMT) Firefighter II: (EMT)

Vacant Vacant Vacant

Rescue 63 Rescue 63 Rescue 63

Sergeant: (Paramedic) Sergeant: (Paramedic) Sergeant: (Paramedic)

Firefighter II: (AEMT) Firefighter II: (EMT) Firefighter II: (AEMT)

24 Total 24 Total 23 Total

Minimum staffing (current 20) represents the minimum number of staff that are assigned

to each shift to ensure that apparatus can be safely deployed. Operations staffing is slightly

greater in order to accommodate “lost” time due to vacations, sick time, and training time.

9

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2.4 Department Organization

The Fire Department is organized in a relatively traditional manner and with a traditional and

common rank structure.

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2.5 Apparatus

The Fire Department has three engines (pumpers) and two 100' aerial ladder trucks

(equipped with pumps and hose as well as ground ladders and other typical ladder truck

equipment), in front-line service. The Department also has two (2) transport capable rescues

(sometimes referred to as Quick Response Vehicles or QRVs), which can often respond to

emergencies more quickly than larger equipment.

The QRVs are equipped with 12-lead monitors which monitor heart and lung

conditions and have wired and wireless networking capability to area hospitals, allowing for

monitoring of a patient from the time the first responders in the QRV arrives at the scene of

a medical emergency.

A river rescue boat and a mobile air unit are also part of the department's apparatus.

The Department also has a single reserve engine used in case a front-line apparatus

is disabled.

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3.0 Findings and Observations

3.1 Current Level of Resources are Inadequate

While MAG finds that the Fire Department appears well managed and operationally

sound, the current John’s Creek Fire Department resources are inadequate to provide an

evenly distributed high level of fire protection and emergency medical service resources to

the majority of the City.

3.2 Issues of Concern to be Addressed

MAG has identified several issues of concern that should be addressed going forward

in the delivery of fire and medical rescue services. They include:

• Inadequate incident command support for shift Battalion Chiefs, thus reducing

incident management effectiveness and heightening firefighter safety issues.

• Large areas of the City of Johns Creek experience extended emergency medical

service response times, thus delaying prompt emergency medical action in those

areas.

• First-response emergency medical service is good only for the southern two-thirds of

the City with time of “arrival on-scene” approximating 6 minutes or less.

• In the northern third, especially in the “shark’s fin” area, prolonged initial emergency

medical response needs improvement to meet generally accepted good practice. The

mutual aid responders often arrive on-scene in the “Shark’s Fin” area after the initial

JCFD unit, which often exceeds 10 minutes. Delayed dispatch procedures seem to be

the most likely cause for the slower than anticipated response time of the mutual-aid

unit.

• Numerous traffic control devices such, as curbed lane dividers, slow emergency

response by requiring units to go to the next break before carrying out a u-turn

toward an incident on the other side of the street.

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• Other areas in the northern areas needs initial and support structure fire response

improvement, especially in the proximity of:

• Jones and State Bridge Roads intersection

• Jones and Abbots Bridge Roads intersection

• Municipal Court/City Hall

• North of Sergeant Road

• Inadequate staffing at Station 62, thus limiting that station’s interior fire attack and

rescue actions pending arrival of additional resources in order to meet generally

accepted good practice and OSHA regulations (“2in – 2out”).

• There is delayed Truck Company support for Station 62, thus limiting firefighting

effectiveness for that area of the City.

• The current aerial ladder apparatus are ill suited for the Johns Creek environment.

Their design does not allow the mobility required for many development streets and

access roadways which limits utilization of the aerial ladder.

• There is insufficient equipment and long ground ladder capacity on current Truck

Company apparatus, thus limiting fire and rescue activities. The Department lacks

long ground ladder (45-50’) capability limiting certain fire and rescue operations.

• There are an insufficient number of reserve (relief) vehicles to replace vehicles out of

service for maintenance or repair. There is no reserve vehicle for the ladder trucks.

• Fireground training facilities are distant – placing significant restrictions on JCFD

firefighting and rescue workouts.

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3.3 Johns Creek Fire Department Current Resource Deployment

STATION

APPARATUS DAILY

STAFF

GPM AERIAL COMMENTS

Shift Battalion

Chief: 1

response per

24 hour shift

• Light truck • BC • Inadequate command staff

61:

11 responses

per 24 hour

shift

• Engine

• Truck (Aerial

Quint)

• Rescue

(ambulance)

• LT / FAO /

FF

• CPT / FAO /

FF

• SGT / FF

1500

1500

100’

• Current Truck Company

apparatus not well suited for

John’s Creek.

• Current Rescue apparatus

designed as an ambulance, a

function rarely provided.

62:

1 response per

24 hour shift

• Engine

• Reserve

Engine

• CPT / FAO /

FF

1500 • Current minimum staffing limits

initial interior fire attack and

rescue operations.

63:

7 responses per

24 hour shift

• Engine

• Truck (Aerial

Quint)

• Rescue

(ambulance)

• LT / FAO /

FF

• CPT / FAO /

FF

• SGT / FF

1500

1500

100’

• Current Truck Company

apparatus not well suited for

John’s Creek community.

• Current Rescue apparatus

designed as an ambulance, a

function rarely provided.

Totals I Command

Vehicle

3 Engines

2 Trucks

2 Rescue

Ambulance

1 Reserve

Engine

Min. Staff:

20

7500

1500

2 @100’ 1 Battalion Chief (BC)

3 Captains (CPT)

2 Lieutenants.(LT)

2 Sergeants (SGT)

5 Fire Apparatus Operators (FAO)

7 Firefighters (FF)

Mutual Aid Engine ? ? • Dispatch and staffing issues

make mutual aid response to

Station 61 district problematic

• Alpharetta Engine often does

not reach the “Shark Fin” region

before JCFD units

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3.4 Review of Mutual Aid

Neither the value nor the limitations of “mutual aid” can be overstated. What is

necessary is that both the value and limitations be fully understood by all parties.

