standardized fire station design: exploring the possibilities

Standardized Fire Station Design 1

Running Head: Standardized Fire Station Design

Standardized Fire Station Design: Exploring the Possibilities

Cedric D. Scott

Savannah Fire & Emergency Services, Savannah, Georgia


CERTIFICATION STATEMENT

I hereby certify that this paper constitutes my own product, that where the language of others is

set forth, quotation marks so indicate, and that appropriate credit is given where I have used the

language, ideas, expressions, or writings of another.

Signed: __________________________________


Abstract

The problem was that Savannah Fire and Emergency Services did not possess the information

necessary to develop an official position on standardized fire station design, which had resulted

in the bureau not being prepared to properly plan for financing and constructing new fire

stations. The purpose of this research paper was to identify a standardized informational

framework in which decisions can be made and positions can be presented to address the

construction of fire stations in the coming years.

The descriptive research method was used to answer the following questions: a) what is the

meaning of standardized fire station design? , b) What is the cost savings associated with

standardized building design? , c) What is the impact of using green technology in building

construction? , d) How does the implementation of a standardized design philosophy affect the

various communities in which the building will be built?

This research project included a survey and interviews with professional engineers, which

resulted in an interesting conclusion, which is that a standardized fire station design does not

necessarily mean strict duplication in every project.

The research project produced numerous recommendations which included: Implementing a

standardized fire station design philosophy as the means for building new fire stations,

considering the implementation of Green Technology as a standard in fire station construction

and the importance of the need to review and evaluate each community or neighborhood to

assure that the fire station’s exterior fits into the area appropriately.


Table of Contents

Abstract……………………………………………………………………………. 3

Table of Contents………………………………………………………………….. 4

Introduction………………………………………………………………………... 5

Background and Significance……………………………………………………… 6

Literature Review…………………………………………………………………...8

Procedures………………………………………………………………………….. 17

Results……………………………………………………………………………… 19

Discussion………………………………………………………………………….. 22

Recommendations………………………………………………………………….. 26

Reference List……………………………………………………………………… 30

Appendices

Appendix A………………………………………………………………………… 33

Appendix B………………………………………………………………………… 39

Appendix C………………………………………………………………………… 44


Introduction

In an era of increasing cost with fixed budgets and numerous financial restraints, fire

departments are seeking creative alternatives to address the need to expand services, especially

the need to build new fire stations. One such alternative plan is the implementation of a

standardized design philosophy.

Fire Stations are often called, “fire houses” a term likely used because of the time that fire

fighters spend at work and the family like atmosphere present in these revered buildings of

community prominence. The building that fire fighters work in is critical to the organization as a

whole and the stress level is often high. In fact, the profession was recently named the 2nd most

stressful job of 2012. The article goes on to say that whether firefighters are going into structures

on fire or headed to incidents of great severity, they place themselves in great danger attempting

to rescue people in need (Brienza,2011). Consequently, station designs have to be approached

carefully and thoughtfully so as not to add stress by having them in a building that doesn’t work.

The problem is that Savannah Fire and Emergency Services does not possess the information

necessary to develop an official position on standardized fire station design, which has resulted

in the bureau not being prepared to properly plan for financing and constructing new fire

stations. The purpose of this research paper is to identify a standardized informational framework

in which decisions can be made and positions can be presented to address the construction of fire

stations in the coming years.

The descriptive research method will be used to answer the following questions: a) what is the

meaning of standardized fire station design? , b) What is the cost savings associated with

standardized building design? , c) What is the impact of using green technology in building


construction? , d) How does the implementation of a standardized design philosophy affect the

various communities in which the building will be built? This research project includes a survey

and interviews with professional engineers.

Background and Significance

Savannah’s fire district spans 103 square miles and is composed of a growing population of

136,000 residents. The Fire Bureau has 330 personnel operating out of 15 fire stations. Savannah

is the county seat of Chatham County and continues to grow by leaps and bounds; in fact

Savannah has annexed a significant amount of county land over the past 20 years. This continued

growth has presented the fire bureau with the challenge of building more fire stations to keep

pace with the number of people who are moving to the newly annexed areas. Numerous housing

sub-divisions are being erected and a new high school is scheduled to open this fall. The closest

fire station to the new high school is 10 miles away. The Fire Chief is projecting that at least five

new fire stations will be required to meet the fire service demands of Savannah’s future.

Consequently, in the current financial environment the City will find it tough to address this most

important public safety capital need.

Finding an effective way of expanding the Fire Bureau’s network of fire stations will

undoubtedly assist in reducing the loss of life to citizens and firefighters by providing an

opportunity for a quicker response. The mere fact that the organization is planning for the future

shows a sincere desire to respond appropriately in a timely manner to emerging issues, which is a

direct connection to the United States Fire Administrations Operational Objectives (FEMA,

2008).


Since the beginning of the Nations financial woes, the author has been exposed to conversations

involving questions about whether or not a standardized fire station design would save money

and be more economical. After all, standardized designs have been used in other areas

throughout the community such as, restaurants, gas stations, and banks. Perhaps the private

sector has looked upon standardized design as a significant marketing tool for their business or

even as a means of assisting in the training of their employees. Whatever the reason for the

private sectors fixation with a standardized design philosophy, the author believes that the

conversation should be explored and vetted in the context of an applied research project, so that

all questions can be answered and the feasibility, if any, can be revealed.

As stated in the Executive Leadership (EL) Student Manual, the goal of the class was to grow the

aptitude of the students to understand and deploy the critical methods and relationship building

proficiencies exercised by those who are successful in positions of top level leadership. This goal

is derived out of the Adaptive Leadership framework which recognizes two important pieces:

analysis followed by immediately moving toward a goal (SM 1-7).

