AUGUSTA COUNTY FIRE-RESCUE

COUNTY OF AUGUSTA

FIRE-RESCUE

STRATEGIC PLAN

2017

May 18, 2017

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INTRODUCTION

The following Strategic Plan is a compilation of information put together after consulting with a
variety of stakeholders, including but not limited to; career and volunteer personnel, the Board of
Supervisors Emergency Services Committee, and other County staff. Augusta County Fire-Rescue
was directed by County Administration to re-evaluate this Plan based on current resources of 105
career personnel. In addition, a review of other jurisdictions was conducted regarding fire and
rescue departments facing an increase in demand for services while seeing a decline in
volunteerism, decreasing the resource of personnel. This Plan is a guide toward meeting future
needs and is set in phases without specific timelines, it also allows for flexibility in allocating
resources to assure public safety needs are met.

The primary goal is to maintain the autonomy of the valuable volunteer system as its stands, while
being prepared to support the system in the event the volunteers are unable to meet the service
delivery demands. The overall goal will be to assure that public safety needs are met on a 24/7
basis through career and volunteer collaboration.

Background
In 2000 a Fire-Rescue Emergency Services Regional Master Plan was prepared by a third party
consultant to evaluate and define future needs regarding public safety, which was subsequently
updated in 2005. In addition, a 2011 Fire Study was conducted by the Department of Fire
Programs with recommendations that provided background for the structure of this Plan. Updates
of this plan were submitted for the Augusta County Board of Supervisors review in 2012 and
2015, although not adopted, they resulted in changes in staffing procedures for the Fire-Rescue
Department. The Fire-Rescue Department continued to evaluate infrastructure, personnel, and
apparatus and equipment needs and has been directed by the Board to present a Strategic Plan
update for Fiscal Year 2017.

Augusta County spans approximately 970 square miles and has an estimated population of
74,881 residents. Augusta County Fire-Rescue career staff are currently stationed at 13 of the 17
fire and/or rescue agencies physically located within the County and all rescue transport agencies
in the County now have career staffing either 24/7 or daylight Monday through Friday. Fire
and/or rescue agencies in the County consist of approximately 760 total volunteers, with 320 of
those volunteers responding to 10% of calls and/or providing 100 volunteer duty hours annually.
There are 105 fulltime career personnel and approximately 30-40 part-time career personnel.
Fire and/or EMS personnel respond to a wide variety of emergency and non-emergency calls for
service including; natural and man-made emergencies, fires, medical emergencies, hazardous
materials, heavy and technical rescue, and water related incidents. The fire and rescue services
within the County are provided by a combination of volunteer and career service providers that
interact collectively in providing for public safety. The system is complex and continues to be
dependent on interagency cooperation and partnerships with surrounding jurisdictions to ensure
service delivery to the citizens and visitors, inclusive of, but not limited to; the City of Staunton,
the City of Harrisonburg, Rockingham County, Rockbridge County, Staunton-Augusta Rescue
(SARS), the City of Waynesboro, Waynesboro First Aid Crew (WFAC), and Wintergreen Fire-
Rescue.

The Department is in the final process of procuring a new ladder truck. Delivery of the new
ladder truck is expected June 2017 with a projected in service date of July 1st 2017. At that time
 AUGUSTA COUNTY FIRE-RESCUE 3

the current ladder truck, which has reached its depreciation will be redeployed to Station 25
which has a lower volume of fire calls. NFPA Standards and ISO recommendations form the
basis for determining types and numbers of apparatus.

Now and in the future an ongoing effort will be required to recruit, train, and support volunteer
and career in providing services at specific operational level. Setting definitive, but achievable,
goals and objectives regarding all the associated disciplines is a must and will require support
and commitment from all stakeholders.

It is the ultimate goal of the Augusta County Fire-Rescue Department to serve the citizens of
Augusta County with the best Fire and EMS service delivery in the most efficient and cost
effective manner possible. The following should be considered for Augusta Countys projected
needs in providing public safety for our citizens and visitors.

Current Status
Personnel:

Augusta County relies heavily upon having trained volunteers to meet the needs for public
safety, however for many reasons the County, as with other jurisdictions, is experiencing an
overall decline in recruiting and retaining a sufficient number of volunteers for the volume of
calls and level of services now associated with fire and rescue. There are now 4 stations either
owned and/or operated by the County. Due to the lack of sufficient numbers of volunteers, ISO
requirements, and increasing needs for public safety, additional career staff became a necessity.
In the of Fall 2015 Augusta County was awarded a SAFER grant for 20 additional positions
effective January 2016, bringing the number of career positions in 2016 to 96 Operational and 9
Administrative, a total of 105.Career staffing is currently in place at 13 of 17 fire and/or rescue
stations within the County; 7 of which are staffed 24/7 and 6 staffed daylight Monday through
Friday 6 a.m. to 6 p.m. All rescue transport agencies now have career staffing either 24/7 or
daylight Monday through Friday.

