Item 1. Fire and Emergency Services Department Operations Presentation
April 29, 2025
Dear City Council and Public Safety Commission Members,
I am writing to present our comprehensive Otsego Fire & Emergency Services Department Staffing Plan for
your review.
This staffing plan has been developed through extensive analysis and collaboration with our dedicated team and
community stakeholders. It is designed to ensure that our department continues to provide exemplary emergency
services while addressing the evolving needs of our growing community in a fiscally responsible and sustainable
manner.
Key highlights of the plan include:
• A Balanced Response Model:
An integrated approach combining the immediate response of full-time career firefighters with the
flexibility of our paid-on-call personnel to effectively manage both high-priority emergencies and less
acute incidents.
• Innovative Scheduling and Overtime Management:
Strategies that ensure continuous 24/7 coverage while prioritizing the health and well-being of our
personnel.
• Tiered Compensation and Professional Growth:
A compensation structure that rewards ongoing education, certification achievements, and leadership
development, thereby strengthening our workforce and supporting career progression.
• Regional Collaboration:
Provisions for mutual aid and coordinated responses with neighboring jurisdictions to enhance our
overall emergency service capabilities and strengthen the regional emergency response capacity.
I am confident that the implementation of this staffing plan will significantly strengthen our operational
efficiency, foster community trust, and ensure that Otsego is well-prepared for future challenges. Your
endorsement and approval are critical steps in realizing this vision. I am available to discuss any questions or
provide further details as needed and look forward to your support.
Sincerely,
D.A. Rausch
Daryl A. Rausch
Emergency Services Director
City of Otsego
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Otsego Fire & Emergency Services Department
Staffing Plan
The Otsego Fire & Emergency Services Department has been thoughtfully designed with
a strategic combination staffing model to meet the diverse and evolving needs of a
growing community. This approach balances the sustainability, consistency, and 24/7
availability of career firefighters with the expertise, experience, flexibility, cost-
effectiveness, and local engagement of a significant group of hometown paid-on-call
volunteer firefighters.
By integrating these two staffing methods, the department delivers exceptional service,
maintains fiscal responsibility, and adapts to increasing demands.
Career firefighters provide the foundation of daily operations, ensuring consistent,
immediate response capabilities and a high level of on-going training and readiness. The
P-O-C firefighters enhance the department’s community connection and offer a scalable
workforce that can expand during peak demand or large-scale emergencies while
managing costs effectively.
This staffing model also fosters career development by creating pathways for P-O-C
firefighters to transition into career roles, ensuring a steady pipeline of experienced and
dedicated personnel. This approach enhances resilience and invests in the long-term
growth of the fire service profession.
As Otsego grows, the combination staffing model ensures the department remains
adaptable, capable of protecting the community while managing resources efficiently.
Below is a detailed explanation of how this innovative staffing and compensation
structure meets the city’s present and future needs.
Response Expectations
This section outlines our anticipated call volumes and staffing requirements based on a
review of call data from the Wright County Sheriff's Office Calls for Service Report. For
reference, the January 2025 monthly report is included as Attachment 1.
The aggregated 2021-2025 data is presented in Attachment 2. Using these datasets
ensures accuracy, as each incident is recorded only once, with final classifications
updated based on conditions found and call disposition. Additionally, Allina Healthcare
EMS compiled and provided incident response data (Attachment 3) from the three EMS
services operating in the area to validate EMS call volumes.
Our response expectations are grounded in a detailed analysis of call records from these
agencies, ensuring an accurate and comprehensive understanding of emergency service
demands. By evaluating historical trends and projected needs, we anticipate managing a
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significant volume of calls, requiring a well-integrated approach that leverages both
career staff and Paid-On-Call (P-O-C) members.
We analyzed call data from 2021 to Q1 2025; however, for this discussion, we focus on
the most recent full year (2024) to provide the most relevant comparison. Based on our
proposed response model, the Otsego Fire & Emergency Services Department would
have responded to 873 incidents in 2024.
These calls span a range of emergencies, from fire and EMS incidents to lower-priority
public service requests. However, it is important to note that we would not have
responded to all non-emergency or lower-acuity calls, prompting a deeper examination
of the data.
Projected Response Based on the Proposed Model
• Acute Calls: In 2024, we would have responded to approximately 790 high-
priority incidents, including structure fires, motor vehicle accidents (MVAs), and
critical or unknown medical emergencies.
• Less Acute Calls: These include alarm activations, lower-priority EMS calls, motor
vehicle crashes with fluid leaks, and other public service requests.
o We expect to be dispatched to some of these calls at the request of EMS,
law enforcement, or other agencies.
• Paid-On-Call Activations: The P-O-C staff would have been activated for 305
responses in 2024.
o This does not include future mutual aid requests or instances of multiple
concurrent calls within the city.
Looking Ahead
With a projected annual call volume of 850–1,000 incidents, the Otsego Fire &
Emergency Services Department will rely on a coordinated effort between the career
and P-O-C staff to manage both emergency and public service calls effectively.
As the community grows and operational capabilities evolve, we remain committed to
providing timely, professional, and effective responses. Through strategic planning and
integration, we aim to adapt to future service demands while maintaining the high
standards of emergency services expected by the community.
Staffing and Compensation Model
The Otsego Fire & Emergency Services Department will be staffed with a combination of
career and paid-on-call personnel, supplemented by student interns and high school
cadets. The staffing model includes the following:
• One Chief of Fire & Emergency Services
• Three Career Captains (FF2/EMT)
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• Six Career Firefighters (FF2/EMT)
o These career members will all be licensed State of Minnesota firefighters.
• Twenty Paid-On-Call Members (including at least one paid-on-call Captain and
two paid-on-call Lieutenants)
o These paid-on-call members may also be used in part-time roles to cover
shifts when one of the career members takes PTO days. In order to fill
this role, the P-O-C firefighters will have to commit to becoming licensed
firefighters.
• Up to Three College Intern Positions
• A Number of High School Cadets
This staffing model ensures a balance of career personnel, paid-on-call members, and
developmental roles to meet the needs of the community while providing a pathway for
future career development within the department.
Core Components of the Combination Staffing Model
Career Staff
Career firefighters are essential to the department's daily operations, providing
consistent coverage during scheduled shifts. They ensure the department can offer
immediate responses and improved response times, especially compared to a paid-on-
call system, by reducing the need for volunteer assembly time. The department will
maintain a minimum of three firefighter EMTs on duty at all times, with a target staffing
level of four per shift, utilizing the chief, paid-on-call personnel, and interns to meet
staffing needs.
Key Responsibilities
• Emergency Response: Career staff are the first responders to most calls,
particularly those requiring specialized skills or immediate action, such as
structure fires, medical emergencies, and hazardous material incidents.
• Training and Drills: Career staff assist with and participate in ongoing training
and development exercises to maintain high operational standards and to
prepare for a broad spectrum of emergency scenarios.
• Maintenance: These individuals are tasked with regular inspections and
maintenance of equipment and apparatus, ensuring that all gear and vehicles are
fully functional when needed.
• Community Engagement: Career staff contribute to the department's fire
prevention efforts by conducting public education, safety presentations, and
business evaluations and preplan inspections within the community.
The presence of a fourth staff, typically the chief, a student intern, or a P-O-C member
utilizing our planned volunteer drop-in recruitment pods workspaces creates additional
efficiency. These dedicated spaces allow P-O-C firefighters to work in the station so they
can also be available for emergency responses. You can read more about our
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recruitment pods here: Recruitment Pods PDF
www.otsegomn.gov/DocumentCenter/View/1010/Recruitment-Pods-PDF
Incorporating this additional staffing component not only bolsters support and flexibility
but also fundamentally enhances operational dynamics. With extra personnel on board,
primary members can concentrate on high-priority and critical operations, while
additional team members manage supplementary tasks vital for overall station
readiness.
Research supports this approach: studies conducted by the National Institute of
Standards and Technology (NIST) and Ohio State University have demonstrated that
deploying a four-person crew on the fireground can boost initial operational efficiency
by as much as 35%. This efficiency gain is significant because it means that during the
critical early moments of an emergency, the crew can coordinate more effectively,
deploy resources more swiftly, and begin mitigating risks sooner. Faster and more
decisive actions in these early stages can have a profound impact on the overall
outcome of an incident, saving time and potentially reducing the extent of damage.
The benefits of this staffing model extend well beyond operational efficiency. The same
research indicates that a four-person crew can reduce injuries among both firefighters
and civilians by over 75%. This dramatic decrease in injury rates is likely the result of
several factors working in tandem: improved situational awareness, more effective
teamwork, and a more balanced distribution of physically and mentally demanding
tasks.
Paid-On-Call (P-O-C) Members
Paid-on-call firefighters play a vital role in supporting career staff, offering additional
resources during periods of high demand and large-scale incidents. The department
strives to maintain a roster of at least 20 P-O-C firefighters, who reside or work within
the community and are alerted to respond to calls as needed.
To ensure operational effectiveness, P-O-C firefighters must meet Firefighter I (FF1)
certification standards and have training as either Emergency Medical Responders
(EMR) or Emergency Medical Technicians (EMT). Unlike career staff, P-O-C firefighters
are not required to hold state licensure in Minnesota.
The role of these Paid-On-Call Volunteer members includes:
• Responding to fire and medical emergencies.
• Participating in regular training to maintain skills and certifications.
• Assisting with large-scale incidents that require more personnel than on-duty
career staff can provide.