The goal of the class is in direct relation to the purpose of this project in that the issue of building

new fire stations will require a complete analysis of all the issues surrounding such a

monumental undertaking. This is an important area to research, review, and report on because

the results may have a direct impact on the future construction plans of the Fire Bureau. This

project displays an exact resemblance of a process that will surely mean an exhaustive process of

analysis. An analysis of all the information available so that recommendations and strategic plans

can be created and a course can be charted to build and place into service 5 new fire stations.

Also, clearly revealed from the goal of the EL class is the opportunity for action and moving

forward with future plans which will require action. Action from the standpoint of moving the


fire bureau forward in a manner that will allow for a comprehensive knowledge base that will

determine if a standardized fire station design is a worthwhile venture; one that will save money

as well as get the stations built without breaking the city – wide budget; and wreaking havoc on

the fire bureau’s budget in the process.

Literature Review

A fully involved structure fire quite often creates an image in one’s psyche of a courageous

group of people attempting to extinguish the blaze. Though this is probably true, the profession

has only been around for a short time. Its beginning traces itself back to the first monetarily

compensated fire organization in the mid-1850s in Cincinnati. However, being a firsthand

observer of the devastating fires in Boston during his childhood and after the horrific blazes in

Philadelphia, Benjamin Franklin began to assemble fire brigades to be ready to respond to blazes

all over the City in various neighborhoods. Each of the brigades used their own money to acquire

their tools and other necessary items and also placed them in strategic locations around the City

(Swichtenberg, 2003).

Erecting structures is a very old practice that goes back to the distant past of humans. The

practice started out as a means to create an atmosphere that was more temperate and tolerable

during the different seasons of the year. The erection of structures allowed people to exist in a

multiplicity of types of weather which allowed for people to be universal in their thoughts and

ideas. In the early era of the formation and design of shelters the structure itself probably only

lasted for a short time. The components were unpreserved and consisted of foliage, limbs, and

the skins of animals. Eventually, more sturdy products were used such as wood, masonry, steel,

and also other types of synthetic substances. The construction industry these days is rooted in


structures that are higher and extend great distances; this is mainly due to the creation of more

physically powerful products and the information that’s been gathered surrounding the

characteristics of certain materials and how they react to weight and other stressors. Overall, the

construction of buildings and structures has become a very multifaceted process. Consequently,

the building has to be designed, a process that calls for skilled technicians to produce a lay out

that is usable and able to accommodate the growing need to control the environment of the

structures ability to provide warmth and cooling, as well as regulate its reliance on energy. The

structure has to meet various implementations that are in place for the protection of those who

will inhabit or visit the building (Chang & Swenson, 2012).

Those who study structural design from an academic stand-point have recognized for quite some

time the strong visual impression of standardized design and construction processes on the

United States suburban scenery in the after war environment. The large number of housing

developments that have been constructed with an indistinguishable facade and obvious

uniformity gives credence to efficiency and standardized design. This can only be described as

an incredible degree of sameness that has permeated the countryside. During the 1900’s the U.S.

Army wholeheartedly implemented a standardized design philosophy, consequently creating the

general consensus that they were experts on the subject. The United States Treasury Department

implemented a standardized design plan as well; they mainly concentrated on structures that

were non-service related. The main emphasis for the Treasury was based on limiting prices, not

because funding was scarce but because there was an abundance of money. In clear dissimilarity,

the Army was concerned with price because of a lack of funding; consequently, standardization

was an approach to extend the funding they possessed. Even though the Army is frequently

linked to standardization and strict organization, which contributed to them obtaining great


achievement in its armaments, clothing, and apparatus, they were unable to repeat that level of

achievement in standardizing its structural design process. One reason that contributed to their

failure was the disapproval from public servants and those living in the structures; mainly

complaining of the structures being poorly planned and laid-out. Another issue that derailed the

success of standardization was the importance of involving Architects and the ability to make

materials readily available in various areas thus opening the door for changes in construction

(Hoagland, 1998).

New Jersey Governor Chris Christie is proposing that the State adopt a standardized school

design policy. This proposal is receiving a failing grade from designers throughout the state.

However, the Governor hopes that the plan will produce the following: certainty of approval, less

evaluation time, reduction of change orders, few errors, better observance to development

timetables and overall development effectiveness. The plan to implement standardization

involves three parts; meeting with different organizations to build a model for each development,

create a model that has common parts and pieces that can be placed in various locations, creating

the design so that it can be readily deployed. The architects argue that they will lose money

because their services would only be needed once, when they would usually be called upon

multiple times. Architects also are concerned that they will expose themselves from a legal

standpoint in that, since they designed the structure they may be legally responsible down the

road when the design will be used on another site. The school system is hopeful that

standardization will work in different neighborhoods and not place an extra load on those who

pay taxes. The practicability of a standardized design will have to be evaluated to determine if

the direction is effective (Lee, 2011).


Bailer (2010) stated that “A fire station is more than a house with a big garage – as anyone who has

experienced the travails of funding, designing and constructing a new one (or remodeling an old

one) can attest” (p. 107).

With Municipalities encountering losses in revenues and extremely reduced finances, the

responsibility has been placed on architects and designers to design buildings that can be usable

in this era tight finances. This approach challenges the architectural field to develop proposals

and answers that identify the necessity for alternative plans and designs that can be completed

for a reduced cost. Designs that can be replicated numerous times will unavoidably become an

entry into the discussion because of its overwhelming ability to save money. Instead of avoiding

the discussion it should be accepted, because municipalities will react in a favorable manner to

company’s who can produce options that can assist them in meeting the financial difficulties they

are encountering (Anonymous, 2011).

The choice of a vendor (contractor and subcontractor) has a strong effect on a structural venture.