No U.S. fire department is staffed or equipped to successfully control the most

calamitous incident that could befall their community, including the City of New York, the

City of Chicago, the City of Los Angeles or the City of Atlanta.

All communities should have a means of obtaining additional resources in time of

need. There are several forms of mutual aid, or mutual assistance, as it is often termed. The

most prevalent are:

3.4.1 Call When Needed:

This is the most utilized form of mutual-aid used in the U.S. Simply put, an agency

requests another agency to send some type of fire resource to assist in controlling an incident

or providing coverage when the majority or large portion of the requesting agency’s

resources are unavailable for response to emergencies.

The other agency may or may not provide the requested resources, probably

dependent on that agency’s resource status or the situation status in the area for which the

agency is primarily responsible for protecting. It is important to remember that each

agency’s primary responsibility is to the community that fiscally supports them.

It is likely that the requesting agency would not be aware of the requesting agency’s

inability to send assistance until the time of request. The requesting agency then must

request assistance from the next closest agency for which they have an agreement (assuming

there is one).

In some states a coordinating system has been established so that an agency need

only call a single point to request aid to obtain the closest or most appropriate assistance.

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3.4.2 Automatic-Aid

This often utilized form of mutual aid simply adds another agency’s resource to the

dispatch order for certain, or in some cases all, areas of the community being protected.

It is important to recognize that there is no guarantee that the agency supplying

automatic-aid will be able to send the nearest, or for that matter, any resource to the

requesting agency for the reasons stated above. Hopefully, the requested (supplying) agency

will notify the requesting agency of their inability to supply the request or that the

responding resource will arrive later than expected. However, that notice could be

significantly delayed if the agencies use different dispatch centers.

3.4.3 Contract Aid

Contract aid may not be “mutual aid” in every case. If one party contracts with

another to provide, usually, automatic aid for compensation, typically, in the form of cash,

that is simply “contract aid”. In this case, the warrantee for service is explicitly spelled out

in the contract and there may or may not be fiscal penalties for failing to provide the aid.

Typically, however, there is not a guarantee as to which station or unit (typically the

closest) must respond. So, although one may contract because of the desire to have a certain

unit respond because they are the closest, it is not likely that the contracted agency would

be willing, or even able to provide that sort of guarantee.

In some cases, two agencies will contract to pay each other when mutual aid is

rendered. In this case it can be termed “contracted” mutual aid.

In the specific case of Johns Creek, the utilization of mutual aid to receive credit for a

first-in response of five miles or less, was clearly significantly advantageous to the property

owners (and insurance premium payers) in the “Sharks Fin” area. However, taxpayers

should not be led to believe that this is a “free lunch”.

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First, “mutual” indicates that in some cases Johns Creek will have one (or more) less

fire company(s) available for Johns Creek needs because JCFD resources will be assisting the

agencies that, on occasion, provide Johns Creek aid.

Second, in practice, the Sharks Fin area, having a mutual fire protection resource

within five miles does not mean Johns Creek is providing that area the same level of service

provided the lower portion of the City. In MAG’s opinion that can only be done with

additional Johns Creek provided resources.

3.5 Review of Potential Relocation of Current Stations

As part of the overall evaluation of resources, station location, and types of apparatus

and deployment issues considered, MAG has reviewed the potential relocation of existing

stations.

3.5.1 Station 61:

Although moving to a site on State Bridge Road, near Johns Creek High School looks

somewhat promising for improving initial response to the west, lack of an obvious suitable

site and impairment of response northerly tarnished this possibility. Moving the station

north on Medlock would improve a problem area in proximity to City Hall and ladder truck

support for station 62, but resulting delays in supporting station 63 would seem to make that

move a net “0” gain. On balance, MAG finds moving station 61 to be unjustified.

3.5.2 Station 62:

The most modern and suitable JCFD station appears to be the site most inappropriate for

the area served. However, the only rationale site (Bell Road / Rogers Bridge Road) that would

improve response to the larger area served would probably result in only slight improvement

and in MAG’s judgment, it is not worth the expense to relocate this station.

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3.5.3 Station 63:

Moving this station seems the most promising but in MAG’s opinion, is probably not

worth the expense. Establishing a site eastward along Old Alabama Road, toward Jones

Bridge Road, would improve response to the north while maintaining reasonable response

time to the western most part of the City, but is not enough to diminish the need for the

recommended station 64. If, in the future, station modernization becomes feasible, this

move should be considered.

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4.0 Recommendations and Options for Improvement

Most of the options presented in this report for improvement include

recommendations for utilization of a “quint - squad” concept as a means to hold personnel

costs in check. This concept would provide a means to spread a full spectrum of operational

fire – rescue – EMS capability throughout the access challenged community at significantly

less personnel cost than the traditional Engine / Truck Company format.

In typical Quint operations, the Quint functions as an independent unit, equipped to

carry out either Engine or Truck Company functions as the incident requires. However, in

the City’s case, there is a need to maximize the hose load carried, due to the existence of

very long driveways and very large residences, while limiting vehicle length for access

purposes. This would seem to preclude carrying the full load of firefighting and rescue

equipment on a quint.

To meet that space problem, MAG proposes, in essence, to replace the current “rescue”

vehicle” (QRV- an ambulance) with a vehicle with greater equipment storage volume, using

a slightly larger vehicle without patient transport capability (rescue squad). The two units

would function as a single Company except in those few instances where the rescue squad

was dispatched singularly for a limited need EMS call (under current operating procedures a

small percentage of station dispatches).