P-O-C firefighters are required to participate in a predetermined percentage of
department paid-on-call activations (career-only activations are not counted in
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determining pension contribution eligibility) annually to qualify for pension
contributions. This requirement incentivizes active participation and ensures a reliable
pool of responders.
The paid-on-call firefighters are the key to the success of the Otsego Fire & Emergency
Services Department. While the career staff will handle routine daily calls, training
preparation, and other operational activities, it is the P-O-C firefighters who will play a
crucial role in responding to and managing more complex and emergency incidents.
Their skills, dedication, and commitment to the community are indispensable in
ensuring the department can meet the diverse and often high-pressure demands placed
on it.
In critical situations—such as structure fires, motor vehicle accidents, or large-scale
emergency responses, the P-O-C contingent will bring specialized training, experience,
and flexibility to the scene. These firefighters are fully integrated into the department’s
operations and will work alongside career staff to ensure the most effective response
possible. Their ability to mobilize quickly, whether for large incidents or other complex
emergencies, makes them an essential part of the response team.
Their involvement is not just supplementary; it is integral to the department's ability to
provide top-tier services to the city. Their dedication to the craft, as well as their
availability during critical moments, provides the necessary capacity to meet both the
routine and emergent needs of the community.
Alerting Paid-On-Call Members
Based on historical data and projected incident volumes, it is estimated that the Paid-
On-Call firefighters, often referred to as P-O-C firefighters, will be alerted to
approximately 30–35% of the total calls received by the department. These calls
typically involve large-scale emergencies, incidents requiring specialized skills, or
situations where additional personnel are needed, such as structure fires, motor vehicle
accidents on major highways, and severe weather-related events.
This targeted alerting strategy ensures that P-O-C firefighters are activated when their
assistance is most critical, minimizing unnecessary disruptions while maintaining
readiness for significant incidents. By analyzing call patterns and response requirements,
the department can continuously refine its alerting procedures to maximize efficiency
and reduce the strain on P-O-C firefighters. Regular evaluations of response data will
help ensure the effectiveness and sustainability of this approach.
Concurrent Calls and Participation in Regional Emergency Response
The Otsego Fire & Emergency Services Department is dedicated to managing both local
responses and requests for assistance from neighboring communities efficiently, even in
the event of concurrent calls.
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This section outlines the procedures and staffing strategies that will be employed to
ensure continuous service to the City of Otsego while reliably supporting adjacent
jurisdictions. This approach is a critical component of the successful implementation of
our automatic and mutual aid plans, ensuring that the department can maintain
operational effectiveness and respond promptly to the needs of both our community
and surrounding areas.
Concurrent Otsego Calls
When multiple calls occur simultaneously within the City of Otsego, the department
utilizes a flexible staffing strategy to ensure all emergencies are appropriately
addressed. Career staff will respond to the high-priority calls—typically those involving
medical emergencies, structure fires, or significant incidents that require immediate
response or equipment.
While career staff are deployed and a concurrent call is received, available P-O-C
firefighters will be alerted to respond to the subsequent incident or restaff the station
for other emergencies in the community. This system ensures that the department can
handle multiple incidents at once without being fully dependent on outside agency
assistance or compromising response times or safety. P-O-C firefighters may also be
called in to cover additional shifts or provide specific expertise, such as EMS or fire
suppression, as needed.
Regional Emergency Response Collaboration
At Otsego Fire & Emergency Services, our mission is to build a safer, more resilient, and
interconnected future by actively partnering with neighboring communities. We
recognize that emergencies can range from isolated incidents to complex, large-scale
events—and that every second counts. Through coordinated efforts and reliable
partnerships, we will enhance regional safety and ensure the best possible outcomes for
all involved.
To meet these challenges, our dedicated teams, composed of both full-time career and
Paid-On-Call (P-O-C) firefighters will work collaboratively, prioritizing Otsego’s needs
while contributing to the regional emergency response network. Our primary focus is to
fully utilize our career staff for local incidents. Once stability is ensured, we will deploy
P-O-C firefighters to assist with regional mutual aid responses as needed. This balanced
approach ensures we remain ready at home while also contributing to broader efforts.
Clarifying Mutual Aid and Cost Implications
It is important to address common misconceptions surrounding mutual aid. Mutual aid
is a reciprocal system, not a contracted service. In Minnesota, departments assist one
another during significant or prolonged incidents without financial compensation unless
resources remain on scene for more than eight hours. This means that mutual aid is
rarely associated with direct costs to the requesting jurisdiction.
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Unfortunately, some public confusion has incorrectly linked mutual aid to formal service
contracts. This is simply not accurate. Our participation in mutual aid partnerships does
not oblige the city financially in routine cases. Mutual aid is instead built on operational
collaboration, trust, and shared regional responsibility.
Strengthening Regional Partnerships
We hope to continue discussions that will ensure our mutual aid plans are clearly
defined, equitable, and beneficial to all parties. These efforts focus on developing
agreements that promote seamless coordination during structure fires, concurrent
emergencies, or incidents requiring specialized support.
Through continued dialogue, we will continue to build and sustain partnerships that
provide for the potential of mutual aid responses with the ultimate goal of developing
automatic aid agreements with neighboring jurisdictions. Our goal is to demonstrate
that Otsego Fire & Emergency Services is prepared, professional, and capable of
contributing meaningfully to regional operations while maintaining a strong presence at
home.
Operational Protocols and Response Evaluation
To maintain coverage within our city while supporting regional needs, our leadership
will follow a clearly defined protocol when evaluating mutual aid requests. Each request
will be assessed based on incident size, complexity, location, and impact on local
readiness. This geographic and operational framework ensures that our resources are
used responsibly, avoiding overextension and maintaining community protection as our
top priority.
Legal Support for Mutual Aid
Our mutual aid efforts are supported by the Minnesota Fire Service Intrastate Mutual
Aid Plan, which allows fire departments to assist one another without a formal
contract—provided the assistance is approved by the governing body. The plan reads:
“Any firefighting agency of this state or any private fire company may provide fire
protection to any state agency or instrumentality, county, or political subdivision of this
state, without a contract to provide fire protection, upon the approval of the governing
board of the firefighting agency or private fire company and upon authorization of an
officer or employee of the firefighting agency providing the fire protection designated by
title of their office or position…”
- Minnesota State Fire Chiefs Association, Fire Service Intrastate Mutual Aid Plan
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State Statute also supports regional mutual aid:
12.27 MUTUAL AID, ARRANGEMENTS. Subdivision 1. Authority; organizations in
Minnesota. The director of each local organization for emergency management may, in
collaboration with other public and private agencies within this state, develop or cause
to be developed mutual aid arrangements for reciprocal emergency management aid
and assistance in an emergency or disaster too great to be dealt with unassisted. These
arrangements must be consistent with the local emergency operations plan and, in time
of emergency, each local organization for emergency management and its members
shall render assistance in accordance with the provisions of the mutual aid
arrangements.
- MINNESOTA STATUTES 2024 12.27 MUTUAL AID ARRANGEMENTS
This statute strengthens the legal and operational foundation for our mutual aid
involvement.
Informal Collaborations and Council Support
In addition to formal agreements, our mutual aid strategy will include informal
collaborations for resource sharing, personnel support, and joint training opportunities.
We will ensure these arrangements are structured to maintain accountability, mutual
understanding, and confidence among all participating agencies.
To reinforce our dedication to regional collaboration, Otsego Fire & Emergency Services
will request a City Council resolution endorsing our participation in mutual aid before
beginning operations. This formal action underscores our city’s support for regional
preparedness and shared service.
Commitment to Regional Readiness
Through strong partnerships, defined protocols, and an unwavering commitment to
public safety, Otsego Fire & Emergency Services is prepared to be a reliable contributor
to Minnesota’s regional emergency response network. Our leadership, personnel, and
operational model are built on the principle that by working together, we can
strengthen the resilience of our entire region—ensuring the safety and well-being of all
communities we serve.
Career Staffing Component
Career Firefighter Schedule Explained
Firefighter schedules are designed to ensure continuous 24/7 coverage while balancing
the demands of long shifts with sufficient time off for rest and recovery. One commonly
used schedule is the 48/96, where firefighters work two consecutive 24-hour shifts (48
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hours on-duty), followed by 96 hours off-duty (four days). This cycle repeats throughout
the year, providing a consistent rhythm for staffing.
The total annual hours worked, 2,912 hours, are based on a 56-hour average work
week, accounting for the extended shifts typical in fire service schedules. As "public
safety employees" under the Fair Labor Standards Act (FLSA), firefighters are subject to
different overtime rules compared to most other employees, with specific thresholds
that apply to their working hours. This section explains the structure of these schedules
and the regulations governing firefighter work hours and overtime.
Overtime Rules and Scheduling for Firefighters
Standard Work Week Threshold for Overtime
Under the Fair Labor Standards Act (FLSA), most employees receive overtime pay for
hours worked beyond 40 hours per week. However, due to the unique nature of
firefighting, including long shifts and irregular schedules, firefighters have a higher
threshold. Specifically, firefighters can work up to 53 hours per week on average
without qualifying for overtime pay.
Work Periods and Overtime Calculation
The FLSA allows fire departments to use "work periods" ranging from 7 to 28 days
instead of the standard 7-day work week. For example:
• In a 28-day work period, firefighters can work up to 212 hours before overtime
pay is required.