There are numerous methods for granting building and construction contracts, but the top method

deployed is the low-bid system. The name of this system can be misleading because there is no

surety that at the end of the project the customer will be achieving a project that resulted in the

selection of the most affordable contractor. To assure that a customer has accepted the best bid

and price. The customer must review all pauses in construction, request for payments, and assure

that the builder will provide assurances after the project is completed. There are seven areas that

account for the disparity between the bid price and the final cost, they are: change orders, level

of scope definition, bid process, contract risks, market conditions, risk management and

performance issues. When beginning a project it is also important to review benchmarks from

the construction field, seek out expert views that provide explanations for variations between


proposal cost and concluding cost, enumerate the price impact connected with the ending cost

determining reasons under alternative project circumstances and where possible develop generic

models using the impact levels of these circumstances in assessing the likely final cost of

improving, specifically, the low bid award procurement process (Nutakor, 2007).

Connor, Clark, Damiano, Vincent and Kulkarni (2009) stated the following:

Why don’t we all have custom-made cars and clothes? A good reason is because it would

be incredible expensive. So, why hasn’t the industry been more successful in applying

that lesson to capital projects? In fact, many organizations have attempted to build

duplicate plants, striving to achieve significant cost and schedule savings by building

from existing drawings. But, for many reasons, it never seems to work (p.47).

The United Kingdom’s Scape Framework plan with the Willmott Dixon Group, a large

construction company, is very much out of the ordinary. Scape provides an environment where

government agencies reduce time and cost on developments up to 38 million dollars in cost by

conducting business directly with Willmott Dixon. Conducting business in this manner reduces

purchasing time, misuse of money, and replication, thereby decreasing completion time. Since

the inception of this framework all ventures have been completed by the expected due date and

within the expected budget. The Framework belongs to six neighboring authorities which are

community based (Willmott Dixon Group, 2010).

The Willmott Dixon Group is putting together a group of school blueprints that can be replicated

in school construction throughout the nationwide Scape framework in the United Kingdom. They

are of the belief that by selecting from a list of plans that are of standard design it will decrease

fees by 30 per cent for the construction of schools for years to come (Anonymous, 2011).


Interestingly, Mason (2000) wrote that, “Architects are under fire from a new DTI consultation

paper that says they often “over-engineer” buildings and recommends design standardization as

the best way forward for the construction sector” (p.6). There is also the benefit of safety during

the building phase and there are many desirable qualities of repetition in design such as

production of essential parts occurring through computerization in a production plant

consequently, resulting in cost savings from reduced injuries and loss time (Mason, 2000).

Over the past 20 years, the use of precast systems, slender masonry closely arranged featuring

panelized steel-stud frames, have been introduced into the discussion of standardization for many

advantages including the longevity of the products, quicker completion times, reliability in

design, unrestricted choices in shape, unlimited paint selection, a variety in choice of surface,

less mass, seamless production process and more affordable (Anonymous, 2010).

Green Technology as a standard in building construction has been adopted by the company Pizza

Fusion, a south Florida based pizzeria that has 70 franchises nationwide. The company intends to

lead the way as a restaurant and be the first green restaurant in the region. Their restaurants are

designed to decrease the act of wasting water by 40 percent and power usage by 20 percent

yearly. To further demonstrate their intent to be a leader in this area they utilize hybrid

automobiles for their deliveries (Satchell, 2008).

Green Technology has as its top promoter of information, the U.S. Green Building Council who

created the Leadership in Energy and Environmental Design (LEED) process for listing a

buildings adherence to its strict standards such as, design methods, and power consumption

(Hilliard, 2004). The Chicago Center for Green Technology is among the tops in local

governmental buildings in that they are the first to be given the Platinum LEED Rating for


achieving in the areas of water, power, environment, and creativity in blueprint creation

(Anonymous, 2004).

Wilmoth (2007) said that, “Municipalities across the nation are requesting green options for new

construction (p. 1). In fact, One California city has adopted a green design stance that calls for

buildings over 5,000 square feet to achieve the LEED Silver Standard. The city is San Diego;

and its local legislators have put in place a course of action that will necessitate that 10% of its

buildings power be self-produced from environmentally friendly sources. Fire Stations in

Cincinnati and Roanoke, Virginia have adopted the LEED certified building philosophy in their

new fire stations. Green Technology in the field of fire organizations is of grave importance,

therefore the fire service has to continue to question themselves in the arena of green technology,

and understand that concentrating on products that can be reused is not enough (Wilmoth, 2007).

Angelo (2004) stated the following:

Owners and construction team members concerned about high energy consumption, high

operating and maintenance costs, mold and sick building syndrome and environmental

degradation on projects are starting to embrace green building programs as a smart way

to address their problems (p. 32).

Orlando, Florida based Darden’s Restaurants has initiated a sustainability program that will

affect 8 of its restaurants including its most admired trade names, Olive Garden, Red Lobster,

and Longhorn Steakhouse. The goal is to construct them in a manner that lends itself to green

technology in the areas of design and process. The pieces of the plan are rooted in the intent to

use reprocessed construction products, boost the consumption of daylight, using tools that use

less power, and retrieved water. The process also strives toward replacing bulbs to ones that that


operate more efficiently, installing more energy efficient appliances, such as dishwashers,

assuring that the temperature ranges are the same at all restaurants, and repairing water leaks in

all preexisting stores (Greener Buildings Staff, 2010). Beal (2008) said that, “The fire engines

are still red, but the buildings that house them are going green (p. 1). The Municipal legislators

of Tucson charged the City Government with the task of achieving the Silver Certification, and

they achieved it with the design completion of the new Fire house. The fire station features

isolating materials to help regulate the temperature, layered boards attached to foam, windows

consisting of two layers, walls consisting of reused metal and reusable wood. The building also

has a tremendously sizable roof and parts that drape over the sides, adding to the history of the

thought that if you’re in the desert you should be wearing something on your head. Though there

is a larger upfront cost they believe the investment will pay off in big ways (Beal, 2008).

