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Montgomery Township fire chief outlines plan to move toward 24/7 career staffing, warns of likely tax impact
Summary
The township fire chief told supervisors a move to a 24/7 career-supported fire operation would require about 19 new hires and facility upgrades to meet NFPA guidance; he said preliminary figures suggest a material local fiscal impact and that staff will return with detailed costs in June.
Montgomery Township’s fire leadership told the board it is preparing to shift toward a 24/7 career-supported staffing model in 2026 and that the transition would require new positions, training and facility renovations.
The chief said the department aims to move to four platoons working 24-hour shifts, with each platoon ideally consisting of a battalion chief, a captain and four firefighters (six personnel per platoon), which would necessitate hiring roughly 19 full‑time employees. He said the department had run an in‑house paramedic program and was coordinating promotional and candidate testing with the Bucks County Public Safety Training Center.
The chief also flagged facility shortcomings and National Fire Protection Association (NFPA) guidance, noting inadequate separation between the engine bay and living/work areas and limited locker/bunk space. He said the township plans to issue an RFP for a feasibility study of Battalion 1 facilities to determine renovation needs and costs.
When asked about finances, the chief said he expected the staffing shift would likely require a tax increase but that more precise numbers would be developed with the township’s new financial officer ('Blaine') and presented to the board in June. Supervisors emphasized the need for a full plan, cost estimates, staging options and community outreach before committing to large-scale hires or renovations.
Board discussion also touched on the role of volunteers — the chief said the department would remain a combination (career-plus-volunteer) organization and that volunteers could be encouraged to apply for career roles. The board requested a public presentation of costs and implementation scenarios before any binding budget decisions.
The meeting did not include a formal vote on staffing changes; supervisors asked staff to return with spreadsheets, an implementation timeline and options for phased hiring and facility feasibility analysis.