Career staffing at volunteer stations has been funded by the Board of Supervisors for many
reasons; at the request of volunteer agencies, in response to the decline in the ISO rating, and
agencies lacking a sufficient number of volunteer personnel available to answer calls. The
staffing level of stations physically located in the County saw a 176% increase of career staff
from 38 career in 2006 to 105 in 2016. The demand continues for emergency preparedness in
specialized fields such as; Advanced Life Support, Technical Rescue and Haz-mat response,
which increases training and goes beyond the scope of training many volunteers are able to
obtain due to time and cost constraints.
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Apparatus and Equipment:

There are over 100 fire apparatus directly or indirectly related to fire response, 33 ambulances
and an additional 36 support units countywide for EMS response.

County Owned Fire and Rescue Apparatus:

3 Engines frontline (Est. Cost $650,000 ea.)
1 Engine reserve training (Est. Cost $50,000)
1 Tanker (Est. Cost $520,000)
1 Ladder Truck (Quint) (Est. Cost $1,200,000)
1 Ladder Truck (Quint) due to be delivered June 2017 (Est. Cost $1,200,000)
1 Heavy Squad (Est. Cost $1,000,000)
1 Haz-mat Unit (Est. Cost $500,000)
1 Brush Truck (Est. Cost $150,000)
9 Ambulances (Est. Cost $245,000 ea.)
1 Ambulance reserve (Est. Cost $245,000)
7 Duty Officer/First Response Vehicles (Est. Cost $35,000 ea.)
3 Utility Vehicles/DO/Training/Snow removal (Est. Cost $40,000 ea.)

** Replacement costs are estimates only based on changes in safety standards

and minimum equipment requirements.

Fire -

There are over 100 pieces of fire apparatus that provide emergency services for the
County. The location, design, and capability of equipment and facilities varies throughout
the County. As such, the cost effectiveness, and in instances service delivery benefits of
some equipment and facilities are subject to further evaluation. Once again, the changes
in demographics, service delivery needs, and expectations make it necessary to
continuously monitor equipment and facilities. Fire agencies received 7,334 calls for
service in 2016. Career responded to or assisted with 2,827 (39%) of those calls.

EMS -

There are 33 ambulances operating within the borders of Augusta County from 11
locations. SARS and WFAC collectively have 11 ambulances, 12 belong to volunteer
agencies; Stuarts Draft Rescue 4, Deerfield 2, Churchville 2, Mt. Solon 2, New Hope 2,
and 10 County owned ambulances that are operated by Augusta County Fire-Rescue
career staff from 6 locations and augment volunteer owned ambulances at 4 additional
locations. As the system continues to grow, consideration needs to be given to additional
County owned and operated ambulances staffed at key locations. There were 11,004 total
calls for ambulances in 2016. Career responded to, or assisted with 5,555 (50%) of those
calls.

Percentages of both Fire and EMS calls above were during career hours only and handled with a daily staffing total of 37
operational career personnel 25 on duty 24/7 and 12 on duty Mon- Fri 6 a.m. till 6 p.m. In 2016 there were a combined total of
18,338 Fire and EMS calls received, with career responding to 8,380 (46 %).
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Infrastructure Current:

West Division
Currently 10 total stations 47 total career assigned
4 Daylight career staffing 6 a.m. 6 p.m.
4 Shift career staffing 24/7
2 total Volunteer Fire Stations

Deerfield Fire/Rescue 6 career 24/7 2/shift

Middlebrook Fire Department 3 career 6-6 M-F 2/shift
Churchville Fire/Rescue 4 career 6-6 M-F 2/shift
Craigsville Fire Department All volunteer
Craigsville Rescue 6 career 24/7 2/shift (County owned station)
Swoope Fire/First Responder All volunteer
Mt. Solon Fire/Rescue 3 career 6-6 M-F 2/shift
Verona Fire 4 career 6-6 M-F 2/shift
Augusta County Fire Dept. (ACFD Volunteers/County owned station and apparatus) 15 career 24/7 5/shift
Riverheads Fire (County owned station) All volunteer fire
County ambulance at Riverheads station 6 career 24/7 2/shift

East Division
Currently 7 total stations 49 total career staff assigned
2 Daylight career staffing 6 a.m. - 6 p.m.
1 Shift career staffing 24/7
2 total Volunteer Fire Station
2 Volunteer Fire Stations housing county ambulance with 24/7 career supporting Fire as needed