Stranzl (2004) said that, “Firefighters are like one big family, so they make friends with

firefighters in other cities and visit their fire stations and see all the old, beautiful fire houses …

(p. 1). The City of Eugene, Oregon began with its first effort toward Green Technology in the

City’s Fire Station 1, which gives firefighters an up to date sustainable living space while

maintaining its history back to the 1800’s. The results were today’s designs mixed with the ideas

from the past. This approach met the needs of those pushing for a show place, and those wishing

for a more standardized contemporary green appeal, as well as the fire fighters who desired a

station like the ones from the early days (Stranzl, 2004).

Carter (2008) said that, “When fire stations are properly located and built, the public will often

see their service delivery dollars in action. Where stations are built and how well they are

designed can have long term consequences for the community (p. 1). In fact, the fire service has


endeavored through the past to guarantee that neighborhood fire houses are appropriate for the

area they reside (Wilmoth, 2007).

McDonald’s is encountering a few problems attempting to place one of its restaurants in

downtown Savannah, Georgia. Those resisting the development point toward a number of issues

including awful cooking, and increased rubbish; with the prevailing issue being its traditional

structural design. After all, Savannah is known for its historic residences that feature designs that

date back before the American Civil War. In fact, the new eatery is slated to be placed in one of

the city’s notably celebrated downtown structures (Montoya, 2010).

Wendy’s restaurant is planning to construct one of its trade mark brand dining facilities in

Bridgeport, Connecticut. The restaurant is being greeted by many as an opportunity to brighten

up an otherwise unused building and area in need of increased safety. Also, there are those who

believe that the restaurant will detract from its community based appeal and charm. There were

also detractors who spoke of concerns of automobile congestion and overloading an already

stressed parking situation. To address the aesthetic concerns of the restaurant the developer is

planning to add plants and large perennial woody plants (Johnson, 2006).

Arby’s has established its base of operations for its international operations in Miami Beach,

Florida. With the presence of its international operations comes a new Arby’s Restaurant,

coincidentally, the facility will be located across from this facility and will be frequently visited

by those who own franchises across the world. They will see one big difference when they arrive

at the new restaurant. The eatery will not display the company wide familiar colors of red and

tan. The restaurant will be designed to favor its new home base. It will feature color schemes

from the Art deco era with numerous colors and an inviting feel that’s present in the community.


The company has said that it will seek out other sites to operate from in the southern region of

Florida and the stores will carry the new design approach and will depart from the standardized

design philosophy that has represented the company for many years (Sokler, 1992).

Procedures

The descriptive research method was used to answer the following questions?

What is the meaning of standardized fire station design?

What is the cost savings associated with standardized building design?

What is the impact of using green technology in building construction?

How does the implementation of a standardized design philosophy affect the various

communities in which the building will be built?

The research for this project included two in-depth interviews with two engineers who have

spent their entire careers studying design and construction. Their knowledge and level of

expertise includes the construction of new buildings as well as historic district renovations and

park development.

The first interview was a phone interview with Liberto Chacon on January 18, 2012. He is the

Interim Director of Development Services. The Development Services Department is responsible

for all governmental construction projects in the City of Savannah. The interview focused on a

number of areas such as, standardization in building design, cost savings in building

construction, and the affects of fire station designs on neighborhoods. The interview also focused

on the question of whether or not a standardized design philosophy will work in the city of

Savannah (Appendix A).


The second interview was with Alexander Heyward on January 20, 2012 in the office of the

author at 121 East Oglethorpe Avenue Savannah, Georgia. He is a professional engineer that

specializes in design and construction. Currently, he is the Construction Coordinator for

Savannah Fire Emergency Services. The interview focused on a number of areas such as,

standardization in building design, cost savings in building construction, and the affects of fire

station designs on neighborhoods. The interview also focused on the question of whether or not a

standardized design philosophy will work in the city of Savannah (Appendix B).

The author also prepared and distributed a survey (Appendix C). The purpose of the survey was

to gather critical information on the subject of standardization in fire station design from those

who have knowledge of the fire service and the difficulty of building fire stations. The survey

was developed to answer questions and provide insight into each of the four research questions.

The survey included six questions that asked the respondents to answer questions on their

department’s plans to build new fire stations, as well as if their department was planning to use

one station design for multiple locations. Also, the question was asked how does a standardized

design affect the various communities that the fire station will be built. The final question asked

the respondents to affirm whether or not their department experienced a cost savings as a result

of having a standardized design philosophy.

The survey sample size was based on the number of agencies that the author has encountered

over the years at the National Fire Academy. The individuals involved in the Executive Fire

Officer Program share a common interest in adding to the body of research that’s available on a

given subject. There is one obvious limitation of a survey conducted in this manner and the

author should point that out. The limitation is the fact that everyone that participated in the

survey are probably professionals at answering survey questions. This may have an effect on the


results which could be negative or positive. A negative result would be that the respondents are

aware that you’re working on a paper and may attempt to give you a broad range of answers to

make your survey look better. A positive result would be that the respondents provide honest

answers and really take the time to think about the question and answer with their best response.

The survey was initially emailed to one person to assure that it was understandable and capable

of meeting the goal of the survey. The respondent answered the questions appropriately and the

author felt the survey was ready to release to the entire group. The survey was delivered

electronically through surveymonkey.com, a very popular online company that assists with

templates to arrange your survey questions and track the progress of those who have responded.

The survey was completed January 12, 2012 and was sent to numerous parts of the country,

including Detroit, Maryland, Hawaii, and Georgia. The survey was sent to 27 people and resulted

in 16 respondents. The departments surveyed were of varying sizes and serving populations from

just a few thousand to hundreds of thousands of people. Also no emphasis was placed on the

economic position of the department’s community or if they had been experiencing a loss in

revenue or decreased budgets.

Results

In reviewing the findings for a definition for a standardized fire station design the author

revealed through an interview with a professional engineer that his definition would be a model

that applies to several locations that will be used for service in a specific area that meets all the

requirements provided by the fire department. (L. Chacon, personal communication, January 18,

2012).


