Fire Chief: Jeff L. Hogan Deputy Fire Chief: Pat O Neill Assistant Fire Chief: Chris Coons
Executive Summary The Johns Creek Fire Department has conducted research and various studies to determine the needs of the community regarding adequate fire, rescue and emergency medical response and how best our agency can accomplish this in the future. The City of Johns Creek has experienced significant growth since the city launched in 2006 and, since the fire department launched on October 7th, 2008. While effective response to emergency incidents is our priority, education and fire prevention is key to the success of the department and community as a whole. We feel that forward planning and implementation of action items within this plan will ensure that the department continues to maintain a satisfied customer base within the community we serve. Analyzing data to determine the needs of an ever changing community is vital to the department s ability to plan for the future and in determining what the needs might be for tomorrow versus the needs of today. Modern fire and emergency medical services have evolved and continue to do so in order to meet the needs of the community in which they serve. The attached plan is intended to enable the fire department command staff, city management and elected officials the opportunity to determine what strategies are best suited to ensure the citizens, businesses and visitors of the City of Johns Creek a safe experience. While a community changes and grows it is imperative that the agency(s) responsible for providing public safety maintain resilient and are able to best serve the needs of the customer. Reference page # 8 and 9
Executive Summary (continued) All aspects of the department and community have been closely analyzed utilizing statistical data and forecasting methods to ensure these needs are identified and addressed in a pro-active manner. These items include but are not limited to: Community Growth Statistics and Anticipated Future Growth Departmental Policies and Procedures Departmental Resources and Allocation Operational Procedures Administrative Elements Fire Prevention Activities Training and Education of Members of the Department Public Education Efforts Fiscal Management Department Goals and Objectives Departmental Incident Response Statistics and Anticipated Changes While conducting our surveys, there were areas of immediate change needed and many future concerns that require planning prior to implementation. For instance, addressing the geographical and traffic challenges of the city have been recognized and the need to maintain quality response times to all members of the community, vehicle replacement planning, succession planning, training and education of current and future staff, increased call volumes, public education and fire prevention to name a few. Reference page # 8 and 9
General Community Information General Community Information: (as of 1/2015) 32 Square mile foot print 20,480 Acres (+/-) 13 Miles of Chattahoochee River frontage 3 High schools (5,777 students) (+/-) 3 Middle schools (3,845 students) (+/-) 9 Elementary schools (7,010 students) (+/-) 14 Private schools (3,401 students) (+/-) 16 Daycares (1468 children) 11 Religious places of worship (approximately 14,000 worshippers) 12 Apartment complexes (3133 living units) (164 buildings) (many are 3 stories on the front side and 4 stories on the rear) 9 Assisted living homes (664 beds / living units) 16 Townhome communities (627 living units)(146 buildings) 378 Commercial structures (1071 occupancies) (approximately 10,064,000 square feet) 1 Hospital (4 stories, 110 beds, 414,000 square feet including hospital and physicians plaza) 2 Hotels (5 stories each) 15 Commercial buildings that are 4 stories (including 3 assisted living) 21,173 Single Family Homes (+/-) (approximately 67,717,521 square feet) 2 State Highways (SR120 & SR141) Reference page # 13
Population Growth Population Statistics and Forecasted Growth 2020 2008 2009 2010 2011 2012 2013 59522 61794 76727 79501 82278 82788 94204 Sources: Atlanta Regional Commission, U.S. Census Bureau & CoJC Comprehensive Plan 2009-2030 Reference page # 14
Estimated Property Growth 40000 30000 20000 Residential Properties and Estimated Growth 20115 23013 25554 27744 28144 33744 10000 0 2000 2007 2008 2010 2014 2020 400 390 380 370 Commercial Properties and Estimated Growth 366 370 378 392 360 350 2008 2010 2014 2020 Sources: Atlanta Regional Commission & U.S. Census Bureau Reference page # 15
Forecasted Incident Statistics 10,000 8,000 6,000 4,000 2,000 JCFD Incident Count Statistics and Forecasted Increase 0 728 2,960 3,856 4,528 4,584 4,724 4,366 2008 2009 2010 2011 2012 2013 2014 6,053 2020 Forec ast Incidents 728 2,960 3,856 4,528 4,584 4,724 4,366 6,053 Response Data and Forecasted Increase in Response Volume 11832 1100 4715 6672 7476 7439 8062 7995 2008 2009 2010 2011 2012 2013 2014 2020 Sources: JCFD. Based on Estimated Population and Structure Density Estimated Growth Reference page # 16
Fire Department Comparison Data City Name Square Mileage Population Milton 38.73 35,907 # Fire Stations 3 (+1 approved for 2016) Minimum On Duty FD Staff 16 (+ new station) Firefighter to Citizen ratio ISO Class Rating (as of 1/2015) 1 / 1,244 4 Loganville 6 10,800 3 7 1 / 1,543 3 Marietta 23.2 59,089 6 34 1 / 1,738 2 Canton 14.3 24,163 2 13 1 / 1,859 4 Smyrna 15.41 53,438 5 28 1 / 1,908 2 Alpharetta 21.4 62,298 6 25 1 / 2,492 2 (1 in 2015) Roswell 41.95 94,034 7 24 1 / 3,918 3 Johns Creek 32 82,788 3 20 1 / 4,139 4/10 (Split) Reference page # 18