• For shorter work periods, overtime eligibility is prorated using the ratio of 212
hours to 28 days.
These thresholds are designed to align with the demands of the fire service, balancing
extended shifts with longer off-duty periods.
Overtime Pay
Firefighters must be paid 1.5 times their regular rate of pay for hours worked beyond:
• 53 hours in a 7-day work period, or
• The prorated equivalent is for longer work periods.
Any additional hours worked for training, shift coverage, or incident call-back are also
compensated at the overtime rate. While base paychecks will be consistent through
average two-week pay periods, any earned overtime will be paid in the pay period in
which it occurs.
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Shift Scheduling Approach
Our department will implement a 48/96-hour schedule, which allows firefighters to
work 48 consecutive hours followed by 96 hours off. This schedule is favored for its
extended rest periods, helping to reduce fatigue and enhance recovery, especially
effective when call volumes are manageable, as is expected in our department.
Kelly Days
Some departments use "Kelly Days” scheduled days off to limit total hours worked and
reduce overtime liability. However, we will opt to pay overtime instead of scheduling
Kelly Days. In our case, each Kelly Day would likely require additional overtime coverage,
creating staffing challenges. Paying overtime directly ensures more consistent
scheduling and reduces complications.
Pay Consistency
To provide consistent compensation despite irregular shift lengths, firefighter base pay
will be averaged over two-week pay periods. This approach helps smooth out
fluctuations and is a widely accepted payroll practice in fire departments.
Shift Trades
The Otsego Fire & Emergency Services Department will permit shift trades, subject to
prior approval. Shift trades allow firefighters to swap shifts for personal or professional
reasons. These trades:
• Must be voluntary and mutually agreed upon.
• Require department approval to ensure adequate staffing and compliance with
operational standards.
• Do not create any financial or legal liability for the department; the responsibility
for the swap rests solely with the participating firefighters.
Proper documentation and adherence to department policies will be required for all
shift trades, but the department will not be responsible for any complications arising
from such arrangements.
Encouraging Education & Certifications Through Compensation Structure
The department’s tiered pay structure incentivizes ongoing education and professional
development for both P-O-C and career firefighters. Higher pay rates are directly tied to
obtaining certifications such as Firefighter II, EMT, Fire Apparatus Operator (FAO), and
Fire Officer qualifications, fostering a highly skilled and versatile workforce. For
example, a P-O-C firefighter advancing from Firefighter I with EMR to Firefighter II with
EMT and FAO can receive a pay increase, rewarding training efforts and encouraging
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leadership growth. This structured approach also strengthens recruitment by offering
clear career pathways.
Career firefighters follow the same tiered system, promoting continued development.
To further support this commitment, the department will provide in-house training for
all certifications on a rotating basis. This approach ensures that essential training
remains accessible and up to date, allowing personnel to seamlessly progress through
higher levels of certification linked directly to increased pay and career progression. By
investing in continuous, on-site training opportunities, we not only enhance operational
depth and emergency response capabilities but also cultivate a culture of
professionalism and preparedness.
Additionally, for P-O-C firefighters, the option to maintain EMR rather than EMT
certification provides flexibility for those who may not wish to pursue the more
demanding EMT requirements. This ensures that a broad range of community members
can participate in the program while still contributing effectively to the department.
Pay Structure
The following pay rate chart illustrates our tiered compensation model designed to
reward continuous education, certification achievements, and professional growth.
Divided into two sections—Paid-On-Call Positions and Career Positions—the chart
provides example base rates that reflect the increasing levels of responsibility and
required qualifications.
Note: The pay rates provided are examples only and are subject to periodic review and
adjustments. Adjustments may also be made to ensure competitiveness with
neighboring jurisdictions and to reflect changes in industry standards, staffing
requirements, and potential collective bargaining agreements.
Paid-On-Call Positions (Certifications after training will be required, however State
Licensing is not)
Position Rate
Non-Certified Firefighters (In Training) $17.00
Firefighter 1 W/EMR $22.00
Firefighter 2 W/EMR $24.00
Firefighter 2 W/EMT $26.00
Firefighter 2 W/EMT/FAO $27.00
Lieutenant (FF2/EMT/FAO/Fire Officer 1) $30.00
Captain (FF2/EMT/FAO/Fire Officer 1) $33.00
(continued on next page)
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Career Positions (Must Be State Licensed)
Position Rate
FF2/EMR $24.00
FF2/EMT $26.00
FF2/EMT/FAO $27.00
Lieutenant (FF2/EMT/FAO/Fire Officer 1) $30.00
Captain (FF2/EMT/FAO/Fire Officer 2) $33.00
Part-Time Positions (Must Be State Licensed)
Part-time firefighters in the Otsego Fire & Emergency Services Department will primarily
consist of paid-on-call members or other firefighters who have taken the initiative to
advance their qualifications by becoming state-licensed Firefighter/EMTs.
These individuals will be utilized to fill critical staffing gaps, especially during peak call
volume periods, ensuring a consistent and skilled response to emergencies. Their
advanced training and dual certification will enable them to handle a wide range of fire
and medical emergencies, providing the department with a flexible and highly capable
workforce.
By engaging these part-time firefighters, the department can efficiently manage both
day-to-day operations and larger-scale incidents, while also fostering a pathway for
future full-time career members.
All part-time positions are paid at the current career rate to fill shifts that cannot be
covered using overtime.
Shift Coverage and Overtime Management
The department’s staffing policy is designed to prioritize flexibility, equity, and
compliance with employment agreements, ensuring that all scheduled shifts are
covered without unnecessary disruption to personnel. Career firefighters are the
primary resource for scheduled shifts and will be offered the first opportunity to fill any
vacancies resulting from planned leave, training, or other absences.
When career staff are unavailable to claim open shifts, qualified P-O-C firefighters will
have the opportunity to fill these vacancies. P-O-C firefighters must meet the same
minimum qualifications as career staff, such as Firefighter I certification and EMT or
EMR status, ensuring consistency in operational standards. If a 24-hour shift remains
unfilled, career staff may be assigned mandated overtime as a last resort.
The department recognizes the importance of work-life balance and will make every
effort to minimize the use of mandated overtime. When unavoidable, overtime
assignments will be distributed equitably and transparently, with consideration given to
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the prior hours worked by each individual. Additionally, employment agreements will be
fully respected in all staffing decisions, and the department will ensure compliance with
these agreements.
To maintain fairness, the department may implement tracking systems to monitor
overtime and shift coverage, ensuring no individual is overburdened. This policy is
designed to adapt to changing demands, such as increased call volumes or seasonal
fluctuations, leveraging the flexibility of P-O-C firefighters to handle surges in staffing
needs. By balancing the use of career and P-O-C firefighters while respecting work-life
balance and contractual obligations, the department ensures operational readiness and
fosters a fair and supportive work environment.
Student Interns and Firefighter Cadets
To support workforce development and community engagement, the department
includes provisions for college student interns and high school firefighter cadets. These
individuals provide additional support but do not fill minimum staffing regular shifts.
Key guidelines include:
• College Student Interns: Considered supplementary personnel and are not
assigned to cover open shifts.
• Training and Mentorship: Both groups receive structured training and
mentorship to prepare them for potential careers in emergency services.
• High School Cadets: May not stay overnight at the station.
Regional Assistance Integration
The combination staffing model is designed to maximize Otsego Fire & Emergency
Services resources before relying on external aid. All incidents requiring additional
personnel beyond on-duty career staff will trigger an alert to off-duty career and P-O-C
firefighters, ensuring their availability before requesting any assistance from
neighboring departments.
Benefits of the Combination Staffing Model
• Cost-Effectiveness: By blending career and P-O-C staff, the department can
maintain high service levels without the financial burden of an entirely career-
based workforce.
• Operational Flexibility: The model allows for scalable responses to incidents,
with career staff providing immediate coverage and P-O-C firefighters
augmenting as needed.
• Community Involvement: P-O-C firefighters, many of whom reside in the
community, bring local knowledge and a personal stake in the department’s
success.
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• Sustainability: The integration of student interns and cadets creates a pipeline
for future firefighters, ensuring long-term staffing stability.
By integrating career firefighters with Paid-On-Call (P-O-C) personnel, the department
ensures consistent, around-the-clock coverage while having the capacity to scale
resources in response to varying demand. Career staff bring stability and immediate
response while P-O-C firefighters help fill staffing gaps during peak periods or large-scale
incidents, improving response times and operational efficiency.
This model is also cost-effective, enabling Otsego to maintain a well-equipped fire
department without the financial burden of staffing full-time personnel for every shift.
The P-O-C firefighters are compensated only when activated, helping to reduce staffing
costs while ensuring a robust and responsive emergency service.
Beyond the financial advantages, the combination staffing model enhances community
involvement. Many P-O-C firefighters are local residents who have a vested interest in
the safety of their neighbors. Their familiarity with the area can improve response times
and increase the department's understanding of local needs.
Staff and Career Development
Another key benefit is the career development opportunities it offers. Paid-on-call
personnel gain valuable experience and training that can serve as a steppingstone to a
full-time firefighting career. This creates a pipeline of qualified candidates who are
familiar with the department’s operations, making it easier to recruit for future career
positions. It also ensures that the department has a steady stream of trained
professionals ready to take on leadership roles as the department grows.
Flexibility
Additionally, the model offers flexibility when it comes to recruitment and retention.