The author also interviewed another professional engineer to assist with defining a standardized

fire station design. The results outlined his definition which is a proven concept that becomes a

functional fire station with all the necessary components of which the design can be applied to

various locations, similar to a cookie cutter. The aesthetics may differ, however what may be

different is the necessary components such as, the bays, square footage, offices, and rooms. (A.

Heyward, personal communication, January 20, 2012).

The author also reviewed from the findings of the survey to assist in providing information on

the question of a definition of a standardized fire station design. 80% of the respondents

indicated that a standardized fire station design would consist of the exterior design for each

station differing depending on location while the interior components remain the same. Only

20% indicated that the definition should mean the exterior design and the internal components

for each station remain the same.

In reviewing the potential cost savings associated with a standardized building design the author

spoke with a professional engineer and he revealed that standardization in building design would

minimize or eliminate the potential for change orders due to the fact that we know the elements

for that building and there will not be hidden conditions and it will result in less construction

time because you can see where potential problems could be and you pay attention to those areas

(L. Chacon, personal communications, January 18, 2012).

In conducting an interview with a professional engineer, the dialogue revealed that he is

confident that there will be a tremendous cost savings in design. Basically, the first design would

be the highest cost. After that, the core functions are already included. A higher upfront charge in

the beginning, also the ongoing cost would be in the aesthetics side of the building. On


subsequent buildings the key would be to make sure the design you come up with is applicable in

other areas of the city. (A. Heyward, personal communication, January 20, 2012).

The survey question addressing the question of cost savings in standardized building design

revealed that 80% of the respondents experienced a cost savings associated with a standardized

building design; only 20% revealed that they did not experience a cost savings as a result of

having standardized building plan.

When evaluating the information on implementing green technology as standard in building

design, the following was revealed from an interview with a professional engineer: He remarked

that going green reduces our carbon foot print and makes us better neighbors for the area. (L.

Chacon, personal communications, January 18, 2012). In another interview the following was

revealed, the engineer pointed out that he had done LEED projects and they have upfront cost,

but they pay for themselves over time though. Environmentally, going green has a tremendous

upside and this is not quantified in dollars. The other side in going green as a standard in

building design is having the money to pay for that standard. If there were federal funds

available then you should go for the technology otherwise going green will cost. (A. Heyward,

personal communications, January 20, 2012).

The survey results when addressing the issue of having green technology as a standardized

design philosophy revealed that 100% of the respondents were going to add green technology to

their new station as part of their standardized design philosophy.

A look at the affects of how a standardized design philosophy may affect the community, the

following was discussed in an interview: The engineer revealed that there is no negative impact

because the aesthetics will fit the community it’s in. There are times we may use brick or stucco


either way the station must be on par with the community where it resides and the builder should

have that as a goal. (A. Heyward, personal communications, January 20, 2012). The survey

results revealed that 100% of the respondents believe that a standardized design will have a

positive effect on the community.

The author asked in an interview with an engineer, what is your overall thought of a standardized

fire station design and do you think it can work in Savannah? The answer was yes he believes

that it can work in Savannah and that he would be in favor of standardization. It will cut down on

design time. If the first one we build is a success we can use that in other communities

throughout the city. The hard part will be aesthetics and site work. A benefit of standardization

would be there is no guess work. (A. Heyward, personal communications, January 20, 2012).

Discussion

In reviewing all the information available to provide a definition for a standardized fire station

design, the author found the definition to be stated in several different ways. Those who study

structural design from an academic stand-point have recognized for quite some time the strong

visual impression of standardized design and construction processes on the United States

suburban scenery in the after war environment. The large number of housing developments that

have been constructed with an indistinguishable facade and obvious uniformity gives credence to

efficiency and standardized design (Hoagland, 1998).

One engineer described a standardized fire station design as a proven concept that becomes a

functional fire station with all the necessary components of which the design can be applied to

various locations, similar to a cookie cutter. The aesthetics may differ, however what may be

different is the necessary components such as, the bays, square footage, offices, and rooms. (A.


Heyward, personal communication, January 20, 2012). Another professional engineer stated that

his definition would be a model that applies to several locations that will be used for service in a

specific area that meets all the requirements provided by the fire department. (L. Chacon,

personal communication, January 18, 2012).

The findings of the survey, in reference to the definition of a standardized fire station design,

reveals that 80% of the respondents indicated that a standardized fire station design would

consist of the exterior design for each station differing depending on location while the interior

components remain the same. Only 20% indicated that the definition should mean the exterior

design and the internal components for each station remain the same.

In reviewing the information collected to determine the cost savings associated with a

standardized building design it was stated that when beginning a project it is also important to

review benchmarks from the construction field, seek out expert views that provide explanations

for variations between proposal cost and concluding cost, enumerate the price impact connected

with the ending cost determining reasons under alternative project circumstances and where

possible develop generic models using the impact levels of these circumstances in assessing the

likely final cost of improving, specifically, the low bid award procurement process (Nutakor,

2007).

New Jersey Governor Chris Christie is proposing that the State adopt a standardized school

design policy. This proposal is receiving a failing grade from designers throughout the state.

However, the Governor hopes that the plan will produce the following: certainty of approval, less

evaluation time, reduction of change orders, few errors, better observance to development

timetables and overall development effectiveness (Lee, 2011).


The question of cost savings in standardized building design revealed that 80% of the

respondents to the survey experienced a cost savings associated with a standardized building

design; only 20% revealed that they did not experience a cost savings as a result of having

standardized building plan.

In reviewing the potential cost savings associated with a standardized building design the author

spoke with a professional engineer and he revealed that standardization in building design would

minimize or eliminate the potential for change orders due to the fact that we know the elements

for that building and there will not be hidden conditions and it will result in less construction

time because you can see where potential problems could be and you pay attention to those areas

(L. Chacon, personal communications, January 18, 2012).

