Laserfiche WebLink
Orono Fire Needs Assessment <br />52 | Page <br /> <br />6.3 Course of Action (COA) 3: Orono Municipal Fire Department with POC <br />Firefighters <br />• Description. This COA looks at Orono forming a fire department with a full time chief and <br />Paid on Call (Volunteer) firefighters. facilities and equipment plan for this COA is <br />sustainable and achieves NFPA standard within the first ten years. This COA would use a <br />1/3 Tax Value + 1/3 Population + 1/3 Call hour formula to distribute costs to any <br />municipalities contracting with the Orono Fire Department for service. <br />• Cost. Costs for this COA were calculating using current Operating costs for LLFD but adding <br />a capital improvement plan that achieves NFPA standard within 10 years and then provided <br />sustainingly funding for the future. This COA would cost Orono $978,000 per year if in <br />partnership(contracts) with the current municipalities covered by LLFD. This amounts to an <br />average of $320 per Orono household. If the department did not serve and contract <br />partners the cost would be $1,357,000 per year. <br />• Advantages (pros). This COA sees many of the same advantages of COA1. IT establishes <br />local control for the city of Orono. It improves emergency service coordination between <br />fire and Police. And, it provides a sustainable plan to ensure the capital needs of the <br />department are met. In addition, the department and its members will have access to the <br />rest of the Orono staff and the administrative support services it can provide. <br />• Disadvantages (Cons). Disadvantages include increased cost compares for COA1. This <br />COA does not provide for an improved response model which will likely remain at a rural <br />response. This COA does not improve staffing/response efficiency. This model relies too <br />heavily on firefighters being able to drop what they are doing and respond to calls especially <br />during the weekday. 45% of our calls happen during the week from 0600-1800 hours, <br />which is when we have our least amount of available personnel. The time slot only <br />accounts for 36% of the week. This response model is creating a high amount of stress on <br />the firefighters and alarms more firefighters then are necessary to handle the incident. This <br />COA does not allow for a phased stand up of the department. <br /> <br />6.4 COA 4: Orono Municipal Fire Department with Duty Crews and FTEs <br /> This is the Staff recommended COA. <br /> <br />• Description. This COA looks at Orono forming a fire department with a full time chief, <br />daytime duty crew and Paid on Call (Volunteer) firefighters. The facilities and equipment <br />plan for this COA is sustainable and achieves NFPA standard within the first ten years. This <br />COA would use a 1/3 Tax Value + 1/3 Population + 1/3 Call hour formula to distribute costs <br />to any municipalities contracting with the Orono Fire Department for service. This COA <br />includes establishing a suburban response standard for the department. <br />• Cost. The Capital cost calculation for this COA is the same as COA 3. The operating costs <br />were adjusted to include daytime duty crews. The estimated annual cost for this COA is <br />$1,177,000 per year if in partnership(contracts) with the current municipalities covered by