On Duty Firefighter to Citizen Ratio Milton Loganville Marietta Canton Smyrna Alpharetta Roswell Johns Creek 3918 4139 2492 1543 1738 1859 1908 1244 Reference page # 18 and 19
Self Assessment & Standard of Cover Self assessment, establishing a standard of cover and building a viable response model are strategies that our department has adopted to ensure effective and reliable response to emergencies. All of these are constantly being analyzed as the community, population and hazards change. Why conduct continued self assessments? Promotes excellence within our department. Encourages quality improvement through continuous self assessment. Provides assurance to peers, elected officials, management and the public that the organization has defined a mission and related objectives that will result in improving organizational performance. Provides a detailed evaluation of the department and the services it provides the community. Methodology for building on strong points and addressing deficiencies. Assures departmental effectiveness and efficiency. Provides a forum for the communication of management and leadership philosophies as well as facilitating input and builds positive relationships with the members. Mechanism for developing concurrent documents, such as strategic and operational plans, a risk management study and written standard of response coverage policies. Fosters pride in the organization, from department members, community leaders and the public. Reference page # 22 and 23
Self Assessment & Standard of Cover (continued) What is a Standards of Cover Assessment? Provides an avenue to assess the community for fire and non-fire risks. Defines baseline and benchmark emergency response performance standards. Identifies and allows planning for future station locations. (Determination of levels of service to be provide within an area served) Determines apparatus and staffing patterns. (Analyzes the agency s current response capabilities) Identifies and addresses deficiencies in certain geographical areas of the protection district as well as recognition of target hazards. Evaluates workload and ideal unit utilization. Measures service delivery performance. Supports strategic planning and policy development relative to resource procurement and allocation. Reference page # 22 and 23
Self Assessment & Standard of Cover (continued) Response model: Establishes response plans based on the type and scope of incident the department is responding to. Determines and proactively addresses needs of the community in the event of a large scale emergency response. Utilizes technology to determine appropriate unit response by location. The most current data, statistics, self assessment and standard of cover assessments indicate the following elements of our organization must be addressed in order to better serve the community in the future: 2 additional fire stations (Action Item 1B) Apparatus replacement (Action Item 1C) Staffing increases (Action Item 1D) Training center (Action Item 2C) Reference page # 22 and 23
Additional Fire Station(s) (continued) In 2011 the I.S.O. (Insurance Services Office) audit was conducted that resulted in poor rating and ultimately high insurance rates for many homeowners or individuals who could not receive homeowners insurance coverage at all. A remedy for this issue has been aggressively pursued through an Automatic Aid agreement with the neighboring Alpharetta Fire Department, however it is not always a dependable way to provide coverage for the public. Additionally, there are still areas of the city that are not covered within the 5 mile travel distance from a fire station as mandated by I.S.O. with the current automatic aid system in place (see page 29). Unfortunately, these residents will still be negatively impacted as far as insurance premiums and in some instance the inability to secure traditional homeowners insurance coverage (126 homes in total). Due to traffic patterns and distances from current fire station locations there is a delay in response time for some of the out-lying areas of the protection district. This being said, the Johns Creek Fire Department conducted a Standard of Cover survey which has identified the need for a minimum of one new Fire Station located in the northwest corner of the city by 2017. Further, this survey has indicated that with anticipated growth and population density increases an additional fire station would be needed by 2020 near the State Bridge Road / Jones Bridge Road area of the city. Reference page # 24