In reviewing the information on green technology as a standard in building construction the

author observed that Angelo (2004) stated the following:

Owners and construction team members concerned about high energy consumption, high

operating and maintenance costs, mold and sick building syndrome and environmental

degradation on projects are starting to embrace green building programs as a smart way

to address their problems (p. 32).

Green Technology has as its top promoter of information, the U.S. Green Building Council who

created the Leadership in Energy and Environmental design (LEED) process for listing a

buildings adherence to its strict standards such as, design methods, and power consumption

(Hilliard, 2004). The author also noted that the Chicago Center for Green Technology is among

the tops in local governmental buildings, in that they are the first to be given the Platinum LEED


Rating for achieving in the areas of water, power, environment, and creativity in blueprint

creation (Anonymous, 2004).

Also it is important to mention that Orlando, Florida based Darden’s Restaurants has initiated a

sustainability program that will affect 8 of its restaurants including its most admired trade names,

Olive Garden, Red Lobster, and Longhorn Steakhouse. The goal is to construct them in a manner

that lends itself to green technology in the areas of design and process. The pieces of the plan are

rooted in the intent to use reprocessed construction products, boost the consumption of daylight,

using tools that use less power, and retrieved water. The process also strives toward replacing

bulbs to ones that that operate more efficiently, installing more energy efficient appliances, such

as dishwashers, assuring that the temperature ranges are the same at all restaurants, and repairing

water leaks in all preexisting stores (Greener Buildings Staff, 2010).

When evaluating the information on implementing green technology as standard in building

design, the following was revealed from an interview with a professional engineer: He remarked

that going green reduces our carbon foot print and makes us better neighbors for the area. (L.

Chacon, personal communications, January 18, 2012).

The survey results when addressing the issue of having green technology as a standardized

design philosophy revealed that 100% of the respondents were going to add green technology to

their new station as part of their standardized design philosophy.

When reviewing the information for an answer to the question of how does the implementation

of a standard design philosophy affect the various communities in which the building will be

built the author noted that Carter (2008) said that, “When fire stations are properly located and

built, the public will often see their service delivery dollars in action. Where stations are built


and how well they are designed can have long term consequences for the community (p. 1). In

fact, the fire service has endeavored through the past to guarantee that neighborhood fire houses

are appropriate for the area they reside (Wilmoth, 2007).

The author found that McDonald’s is encountering a few problems attempting to place one of its

restaurants in downtown Savannah, Georgia. Those resisting the development point toward a

number of issues including awful cooking, and increased rubbish; with the prevailing issue being

its traditional structural design. After all, Savannah is known for its historic residences that

feature designs that date back before the American Civil War. In fact, the new eatery is slated to

be placed in one of the city’s notably celebrated downtown structures (Montoya, 2010).

The author asked in an interview with an engineer, what is your overall thought of a standardized

fire station design and do you think it can work in Savannah? The answer was yes he believes

that it can work in Savannah and that he would be in favor of standardization. It will cut down on

design time. If the first one we build is a success we can use that in other communities

throughout the city. The hard part will be aesthetics and site work. A benefit of standardization

would be there is no guess work. (A. Heyward, personal communications, January 20, 2012).

Finally, it is important to note that the survey results revealed that 100% of the respondents

believe that a standardized design will have a positive effect on the community.

Recommendations

After a thorough review of all information collected, analyzed, and contained within this

research paper the author is prepared to make the following recommendations for our

department:


1. Implement a standardized fire station design philosophy as the means for building new

fire stations. (Implementation – May 2012)

2. Define and explain fire station standardization to the department and other interested

people and city departments. (Implementation – simultaneously with the announcement

of the plan)

3. Schedule a meeting with the Department of Design and Construction and develop a

prototype for the standardized design. (Implementation – Immediately)

4. Design the prototype to allow for the exterior of each station to differ depending on

location while the interior components remain the same. (Implementation – introduce this

idea during the design phase)

5. Select an Architect to design the fire station prototype. (Implementation – Immediately

after prototype is prepared)

6. Schedule a meeting with Finance and Research and Budget to determine the process for

tracking this process to assure there are cost savings associated with this venture.

(Implementation – should be scheduled simultaneously with the beginning of the process)

7. Consider the implementation of Green Technology as a standard in fire station

construction. (Implementation – Discuss during the design stage)

8. Seek grant funding for Green Technology. ( Implementation – pursue during the course

of the year after it is decided that green technology will be a fire station standard)

9. Review and evaluate each community or neighborhood to assure that the fire station’s

exterior fits into the area appropriately. (Implementation – on going for each new site)

10. Even though the choice of an architect will be selected through the lowest best bid

process, it is critical that the Fire Bureau review what Nutakor (2007) said, “the seven


areas that account for the disparity between the bid price and the final cost, they are:

change orders, level of scope definition, bid process, contract risks, market conditions,

risk management and performance issues” (p. 1). (Implementation – this should be

conducted during the vendor selection phase)

The recommendations listed above outline the direction that the author believes should

implemented by the Fire Bureau, all of which is based on the data and results of the research.

The organization stands to benefit greatly from this paper and its recommendations. Some of

the benefits are: an improved approach to building fire stations and a definitive plan for

decreasing the cost building stations. The effort put forth in the development of this research

outweighs any concern in not performing this project, especially with its very informative

outcome. The author has attached the expectation time to the recommendations, with the

hope of not only hoping it should happen, but when as well, so as to keep the organization on

track and focused on implementation. There should be a tremendous amount of research into

the design process to assure that a proper prototype is developed. Overall, the

implementation of the above recommendations will require that someone take the lead to

assure continuity throughout each process. This should probably be the main responsibility of

the bureau’s construction coordinator, Alex Heyward.

