05-04-2015 Council Packet - Laserfiche WebLink

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6/2/2014 Application Number: EMW-2011-FF-00724 *Element #2 - Impact on Daily Operations (30%): This statement should explain how the community and current firefighters (or geographic areas of concern for an eligible organization) are at risk without the requested firefighters, and to what extent that risk will be reduced if the applicant is awarded. Our study has concluded the following information that has a daily impact on each fire department within Anoka County. 1) There is an immediate need to recruit 59 new firefighters per year over the next four -years throughout the county for a total need of 236 firefighters. This is due to attrition and retirements over that period of time. Currently, most of fire departments in the county are not at full staff and are losing firefighters faster than they can hire and train them. Not being at full staff increases response times, places additional stress on those that are responding and limits what they can do on the scene. The funds to hire more firefighters would change that by allowing us to meet the standards as outlined in NFPA 1720: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments. 2) The average age of our firefighters is 40.25 years old and the recruitment of younger firefighters is a challenge. The general demographics of Anoka County show that the average age is 36.3 years for males and 37.1 for females. This alone shows that our recruitment pool is already older and that we need to make a significant effort to hire a younger generation of firefighters. Though there is comfort in having "stable" firefighters within the community, we are all about to retire during the same generation! The need for an innovative recruitment plan that focuses on the entire county is imperative. This would allow for an equal message from all the fire departments on what is required and what the requirements will be. Part of the recruitment plan will be to establish common policies for participation and retention. 3) Training of new firefighters is essential to retention. But it is hard to do when done individually. Most colleges or private training entities will not hold a firefighter I-II class unless there are at least 10 people to train. This means firefighters are hired and placed in service without any basic training until a group of new firefighters can come together around the county. Establishing a plan to recruit and train new firefighters as a county is a must. Establishing a recruitment date and class start date will better assist in having enough people to train. Knowing that everyone is trained to firefighter II and EMT will have a positive effect on our auto and mutual aid agreements across borders and minimize risk. 4) Fire Chiefs and staff are wearing many hats and doing "more with less". Therefore, recruiting on a regular basis often takes a second effort leaving us behind. We need someone to manage the recruitment effort of ALL fire departments in order to keep it constant. Therefore, we are requesting a full-time recruitment coordinator to manage our plan. This will have a positive impact on the organization of the recruitment effort and the management of the grant award. 5) We need to consistently market our need and haw a central portal for potential recruits to go in order to get information, fill out an interest form, and leave information for us to contact them and get them into the system. We often lose applications, names and numbers with the current system prior to us opening up positions. Having a plan will allow us to maintain contact with all interested candidates through social media and other electronic means. Keeping people informed is important and these grant funds will assist in implementing that plan. 6) Recruiting costs money for all local units of government. By collaborating as an entire county, we will save money, time, and repeated efforts. The formation of a common training academy for new hires will save the county approximately $72,000 over that 4 -year period alone. Sharing common brochures, marketing tools and a website allows each of us to hire and refer potential candidates to other agencies. . *Element #3 - Financial Need (30%): This statement should explain the applicant's organizational budget and its inability to address the need without federal assistance, including other actions the applicant has taken to meet their ltaffing needs. Some fire departments within the county have a line item earmarked for recruitment and retention. These funds typically cover annual physicals and some advertising costs. Since 2008, the economy has taken its toll on every department. Because of the significant tumover within the Centennial Fire District, our line items were increased in order to find a better way to recruit. We have been holding more information sessions, handing out more brochures, https://eservices.fema.gov/FemaFireGrant/firegrant/jsp/safer2011/application/print app.jsp?print=true&app_number=EMW-2011-FF-00724 23/33