Weyers Cave Fire All volunteer fire

County ambulance at Weyers Cave station 6 career 24/7 2/shift
New Hope Fire/Rescue
County ambulance at New Hope station 6 career 24/7 2/shift
Dooms Fire/First Responder 3 career 6-6 M-F 2/shift
Preston L. Yancey Fire/Rescue(ACFR, Inc.) 30 career 24/7 10/shift
Wilson Fire All volunteer
Stuarts Draft Fire All volunteer
Stuarts Draft Rescue 4 career 6-6 M-F 2/shift
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Current & Future Challenges

Fire and EMS Challenges Countywide:

The cost of operating a fire and/or rescue agency in todays economy poses significant
challenges. Not all stations are equipped or able to accommodate fulltime staff, or they
are not located to allow for efficiently serving a wide response area. Some stations have
aging/unsuitable apparatus and equipment, which is no longer cost effective to maintain.
The need for continuous monitoring and evaluation of available fire and EMS personnel
career/volunteer, apparatus/equipment, and aging infrastructure is currently having an
impact on services and will present ongoing obstacles with future service delivery needs
and the ability to meet the demands. In addition, there are many agencies that maintain a
strong amount of pride and ownership in regards to being a 100% volunteer agency, a
factor that needs to be considered when planning resource placement.

Time and cost of certification and training requirements are rising due to the multiple
disciplines now associated with fire and EMS services such as; Technical Rescue,
Hazmat Operations, providing ALS services, etc. The publics expectation of the fire and
EMS service is an all hazards approach, and when an event occurs the Fire/EMS
service responds. This has led to providers that are competent with many skills, but the
ability to master all the disciplines is challenging when its a fulltime job and almost
impossible from a volunteer perspective. To meet service delivery demands and ensure
emergency responder safety, it is vital to have sufficient numbers of trained providers to
respond to the needs of Augusta County. The overall need to provide effective and
efficient emergency services has continuously been reviewed and the placement of career
staff at all County locations is one option, however it is not the most cost effective or
efficient option with regard to infrastructure, and apparatus as mentioned above and
outlined below.

The National Fire Protection Association (NFPA) standards 1710 and 1720 recommends
4 firefighters per engine and EMS staffing based on the minimum levels needed to
provide patient care and member safety. Two (2) per ambulance is usually recognized as
the standard for minimum staffing. If all 17 agencies located within the County were to
request fulltime career staffing to meet minimum standards for fire/rescue response, with
one staffed engine and/or 1 staffed ambulance, the total number of personnel would be
234 operational staff based on the station staffing outlined below.

o 8 Fire Departments each with a minimum of 4 firefighters per shift, with three
shifts is a total of 96 firefighters (32 on shift per day, 3 shifts)
o 2 Rescue only agencies each with a minimum of 2 EMTs per shift, with three
shifts is a total of 12 EMS providers (4 on shift per day, 3 shifts)
o 7 Combination Fire and EMS each with a minimum of 1 engine and 1
ambulance staffed with 6 per shift, with three shifts is a total of 126 firefighters
and EMS providers (42 on shift per day, 3 shifts)

The number of personnel shown above is not inclusive of administrative or support staff,
which realistically would be an additional 22 operational floaters for vacation and/or sick
leave and 35 support staff for training and administration for a total of 291. Volunteer
support would still be necessary in order to provide minimum numbers of personnel to
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engage in structural firefighting per the N.F.P.A. Standards, as it only provides career
staffing for a single engine or ambulance response for a single call.

In 2012 Augusta County Fire-Rescue working with Administration and the Board of
Supervisors, recognized the need for additional career staff. The BOS approved and Fire-
Rescue Administration applied for and received a SAFER Grant (Staffing for Adequate
Fire and Emergency Response). This allowed the County to hire 21 fire and emergency
response personnel paid over a two year period by the grant, a total of $2,203,824.00 to
address the public safety demands. At the end of the grant cycle the County picked up
$1,101,412.00 of the personnel funding per year.

In 2015 Augusta County Fire-Rescue again identified a need for additional staffing to
provide support to the volunteer system, and the Board of Supervisors gave approval to
apply for another SAFER Grant, which was awarded in the total amount of
$2,611,260.00 to cover a two year period. This allowed the County to hire 20 additional
fire and emergency response personnel to address the public safety demands. While these
grants have allowed Fire-Rescue to maintain the service demands on the system, the
reality is that in January 2018 the County will be faced with an additional estimated
$1,305,000.00 in personnel costs. Recruitment and retention initiatives remain a priority.
The current SAFER personnel were hired with the idea that if the volunteer system
stabilized, career staff could be reduced through attrition. SAFER funding for the
positions ends January 2018.