Additional Fire Station(s) (continued) According to NFPA 1710-2010, the first arriving fire apparatus must arrive on scene within 4 minutes and the balance of the alarm (the total response) must arrive within 8 minutes. With our current fire station distribution this is not possible. As demonstrated on page 27 of this report, there are several locations within the response district that will have a first arriving unit arrive within the 4 minute standard most of the time but the balance of the alarm assignment would be greatly delayed due to distance. For instance if a fire occurs along the Barnwell Road corridor Station 63 would arrive in a timely manner but Station 61 would take a minimum of 10 minutes to arrive and Station 62 approximately 16 minutes. This would mean that a total of 8 firefighters would arrive on scene quickly with the other 12 greatly delayed. Additionally, as indicated on page 27, there is one area within the city that has no JCFD apparatus / station responding according to the I.S.O. mandate of 5 road travel miles. Reference page # 24
Additional Fire Station(s) NFPA 1710 further states that BLS (Basic Life Support) must respond to the scene of a medical emergency within 4 minutes 90% of the time and ALS (Advanced Life Support) within 8 minutes 90% of the time. **With a new fire station there will be the consideration of a room dedicated to the community to utilize for various meetings and functions. **Fire station 61 and 63 are both over 25 years old and will need to be replaced by 2025 due to increased maintenance costs and poor efficiency. Reference page # 24
Current Fire Stations Reference page # 25
Proposed Fire Stations Reference page # 26
Area not covered by automatic aid * 126 Homes Reference page # 30
5 Mile Driving Distance (Station 61) Reference page # 28
5 Mile Driving Distance (Station 62) Reference page # 28
5 Mile Driving Distance (Station 63) Reference page # 28
Overlapping Coverage (current) Reference page # 28
Proposed Station 64 Coverage Distances
Proposed Station 65 Coverage Distances
Overlapping Coverage (Proposed New Stations)
Undeveloped Land Reference page # 29
New Fire Station Plan Additional Fire Station Plan Fire Station 64: To be located in the northwest corner of the City of Johns Creek 2016: Acquire land 2016: Contract and receive architectural drawings and secure contractor Early 2017: Construct station Late 2017: Occupy station Fire Station 65: To be located on or near the Jones Bridge Road corridor north of State Bridge Road and South of Abbotts Bridge Road. 2018: Acquire land 2019: Contract and receive architectural drawings and secure contractor Early 2020: Construct station Late 2020: Occupy station Reference page # 31
New Fire Station Plan (continued) Obviously adding a fire station is a huge financial commitment and additional items to be considered with each new station are: Staffing Minimum of 4 new members for each station (for each shift)(total of 12) Apparatus Engine or Quint Equipment for apparatus Furniture Office Day room Bunks Kitchen cabinets Lockers Dining table / chairs Watch room desk Reference page # 32
New Fire Station Plan (continued) Appliances Refrigerator Ice machine Commercial stove / oven Commercial stove hood and extinguisher system Television Clothes washer and dryer Computers / printers Base station radio Fuel tank A fuel tank that provides both diesel and gasoline can be considered. A gasoline fuel tank will allow police vehicles to remain in these areas of the city when fuel is needed. Reference page # 32
New Fire Station Plan (continued) Fire station cost analysis estimate (proposed station # 64): (*pricing estimate as of 1/2015) Land (minimum of 2 acres): $ 200,000.00 (+) Engineering / architectural drawings: $100,000.00 Grading / Site Prep (dependent on land layout): $ 60,000.00 Construction / building costs: $ 1,000,000.00 Staffing (Minimum of 4 new members per shift for each station) annually (not to include benefits packages): $ 344,000.00 Apparatus : $ 634,940.00 (Engine) or $ 950,000.00 (Truck) Equipment for apparatus: $ 170,000.00 Utility Costs: Electricity: $ 15,000.00 annually Natural Gas: $ 4,500.00 annually Water / Sewer: $ 1,450.00 annually Furniture Office: $ 2,500.00 Day room: $ 2,900.00 Bunks: $ 1,800.00 Kitchen cabinets: $ 14,000.00 Lockers: $ 4,200.00 Dining table / chairs: $ 1,500.00 Watch room desk: $ 1,400.00 Reference page # 33
New Fire Station Plan (continued) Appliances Refrigerator: $ 955.00 Ice machine: $ 1,900.00 Commercial stove / oven: $ 5,300.00 Commercial stove hood and extinguisher system: $ 7,000.00 Television: $ 450.00 Clothes washer and dryer: $ 1,200.00 for pair Miscellaneous supplies (dishes, cooking, etc.): $ 500.00 Computers (2) / printer (1): $ 1,100.00 Base station radio: $6,800.00 Portable Radios (4): $ 19,000.00 Fuel tank: Will need to get quotes after a decision is made on type. A fuel tank that provides both diesel and gasoline can be considered. A gasoline fuel tank will allow police vehicles to remain in these areas of the city when fuel is needed. Total to Launch: $ 2,247,445.00 (Engine) or $ 2,562,505.00 (Truck) Total annual commitment: (+/-) $ 364,950.00 (salaries and utilities) Reference page # 33
As leaders of the city, the responsibility to protect the citizens, visitors and property are our responsibility alone, and never forgetting this obligation is key to a safe and successful community. Thank you for taking the time to review the Johns Creek Fire Department 2016-2021 Multi-Year Plan As demonstrated in the materials provided and presented, there has been a great deal of time, effort and preparation in developing a plan that ensures the Fire Department will be in a position to provide quality services to the citizens and visitors of the City of Johns Creek as the city grows and the community changes.