With a mix of full-time and P-O-C positions, the department can attract a broad range of
candidates, each with different needs and circumstances. Some individuals may prefer
the stability and professional development of a full-time position, while others may be
drawn to the flexibility of paid-on-call roles. This variety helps ensure that Otsego can
recruit and retain personnel who are dedicated to the department’s mission.
Having both career and paid-on-call members also increases community trust and
support. Local residents who serve as P-O-C firefighters often become community
leaders, and their involvement fosters positive relationships between the fire
department and the community it serves. This connection is essential for garnering
public support for the department’s initiatives, funding, and growth.
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Scalability
Finally, the combination staffing model offers scalability for the future. As Otsego’s
population grows, the department can increase its career staffing levels while
maintaining a flexible P-O-C workforce. This scalability allows the department to meet
the evolving needs of the community while managing financial resources effectively.
The model ensures that as Otsego continues to expand, the fire department can adapt
to the increased demand for services without compromising its core mission of
providing high-quality, timely emergency response.
Overall, the combination staffing model provides a comprehensive, sustainable, and
community-centered approach to staffing the Otsego Fire & Emergency Services
Department, ensuring that it remains responsive, effective, and capable of meeting the
needs of the growing community.
Utilization of Paid-On-Call Members
The Paid-On-Call program plays a crucial role in our service delivery model. These
dedicated members will be activated to meet a variety of operational and community-
focused needs, as outlined below:
• 305 Activations for Call Assistance: Based on our 2024 call analysis, P-O-C
firefighters will support career staff during high-demand scenarios such as
structure fires, complex incidents, and mutual aid requests from neighboring
departments. On average, eight P-O-C firefighters will respond by activation,
amounting to approximately an aggregate of 4,880 firefighter-hours each year.
• 600 Hours for Community Events: P-O-C firefighters will bolster community
engagement efforts by staffing public education events, safety demonstrations,
and other activities that promote fire prevention and public safety. Their
participation in Community Risk Reduction and Outreach programs further
enhances local awareness and trust.
• 100 Training Hours per Member: Each P-O-C firefighter is likely to complete 100
hours of training annually to ensure they are fully prepared for emergencies. In
the first year of the program, an additional 100 training hours per member may
be required for certification and skill development as the department is
established.
Financial Projections
Paid-On-Call Staffing Component
A successful Paid-On-Call firefighter program involves more than simply responding to
emergencies—it requires ongoing investments in training, recruitment, and community
outreach. The annual breakdown of these essential services is as follows:
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• Call Responses: We anticipate 305 activations for P-O-C per year, with eight
firefighters responding to each call. This results in a combined total of an
estimated 4,880 firefighter hours dedicated to call responses, at a total annual
cost of $77,760.
• Regular Training: The 20 P-O-C firefighters will each participate in 100 hours of
training annually, totaling 2,000 hours. At a rate of $24 per hour, the annual
training cost is $48,000.
• Recruit Training: Every year, about five new recruits will complete 120 hours of
training at $17 per hour, totaling $10,200. Additionally, two instructors will each
assist with 150 hours of training at $35 per hour, adding $10,500. Combined,
recruit training costs amount to $20,700 annually.
• Community Outreach: P-O-C firefighters will also dedicate a combined 600 hours
each year to community events—such as open houses, school visits, and local
fundraisers—at $24 per hour, contributing $14,400 to the annual budget.
Total Annual Paid-On-Call Operating Budget
When we sum up the costs for call responses, regular training, recruit training, and
community outreach, the total annual operating budget is calculated as follows:
• Call Responses: $77,760
• Regular Training: $48,000
• Recruit Training: $20,700
• Community Outreach: $14,400
Total: $160,860
For each firefighter, this equates to roughly 500 combined hours of responses, training,
and outreach per year. Additionally, participation in at least 30% of paid-on-call staff call
responses is required for each member to qualify for the PERA SVP pension contribution
for 2027 (payable in 2028).
First-Year Training Costs
In the inaugural year of the Paid-On-Call program, additional training expenses are
necessary to ensure proper certification and skill development. Instead of the standard
100 hours, each member may complete an extra 100 hours, doubling their individual
training requirement to 200 hours.
This represents an additional 2,000 training hours for all 20 members. At $24 per hour,
this extra training amounts to $48,000. With the inclusion of a $25,000 allocation for
class fees and registration, the total first-year training cost comes to $121,000.
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Wages and Benefits
We have made an additional commitment to providing any required initial training for
all newly hired members. This comprehensive financial commitment reflects our
department’s dedication to delivering responsive emergency services, robust
community engagement, and thorough professional training within an annual paid-on-
call operating budget of $160,860 (plus the additional first-year training costs of
$121,000).
To adequately compensate P-O-C firefighters for their extensive responsibilities, a total
of $281,860 has been allocated to cover wages and benefits. This ensures that our
personnel are well-equipped and ready to respond to emergencies while also engaging
actively with the community.
Conclusion
The combination staffing model for the Otsego Fire & Emergency Services Department
represents a forward-thinking and robust solution to meet our community’s diverse
emergency response needs. By seamlessly integrating the round-the-clock expertise and
reliability of career firefighters with the agility and localized commitment of paid-on-call
personnel, this model guarantees that every emergency is met with the highest
standards of readiness and professionalism while upholding strict fiscal discipline.
This innovative approach not only maximizes operational efficiency but also creates
clear pathways for paid-on-call firefighters to transition into full-time roles. As a result,
we will maintain a steady pipeline of highly qualified personnel, ensuring our
department remains resilient and future ready. Moreover, our carefully structured
compensation strategy reinforces our commitment to financial sustainability, supporting
both the professional growth of our staff and the long-term viability of our services.
In essence, this comprehensive staffing plan is designed to deliver exceptional
emergency services, safeguard public safety, and manage resources responsibly as our
community grows. We respectfully request your approval for this plan.
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Definitions
This section provides clear definitions of key terms used throughout the document to
ensure a common understanding of the operational concepts and roles within the
Otsego Fire & Emergency Services Department. These definitions are essential for
clarifying the department's structure, responsibilities, and response protocols. They
provide context for the policies, staffing models, and strategies outlined.
• Automatic Aid:
A prearranged system of cooperation between fire departments in which
resources are automatically dispatched based on a formal written agreement.
This arrangement ensures immediate deployment of resources in an
emergency, without the need for a direct request at the time of the incident.
• Career Captain:
A senior officer responsible for overseeing operations and managing personnel
during their shift. Career Captains provide leadership during emergency
responses and are responsible for ensuring effective incident management.
They must have advanced leadership certifications and significant fire service
experience.
• Career Firefighter:
A full-time member of Otsego Fire & Emergency Services, responsible for
responding to all emergency incidents, participating in training, and assisting
with mutual and automatic aid. Career firefighters are assigned to rotating
shifts of 24 or 48 hours. They are required to hold certifications as Firefighter I
and EMTs.
• Command Staff:
A group of senior officers responsible for overseeing specific functions within
the fire department, such as operations, training, and administration.
Command staff typically include positions like the Fire Chief, Assistant Chiefs,
and Battalion Chiefs.
• Community Risk Reduction (CRR):
A proactive approach to identifying and mitigating risks in the community
that could lead to emergencies, such as fire prevention, building code
enforcement, and public education. CRR involves data-driven efforts to
reduce the frequency and severity of emergencies through community
engagement, partnerships, and targeted interventions.
• Concurrent Calls:
Situations where multiple emergency incidents occur simultaneously,
requiring the department to deploy resources to more than one location at
the same time. The department may need to activate additional personnel or
request mutual aid in such cases.
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• Emergency Medical Services (EMS):
A system of trained personnel and equipment designed to provide emergency
medical care, including basic and advanced life support. EMS responders may
work in conjunction with firefighters during emergency responses, especially
in medical emergencies, rescues, or accidents.
• Emergency Response:
The swift mobilization of personnel and equipment to address immediate risks
to life, property, or the environment during an incident. Emergency responses
typically address high-acuity situations such as structure fires, vehicle
accidents, or severe medical emergencies.
• Fire Apparatus Operator (FAO):
A trained firefighter responsible for operating and maintaining fire apparatus,
such as fire engines, ladder trucks, and rescue vehicles. The FAO's duties
include safely driving the apparatus to emergency scenes, setting up
equipment, and ensuring the proper functioning of fire pumps, hoses, and
other apparatus systems during firefighting operations. In addition to
technical operations, the FAO may also assist in fire suppression, rescue, and
other emergency response activities.
The role requires specialized training in both fire service operations and the
mechanics of fire apparatus.
• Fire Engine:
A motorized vehicle equipped with firefighting tools and a water pump,
capable of delivering water through hoses to suppress fires. Fire engines
typically carry essential tools, hoses, nozzles, and a water supply for
firefighting operations.
• Firefighter Cadet:
A high school student participating in a program to gain initial exposure to the
fire service. While not qualified for active response duties, cadets may engage
in training and observe operations under supervision. They are not permitted to
stay overnight at the station or cover emergency shifts.
• Fire Prevention and Public Education:
Programs and initiatives aimed at educating the public about fire safety,
prevention, and emergency preparedness. These efforts may include school
visits, community outreach, fire drills, and distribution of safety materials to
reduce the incidence of fire and injury.
• Grass Fire Unit:
A specialized unit designed for fighting wildland fires and grass fires. Otsego
Fire & Emergency Services operates a Type 4 wildland engine, a Type 6
Brush/Grass Unit, and a Type 7 Wildland UTV to handle these incidents
effectively.
