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Consultant urges Cedar City to set response-time standard, sequence firefighter hires
Summary
A consultant presented an organizational study of the Cedar City Fire Department recommending a community response-time standard, phased station staffing, equipment planning and exploration of a fire district; staffing increases were estimated at roughly $1 million per staffed station and about $3.3 million total for the proposed sequence.
A consultant hired to review Cedar City’s fire operations told the council the department is strong but should plan now for growth, recommending a measurable local response-time standard and a multi-year staffing and capital program.
Brad Mortel, introduced by Fire Chief Mike Phillips, described the city’s current strengths — well-regarded training, experienced personnel and broadly capable apparatus — then outlined gaps in coverage and staffing against NFPA standards. Mortel said suburban benchmarks (NFPA 17-20) aim for response times and crew sizes that Cedar City should adopt as policy goals so staff can manage toward them.
Mortel recommended sequencing hires to fully staff Station 1 first, then add personnel at Stations 2 and 3 with volunteer complements; he estimated initial salary and staffing costs at roughly $1,000,000 per staffed station and about $3,300,000 in aggregate for the proposed multi‑station build‑out. He also urged the council to adopt an annual report tying operations to the chosen response standard and to develop a sustainable capital plan for apparatus replacement.
On services, Mortel suggested Cedar City consider adding EMT first-response capabilities for firefighters (not full ambulance transport), noting potential value for life‑saving care and opportunities for grant or revenue‑sharing arrangements with existing ambulance providers. City staff cautioned that training and equipment carry costs and that ambulance transport revenue typically goes to transport providers.
Mortel also proposed exploring a regional fire district as a long-term funding and governance option to create economies of scale for staffing and apparatus, but stressed that is only a study recommendation, not an immediate proposal.
Council members asked for more granular cost and timeline estimates and applauded the consultant’s assessment of the department’s strengths. The consultant and chief agreed to return with follow‑up details so the council can decide whether to adopt firm standards and funding next budget cycle.
The council did not take any formal vote specifically adopting the study’s recommendations at the meeting; the presentation concluded with questions and staff follow-up commitments.