In conclusion, the author recommends that future researchers understand that there isn’t a lot

of information on this subject and this could be challenging if one is not accustomed to being

among the first to research the subject. The important thought here is that future researchers

explore other disciplines in the private sector as well as other governmental agencies and the

military. Another recommendation for future researchers would be to interview organizations

that have a standardized design philosophy, such as restaurants like Wendy’s, McDonalds,


and other organizations that have the signature building design. Some questions that could be

asked are: Why did you develop a standardized building design philosophy? Does this

philosophy save money, and was this implemented strictly for marketing purposes or other

reasons like cost? Also, one could ask them if they would recommend this approach for the

design of fire stations.


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Bailer, B. (2010, July). Fire station design Firehouse, 35(7), 106-113.

Beal, T. (2008, July 12). Firehouses going green: New stations here designed to high-efficiency standard. McClatchy - Tribune Business News, Retrieved from http://search.proquest.com/docview/464731862?accountid=9988

Brienza, V. (2011, December 23). The 10 most stressful jobs of 2012. CareerCast.com, Retrieved from http://www.careercast.com/jobs-rated/10-most-stressful-jobs-2012

Carter, H. (2009, December 13). [Web Blog] Retrieved from http://www.firehouse.com/blog/10459995/fire-station-design-an-introduction

Chang, P., & Swenson, A. (2012). Building construction. Retrieved from http://www.britannica.com.proxygsu-cel1.galileo.usg.edu/EBchecked/topic/83859/building-construction?cameFromBol=true

Connor, J., Clark, P., Damiano, V., & Kulkarni, R. (2009). Executing a standard plant design using the 4x model. Hydrocarbon Processing, 47-53. Retrieved from http://search.proquest.com/docview/225204963?accountid=9988

FEMA. (2011). Executive leadership - student manual. (6th Ed.).

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Appendix A

Phone interview with Liberto Chacon

January 18, 2012

Interview Questions

1. Define Standardized Fire Station Design? 2. What do you believe would be the cost savings associated with a Standardized Building

Design? 3. What is the impact of using green technology as a standard in building construction? 4. How does the implementation of a standardized design philosophy affect the various

communities in which the building will be built? 5. What are your thoughts on the implementation of a standardized fire station design

philosophy and do you believe it will work in Savannah?


Liberto Chacon, P.E., 4 Windjammer Way, Savannah, GA 31419 Accomplishments

• Georgia Professional Engineering License. • Thirteen years’ experience supervising, directing and evaluating employees for City of

Savannah and Augusta-Richmond County, including overseeing personnel concerns and problems, doing employee performance reviews, and directing their work.

• Serving as a liaison between contractors, developers, design staff, and City inspectors for City of Savannah and Augusta-Richmond County.

• Responsible for assessing site locations for constructability. • Eleven years assigning projects, monitoring progress, and providing technical guidance to

staff and others as needed. • Twelve years managing projects. • Twenty three years designing private development and capital improvement projects. • Twelve years directing the inspection of development projects during construction or site

improvements. • Twenty three years directing survey activities for private development and City projects. • Nine years reviewing and approving private development plans and plats. • Five years directing geographic information system activities. • Twelve years preparing requests for proposals and bid documents. • Twenty years preparing and maintaining technical records and reports. • Four years Coordinating Emergency Management Operations for Public Development

Bureau. • Five years preparing and modifying annual work programs and budget for Engineering and

Design and Construction Divisions of Development Services Department. • Thirteen years recruiting and hiring personnel for the City of Savannah. • Responsible for enforcement of state regulations for Erosion and Sediment Control. • Certified ICS 100, 200, 300, 400, 700, and 800 for Emergency Management Institute. • Level II Certified Plan Reviewer • Five years representing the City in public meetings for CIP’s.

Professional Experience

• Twenty years of increasing responsibility in several City of Savannah Departments, including Engineering Department, Water and Sewer Director’s Department, and Development Services Department.


Assistant City Engineer, City of Savannah, Savannah, GA September, 2009 – present

• Review, manage, and coordinate CIP and other City projects. • Supervise and administer the Engineering and Design and Construction Groups of

Development Services Department (GIS group, Private Development Inspection group, Survey Team, Liaison Officer and Design and Construction group)

• Prepare requests for proposals for CIP projects. • Prepare budget for Engineering and Design and Construction Groups. • Prepare correspondence, memoranda, monthly and annual reports. • Review and produce design documents. • Review and approve pay applications for consultants. • Inspect project sites. • Review and approve private development plans and plats as needed.

Engineering Administrator, City of Savannah, Savannah, GA June, 2006 - September 2009

• Reviewed, managed, and coordinated CIP and other City projects. • Administered the Engineering Group of the Development Services Department (GIS group,

Private Development group, Survey Team, and Civil Engineer) • Enforced NPDES Environmental Regulations for City and Private Development Projects. • Prepared contracts for CIP projects. • Prepared budget for Engineering Group. • Prepared correspondence, memoranda, monthly and annual reports. • Reviewed and produced design documents. • Reviewed and approved pay applications for consultants. • Inspected project sites. • Reviewed and approved private development plans as needed. • Reviewed plats as needed.

Civil Engineer, City of Savannah, GA Oct., 2003 - June 2006

• Supervised GIS group and supervised field Civil Engineer. • Enforced NPDES Environmental Regulations on work sites. • Conducted field inspections for compliance with construction, environmental, and contract

regulations for CIP projects. • Prepared correspondence, memoranda, monthly and annual reports. • Reviewed and produced design documents. • Reviewed and approved pay applications for consultants. • Inspected project sites. • Reviewed and approved private development plans as needed.


• Reviewed plats as needed.

Assistant County Engineer, Augusta-Richmond County Sept. 2002 - Oct., 2003

• Complied with Federal, State and Local Environmental and Developmental regulations while preparing drainage designs and storm-water management plans.

• Prepared annual budget for Engineering Department. • Scheduled and assigned work for the survey crew. • Directed work of six employees in Engineering Department, oversaw personnel concerns and

problems, did annual performance reviews. • Provided engineering reviews of private development plans. Enforced Federal, State and Local

Design, Development and Environmental regulations. • Assisted in the implementation of drainage related projects by coordinating field assessments,

problem identification and resolution, surveying, plan production and technical support. • Reviewed and approved private development plans.