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• High-Acuity Incident:
A critical and urgent situation requiring rapid and highly coordinated action,
such as structure fires, serious motor vehicle accidents, or life-threatening
medical emergencies. These incidents demand significant resources and
skilled intervention.
• Incident Command System (ICS):
A standardized, on-scene, all-hazard incident management concept that
enables responders to work together more effectively. ICS is used to manage
emergency responses in an organized and scalable manner, regardless of the
size or type of the incident.
• Ladder Truck:
A specialized fire apparatus equipped with an extendable ladder for reaching
elevated areas in buildings, facilitating both fire suppression and rescue
operations. It often includes tools for ventilation, rescue, and water pumping.
• Lower-Acuity Call:
An emergency situation with a relatively lower level of urgency, such as a
non- life-threatening medical issue or a minor incident. These calls typically
require fewer resources and can be managed within a more flexible timeline.
• Mutual Aid:
A form of interdepartmental support where assistance is requested on a case-
by- case basis when a department's resources or personnel are insufficient to
handle an emergency. Unlike automatic aid, mutual aid is triggered only when
additional support is needed beyond the local department’s capabilities.
These agreements are often not formal written agreements but rather an
understanding between departments and are allowed under Minnesota State
Statute.
• Non-Emergency Response:
A planned and lower-priority response that does not require immediate
intervention. These incidents could include routine inspections, training
exercises, or non-critical assistance such as public education events or low-
acuity calls.
• On-Duty Shift Commander:
A senior officer responsible for the daily operations of a shift. The Shift
Commander oversees personnel, assigns tasks, and makes critical decisions
regarding emergency response, including coordination for automatic and
mutual aid requests.
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• Paid-On-Call (P-O-C) Captain:
An officer in the P-O-C system responsible for managing P-O-C personnel during
their shift. Paid-On-Call Captains lead the team during emergency responses
and ensure the safety and coordination of resources. They must meet
leadership certification requirements similar to those of career officers.
• Paid-On-Call (P-O-C) Lieutenant:
An officer within the P-O-C system who assists in managing and supervising P-
O-C firefighters. Lieutenants help lead responses, oversee operations at the
scene, and assist with training and resource management.
• Paid-On-Call (P-O-C) Firefighter:
A firefighter who works on an as-needed basis, responding to emergency calls
when available. P-O-C firefighters are members of the department who have
other full-time employment and are called via pager or cell phone app as
needed to supplement staffing during periods of high demand or when career
firefighters are unavailable. These members are often considered and referred
to as “volunteer firefighters.” They receive compensation for training, call
responses, and time spent on department activities. P-O-C firefighters must
meet the same training and certification standards as career firefighters,
including certifications in Firefighting skills and Emergency Medical Treatment
delivery.
• Part-Time Firefighter:
A firefighter working on a part-time basis with the department, offering
additional staffing support during scheduled shifts. must meet the same
training and certification standards as career firefighters, including
certifications in Firefighting skills and Emergency Medical Treatment delivery,
and must be state licensed. Part-time firefighters must meet the same
qualifications as full-time career firefighters, including certification as
Firefighter I and EMT or EMR. In many cases, these part-time firefighters will
be P-O-C members who have taken the initiative to obtain the requisite
certifications and are licensed by the State of Minnesota.
• Reflex Time:
The interval between when an emergency is received by dispatchers, or an
alarm is activated, and when emergency personnel initiate their immediate
response actions at the scene. This metric captures both the human and
system response components—from initial communication of an incident to
the actual deployment of responders—and is critical for minimizing delays in
emergency interventions.
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• Response Time:
The time elapsed from the department receiving an emergency call activation
until the arrival of emergency responders at the incident scene. This includes
roll- out time (time to leave the station) and travel time, all of which can vary
based on personnel availability and location.
• Station Backfill:
A process to ensure adequate staffing at the fire station during an emergency.
This may involve utilizing off-duty personnel, P-O-C firefighters, or part-time
members to maintain station readiness when other personnel are deployed on
emergency calls.
• Student Intern Firefighter:
A firefighter-in-training from a fire science or emergency services program,
gaining hands-on experience but not filling open shifts. Interns provide
additional support and participate in department activities, contributing to
operational readiness without being primary responders.
• Tender (Tanker) Operations:
The use of water tenders to transport and supply water to firefighting
operations in areas without hydrants. These operations are critical during
structure fires or in rural areas where access to water is limited. Otsego Fire &
Emergency Services operates a 2,500-gallon tender.
• Volunteer Assembly Time:
The period it takes for both volunteer firefighters and paid-on-call members
to gather at the fire station after being alerted to an emergency call. Since
these individuals are not stationed at the firehouse and may be spread out
across the community, they need time to respond to the station, don their
gear, and prepare for deployment. The assembly time can vary depending on
factors such as the individual's location, proximity to the station, and
readiness to respond. Reducing volunteer and paid-on-call assembly time is
crucial for improving overall response times, as it directly impacts the speed
at which the fire department can address an emergency.
Attachment 1
Attachment 2 Fire and EMS Calls Occurence
2021
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
911 Hangup-Medical Abdominal Pain 0
911 Hangup-Medical Breathing 1 1
911 Hangup-Medical Chest Pain 1 1
911 Hangup-Medical Unconscious Fainting 0
911 Hangup-Medical Unconscious-Faining 0
911 Hangup-Overdose 0
911 Open Line-Fall Under 6 feet 0
911 Open Line-Medical Diabetic 0
911 Open Line-MVA w/Injuries 1 1
Abandoned Medical-Fall Under 6 feet 0
Abandoned Medical-Heart Problems 1 1
Abandoned-Medical Choking 0
Abandoned-Medical Stroke 1 1
Abandoned-Medical-Breathing Problem 0
Abandoned-MVA 0
Agency Assist- MVA Injuries 0
Agency Assist-Fire Vehicle 0
Citizen Aid-Gas Leak 0
Commercial Fire Alarm 1 2 1 2 6 2 2 6 3 25
Commercial Fire Alarm-Addressing Problems 0
Fie-Structure (reported)3 1 3 2 2 3 1 1 16
Fire-CO Alarm 1 1 2
Fire-Elevator Rescue 0
Fire-Gas Leak 1 1 1 2 1 1 2 2 2 1 14
Fire-Grass 2 2 1 1 1 2 9
Fire-Hazardous Material 1 1 2
Fire-Other 4 4 2 2 3 3 1 3 2 4 4 32
Fire-Smoke 1 3 4 1 9
4/15/2025 Page 1 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Calls Occurence
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
Fire-Vehicle (reported)1 2 2 2 1 2 2 12
Fre-Electrical 1 1 1 3
