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5. Allocation of Capital <br />One possible advantage of a Joint Fire System between multiple cities is the ability to use a larger <br />economy of scale to leverage the allocation of Capital, both equipment and staff, to achieve more <br />efficient results. By thinking in a broader sense, it may be possible to delay large purchases and re- <br />locate other capital equipment so other cities may not have to make those purchases at all. This should <br />result in lower cost and better customer service for all cities involved. One ladder truck for the 5 district <br />region, vehicle and equipment sharing, collaborative training, joint Fire Chief and Joint Human <br />Resources. Sharing buildings and equipment saves money. <br />By managing the staffing properly, it is possible to increase the availability of the firefighters by allowing <br />them to report to other fire stations, while, at the same time decreasing the headcount. It stands to <br />reason that if more firefighters are available, then less would be needed over all. <br />6. Response Times <br />The Study group's goal for response time is to minimize the amount of time it takes from receipt of the <br />911 emergency call to the arrival of Fire Services. To accomplish this, a more regional concept of <br />delivering services can be implemented. For example, currently the Bar None treatment facility, whose <br />address is in Oak Grove, is actually closer to the St Francis Fire Station. By utilizing the closer fire station, <br />the response time should be shortened. Another example would be the northeastern portion of Oak <br />Grove could be served by the City of Bethel due to the shorter distance. Response times should be <br />shortened. Using the regional concept, the responding fire station wouldn't necessarily be from that <br />community, but simply from the nearest fire station, which ever community it may be in. Of course on <br />larger incidents multiple stations would be responding to supply adequate apparatus and manpower. A <br />map of all communities and the 5 mile drive distance from each fire station is included in this report. <br />7. Long Term Operational Savings <br />As this process moves forward, care should be taken not to expect immediate budget reductions. There <br />is considerable effort needed to make the transition from several departments into a single structure. <br />Vehicle identification, uniforms, turnout gear, vendor selection, training needs are but a few of the <br />issues that would need a plan for changing to a common style. The phrase "Getting everyone on the <br />same page" could be used for the effort of consolidating different organizations into one. Once the <br />initial change is made, there can be changes in operations that can provide some savings to all involved. <br />Common training facilitators and training supplies is an example of the administrative budget that could <br />be positively impacted. Operational budgets may be impacted by lessening the need for each <br />community to carry inventory of additional hose, nozzles and other equipment, rather a central <br />inventory system that could be utilized by all stations within the district may be an excellent method to <br />both keep needed inventory levels while also assuring these inventory levels are kept at an acceptable <br />level without excess. After analysis, possible changes in the number, type and location of apparatus may <br />also offer some longer term savings to the Joint Fire Service Area. <br />5 <br />