Volunteer funding from the County has remained consistent and offers incentives such
as; annual funding allocation, equipment grants, gear purchasing, discounted loans,
insurance coverage, fuel reimbursement, and training. However volunteer participation
continues to decline, most critically on the operational side, but also on the administrative
side with fundraising capabilities.

It is currently estimated that 19.7% of the Countys population is over the age of sixty-
five (65). Our aging population has directly impacted how we serve our community. For
example, in 2006 there were 8,344 calls for EMS services and in 2016 that number grew
to 11,004 representing a 32% increase over the past 10 years in emergency medical
related calls. The growth indicators; population, age, and other factors contribute to the
increased call volume and availability of volunteer responders to meet the need.

Infrastructure Challenges Specific in regards to County owned and/or

maintained stations:

The Augusta County Fire Department Co. 10 is located within the City limits of Staunton
and provides services for both the County and the City of Staunton. In regards to
maintaining apparatus, equipment, infrastructure, and staffing it is necessary to look at
cost effective measures at this station immediately. Currently there are 12 total FF/EMS
career staff assigned 3 of which are floaters as well as 3 EMS Supervisors 1 per shift
covering the entire county from this location. In fiscal year 2016 the Staunton Fire
Stations collectively responded to 183 County calls for mutual or automatic aid with 0%
of these calls turned over. The Augusta County Fire Department Co. 10 responded to
1,272 calls in fiscal year 2016 of which 392 were Staunton City calls they responded to
on mutual or automatic aid agreements. Company 10 call turnover to next due agency for
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fiscal year 2016 was 2.2%. While both Staunton and Augusta County benefit from the
mutual and automatic aid agreements in place, Augusta County Departments collectively
answered a total of 531 calls (fiscal year 2016) in the City of Staunton, 66% more calls
into Staunton than Staunton is responding into Augusta County. The Station 10 location
and staffing has been discussed over the past several years regarding the possible
redeployment of resources to other locations to maximize County resources, while still
providing effective mutual and automatic aid for both localities. To date there have been
discussions of cost sharing at the Station 10 location, but at this time there has been no
agreement reached.

At Riverheads Fire Department Co. 25 Riverheads volunteers provide fire and first
response services and the career staff provides rescue services and fire support. This
combination has worked well and the operations continue to provide fire and EMS
response, however the EMS call volume, due in part to the large first due area covering
the south/southwest portion of the County and proximity to Stuarts Draft Rescue to back
them up, indicates a need for a second ambulance. The career staffed County owned
ambulance at Riverheads responded to 1,050 calls in 2016, 6.5% of which resulted in a
next due agency response. Riverheads Fire Department is in need of an additional staffed
ambulance and future placement of the County reserve ladder truck due to the location,
the large response area, and proximity to Stuarts Drafts industry. Some adjustments to
infrastructure will need to be made due to the number of apparatus and support vehicles
presently at this station. There is a need for replacement apparatus in the next few years,
with little capital reserves to support this. The County Board of Supervisors revised the
Revolving Loan Policy effective January 1, 2017, which has allowed Riverheads to
proceed with one frontline engine replacement.

The Preston L. Yancey Station Co. 11 is now maintained and staffed by Augusta County
Fire-Rescue and ACFR, Inc. volunteers. In 2016 staff responded to 692 fire calls and
1,637 rescue calls. This is the busiest station in the County. The station is presently
staffed 24/7 with 10 total career personnel per shift, career staff respond to over 98% of
the calls at this location. Recruiting and retaining operational volunteers continues to be a
challenge. In 2016 rescue calls at Station 11 had 0.6% of calls turned over to next due
agencies, which is one of the best in the County and 0.1% for fire calls. The Station
currently houses; 2 ambulances, 1 engine, 1 ladder truck, 1 hazmat squad, 2 trailers, 1
brush truck, and a Duty Officer vehicle. At present the infrastructure meets the
community needs, however any additional staffing or apparatus and infrastructure
expansion will need consideration and preventive maintenance and upkeep will need to
be monitored as well.

Craigsville-Augusta Springs Rescue 16 turned over their assets to the County in 2016
over two years ago, in light of a continuing trend of declining numbers of volunteer EMS
providers availble in that area. Currently career staffing is 2 per shift 24/7 for a total of 6.
Efforts continue to recruit EMS providers in that area, but the success rate both
administratively and operationally is not at the level anticipated. In 2016 career staff at
Craigsville Rescue responded to 564 calls for EMS service and had a 4.6% call turnover.
The Craigsville area, due to its distance from the hospital and next due agency, remains
an area to be monitored. At present the infrastructure meets the community needs and
other than preventive maintenance and upkeep no major issues exist with the station.
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Infrastructure Challenges Specific in regards to County Volunteer owned

and/or maintained stations: West Side of County (West of I-81 Corridor)

In looking at infrastructure regarding the remaining 13 volunteer owned and maintained stations
several are in need of station upgrades and/or renovations, while others are in good condition,
but are not centrally located to address needs regarding public safety and future growth in the
County.