MAG proposes that the rescue squad would carry the majority of physical rescue and

EMS equipment, with the quint carrying the majority of the firefighting equipment. This

would enable the quint to function in typical instances at fires without the Rescue squad

being in attendance pending arrival of either another station’s rescue squad or the ladder

truck from station 63.

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The historic, basic emergency resource configuration in the American fire service has

(with many alterations and adjustments) been engine (pumper) and ladder truck (typically

fitted with an aerial ladder device). Essentially, at structure fires, the engine crew applies the

water to the fire, the ladder truck crew forces open locked doors (pry-bars, axes, hydraulic

tools), ventilates noxious gases (powered fans, power saws & axes to open roofs), provides

extensive search and rescue, and carries out salvage duties. This arrangement of resources

has served the USA well for well over a century. However, several relatively recent matters

have caused some rethinking of resource configuration.

First, and probably foremost, is the matter of personnel costs. Firefighter compensation

has dramatically increased over the last several decades making fire protection staffing one

of local governmental agencies most expensive budget items.

Using the engine/truck format necessitates two separate crews, staffing two separate

vehicles. In order for either crew to effectively carry out their function, certain minimum

crew sizes have proven necessary. Because many fires to which a fire department responds,

do not require the truck company support, typically only about one in three or four stations

were equipped with truck companies (typically with engine companies).

The idea of this arrangement of resources being that when encountering a structure fire

requiring truck company operations, the engine company could prepare to enter the building

while awaiting the arrival of the truck company to “open up”. In reality, it is often the case

that truck work is necessary before the engine company can function effectively, however,

staffing additional ladder trucks (not to mention the million dollars or so for the vehicle), for

the majority of agencies, is not fiscally feasible.

Another issue is the reality that most fire agencies, especially those in urban areas are

experiencing fewer structure fires, resulting in a situation where fire agencies now respond

primarily to other than structure fires, e.g. emergency medical emergencies, physical

rescues, auto accidents, etc. This results in the ladder trucks, while becoming more

expensive to staff and purchase, being utilized less and less.

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This situation has resulted in many agencies experimenting with different ways of

configuring their fire/rescue/emergency medical service resources. These include:

• Use of lighter-weight, less expensive, less heavily staffed, “rescue vehicles”, e.g.

ambulances, panel trucks, pickups, etc. - This has had generally good, but limited

beneficial results (better for EMS, not so good when encountering fire or heavier

rescue situations).

• Cross-staffing of engines and ladder trucks, i.e., depending on the call received, staffing

one or the other. - This has resulted in some very confused responses and, in MAG’s

opinion, is not an effective allocation of resources.

• Task force, i.e. minimally staffing two vehicles that respond in tandem – This provides

great flexibility in capability but has resulted in very expensive vehicles responding to

minor (in terms of resource requirements, e.g. EMS) events and heavier use of said

expensive vehicles resulting in required early replacement of those vehicles. Again, in

MAG’s view, not an effective use of resources.

• Spacing ladder trucks even further apart, - Making their effective arrival even less likely.

• Use of multi-functional vehicles – “quints” – meaning:

•• They are equipped with a large pump (1000-2000 GPM)

•• Carry several different size (diameter) hose (4”-5” for hydrant supply, 3”-1.5” for

fire attack)

•• Have a large water tank (300-500+ gallon)

•• Carry a large array of ground ladders (35’-12’)

•• Are equipped with a powered aerial ladder device (50’-100’)

No knowledgeable party in the fire service would argue that having a quint staffed

with four (4) firefighters arrive at the scene of a structure fire is the equivalent of an engine

and a ladder truck, each staffed with four (or even three) firefighters.

However, it is MAG’s (and others experienced in the fire service) position that having

three (3) properly equipped quints, staffed with four (4) firefighters each, arrive at the scene

at different times, but all within 10-12 minutes, is superior to having two engines, and one

ladder truck arrive within those same time periods.

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We take that position based on the fact that any one of the three quints can under-

take either engine or ladder truck functions as required by the situation they encounter as

opposed to having engines arrive on scene but being essentially limited to applying water

(and any making straight-forward rescue attempts necessary), while awaiting arrival of the

ladder truck.

One disadvantage of the quint concept is the tendency to over-equip the vehicle,

making it too large to maneuver sufficiently to properly place at the fire scene, e.g. trucks

(quints) 61 and 63.

More recent quint designs have found means around that negative tendency. These

vehicles have in the main limited the length of the aerial ladder (typically 75’), the capacity

of the water tank (typically 300-400 gallons) and the amount of hose carried. These vehicles

have turning radiuses approximating that of an engine (pumper).

In MAG’s view, for use in the Johns Creek environment, the limited aerial ladder

length is more than justified by the ability of these more maneuverable apparatus to be

placed in advantageous firefighting and rescue positions and negotiate Johns Creek traffic.

Because the City is so well provided with fire hydrants, the limited water tank would

not seem to be a significant disadvantage.

But, limited hose capacity is an issue that must be addressed. The very large and

sometimes convoluted residences with very long driveways require extended length of

attack hose availability as well as hydrant supply hose lines

The shorter, more maneuverable quints with which MAG is familiar are not designed,

in MAG’s opinion, with sufficient hose storage capacity to meet Johns Creek needs. To meet

this dilemma MAG proposes allocating to each station housing a quint, a larger capacity

rescue vehicle than the ambulances now in service with the JCFD.