Marine Incident (Boat and Water)1 1
Medical Breathing Problem-Addressing Problem 0
Medical Fall Drugs 0
Medical -Fall Under 6 feet-Unconscious 2 2
Medical-Alergic Reaction 1 1 2 1 2 2 1 3 13
Medical-Allergies w/ Breathing Problem 0
Medical-Bleeding/Lacerations 5 1 1 3 4 3 1 18
Medical-Breathing Problems 5 7 6 10 3 8 5 10 16 10 12 11 103
Medical-Burns 1 1
Medical-Carbon Monoxide Inhalation 1 1 1 1 1 1 2 8
Medical-Chest Pain 3 2 2 1 1 2 4 7 2 4 28
Medical-Childbirth/Obstetrics 1 1 2
Medical-Choking 1 3 2 1 1 1 9
Medical-Diabetic 1 1 1 1 2 2 3 11
Medical-Eye 0
Medical-Fall Over 6 feet 1 1 2
Medical-Fall Under 6 feet-Lacerations 0
Medical-Heart Problems 1 1 4 1 1 2 6 2 4 22
Medical-Heat Exposure 1 1
Medical-Overdose 4 5 2 3 1 2 1 18
Medical-Seizure 4 1 1 2 3 3 4 2 2 6 28
Medical-Stab/Gunshot 0
Medical-Stroke 2 3 1 2 1 2 4 2 3 1 5 26
Medical-Trauma 1 3 2 1 3 4 14
Medical-Unconscious 0
Medical-Unconscious-Fainting 3 1 3 4 6 4 3 6 5 5 2 11 53
Medical-Unknown 6 3 4 3 4 4 3 3 1 1 1 33
MVA-Extrication 1 1
4/15/2025 Page 2 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Calls Occurence
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
MVA-Injuries 3 4 3 5 3 8 5 3 6 2 2 44
MVA-No Injuries, Other Conditions 0
Residential CO Alarm 0
Residential Fire Alarm 4 1 1 4 2 1 2 2 1 18
Residential Fire Alarm-Text 0
Fire & Acute EMS Calls 45 31 42 50 42 50 51 45 63 56 45 65 585
Lift Assist 1 6 8 4 5 24
Medical-Abdominal Pain 2 1 3 2 2 2 2 4 2 20
Medical-Back Pain 1 3 1 4 2 11
Medical-Commercial Medical Alarm 1 1 2
Medical-Fall Under 6 feet 11 4 6 12 10 11 2 9 7 9 10 10 101
Medical-Sick 11 10 7 12 14 16 16 20 23 12 26 28 195
Medical Sick-Addressing Issue 0
Medical-Sick Suspicious 0
Residential Medical Alarm 3 1 2 4 5 2 3 2 3 1 5 4 35
Total Less Acute EMS Calls 25 18 16 35 32 29 25 34 41 33 49 51 388
Total 973
Monthly 81.08
Weekly 18.71
Daily 2.67
4/15/2025 Page 3 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
2022
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
911 Hangup-Heart Problems 1 1
911 Hangup-Medical Abdominal Pain 0
911 Hangup-Medical Breathing 0
911 Hangup-Medical Unconscious Fainting 0
911 Hangup-Overdose 0
911 Open Line-Breathing Problems 1 1
911 Open Line-Fall Under 6 feet 0
911 Open Line-Medical Diabetic 0
911 Open Line-Structure Fire 1 1
Abandoned Medical Heart Problems 1 1 2
Abandoned-Medical Choking 0
Abandoned-Medical-Breathing Problem 0
Abandoned-Medical-Fall Under 6 feet 1 1
Abandoned-MVA 0
Agency Assist- MVA Injuries 0
Agency Assist-Fire Vehicle 0
Citizen Aid-Gas Leak 0
Commercial Fire Alarm 2 3 1 1 3 6 4 3 2 2 27
Commercial Fire Alarm-Addressing Problems 0
Commercial Medical Alarm 1 1
Fie-Structure (reported)1 1 2 1 1 1 1 8
Fire-CO Alarm 0
Fire-Elevator Rescue 0
Fire-Gas Leak 2 1 1 5 1 3 1 2 3 19
Fire-Grass 2 2 1 5
Fire-Hazardous Material 0
Fire-Other 1 4 2 2 3 1 3 1 17
Fire-Smoke 2 2 1 1 2 8
Fire-Vehicle 2 1 1 3 1 2 1 1 12
4/15/2025 Page 4 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Fre-Electrical 1 1 2
Medical Breathing Problem-Addressing Problem 3 3
Medical Fall Drugs 0
Medical -Fall Under 6 feet-Unconscious 1 1
Medical-Alergic Reaction 2 1 2 1 1 7
Medical-Allergies w/ Breathing Problem 0
Medical-Bleeding/Lacerations 1 1 3 2 2 2 2 1 2 2 18
Medical-Breathing Problems 17 7 7 4 3 9 11 5 9 11 15 7 105
Medical-Carbon Monoxide Inhalation 6 2 3 2 1 1 2 2 19
Medical-Chest Pain 5 1 5 1 4 6 1 8 4 7 1 4 47
Medical-Childbirth/Obstetrics 1 2 1 1 5
Medical-Choking 1 2 3
Medical-Diabetic 1 1 2 6 1 1 2 1 2 17
Medical-Eye 1 1
Medical-Fall Over 6 feet 1 1 1 1 4
Medical-Fall Under 6 feet-Lacerations 1 1
Medical-Heart Problems 4 1 2 2 3 2 6 4 24
Medical-Heat Exposure 1 1
Medical-Overdose 2 4 2 1 1 4 2 2 1 4 23
Medical-Seizure 2 2 7 2 4 2 5 4 6 5 6 3 48
Medical-Stab/Gunshot 0
Medical-Stroke 4 4 2 1 1 2 2 8 1 8 2 35
Medical-Trauma 1 2 3 2 1 2 2 2 1 16
Medical-Unconscious 3 3
Medical-Unconscious-Fainting 4 6 2 2 8 1 6 7 4 5 8 7 60
Medical-Unknown 1 1 2 5 2 11
MVA-Injuries 6 4 4 3 1 3 4 9 2 3 4 43
MVA-No Injuries, Other Conditions 0
Residential CO Alarm 0
4/15/2025 Page 5 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Residential Fire Alarm 5 2 3 7 5 5 3 7 5 2 4 48
Residential Fire Alarm-Text 0
Fire & Acute EMS Calls 66 38 51 36 54 44 57 58 62 67 62 53 648
Lift Assist 2 2 3 2 6 2 1 4 4 4 4 4 38
Medical-Abdominal Pain 1 2 6 4 4 3 4 2 6 8 3 43
Medical-Back Pain 1 1 2 5 1 1 2 6 3 1 23
Medical-Fall Under 6 feet 9 5 10 9 10 8 8 9 4 14 11 11 108
Medical-Sick 20 12 17 14 19 21 9 14 22 16 27 21 212
Medical Sick-Addressing Issue 0
Medical-Sick Suspicious 0
Residential Medical Alarm 13 5 5 2 2 5 2 4 2 5 3 1 49
Total Less Acute EMS Calls 46 27 43 31 46 40 21 35 36 51 56 41 473
Total 1121
Monthly 93.42
Weekly 21.56
Daily 3.07
4/15/2025 Page 6 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
2023
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
911 Hangup-Medical Abdominal Pain 0
911 Hangup-Medical Back Pain 1 1
911 Hangup-Medical Breathing 0
911 Hangup-Medical Heart Problems 1 1
911 Hangup-Medical Unconscious Fainting 0
911 Hangup-Overdose 0
911 Open Line-Fall Under 6 feet 0
911 Open Line-Medical Bleeding 1 1
911 Open Line-Medical Diabetic 1 1
911 Open Line-Medical Seizure 1 1
Abandoned-Medical Chest Pains 1 1
Abandoned-Medical Choking 1 1
Abandoned-Medical Sick 1 1
Abandoned-Medical-Breathing Problem 0
Abandoned-Medical-Fall Under 6 feet 0
Abandoned-MVA 0
Agency Assist- MVA Injuries 0
Agency Assist-Fire Vehicle 0
Citizen Aid-Gas Leak 0
Commercial Fire Alarm 2 2 2 2 3 3 5 1 3 3 26
Commercial Fire Alarm-Addressing Problems 1 1
Fire-CO Alarm 4 1 2 1 8
Fire-Elevator Rescue 1 1
Fire-Gas Leak 1 3 3 1 2 2 3 1 16
Fire-Grass 4 2 6
Fire-Hazardous Material 0
Fire-Other 2 5 3 2 1 5 3 4 1 26
Fire-Smoke 1 1 1 1 1 5
4/15/2025 Page 7 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Fire-Structure (reported)4 2 1 1 8
Fire-Vehicle 1 1 1 1 2 1 2 1 10
Fre-Electrical 1 1 1 3
Marine Incident-Boat & Water 1 1
Medical Breathing Problem-Addressing Problem 0
Medical Fall Drugs 0
Medical -Fall Under 6 feet-Unconscious 0
Medical-Alergic Reaction 3 1 2 1 2 9
Medical-Allergies w/ Breathing Problem 2 2
Medical-Bleeding/Lacerations 2 2 1 2 1 3 2 2 2 2 5 1 25
Medical-Breathing Problems 10 11 7 8 9 13 8 12 8 8 7 8 109
Medical-Carbon Monoxide Inhalation 2 1 1 3 2 1 1 11
Medical-Chest Injury 1 1
Medical-Chest Pain 7 3 6 13 6 9 5 4 2 4 3 7 69
Medical-Childbirth/Obstetrics 1 1 1 3
Medical-Choking 1 1 2
Medical-Cold Exposure 1 1
Medical-Diabetic 1 3 3 1 3 1 1 1 14
Medical-Drowning 1 1 2
Medical-Eye 1 1
Medical-Fall Over 6 feet 1 1 2 1 1 6
Medical-Fall Under 6 feet-Lacerations 0
Medical-Heart Problems 4 2 7 2 2 5 4 5 4 3 2 40
Medical-Heat Exposure 1 2 3
Medical-Overdose 2 4 2 2 2 5 1 3 4 2 27
Medical-Seizure 7 6 4 1 4 1 4 5 3 4 5 2 46
Medical-Stab/Gunshot 1 1
Medical-Stroke 7 4 4 4 1 2 2 1 3 2 30
Medical-Trauma 2 3 6 1 1 3 1 1 1 19
Medical-Unconscious 4 4 8
Medical-Unconscious-Fainting 7 2 1 8 7 6 4 6 5 46
4/15/2025 Page 8 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Medical-Unknown 2 1 1 1 1 6
MVA-Injuries 1 3 6 1 8 6 3 3 5 3 3 3 45
MVA-No Injuries, Other Conditions 0
Residential CO Alarm 0
Residential Fire Alarm 5 2 4 5 3 3 5 5 3 9 2 4 50
Residential Fire Alarm-Text 1 1 2
Fire & Acute EMS Calls 64 47 49 61 59 65 70 60 62 60 57 43 697
Lift Assist 5 5 2 4 2 5 3 4 11 4 1 5 51
Medical-Abdominal Pain 6 3 2 2 2 3 1 2 1 1 2 25
Medical-Back Pain 3 3 1 2 3 2 1 2 17
Medical-Fall Under 6 feet 16 11 15 10 11 14 8 13 14 13 11 11 147
Medical-Sick 16 20 15 21 16 18 15 1 26 18 19 11 196
Medical Sick-Addressing Issue 0
Medical-Sick Suspicious 0
Residential Medical Alarm 3 1 3 1 2 2 2 1 3 18
Total Less Acute EMS Calls 43 45 38 40 32 42 29 23 57 38 36 31 454
Total 1151
Monthly 95.92
Weekly 22.13
Daily 3.15