The following is a breakdown of the County volunteer stations and the infrastructure needs.
Starting with the stations located west of Interstate 81.

Deerfield Fire and Rescue is located in the western area of the County. Career staffing is
2 per shift 24/7 for a total of 6. In 2016 Deerfield responded to or assisted with 107 EMS
calls and 76 fires call turnover to next due is at 0%. The infrastructure is in relatively
good shape however the bunk room is limited and does not lend itself to additional
personnel (more than 2 per shift) staying at station for extended periods of time. Station
upgrades are not deemed a priority at this time.

Middlebrook Fire Department Co 3 is located in the southwest area of the County and
infrastructure is aging and in need of upgrades. The station provides fire and first
response services and currently has 3 career (2/shift) assigned daylight Monday through
Friday 6 a.m. to 6 p.m. In 2016 Middlebrook Fire responded to 205 fire/first response
calls they has a .5% turnover rate. The station is not conducive to staffing on a 24/7 basis.
Station upgrades were discussed and need to be looked at in the future, however it would
be cost prohibitive to make major construction changes within the current building. There
would be benefit in possibly building additional apparatus bays for apparatus storage and
also in updating the living quarters at some point. Due to low call volume and other
stations in position to provide support services to this area, this is not deemed a priority at
this time.

Churchville Fire and Rescue Company 4 Rescue 4 is located in the west central part of
the County and provides both fire and rescue services. It currently has 3 career (2/shift)
assigned Monday through Friday 6 a.m. to 6 p.m. In 2016 Churchville Fire Rescue
responded to 264 fire calls with a 3.3 % turnover rate and 640 rescue calls with a 6.0%
turnover rate. Station upgrades are considered necessary in the immediate future due to
the age of the structure and limited space. The volunteer organization recently received a
low interest government loan for a renovation and addition to their station (preliminary
estimates of project $1.5 - 2 million). The location of the station supports the areas of
Deerfield, Mt. Solon, Buffalo Gap, and the Parkersburg Turnpike area. The renovation/
addition of this station should be considered a priority with possibly a formal partnership
between the volunteer organization and the County of Augusta Fire-Rescue Department
regarding 24/7 career support in the future.

Verona Fire Company Co 6 is located in the central part of the County and the
infrastructure is in good condition. It provides fire and first response services and
currently has 3 career (2/shift) assigned Monday through Friday 6 a.m. to 6 p.m. In 2016
Verona Fire responded to 640 fire/first response calls with an 8.8% turnover rate. It has
several main roads Rt.11, Rt. 612, 1-81, and access to 262 east and west that lends itself
to the ability to deploy resources in a timely manner to a large portion of the County. As
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previously stated the infrastructure is in good condition, but there are a few issues that
would make the location more conducive to serving the area needs such as renovations to
apparatus bays with regard to apparatus placement and access to Lee Highway.
Consideration should be given to some of these additional infrastructure needs in
conjunction with staffing deployed here on 24/7 and a County owned and operated
ambulance placed in service in the area which data shows it would respond to an
estimated 1000 + calls per year. Preliminary estimates to upgrade the station bays and
sleeping quarters are from $150,000-$250,000, dependent on design and agreement with
the volunteer organization (cost under review). A partnership, in service delivery between
career and volunteer from this location should be considered and would be beneficial to
all stakeholders in the community. The redeployment of staff from Co. 10 to Verona,
along with apparatus would lend itself to a more effective use of funds and the ability to
serve public safety needs and support other agencies from this location.

Craigsville Fire Department Company 8 is located in the southwestern part of the County
and the infrastructure is in fair to good condition. It currently provides fire and first
response services and is one of several volunteer stations with no career staff on duty. In
2016 Craigsville fire responded to 297 fire and first response calls and 1.0% turnover
rate. Bays, meeting rooms, and living areas are adequate at this time. In the event 24/7
staffing was requested, the infrastructure would need to be reviewed in detail as presently
there are no bunk rooms. While infrastructure and preventive maintenance needs to be
maintained there are no known infrastructure needs that require immediate action.

Swoope Volunteer Fire Company 14 is located on the western side of Rt. 262 on
Parkersburg Turnpike and is total volunteer fire/ first response. In 2016 they responded to
a total of 316 fire/first response calls with a 0% turnover rate. The infrastructure is in
good condition, as the agency has been proactive in several infrastructure upgrades. It
currently provides fire and first response services and is another one of several volunteer
stations with no career staff on duty. The bays, meeting rooms, and living area are
adequate at this time and the station has living quarters for 24/7 volunteer staffing. At
present there is an infrastructure project underway regarding the parking lot, however
most major projects are complete and other than preventive maintenance and upkeep
there are no projects that require immediate action.