Johns Creek, GA


14 23

Their function would be to respond to EMS calls, as the QRV’s (ambulances) now do, as well

as to fires and to carry rescue, salvage, lighting and other support equipment in order to

provide additional hose capacity space on the quint apparatus.

The quint apparatus proposed by MAG would be equipped to initiate immediate fire

attack in those few instances where the supporting Rescue Squad apparatus did not respond

in tandem. Examples of equipment carried on the Rescue Squad in lieu of the quint would

be:

• Incident scene lighting and large generator

• Salvage equipment (e.g., water & fire resistant covers, sawdust, scoop shovels, brooms)

• Hydraulic tools

• Large powered fans (for noxious gas evacuation)

• Cutting torch

• Air hammer /chisel

The situation where a quint might arrive without an accompanying rescue squad will

occur primarily when the rescue squad is assigned to an emergency medical incident. In that

event, the nearest rescue squad from another station would be dispatched in support. As

well as carrying support equipment for the quints, using the lighter, less expensive rescue

squads for certain EMS dispatches would save wear and tear on the quints and typically make

the quints available for further dispatch more expeditiously at EMS incidents.

The recommended staffing for a quint-equipped station is six (6), with four (4)

personnel on the quint, and two (2) personnel on the rescue squad. The current (and

recommended) staffing for a station housing the engine, truck, rescue configuration is eight

(8), with three (3) personnel on engine and truck, and two (2) personnel on rescue. For

every station configured with quint / rescue squad apparatus as opposed to the engine /

truck / rescue configuration there is a 25% reduction in recommended staffing.

Johns Creek, GA


14 24

In order to retain the availability of a 100’ aerial, in some allocation options presented,

MAG proposes, in most of the options, equipping one station with a 100’ tiller aerial ladder

truck (to improve maneuverability over current 100’ quints), an engine, and a rescue squad.

MAG also is recommending that one of the ambulances replaced by rescue squads be

retained in reserve for those rare (estimated at once a year) incidents where it is desirable

to transport a victim rather than wait for a delayed contract ambulance.

Concerning the City’s ISO grade, any of the options offered should maintain, if not

improve, the City’s ISO grading.

Any significant service level improvement option considered viable by MAG, from a

performance point of view, would require additional costs in the form of personnel,

equipment, and facilities.

Options for consideration are presented below on the following pages:

Johns Creek, GA


14 25

4.1 Option 1:

This option adds an additional fire station (64) in the proximity of Jones Bridge

intersection with Hanstedt Terrace. This option equips that station with quint/squad

apparatus; increases incident command support; replaces station 61’s 100’ quint with a

tiller 100’ aerial and ambulance 61 with a rescue squad; replaces station 62’s single engine

with a quint/squad apparatus; and replaces station 63’s engine, truck, ambulance

apparatus with quint/squad apparatus. This option requires the following significant fiscal

commitments:

Option One: Estimated Costs

Item Estimated Cost

Twenty-eight (28) additional payroll positions &

1.2 FTE overtime costs

$2,628,000.00 (+benefit package) @

$90K/ position

Purchase of one tiller aerial ladder Truck, three

75’ Quint apparatus, and four Rescue squad

apparatus.

$5,100,000

Purchase of property for and design,

construction and furnishing of an additional fire

station.

$1,360,000 (JCFD 1/20/15 estimate)

Purchase of additional necessary

communications equipment.

Undetermined

MAG believes there would be substantial benefits from Option #1, including:

• Initial response times would be significantly improved for large areas of the City,

thus improving emergency medical service in those areas of the City.

• Initial and support firefighting personnel response would be significantly increased,

thus enhancing firefighting and rescue capacity in all areas of the City.

• Incident command support and related administrative functions would be

significantly increased, thus enhancing incident management effectiveness and

firefighter safety.

Johns Creek, GA


14 26

• This option would increase staffing and improve equipment capabilities for Station

62, thus improving firefighting and rescue capabilities for the south-east side of the

City and for the City as a whole.

• Provides “long” ground ladder capability and enlarges equipment storage

compartment space for Truck 63, thus improving firefighting and rescue capabilities.

• Increases aerial ladder truck mobility, thus improving firefighting and rescue

capabilities.

• Increases reserve apparatus fleet, resulting in one reserve Truck, one reserve

Rescue Ambulance and two reserve Engines.

Johns Creek, GA


14 27

JOHN’S CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG - OPTION 1

STATION APPARATUS DAILY STAFF GPM AERIAL COMMENTS

Shift

Battalion

Chief

• Pickup • BC

• CPT

• Adds incident command support

(Captain)”

61 • Engine

• Truck (tiller aerial)

• Rescue squad

• Reserve

Ambulance

• LT,/ FAO/ FF

• CPT/ FAO /FF

• SGT/ FF

1500

100

• Replaces 100’ Quint with more agile tiller

aerial.

• Increases equipment storage capacity

• Provides long ground ladder capability

(50’)

• Replaces Rescue Ambulance with Rescue

squad

• Retains replaced Rescue Ambulance 63

for reserve

62 • 75’ Quint

• Rescue squad*

• Reserve Engine

• CPT/ FAO/ 2 FF

• SGT/ FF

2000 75’ • Replaces single Engine with 75’ Quint and

Squad

* Increases staffing by 3

• Retains reserve Engine for relief and off-

road response

63 • 75’ Quint

• Rescue squad*

• Reserve Engine

• CPT / FAO / 2 FF

• SGT / FF

2000 75’

• Replaces Engine, 100’ Quint & Rescue

(ambulance) with 75’ Quint and Rescue

squad

• Reduces staff by 2

• Retains replaced Engine for reserve and

off-road response

64 • 75’ Quint

• Rescue squad*

• Reserve Truck


• SGT / FF

2000 75’ • Additional station with 75’ Quint &

Squad.

