Southington Master Plan Community Risk Assessment: Standards of Cover

Page 94

Master Plan, CRA/SOC

Town of Southington, CT

Considering that the cost per call of an existing volunteer firefighter who responded to 25% or more of the Southington Fire Department’s calls in 2019 is 18.5% less than the cost of a new volunteer firefighter who responded to between 12.5 and 24% of Southington’s calls for service in 2019, the Southington Fire Department should make it a priority to retain their active existing volunteer firefighters. When evaluating the cost of a volunteer firefighter compared to a career firefighter, ESCI used the total cost for an entry level firefighter based on the 2019 salary and a 38% multiplier to the total cost accounted for employee benefits. ESCI notes that the cost of a career firefighter per call is actually less than the cost of a new volunteer firefighter who responded to between 12.5 and 24% of the calls for service in 2019. A new volunteer firefighter who responded to 25% or more of the calls for service in 2019 does provide a savings for the town compared to the salary of a career firefighter. Figure 80. Cost Per Call: Career and Volunteer Firefighters; 2019 $350 $303.45

$321.36

$300

$271.15

$250

$213.37 $180.03

$200 $150 $100 $50 $0 Cost per career firefighter

Cost per call new FF 12.5%

Cost per call new FF 25%

Cost per call existing FF 12.5%

Cost per call existing FF 25%

ESCI suggests that the Town of Southington establish participation requirements for volunteer firefighters to ensure that the town is not paying a higher cost per call for volunteer firefighters than it does for career firefighters.

Counseling Services Our nation’s firefighters face emotional needs that are quite different and unique to the occupation. The percentage of firefighters struggling with career-related stress is extremely high, with suicide rates climbing each year. These issues manifest themselves through higher divorce rates and addictions such as alcohol, drugs, or gambling. Frequently seen in recent studies and another major concern is Post Traumatic Stress Disorder (PTSD). As these symptoms occur, personnel need a support system in place that is readily accessible from someone who is qualified and truly understands his or her circumstances.

Page 94


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Opportunity #5: Prevention Programs

3min
pages 189-191

Opportunity #4: Training and Professional Development Programs

7min
pages 184-188

Opportunity #6: Facilities and Apparatus

26min
pages 192-222

Opportunity #3: Service Delivery Deployment and Documentation

11min
pages 178-183

Opportunity #2: Staffing, Recruitment and Retention

5min
pages 174-177

People, Tools, and Time

1min
page 165

Dynamics of Fire in Buildings

4min
pages 162-163

Mutual Aid Alarm Assignments

1min
pages 157-158

Opportunity #1: Agency Management & Organization

8min
pages 170-173

Service Demand Projections

1min
page 161

Response Performance Summary

9min
pages 150-156

Response Reliability Review

5min
pages 147-149

Resource Concentration Study

2min
pages 143-146

Operational Staffing

17min
pages 122-131

Resource Distribution Analysis

5min
pages 137-142

Apparatus Replacement

4min
pages 106-107

Information Technology

2min
page 97

Health and Safety Programs

3min
pages 95-96

Capital Assets and Capital Improvement Programs

2min
page 102

Counseling Services

1min
page 94

Human-Caused Hazards

7min
pages 41-45

Union Contract

1min
page 78

Natural Hazards

13min
pages 31-40

Risk Prioritization

8min
pages 57-65

Compensation

4min
pages 90-93

Volunteer Costs

4min
pages 79-81

Capitol Region Natural Hazards Mitigation Plan

10min
pages 46-56

At-Risk Populations

5min
pages 26-30

External Stakeholder Input

3min
pages 13-15

Population

1min
page 21

Community Politics

2min
page 3

Organization Overview

1min
page 16

Community Risk Assessment

1min
page 20

Population Density

1min
page 22

Demographics

3min
pages 23-25

Organizational Design

1min
page 19
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