Mt. Solon Fire and Rescue Company 21 Rescue is located in the far northwestern part of
the County west of Rt. 42 and provides both fire and EMS transport service. There are
currently 3 career (2/shift) assigned Monday through Friday 6 a.m. to 6 p.m. In 2016 the
department responded to 147 fire calls with a 6.1% turnover rate and 255 EMS calls with
a 2.4% turnover primarily due to 2nd calls. A major station addition and renovation is just
being completed once complete there are no known major issues with infrastructure with
the exception of preventive maintenance.
 AUGUSTA COUNTY FIRE-RESCUE 11

Infrastructure Challenges Specific in regards to County volunteer owned

and/or maintained stations: East Side of County (East of I-81 Corridor)

Weyers Cave Fire Company 5/Augusta County Fire-Rescue staffed ambulance. This
station is located in the north central part of the County just east of I-81 and Rt. 11. The
infrastructure is in good condition and has been added onto and updated through the
years. In 2016 Weyers Cave Fire responded to 560 fire/first response calls with a 2.9%
turnover rate. There is a partnership between the volunteers and the County with 6 career
(2/shift) 24/7 assigned to a County owned and operated ambulance. The career staffed
ambulance responded to 842 EMS calls in 2016 with a 6.2% turnover rate. There are
accommodations for 24/7 staffing of the ambulance, as well as room for volunteer
staffing. The volunteers provide for fire and first response services. At present the
infrastructure meets the community needs and other than preventive maintenance and
upkeep there are no major issues that exist with the station.

Stuarts Draft Rescue Squad Rescue 6 is located centrally in the Stuarts Draft community
proximal to Rt. 340. Currently there are 3 career (2/shift) assigned Monday through
Friday 6 a.m. to 6 p.m. In 2016 Rescue 6 responded to 1,680 calls with a 7.7% turnover
rate primarily due to 2nd calls. The infrastructure is in good condition and has been
updated over the years. It is set up to accommodate 24/7 staffing and the rescue bays and
living quarters are adequate for service delivery. At present the infrastructure meets the
community needs and other than preventive maintenance and upkeep no major issues
exist with the station.

Stuarts Draft Fire Company 7 is an older structure, but has been updated and an addition
added. The station currently provides for fire suppression, however the agency is not
licensed for EMS but does provide drivers upon request. In 2016 the department
responded to 436 Fire calls/driver assists with a .9% turnover rate. While there are
adequate accommodations for 24/7 staffing of the station the personnel are all volunteer
at this time with no career staffing. At present the infrastructure meets the community
needs and other than preventive maintenance and upkeep no major issues exist with the
station.

Dooms Fire Company 9 is located proximal to Rt. 340 and 7/10 of a mile from the City
limits of Waynesboro. The infrastructure has been added onto and remodeled several
times over the past several years and is in fair to good condition. While it is set up for
24/7 staffing, there are currently 3 career (2/shift) assigned Monday through Friday 6
a.m. to 6 p.m. In 2016 the department responded to 589 fire/first response calls with a
.5% turnover rate. At present the infrastructure meets the community needs after a major
roof repair last year. Other than preventive maintenance and upkeep no major issues exist
with this station.

New Hope Volunteer Fire Department Company 18 provides fire and rescue services. In
2016 the agency responded to 210 fire/first response calls with a 6.3% turnover rate and
responded to 343 rescue calls with a 3.1% turnover rate. At the direction of the Board of
Supervisors career personnel are primarily running EMS calls with a County owned
ambulance staffed with 6 career (2 per shift) 24/7. The station is located in the
northeastern part of the County between I-81 and Rt. 340, the road system does not lend
itself to get to or go from the area easily due to narrow and winding roads. The
 AUGUSTA COUNTY FIRE-RESCUE 12

infrastructure is in good condition with multiple upgrades over the years. The station
provides fire and rescue services, however the EMS side continues to struggle to provide
an all-volunteer service. At present the infrastructure meets the community needs and
other than preventive maintenance and upkeep no major issues exist with the station.

Wilson Fire Company Co 19 is located in the southeast section of the County

approximately 4 miles south of I-64 and provides fire response. In 2016 the fire
department responded to 199 fire calls with a 2.9% turnover rate. The infrastructure is in
good condition with a recent addition. It is an all-volunteer organization that provides fire
suppression, however the agency is not licensed for EMS, but does provide drivers upon
request. The station is set up to accommodate 24/7 personnel, however there are no career
staff assigned at this station. The infrastructure currently meets the community needs and
other than preventive maintenance and upkeep no major issues exist with the station.