4/15/2025 Page 9 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
2024
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
911 Hangup-Medical Abdominal Pain 1 1
911 Hangup-Medical Breathing 1 1
911 Hangup-Medical Unconscious Fainting 1 1 1 1 4
911 Hangup-Overdose 1 1
911 Open Line-Fall Under 6 feet 1 1
911 Open Line-Medical Diabetic 1 1
Abandoned Medical-Fall Under 6 feet 1 1
Abandoned-Medical Choking 1 1
Abandoned-Medical-Breathing Problem 1 1 2
Abandoned-MVA 1 1
Agency Assist- MVA Injuries 1 1 2
Agency Assist-Fire Vehicle 1 1
Citizen Aid-Gas Leak 1 1
Commercial Fire Alarm 1 1 1 4 2 3 5 3 20
Commercial Fire Alarm Addressing Problems 2 2
Fie-Structure 2 1 1 2 2 1 1 5 15
Fire-CO Alarm 3 2 1 1 1 4 2 5 2 4 2 27
Fire-Elevator Rescue 1 1
Fire-Gas Leak 5 1 3 1 1 4 1 2 3 21
Fire-Grass 2 1 3 2 2 10
Fire-Hazardous Material 1 1
Fire-Other 1 6 1 4 3 1 4 2 1 23
Fire-Smoke 1 1 1 1 2 1 2 1 1 11
Fire-Vehicle 1 2 1 2 2 8
Fre-Electrical 1 2 1 1 1 6
Medical Breathing Problem-Addressing Problem 1 1
Medical-Fall Drugs 1 1
4/15/2025 Page 10 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Medical -Fall Under 6 feet Unconscious 1 1
Medical-Alergic Reaction 1 2 2 1 3 1 1 11
Medical-Allergies W/ Breathing Problem 1 1
Medical-Bleeding/Lacerations 2 1 1 1 2 1 2 3 13
Medical-Breathing Problems 7 9 9 4 10 6 8 5 18 11 7 15 109
Medical-Carbon Monoxide Inhalation 2 2 1 1 1 1 1 9
Medical-Chest Pain 4 6 4 6 4 8 11 7 10 3 9 2 74
Medical-Childbirth/Obstetrics 1 1 1 3
Medical-Choking 1 6 1 3 3 2 2 18
Medical-Diabetic 6 3 1 2 3 2 17
Medical-Eye 1 1
Medical-Fall Over 6 feet 2 1 1 1 2 7
Medical-FallUnder 6 feet Lacerations 1 1
Medical-Heart Problems 3 1 3 3 1 6 5 1 2 6 5 36
Medical-Heat Exposure 1 1
Medical-Overdose 1 1 3 1 1 4 11
Medical-Seizure 3 2 5 5 6 4 1 2 1 2 2 33
Medical-Stab/Gunshot 1 1
Medical-Stroke 4 2 2 3 4 4 2 3 4 3 5 36
Medical-Trauma 1 1 2 1 1 2 3 3 1 1 16
Medical-Unconscious 3 3
Medical-Unconscious Fainting 6 5 5 2 4 6 7 3 9 5 1 4 57
Medical-Unknown 1 1 1 3
MVA-Injuries 5 3 4 5 1 3 2 4 3 4 5 5 44
MVA-No Injuries, Other Conditions 1 1
Residential CO Alarm 1 1 2
Residential Fire Alarm 3 3 4 1 2 4 9 6 1 6 7 4 50
Residential Fire Alarm-Text 2 1 1 1 5
Fire & Acute EMS Calls 57 43 56 56 44 61 82 51 76 65 73 65 729
4/15/2025 Page 11 Data Retrieved from WCSO Calls For Service Reports
Attachment 2 Fire and EMS Call Occurence
Lift Assist 1 3 3 5 1 5 7 5 3 1 34
Medical-Abdominal Pain 4 5 6 3 6 1 7 2 2 4 4 44
Medical-Back Pain 1 1 2
Medical-Fall Under 6 feet 8 8 11 8 16 15 11 11 16 12 7 15 138
Medical-Sick 22 20 11 20 12 16 17 17 8 6 149
Medical Sick-Addressing Issue 17 1 18
Medical-Sick Suspicious 1 1
Residential Medical Alarm 2 3 6 1 4 1 1 2 5 2 27
Total Less Acute EMS Calls 33 38 36 39 32 43 35 43 30 41 21 22 413
Total 1142
Monthly 95.17
Weekly 21.96
2024 Otsego Fire & Emergency Services would have responded to:Daily 3.12
Fire Rescue Related Calls 254
EMS Calls 619
Total 873
Disclaimer:
The 2024 incident response totals for Otsego Fire & Emergency
Services—254 fire/rescue-related calls and 619 EMS calls ,
for a total of 873 incidents —are based on a manual count of
available records. Due to the limited detail available for some
individual incidents, particularly medical calls, the classification
of responses involves a degree of subjectivity. While every effort
has been made to ensure accuracy, these figures should be
considered estimates rather than definitive counts.
4/15/2025 Page 12 Data Retrieved from WCSO Calls For Service Reports
Attachment 2
2025
Condition JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL
911 Hangup-Medical Abdominal Pain 0
911 Hangup-Medical Unconscious Faining 0
911 Hangup-Medical Breathing 1 1
911 Hangup-Overdose 0
911 Hangup-Medical Sick 1 1
911 Hangup-Medical Unconscious Fainting 0
911 Open Line-Medical Diabetic 0
911 Open Line-Fall Under 6 feet 0
Abandoned-Medical Choking 0
Abandoned-Medical-Breathing Problem 0
Abandoned Medical-Fall Under 6 feet 0
Abandoned-MVA 0
Agency Assist-Fire Vehicle 0
Agency Assist- MVA Injuries 0
Citizen Aid-Gas Leak 0
Commercial Fire Alarm 2 2
Commercial Fire Alarm Addressing Problems 0
Fire-Chimney 1 1
Fire-CO Alarm 4 1 1 6
Fre-Electrical 1 1 2
Fire-Elevator Rescue 4 4
Fire-Gas Leak 2 2
Fire-Grass 1 1
Fire-Hazardous Material 0
Fire-Other 1 3 3 7
Fire-Smoke 4 1 5
Fie-Structure 1 2 3
Fire-Vehicle 1 3 4
Medical-Alergic Reaction 1 1 1 3
Medical-Allergies W/ Breathing Problem 0
4/15/2025 Page 13 Data Retrieved from WCSO Calls For Service Reports
Attachment 2
Medical-Bleeding/Lacerations 2 2 1 5
Medical-Breathing Problems 18 14 12 44
Medical Breathing Problem-Addressing Problem 0
Medical-Carbon Monoxide Inhalation 2 2
Medical-Chest Pain 7 6 6 19
Medical-Childbirth/Obstetrics 0
Medical-Choking 2 2
Medical-Diabetic 2 2 4
Medical-Drowning 1 1
Medical-Eye 0
Medical-Fall Over 6 feet 1 1
Medical Fall Drugs 0
Medical -Fall Under 6 feet Unconscious 0
Medical-Fall Under 6 feet Lacerations 0
Medical-Heart Problems 3 8 6 17
Medical-Heat Exposure 0
Medical-Overdose 2 1 2 5
Medical-Seizure 2 1 5 8
Medical-Stab/Gunshot 0
Medical-Stroke 1 3 4
Medical-Trauma 2 1 3
Medical-Unconscious 0
Medical-Unconscious Fainting 5 6 7 18
Medical-Unknown 1 2 3
MVA-Injuries 2 3 4 9
MVA-No Injuries, Other Conditions 0
Residential Fire Alarm 2 5 9 16
Residential Fire Alarm-Text 0
Residential CO Alarm 1 1
Fire & Acute EMS Calls 68 64 72 0 0 0 0 0 0 0 0 0 204
4/15/2025 Page 14 Data Retrieved from WCSO Calls For Service Reports
Attachment 2
Lift Assist 3 3 1 7
Medical-Abdominal Pain 2 1 6 9
Medical-Back Pain 3 1 1 5
Medical-Fall Under 6 feet 15 16 12 43
Medical-Sick 27 11 15 53
Medical Sick-Addressing Issue 0
Medical-Sick Suspicious 0
Residential Medical Alarm 2 1 5 8
Total Less Acute EMS Calls 52 33 40 0 0 0 0 0 0 0 0 0 125
Total 329
Monthly 109.67
Weekly 25.31
Daily 3.66
4/15/2025 Page 15 Data Retrieved from WCSO Calls For Service Reports
Attachment 1 Fire and EMS Call occurence
Year High Acuity Calls Lower Acuity Total Average Per Day
2021 585 388 973 2.67
2022 648 473 1121 3.07
2023 697 454 1151 3.15
2024 729 413 1142 3.12
2025 204 125 329 3.87
Total 2659 1728 4387 3.18
4/15/2025 Page 16 Data Retrieved from WCSO Calls For Service Reports
Attachment 3 Allina Health Run Data 2021-2024
STAFFING PLAN
PUBLIC SAFETY COMMISSION APRIL29,2025
MILESTONES IN EMERGENCY SERVICES
BREAKING NEW GROUND
OPERATIONAL PLAN
OPERATIONAL ELEMENTS AND RESPONSE METRICS
Actual Drive Times to Specific Addresses
3
6:35
8:49 5:34
3:42
6:14
4:10 4:20
4:47
6:12
3:05
4:43
Actual Drivetimes
4
•ENSURE IMMEDIATE RESPONSE TO ALL EMERGENCY CALLS BY OFFSETTING THE PAID -ON-CALL VOLUNTEER ASSEMBLY TIME
•PROVIDE MORE COVERAGE IN EMS AREA TO PROVIDE IMMEDIATE CARE UNTIL ADVANCED LIFE SUPPORT (ALS) AND TRANSPORT ARRIVES
•FIRST DISPATCHED UNIT WILL BE A FULLY STAFFED RESCUE ENGINE
•PAID -ON-CALL VOLUNTEER STAFF WILL ENHANCE RESPONSE AND PROVIDE ADDITIONAL
PERSONNEL AND STATION COVERAGE FOR SIGNIFICANT OR CONCURRENT CALLS
•ENHANCED COMMUNITY RISK REDUCTION INITIATIVES
•STRENGTHEN PUBLIC EDUCATION AND COMMUNITY ENGAGEMENT
•CREATE AND MAINTAIN CAPABILITIES TO PARTICIPATE IN THE REGIONAL EMERGENCY RESPONSE PLAN
GOAL IS TO PROVIDE ENHANCED RESPONSE
COMMUNITY RISK REDUCTION PROGRAMS
Community Health
Wellness Checks
Health Screen (Blood Pressure Checks and Health Clinics)
First Aid/CPR Training
Car Seat Installation & Inspection
Public Education
Expanded School Programs and Visits
Local Representation at Community Festivals and Events
Collaboration with Businesses
Business Safety Evaluations
Employee Safety Training
Emergency Management Programs
Training/Awareness
Business Continuity Planning
Participation in County, State and National Programs
Let's not wait for
emergencies to
occur but work to
prevent them!