• Retains replaced 100’ Quint for reserve

Totals I Command Veh.

3 Quints

1 Engine

1 Truck (tiller aerial)

4 Rescue squad

2 Reserve Engines

1 Reserve Truck

1 Reserve Amb.

Minimum Staff 28

7500

1 @100’

3 @75’

1 Battalion Chief (BC)

5 Captains (CPT)

1 Lieutenant.(LT)

4 Sergeants (SGT)


12 Firefighters (FF)

Mutual

Aid

Engine ? ? • Dispatch and staffing issues make mutual

aid response to Station 61 problematic

• Alpharetta Engine does not often reach

the “Shark Fin” region before JCFD units

Johns Creek, GA


14 28

4.2 Option 2:

This option (#2) also would include the construction, equipping and staffing of an

additional station (#64) in the proximity of Jones Bridge intersection with Hanstedt

Terrace, to meet the resource and deployment needs of the City. The staffing levels

required would be less than Option #1, and the apparatus/equipment needed would be

different, equipping all stations with quint / squads, deleting the 100’ aerial ladder at

station 61. This option requires additional resources and fiscal commitments, including:

Option Two: Estimated Costs

Item Estimated Cost

Twenty-one (21) additional payroll positions & .9

FTE overtime costs

$1,971,000.00 (+ benefit package @

$90K / position)

Purchase of four 75’ Quint apparatus and four (4)

Rescue squad apparatus

$4,800,000


construction and furnishing of an additional fire

station

$1,360,000 (JCFD 1/20/15 est.)



Undetermined

MAG believes there would be substantial benefits from this option, including:

• Significantly Improves initial response time for large areas of the City, thus improving

emergency medical service in those areas of the City.

• Significantly increases firefighting personnel response, thus enhancing firefighting

and rescue capacity in all areas of the City.

• Significantly increases incident command support, thus enhancing incident

management effectiveness and firefighter safety.

• Increases staffing and provides limited truck capabilities for Station 62, thus

improving firefighting and rescue capabilities for the south-east side and for the City

as a whole.

Johns Creek, GA


14 29

• Enlarges equipment storage compartment space, thus improving firefighting and

rescue capabilities.

• Increases aerial ladder capability and mobility – improving firefighting and rescue

capabilities (note that while gaining mobility over current deployment, the

Department loses access to a 100’ aerial except in reserve status).

• Increases reserve apparatus fleet, resulting in one reserve Truck one reserve Rescue

Ambulance and two reserve Engines. Increases total pumping capacity.

Johns Creek, GA


14 30

JOHN’S CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG- Option 2

STATION APPARATUS STAFF GPM AERIAL COMMENTS

Shift

Battalion

Chief

Pickup 1 BC

1 CPT

• Adds incident command support

(Captain)”

61 Quint

Rescue squad*

Reserve Engine

Reserve Ambulance

CPT / FAO / 2

FF

SGT/ FF

2000 75’



squad


• Retains replaced Engine for reserve and

off-road response

• Retains replaced Rescue Ambulance for

reserve.

62 Quint*

Rescue squad*

Reserve Engine

CPT / FAO / 2

FF

SGT/ FF

2000 75’ • Replaces single Engine with 75’ Quint and

Squad


• Retains reserve Engine for relief and off-

road response

63 Quint

Rescue squad*

CPT / FAO / 2

FF

SGT/ FF

2000 75’



squad


• Retains replaced Rescue Ambulance for

reserve

64 Quint*

Rescue squad*

Reserve Truck

CPT / FAO / 2

FF

SGT/ FF

2000 75’ • Additional station with 75’ Quint and

Squad.

• Retains replaced 100’ Quint for reserve

Totals I Command Vehicle

4 Quints

4 Rescue squad

2 Reserve Engines

1 Reserve 100’ Quint

1 Reserve

Ambulance

Minimum staff:

26

8000

4-75’ 1 Battalion Chief (BC)

5 Captains (CPT)

4 Sergeants (SGT)



Mutual Aid Engine ? ? • Dispatch and staffing issues make mutual

aid response to Station 61 district

problematic

• Alpharetta Engine does not often reach

the “Shark Fin” region before JCFD units

Johns Creek, GA


14 31

4.3 Option 3:

This option (#3) would include the construction and staffing of two (2) additional

stations: #64 at the proximity of Jones Bridge intersection with Hanstedt Terrace; and,

#65 at Medlock Bridge Road (near City Hall), to meet the long-term resource and

deployment needs of the City. The apparatus and equipment needed would be different

from other options in that the engine/truck concept is used rather the quint/squad,

thereby significantly increasing staffing requirements (but increasing aerial ladder

capability). This option requires additional resources and fiscal commitments, including:

Option Three: Estimated Costs

Item Estimated Cost

Fifty (50) additional payroll positions & 1.2 FTE

overtime costs

$4,608,000.00 (+ benefit package)

Purchase of three tiller aerial ladder Trucks, and

three (3) Rescue squad apparatus (but of less

capacity than with quint / rescue squad concept)

$4,500,000


construction and furnishing of two additional fire

stations

$2,720,000 (JCFD 1/20/15 est.)



Undetermined


• Dramatically Improves initial response time for large areas of the City – improving


• Dramatically firefighting personnel response, thus enhancing firefighting and rescue

capacity in most areas of the City.



Johns Creek, GA


14 32

• Increases staffing for Station 62, thus improving initial fire attack and rescue

capabilities.