Recommendations and Implementation Timelines

The following is an overview of recommendations, along with the corresponding implementation
process for each recommendation. The implementation of these recommendations is felt
necessary in order to meet current and future needs of the citizens of Augusta County and to
offset the increased strain on the combination Fire and EMS system in the County.

Every agencys needs should be constantly evaluated with the highest level of regard to
providing for public safety, as well as the safety of our responders, area served, cost
effectiveness, and efficiency of resource utilization.

It is necessary to continue to assess; available personnel for calls, location of stations, and
operational fleet and equipment of the entire County to determine what is in the best interest of
those we serve.

Area specific needs should dictate necessary resources such as; tankers, pumpers, aerial trucks,
heavy squads, brush units, and specialized vehicles.

There should be a minimum specification for apparatus countywide (which is in progress), taking
into consideration the needs of specific areas with regard to; population, type of structures,
demographics, road systems, and call volume.
 AUGUSTA COUNTY FIRE-RESCUE 13

Current Structure for ACFR

Administration
1 Chief
2 Division Commanders
1 Captain EMS
1 Executive Secretary
1 Lt. Budget/Vol Coordinator
1 Captain Training
2 Training Specialists
9 Total Admin

Operations
3 Captains
18 Lts. Ops
3 Lts. EMS Supervisors
72 Fire EMS Staff
96 Total Operations

Overview Key Points:

There are 17 in County Fire and or Rescue Stations 13 of which have career staff
assigned. (4 of the Stations are County owned /or maintained).

7 stations with 24/7 staffing

6 Stations with Mon-Friday 6:00 a.m. 6:00 p.m.

4 Stations are totally volunteer with no career staff

105 Career Personnel and an average of 30-40 Part-time

Estimates 2016 are there were 320 volunteers running 10% of the calls or
performing 100 hours duty every 6 months

See Attachment #1 Current Organizational Chain of Command

See Attachment #1 A Current Deployment of Personnel

See Attachment #1 B Current Deployment Map

 AUGUSTA COUNTY FIRE-RESCUE 14

Current Organizational Chain of Command

Current Deployment of Personnel

Attachment 1 A
 AUGUSTA COUNTY FIRE-RESCUE 15

Current Deployment Map Current

Attachment 1 B
 AUGUSTA COUNTY FIRE-RESCUE 16

Phase I Recommendations

Changes with Infrastructure, Apparatus, and Deployment of Staffing

(Timeline TBD)

Augusta County Fire Department (Company 10). Re-allocate the personnel and
equipment and liquidate the infrastructure assets.

1. Establish a partnership between the Verona Fire Company Co 6, ACFD Co 10,

and the County in a service delivery partnership. A split of revenue recovery from
a County staffed ambulance (County 75/Verona 25 net) and fund any
infrastructure additions or renovations regarding additional equipment and career
staff as necessary.

2. Redeploy 9 of the current ACFR career staff and the 3 EMS Supervisors to serve
a wider area of coverage in the Verona area, in addition to the 3 currently
stationed there. Provide one ambulance reserve from Co 10, as well as Squad 10,
Tanker 119, and possibly an Engine.

3. Station 10s current assessed value is $781,590, however the actual value may be
higher and it is recommended that proceeds be placed in Fire-Rescue future
infrastructure.

Riverheads Fire Department (Company 25/Rescue 25) Move forward immediately with
increasing career staff and placing additional apparatus in service.

4. Add 3 staff from positions from Company 10 and 3 staff from Middlebrook
Company 3 to the current 3 in place at Riverheads, bringing the staffing to 4
career per shift 24/7. Middlebrook volunteers would be supported by career staff
from the Riverheads station and with additional manpower and apparatus from
surrounding agencies on a 24/7 basis. An additional County ambulance, along
with the 1994 County ladder truck (Truck 106) would be relocated to this station
once the new ladder truck (Truck 11) is delivered and placed in service at Station
11. This would enhance fire and EMS service to this large response area, as well
as supplement multiple volunteer departments; Riverheads, Middlebrook, Stuarts
Draft Rescue and Stuarts Draft Fire. In 2016 there were 73 calls answered by
next due agencies. The ability to answer the next call with this second ambulance
will result in an anticipated $15,000 per year of additional Revenue Recovery
funds.