5
STAFFING PLAN
24-HOUR DUTY CREW AND PAID-ON-CALL VOLUNTEER STAFFING
TYPICAL FIRE & EMERGENCY SERVICES INCIDENT TYPES
7
Fire-Commercial Fire Alarm
Fire-CO Alarm
Fire-Elevator Rescue
Fire-Electrical
Fire-Gas Leak
Fire-Grass
Fire-Other
Fire-Residential Fire Alarm
Fire-Structure
Fire-Smoke/Odor
Fire-Vehicle
Medical-Lift Assist
Medical-Abdominal Pain
Medical-Bleeding
Medical-Breathing Problems
Medical-Carbon Monoxide
Medical-Chest Injury
Medical-Chest Pain
Medical-Childbirth/Obstetrics
Medical-Choking
Medical-Cold Exposure
Medical-Drowning
Medical-Fall > 6 feet
Medical-Fall < 6 feet w/complications
Medical-Heart Problem
Medical-Heat Exposure
Medical-O/D-Poisoning
Medical-Seizure
Medical-Stabbing/Gun Injury
Medical-Unknown
Medical-Stroke
Medical-Trauma
Medical-Unconscious/Fainting
Medical-Residential Medical Alarm
Motor Vehicle Crash w/ Extrication
Motor Vehicle Crash w/ Injury
Flooding
Marine Incident
Investigations
Illegal Burning
Hazardous Materials
See WCSO Example Report (Attachment 1)
EXPECTED ANNUAL CALL VOLUMES
Fire Related Response (*254*)
•Duty Crew will handle 65-70% of
the calls
•Paid -On-Call Volunteer members
available for more complex
incident, concurrent events, or to
staff the station during longer
duration incidents
EMS Related Response (*619*)
•Immediate EMT Level Response
assisted by Paid-On-Call Volunteer
EMRs, if needed
•Routine Patient Assistance Calls
(non-transport)
•Emergent Calls Providing Care
Until Arrival of Transport Unit
•Assisting EMS with Advanced Life-
Saving Actions
8
Calls based upon a review of Wright County Sheriff’s Office Monthly Reports
*Annual Calls 2024* (see attachment #2)
STAFFING PLAN
DAILY STAFFING
Duty Crew Members
–Duty Crew Firefighter/EMTs working 24-hour shifts (3 per shift) supported by
Paid-On-Call Volunteers for concurrent or significant calls.
Paid-On-Call Volunteers
–20 Paid-On-Call Volunteer Firefighter/ Emergency Medical Responders
College Firefighter Intern Program
–Up To 3 College Firefighter Interns
High School Cadet Program
–Up To 6 High School Students (Juniors and Seniors)
24-Hour Duty Crew staffing not only provides immediate, and enhanced, emergency response but also
many opportunities for community risk reduction, community health and wellness initiatives, and
community engagement
9
OPERATIONAL COSTS
PERSONNEL AND ANNUAL OPERATING COSTS AND REVENUES
OPERATIONAL STAFFING BUDGET 2027
* Assumes a 4% Annual Wage Increase 2026-2027
** 2912-Hour Work Schedule for Non-Exempt Personnel
*** 500-Hours Each P-O-C Firefighter (average) Annually
1127
Position Personnel
#
Base Salary
(*) (**)
Shift O/T
(200 hrs.)
Training
(50 hrs.)Callback
(50 hrs.)Total Each Benefits Total Per
Personnel Total for
Position
Chief 1 $162,970 Salary Salary Salary $162,970 $44,002 $206,972 $206,972
Captains 3 $96,096 $9,900 $2,475 $2,475 $110,946 $31,775 $142,721 $428,163
Fire Apparatus
Operators 3 $78,624 $9,000 $2,025 $2,025 $91,674 $27,172 $118,846 $356,539
Firefighter/
EMTs 3 $72,800 $7,800 $1,875 $1,875 $84,350 $26,815 $111,165 $333,495
Paid-On-Call
Personnel @ 20 $12,000 $12,000 $2,093 $14,093 $281,860
*** 500 hrs. per
year Total $1,607,028
ANNUAL OPERATING BUDGET
2027 OPERATING BUDGET
Personnel Services $1,607,028
Supplies $ 175,725
Services and Charges $ 185,318
Total Operating Budget $1,968,071
Potential Contract Savings $1,747,238
Estimated Additional Operating Cost 2027 $ 220,833
12
NO STATE AID WILL BE AVAILABLE UNTIL 2028
2028 STATE AID, TRAINING REIMBURSEMENT RECAPTURE $230,490 (ESTIMATED)*
1313
Increases are largely driven by additional call requests, new development
adding to taxable value, and increased operating expenses due to increasing
equipment costs and staffing. These trends are likely to continue for the
foreseeable future.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2021 2022 2023 2024 2025 2026 2027 2028 2029
Contract History & Projection
Contracted Departments Otsego 5% Annual Expon. (Contracted Departments)
CAPITAL & START -UP COSTS
APPARATUS, EQUIPMENT, AND PERSONNEL - 2026
INITIAL APPARATUS FLEET
Have been ordered with funding set aside by the City over
Many years for fire equipment along federal and state aid dollars
Example trucks shown
15
Actual trucks shown
CAPITAL EQUIPMENT COSTS (2025-2027)
Specialty Vehicles (SUV, Watercraft, UTV Brush Unit, Equipment Trailers).......................... $145,236
Radios, Self-Contained Breathing Apparatus, PPE ....................................... $654,958
EMS Equipment ............................................................................................ $35,358
Extrication & Rescue Equipment .................................................................. $110,785
Truck Equipment (Tools, Hose, Nozzles) ................................................................ $249,642
Small Equipment, Hand Tools ...................................................................... $173,533
Total …………………………………………………………………………………………………………. $1,369,512*
16
* Funding Remains in Fire Reserve Fund
PERSONNEL START UP COSTS 2026
Example Shows Staged Hiring (Three in November and Six in December)
17
Phased Implementation 2026 July-September November December Total for Position
Captain Wages $11,699 $35,097 $46,796
FAO Wages $9,788 $29,364 $39,152
Firefighter/EMT Wages $9,018 $27,055 $36,073
P-O-C Wages $8,000 $4,000 $4,000 $16,000
Facility Operating Costs $10,000 $3,000 $3,000 $16,000
Training Classes for P-O-C Volunteers $5,000 $2,500 $2,500 $10,000
Supplies $3,000 $1,000 $1,000 $5,000
Total $26,000 $41,005 $102,016 $169,021
18
Timeline
•Staffing &
•Pay Plan
•Groundbreaking
•Construction
•Operational
Plan
•Ribbon Cutting
•Recruitment
•Open House
•Swearing In
•Operational Evaluation & Refinement
•Succession Plan
•Intern Program
•High School Program
•(27-28)
•Update Long-term Strategic Plan
2
0
2
5
2
0
2
8
2
0
2
7
2
0
2
6
19
•WILL PARTICIPATE IN COMMUNITY EVENTS THROUGHOUT 2025
•Community Events
•Prairie Center Events (Spring Egg Hunt, Touch-A-Truck, Community Park Events)
•Night-To -Unite
•Holiday Activities
•Prevention Activities
•Limited Business Safety Program (program will expand once staffing is in place)
•Will initiate school program in fall of 2026 for the 2026-2027 school year
•RECRUITMENT EVENTS
•PARTICIPATE IN NATIONAL AND REGIONAL COMMUNITY OUTREACH PROGRAMS
Community Risk Reduction Team
20
By implementing strategic measures, optimizing resources,
and fostering community involvement:
•We are poised to not only meet but exceed our goals
effectively and efficiently.
•With a commitment to innovation, collaboration, and
adaptability, the Otsego Fire & Emergency Services
Department is well-equipped to ensure the safety and
well-being of our community for years to come.
IN CONCLUSION
THANK YOU
Further information may be obtained by contacting:
Daryl Rausch
Emergency Services Director
DRausch@OtsegoMN.gov
763.235.3166
25