• Reduces truck company support time for Station 62

• Greatly increases “long” ground ladder capability and enlarges equipment storage

compartment space, thus improving firefighting and rescue capabilities.

• Greatly increases aerial ladder capability and mobility, thus improving firefighting and

rescue capabilities.

• Greatly Increases aerial ladder availability and mobility, thus improving firefighting

and rescue capabilities.

• Increases reserve apparatus fleet, resulting in one reserve Truck, one reserve

ambulance and one reserve Engines

Johns Creek, GA


14 33

JOHNS CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG – Option 3


Shift

Battalion

Chief

Pickup • BC

• CPT

• Adds incident

command support

(Captain)”

61 • Engine


• Rescue squad

• Reserve Ambulance

• LT,/ FAO/ FF

• CPT / FAO / FF

• SGT/ FF

1500

100

• Replaces 100 Quint

more agile tiller aerial

• Increases equipment

storage capacity

• Provides long ground

ladder capability (50’)

• Replaces Ambulance

with Rescue squad

• Retains replaced

Rescue Ambulance for

reserve

62 • Engine

• Reserve Engine


1500 * Increases staffing by 1

• Retains reserve Engine

63 • Engine


• Rescue squad

• LT,/ FAO/ FF

• CPT / FAO / FF

• SGT/ FF

1500

100

• Replaces 100 Quint

more agile tiller aerial


storage capacity



• Replaces Ambulance

with Rescue squad.

64 • Engine

• Reserve Engine

• Reserve Truck

• CPT / FAO / 2 FF 2000 • Additional station with

Engine only.

• Retain replaced 100’

Quint for reserve.

65 • Engine


• Rescue Squad

• LT,/ FAO / FF

• CPT / FAO / FF

• SGT/ FF

2000

100 • Replaces 100 Quint

more agile “tiller aerial”.


storage capacity



• Replaces Rescue

Ambulance with Rescue

Squad

Johns Creek, GA


14 34

DEPLOYMENT LOG

Option 3

(cont.)

Totals I Command Vehicle

2 Quints

2 Engine

1 Truck (tiller aerial)

3 Rescue squad

2 Reserve Engines

1 Reserve Truck

1 Reserve Ambulance

Minimum Staff: 34

8500

3-100’


6 Captains (CPT) 1

3 Lieutenant.(LT) 1

3 Sergeants (SGT) 1

8 Fire Apparatus

Operators (FAO)

13 Firefighters (FF) 4

See Appendix for details

of 75’ Quint and Rescue

squad apparatus

Mutual Aid Engine ? ? • Dispatch and staffing

issues make mutual aid

response to Station 61

district problematic

• Alpharetta Engine does

not often reach the

“Shark Fin” region

before JCFD units.

Johns Creek, GA


14 35

4.4 Option 4:

This option (#4) also would include the construction and staffing of two (2)

additional stations (#64 and #65) to meet the long-term resource and deployment needs

of the City. The staffing levels required would be the same as Option 3 but the apparatus

and equipment needed would be different. This option requires additional resources and

fiscal commitments, including:

• Fifty (50) additional payroll positions & 1.2 FTE overtime costs:

$4,608,000.00 @$90K/ position

• Purchase of a tiller aerial ladder Truck, four (4) Quints and five (5) Rescue squad

apparatus:

$6,300,000.00 (MAG estimate)

• Purchase of property for and design, construction and furnishing of two (2)

additional fire stations

$2,720,000.00 (JCFD 1/20/15 est.)

• Purchase of additional necessary communications equipment: Undetermined

Option Four: Estimated Costs

Item Estimated Cost

Fifty (50) additional payroll positions & 1.2 FTE

overtime costs

$4,608,000.00 @$90K/ position

Purchase of a tiller aerial ladder Truck, four (4)

Quints and five (5) Rescue squad apparatus

$6,300,000


construction and furnishing of two (2) additional

fire stations

$2,720,000



Undetermined

Johns Creek, GA


14 36


• Dramatically Improves initial response time for large areas of the City, thus improving


• Dramatically improves firefighting personnel response, thus enhancing firefighting

and rescue capacity in most areas of the City.



• Increases staffing for Station 62, and provides increased truck support thus

improving initial fire attack and rescue capabilities.

• Significantly improves “long” ground ladder capability and enlarges equipment

storage compartment space for Truck 63, thus improving firefighting and rescue

capabilities.

• Dramatically increases aerial ladder capability and mobility, thus improving

firefighting and rescue capabilities.

• Dramatically increases aerial ladder availability, thus improving firefighting and

rescue capabilities. Increases pump capacity by 2000 gpm.

• Increases reserve apparatus fleet, resulting in one reserve Truck, two (2) reserve

Ambulances (replaced 61s & 63s) and two (2) reserve Engines (replaced Engines 61

and 62).

Johns Creek, GA


14 37

JOHNS CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG – Option 4

STATION APPARATUS STAFF GPM AERIA

L

COMMENTS

Shift

Battalion

Chief

Pickup • BC

• CPT

• Adds “Command Assistant” (Captain)

61 • Engine

• Truck (tiller

aerial)

• Rescue squad

• Reserve

Ambulance

• LT,/ FAO / FF

• CPT / FAO / FF

• SGT/ FF

1500

100

• Replaces 100 Quint more agile “tiller

aerial”.

• Increases equipment storage

capacity

• Provides long ground ladder

capability (50’)

• Replaces Rescue Ambulance with

Rescue squad

• Retains Replaced Rescue Ambulance

for Reserve

62 • Quint

• Rescue squad

• Reserve Engine

• CPT / FAO / 2

FF

• SGT / FF

2000 • Replaces Engine with 75’ Quint and

Rescue squad


• Retains Engine for reserve

63 • Quint

• Rescue squad

• CPT / FAO / 2

FF

• SGT / FF

2000 75’


(ambulance) with 75’ Quint and

Rescue squad


64 • Quint

• Rescue squad*

• Reserve Truck

• CPT / FAO / 2

FF

• SGT / FF

2000 75’ • Additional station with 75’ Quint and

Rescue squad.

