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Temple’s FY2026 business plan prioritizes three new fire stations, staffing increases and expanded fire‑marshal team
Summary
City staff presented a six‑year fire master plan at the July 17 workshop that would relocate Station 7, build Stations 9–11 in the near term and add staff and administration for a West Battalion; staff estimated roughly $60 million in CIP costs for the stations in this phase and more than $6 million in annual operating costs.
City staff told the City Council at a July 17 workshop that the proposed FY2026 business plan prioritizes new fire infrastructure and staffing to keep pace with recent growth in West, south and north Temple.
The city currently operates eight fire stations. Staff presented a master‑plan‑based proposal that would relocate Station 7 (to Adams and Finite Grove), build a new Station 9 in West Temple (proposed as a ladder/truck company and West Battalion administration hub), build Station 10 near the 30 First Street/FM 93 area as an engine company to serve new southern growth, and add Station 11 in the North Industrial Park area as an engine company to cover expanding industrial and residential development. Stations 12–14 remain future priorities tied to development timing.
Why it matters: staff said those four near‑term moves (relocation of 7 plus construction of 9–11) are intended to improve response coverage and create a second battalion command structure for the West side. Station 9 was presented as a larger facility to house a ladder (truck) company with four personnel per shift (captain, driver and two firefighters), plus coverage firefighters. Staff emphasized that ladder truck operations typically require four personnel on scene to meet safety and "two‑in/two‑out" standards and to speed apparatus setup.
Costs and staffing: staff estimated the capital improvement program (CIP) for stations 9–11 and related work at just under $60 million, with recurring annual operating costs a little over $6 million (staff characterized both figures as preliminary, subject to design and market changes). The plan assumes capital would be financed and the tax‑rate impacts modeled on annual debt service over a 20‑year term. Staff described a staffing model that targets three firefighters on most engines and four on trucks, plus one additional coverage firefighter for every three frontline positions (a 3:1 coverage ratio). Staff said the city added six firefighters in the current fiscal year to move existing companies toward a 3:1 coverage ratio. If the plan is built out as presented, staff said the city would need an additional set of coverage firefighters phased in with company openings (staff estimated a total need of roughly 15 additional coverage firefighters to maintain the 3:1 ratio as new companies come online).
Grant support: staff said the city has applied for a federal SAFER (SAFER) grant to help fund initial staffing for Station 9. Staff described the typical SAFER funding pattern presented at the workshop: 75% federal/25% local in years 1–2, 35% federal/65% local in the third year, and no federal share in later years; the grant is intended to defray early‑year staffing costs so the city can phase in permanent positions.
Fire prevention and administration: staff proposed building out the fire marshal’s office. Presenters said the fire marshal team currently includes an assistant fire chief (Landy) and two staff; staff proposed adding a battalion chief to act as operational lead for fire prevention and a team of captains/drivers for inspections, plan review, investigations and background checks. Staff told the council that fire marshal staff carry mandatory inspection workloads (day‑care and other required inspections), conduct investigations (including arson cases that may proceed to court), perform plan review for development permits, and run background checks for new firefighters — functions staff said will grow with additional hires and development.
Staff framed the fire‑department package as the most capital‑intensive and staff‑heavy element of the FY2026 business plan and stated that building and staffing the new stations will take multiple years; design, construction and hiring timelines were presented in phases (Station 9 design/construction targeted before Station 10, with station openings proposed in 2028–2031 depending on the facility). Staff said staffing availability — not capital construction pace — is the primary bottleneck to opening new stations quickly.
Ending: Staff asked the council for direction on the business plan priorities and said detailed CIP and tax‑impact analyses will be part of the final budget process. Council members asked questions about grant prospects, staging hires, and whether facilities would be built to allow later expansion as neighborhood and industrial growth continues.
