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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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3/18/2008 12:18:06 PM
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3/18/2008 12:16:18 PM
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Lake Johanna Fire Budget
General - Type
Agenda Item
Date
3/17/2008
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<br />Saint Cloud Fire Department, MN <br /> <br />Fire Protection Master Plan- Executive Summary Document <br /> <br />Where such staffing systems have been most successful, managers typically point to the <br />development of a "culture of acceptance". In short, many ineffective combination departments are <br />filled with on-call responders who want to view the organization as a "volunteer fire department" and <br />see it operate in that fashion. Conversely, many of the career personnel in these same agencies want <br />to view the organization as a "career fire department" and seek to downplay the existence or value of <br />all but full-time staff. The successful combination departments seem to have developed an accepted <br />identity as just what they are- a combination staffed agency. In these departments, both career and <br />on-call personnel clearly understand- and have accepted- what they individually bring to the agency, <br />and what the other side brings to the table as well. <br /> <br />We believe such a culture of acceptance will be extremely difficult, but not impossible, to achieve in <br />the Saint Cloud Fire Department. As was pointed out earlier in the report, the department has had ten <br />years of experience with a poorly planned merger that has built walls between the career and on-call <br />responders that are clearly seen during interviews with personnel at all levels of the organization. <br /> <br />The best opportunity for success in this regard would be through an internal strategic planning <br />process. If the organizational structure of a fully unified and integrated combination staffing system is <br />accepted by the City as its long-term strategy, the internal strategic planning process can bring the <br />personnel within the department into the process of determining how to achieve its success, including <br />transitional methods to achieve the necessary level of acceptance. <br /> <br />Fiscal Projection <br />This long-term strategy calls for the addition of a new fire station, the relocation of an existing station, <br />the renovation of an existing station, the addition of one engine to the apparatus fleet, and an increase <br />in on-duty staffing. In an effort to demonstrate the financial impact of the strategy, we project both the <br />anticipated capital costs and the impact to annual operating expenditures if this long-term strategy <br />were fully and completely implemented. <br /> <br />We emphasize one very important point. This financial analysis provides a "snapshot" of the fiscal <br />effects of the deployment, resource, and staffing changes as if the action occurs during the current <br />budgetary year. Our analysis does not attempt to predict the actual tax rate after implementation. <br /> <br />16 <br />
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