• Retain replaced 100’ Quint for

reserve

65 • Quint

• Rescue squad

• Reserve Engine

•• CPT / FAO /

2 FF

• SGT / FF

2000

100 • Additional station with 75’ Quint and

Rescue squad.

• Retains Engine for reserve

Totals I Command

Vehicle

4 Quints

1 Engine

1 Trucks (tiller

100’ aerial)

5 Rescue squad

2 Reserve Engines

1 Reserve Truck

1 Reserve

Ambulances

Minimum Staff:

34

9,500

1-100’

4-75’


6 Captains (CPT)

1 Lieutenants (LT)

5 Sergeants (SGT)



See Appendix for details of 75’ Quint

and Rescue squad apparatus

Johns Creek, GA


14 38

DEPLOYMENT

LOG

Option 4

(cont.)

Aid Engine ? ? • Dispatch and staffing issues make

mutual aid response to Station 61

district problematic

• Alpheretta Engine does not often

reach the “Shark Fin” before JCFD

units

Johns Creek, GA


14 39

4.5 Option 5:

This option (#5) also would include the construction and staffing of two (2)

additional stations (#64 and #65). The staffing levels required would be greater than

Options 1,2, or 3, but less than Option #4. This is a quint/squad deployment at four

stations, retaining the single engine deployment at station 62. This option requires

additional resources and fiscal commitments, including:

Option Five: Estimated Costs

Item Estimated Cost

36 additional payroll positions $3,240,000

Purchase of four (4) Quint apparatus and four (4)


$4,800,000



stations.

$2,720,000



Undetermined


• Dramatically improves initial response time for large areas of the City, thus improving


• Dramatically improves firefighting personnel response, thus enhancing firefighting

and rescue capacity in most areas of the City.



• Increases staffing for Station 62, improving initial fire attack and rescue capabilities.

• Improves Truck Company support response time for Station 62, greatly improving

fire attack and rescue capabilities.

Johns Creek, GA


14 40

• Improves “long” ground ladder capability and enlarges equipment storage

compartment space thus improving firefighting and rescue capabilities.

• Increases aerial ladder availability, thus improving firefighting and rescue capabilities

but deletes 100’ aerial.

• Increases reserve apparatus fleet, resulting in one reserve Truck, one reserve Rescue

Ambulance (63s) and two reserve Engines (replaced 61s & Reserve Engine 62).

• Increases total pumping capacity by 2500 GPM.

Johns Creek, GA


14 41

JOHN’S CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG: Option 5


Shift

Battalion

Chief

Pickup • BC/

CPT

• Adds “Command Assistant”

(Captain)

61 • Quint

• Rescue squad

• Reserve

Ambulance


• SGT / FF

2000 75’

• Replaces Engine, 100’ Quint &

Rescue (ambulance) with 75’

Quint and Rescue squad


• Retains replaced Rescue

ambulance for reserve

62 Engine

Reserve Engine

CPT/ FAO/ 2 FF 1500 * Increases staffing by 1

• Retain reserve (relief) Engine

63 Quint

Rescue squad*

Reserve Engine

CPT / FAO / 2 FF

SGT/ FF

2000 75’

• Replaces Engine, 100’ Quint &

Rescue (ambulance) with 75’



• Retain replaced Engine for

reserve

64 Quint

Rescue squad*

CPT / FAO / 2 FF

SGT/ FF

2000 75’ • Additional station with 75’

Quint and Rescue squad.


reserve

65 Quint

Rescue squad*

Reserve 100’

Quint

CPT / FAO / 2 FF

SGT/ FF

2000 75’

• Additional station with 75’


• Retain replaced 100’ Quint for

reserve

Totals I Command

Vehicle

4 Quints

1 Engine

4 Rescue squad

2 Reserve

Engines

1 Reserve Truck

1 Reserve

Ambulance

Minimum Staff:

30

9,500

1-100’

3-75’


6 Captains (CPT)

4 Sergeants (SGT)

5 Fire Apparatus Operators

(FAO)


See Appendix for details of 75’


apparatus



Station 61 district

problematic

• Alpharetta Engine does not

often reach the “Shark Fin”

region before JCFD units

Johns Creek, GA


14 42

4.6 Option 6:

This option (#6) also would also include the construction and staffing of two (2)

additional stations (#64 and #65). The staffing levels required would be greater than

Options #1, or #2, but less than Options #3 and #4. This Option (#6) could be termed the

“total quint/squad concept”. This option requires additional resources, including:

Option Six: Estimated Costs

Item Estimated Cost

Forty-three (43) additional payroll positions & .3

FTE overtime costs

$3,897,000

Purchase, five 75’ Quint apparatus and five (5)


$6,000,000



stations

$2,720,000



Undetermined


• Greatly Improves initial response time for large areas of the City, thus improving


• Greatly increases firefighting personnel response, thus enhancing firefighting and

rescue capacity in all areas of the City.



• Greatly improves staffing and improves equipment capabilities for Station 62, thus

improving firefighting and rescue capabilities for that area and for the City as a

whole.

• Greatly enlarges equipment storage compartment space, thus improving

firefighting and rescue capabilities.

Johns Creek, GA


14 43

• Increases aerial ladder capability and mobility, thus improving firefighting and

rescue capabilities (note that while gaining mobility over current deployment, the

Department loses access to a 100’ aerial except in reserve status).