5. County staff along with Riverheads volunteer officers will collectively review
current apparatus needs and future funding possibilities then move forward with
obtaining estimates for infrastructure additions or renovations for station
apparatus, equipment, and volunteer/career staff.
 AUGUSTA COUNTY FIRE-RESCUE 17

Deployment of Personnel Phase I

Attachment 2 A

Deployment Map Phase I

AUGUSTA COUNTY FIRE-RESCUE 18
 AUGUSTA COUNTY FIRE-RESCUE 19

Phase II Recommendations
Changes with Infrastructure, Apparatus, and Deployment of Staffing
(Timeline TBD)

The Command & Leadership Structure for ACFR will remain in place at this time,
however if additional operational staffing is required our leadership roles will need to be
considered.

Changes with Infrastructure, Apparatus, and Deployments of Staffing

A new County owned Eastside station utilizing current deployed staff from New Hope
and Dooms stations, as well as utilizing existing apparatus, could benefit public safety. A
new County station (Station 27) or possibly leased structure is recommended to be
located in the Crimora area. This would be the most effective use of all resources;
personnel, apparatus, and equipment. In addition, the career staffing would provide
service to a much broader area and larger population in a timelier manner. The cost of a
new 8,000 sq. ft. station, based on current construction figures is estimated at a minimum
between $1.2M and $1.5M or consider leasing options.

All partnerships previously established remain the same, but growth and needs of all
areas relating to call volume and service delivery are continuously monitored and future
partnerships need to be explored. The possibility of additional operational and
administrative staffing will need to be considered, as well as additional apparatus and
equipment.
 AUGUSTA COUNTY FIRE-RESCUE 20

Deployment of Personnel Phase II

Attachment 3 A

Deployment Map Phase II

 AUGUSTA COUNTY FIRE-RESCUE 21

Phase III Recommendations

Changes with Infrastructure, Apparatus, and Deployment of Staffing
(Timeline TBD)

Churchville Fire and Rescue (Company 4/Rescue 4) establish a partnership between

Churchville Fire and Rescue and ACFR career in service delivery.

1. Add or transfer 3 career staff allowing for 24/7 staffing available for a volunteer
owned ambulance and fire response support. As part of the agreement career staff
would be allowed to utilize volunteer apparatus to assist other agencies as
requested. A split of revenue recovery from County staffed volunteer owned
ambulance would be calculated at a formula of (County 50%/Churchville Rescue
50% net).

2. County would assist with funding infrastructure additions or renovations

regarding their new station addition and renovation project, cost to be determined.
With the agreement that the County would have full rights to use of the building
for a minimum of 3per shift 9 career staff 24/7 and the use of bay(s) if needed in
the future for County owned apparatus or equipment.

Stuarts Draft Rescue (Rescue 6) establish a partnership between Stuarts Draft Rescue and
ACFR career in service delivery.

1. Add or transfer 4 career staff to Rescue 6 for 2 per shift 24/7 and 2 for ALS
Response days at Stuarts Draft Rescue. As part of the agreement career staff
would be allowed to utilize volunteer apparatus to assist other agencies as
requested. A split of revenue recovery from County staffed volunteer owned
ambulance would be calculated at a formula of (County 50%/Stuarts Draft Rescue
50% net).

2. County would assist with funding infrastructure additions or renovations

regarding the 24/7 staffing with 2 career 24/7, cost to be determined. With the
agreement that the County would have full rights to use of the building for a
minimum of 2 career staff 24/7 and the use of bay(s) if needed in the future for
County owned apparatus or equipment.
 AUGUSTA COUNTY FIRE-RESCUE 22

Deployment of Personnel Phase III

Attachment 4 A

Deployment Map Phase III

Attachment 4 B
 AUGUSTA COUNTY FIRE-RESCUE 23

CONCLUSION
ACFR Administration was directed revisit the Strategic Plan previously presented to the Board
and update recommendations for their consideration. The goal of this Plan is to maximize the
current 105 career staff by placing them in central locations throughout the County. Phase I and
II of the recommendations utilizes present staffing of 105 career. Phase III is dependent on
forming partnerships, volunteer recruitment for operational support and/or adding additional
career staff in the future to serve a greater response area, reduce response times, on scene times,
next due agency responses, and assure minimum levels of personnel are available to respond to
calls. Various factors regarding number of career and county owned or maintained stations will
be dependent on the volunteer agencies participation in future partnerships. Additionally,
administrative staffing will need to be reviewed to ensure appropriate oversight and management
of staff.

ACFR Administration understands that this Plan represents significant change in the fire and
rescue structure of Augusta County. Change of this size takes considerable effort and time. As
such, it would be staffs recommendation that the Board consider these changes in phases. Once
phases are completed, staff would then report to the Board on progress before moving forward
with the next phase.

It should be noted this is a living document and must be reviewed on a regular basis due to the
complexity and constant change. Timelines will need to be established, but the dynamics of the
fire/rescue system dictate they remain fluid during implementation.