• Increases aerial ladder availability, thus improving firefighting and rescue

capabilities. Increases total pumping capacity by 2500 gpm.

• Increases reserve apparatus fleet, resulting in one reserve Truck one reserve Rescue

Ambulance and two reserve Engines.

Johns Creek, GA


14 44

JOHN’S CREEK FIRE DEPARTMENT RESOURCE DEPLOYMENT LOG: Option 6


Shift

Battalion

Chief

Pickup 1 BC

1 CPT

• Adds “Command Assistant”

(Captain)

61 Quint

Rescue squad

Reserve Engine

CPT/ FAO/ 2 FF

SGT/ FF

2000 75’

• Replaces Engine, 100’ Quint

& Rescue (ambulance) with

75’ Quint and Rescue squad



reserve

62 Quint

Rescue squad

Reserve Engine

CPT / FAO / 2

FF

SGT/ FF

2000 75’

• Replaces Engine with 75’




reserve

63 Quint

Rescue squad

CPT / FAO / 2

FF

SGT/ FF

2000 75’

• Replaces Engine, 100’ Quint

& Rescue (ambulance) with



64 Quint

Rescue squad

Reserve 100’ Quint

CPT / FAO / 2

FF

SGT/ FF

2000 75’



• Retain replaced 100’ Quint

for reserve

65 Quint

Rescue squad

Reserve

Ambulance

CPT / FAO / 2

FF

SGT/ FF

2000 75’



• Retain replaced Rescue

(ambulance)

Totals 1 Command

Vehicle

5 Quints

5 Squads

2 Reserve Engine

1 Reserve 100’

Quint

1 Reserve

Ambulance

Minimum Staff:

32

10,000

5-75’ 1 Battalion Chief (BC)

6 Captains (CPT)

5 Sergeants (SGT)

5 Fire Apparatus Operators

(FAO)


See Appendix for details of


apparatus



Station 61 district

problematic

• Alpharetta Engine does not

often reach the “Shark Fin”

region before JCFD units

Johns Creek, GA


14 45

IMPLEMENTATION SCHEDULE (Option 1)

Phase1

ACTION ANNUAL COST (over current) ONE-TIME COST

• Provide additional staffing to

accommodate increased incident

management support. Increase of

3 Captain positions (1 / shift ).

• $270,000 + benefit package +

overtime costs $81,000 (MAG

estimate)

• Provide additional staffing to

increase minimum staffing from 3

to 4 at Engine 62. Increase of 3

Firefighter positions



estimate)

• Purchase land for new Fire

Station (64) in the vicinity of

Jones Bridge and Buice Roads

• $200,000 (JCFD estimate

1/20/15)

• Initiate new Fire Station 64

design


1/20/15)

• Initiate detailed design for

Quint, Rescue Squad

• Initiate detailed design and

order new Tiller Ladder Truck, for

Station 61

• Explore aide agreement for new

Forsyth station (north-east of

Johns Creek)

?

Johns Creek, GA


14 46

Phase 2


• Construct new Fire Station 64 $1,060,000 (JCFD estimate

1/20/15)

• Begin recruitment process for

additional personnel

• Begin promotional process for

new positions

• Replace Ladder Truck 61 with

Tiller Aerial Ladder Truck (no

change in staffing)

• $1,200,000 – 15 yr. recurring

(MAG estimates)

• Replace ambulance 61 with

Rescue Squad apparatus

• $300,000 – 7 yr. recurring (MAG

estimate)

Phase 3


• Place Station 64 in operation

with Quint and Squad. Minimum

staffing: Captain, Fire Apparatus

Operator, Sergeant, and 3 Fire

Fighters.

• Station Equipment

• Quint and Rescue Squad

apparatus

• $1,890,000 + benefit package +


estimate)

• $100,000 (MAG estimate)

• $1,200,000 – 15 & 7 year

recurring (MAG estimate)

• Implement Quint / Squad

concept at Fire Station 63.

Minimum staffing: Captain, Fire

Apparatus Operator, Sergeant,

and 3 Fire Fighters. (station staff

reduction: 3 Lts, 3 FAOs).

• Reduction of $ 630,000 +

benefits + overtime costs

$27,000 (MAG estimate)

Johns Creek, GA


14 47

Phase 4


• Implement Quint / Squad

concept at Fire Station 62.

Minimum staffing: Captain, Fire

Apparatus Operator, Sergeant,

and 3 Fire Fighters. (3 additional

staff over current, 2 over Phase

1)

Over current


overtime costs $162,000

(MAG estimate)

Over Phase 1


overtime cost $27,000 (MAG

estimate)

• $1,200,000 - 15 & 7 year


Phase 5


Review Forsyth aide experience

to determine need for new

Station at or near intersection of

Medlock Bridge Road and East

Johns Crossing.

Assuming need for additional

station :

• Purchase land for new Fire

Station (65) in the vicinity of

Jones Bridge and Buice Roads

$400,000 (MAG estimate)

• Initiate new Fire Station 64

design


1/20/15)

Phase 6


• Construct new Fire Station 65 $2,000,000 (MAG estimate)

Johns Creek, GA


14 48

Phase 7


• Place Station 65 in operation

with Quint and Squad. Minimum

staffing: Captain, Fire Apparatus

Operator, Sergeant, and 3 Fire

Fighters.

• Station Equipment

• Quint and Rescue Squad

apparatus

• $1,890,000 + benefit package +


estimate)

• $110,000 (MAG estimate)

• $1,500,000 – 15 & 7 year


Management Advisor Group International, Inc.

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