Civil Engineer, City of Savannah July, 1994- Sept. 2002

• Prepared contracts for CIP projects. • Managed CIP projects • Designed civil projects. • Supervised Inspectors and Engineering Tech. • Earned Certificates of Project Planning and Management I and II. • Negotiated and administered engineering agreements. • Scheduled and assigned work for the survey crew. • Earned Certificate of Achievement, Emergency Management Institute, Digital Flood Insurance Rate

Map (DFIRM), Feb. 10-14, 1997. • Served as City representative of Emergency Operation Center of Chatham County. • Earned Certificate of Participation, APWA, Effective Disaster Recovery Techniques, April, 2008.

Engineer Technician , City of Savannah Feb., 1993-July 1994

• Assisted with the site development of buildings and other city facilities. • Inspected sites with inspectors and contractors. • Prepared contracts and plans for biddings. • Managed AutoCAD systems, which included making decisions for upgrading and purchasing

software and hardware. • Served other City Departments and the public by collecting information and producing drawings and

prints. • Scheduled, assigned, and assisted work for the survey crew.


Senior Engineering Aide, City of Savannah Sept., 1990 – Feb., 1993

• Designed civil projects, such as streets, storm drainage, sanitary sewers and water lines, sidewalks and playgrounds.

• Provided information for site development of buildings and other city facilities. • Inspected sites with inspectors and contractors. • Prepared contracts and plans for buildings. • Served other City Departments and the public by collecting information and producing drawings and

designs. • Assisted, scheduled and assigned work for the survey crew.

Engineering Technician,

Connor-Hinesley, Inc., Bluffton, SC Nov. 1989 – March, 1990

• Produced site plans and plats. • Designed water, sewer, and storm drainage systems. • Produced construction details. • Assisted in survey work.

AutoCad Operator and Inspector,

Savannah Housing Authority,

Modernization Department June, 1989 – Nov., 1989

• Drafted drawings to be used for projects and details of sites. • Prepared RFP and contract documents. • Inspected sites and projects.

Junior Design Engineer,

Heller and Associates Engineering Firm,

Florence, SC May, 1988 – June, 1989

• Produced site plans, plats and details. • Designed private development projects such as subdivisions, streets, storm drainage, and sanitary

sewer and water line systems. • Inspected construction sites. • Assisted the survey crew and assigned work.

Education • May, 2000: Bachelors Degree in Civil Engineering Technology, Savannah State University,

Savannah, GA.


• May, 1988: Bachelors Degree in Civil Engineering Technology, Francis Marion University, Florence, South Carolina.

• March, 1988: Associates Degree in Civil Engineering Technology, Florence-Darlington Technical College, Florence, South Carolina.

• 1983-1985: Studied Civil Engineering, Louisiana State University, Baton Rouge, LA.

Other Skills

• Excellent people skills; tactful, patient, friendly but firm, able to get along well with all types of people.

• Exceptionally thorough and detail-oriented. • Bilingual; speak, write, read, and understand both English and Spanish well. • Strong mathematical ability. • Well-informed about current events, politics, news •

Personal

• Originally from Caracas, Venezuela; came to the United States on scholarship in 1981; naturalized as a U.S. citizen on Sept. 19, 1990.

• Married 25 years to Dr. Eleanor Agnew, an educator; one son, two step-sons. •

References:

• Dianne Clabaugh, Director of Real Property Services Department – City of Savannah, 651-3191.

• Jim Laplander, PE, Director of the Water and Conveyance Department – City of Savannah, 651-6584.

• Peter Shonka, PE, City Engineer/Director of Development Services Department – City of Savannah, 651-6510

• Donald Atwell, PE, Assistant County Engineer – Marion County, Florida 1-352-671-8691.


Appendix B

Interview with Alexander Heyward

January 20, 2012

Interview Questions

1. Define Standardized Fire Station Design? 2. What do you believe would be the cost savings associated with a Standardized Building

Design? 3. What is the impact of using green technology as a standard in building construction? 4. How does the implementation of a standardized design philosophy affect the various

communities in which the building will be built? 5. What are your thoughts on the implementation of a standardized fire station design

philosophy and do you believe it will work in Savannah?


Alexander Heyward, II 1131 East 32nd Street

Savannah, GA 31404 (912) 596-3567 (B)

(912) 234-8237 (H)

OBJECTIVE: Seeking an Engineering/Planning position,which can utilize my skill and education in the Civil Engineering and Construction Management Field. I plan to become an asset to my employer while gaining valuable knowledge and experience in the Planning and Engineering industry. I will then use the knowledge I have gained to further my career within this chosen field.

QUALIFICATIONS: I have 12 years of combined experience in engineering related employment. I am capable of adhering to detail, accuracy, and quality of work. I interact well with other both co-workers and supervisors. I receive, understand, and execute assigned tasks efficiently.

EDUCATION: Graduated from Savannah State University in May 2001with a Bachelor’s degree – Major Civil Engineering; Minor Mechanical Engineering

WORK EXPERIENCE:

Current Employment: Savannah Fire and Emergency Services

February 2011 – Present

Construction Coordinator

Previous Employment: City of Savannah Design Construction/Development Services

October 2008 – February 2011

Construction Coordinator

Current duties include but are not limited to coordinating work plans with contractors from the bid process through the completion of the project; reviews contract documents; approves scheduling and change orders. Reviews drawings and specifications during construction phases. Reviews the progress of projects; resolves problems caused by field conditions; works with the Contract Analyst to process pay applications, RFIs, RFPs, and pre-bid and pre-construction conferences; develops


scope of work for new projects. Works with design staff and consultants on project design; reviews designs for conflicts and possible errors that could occur after the project is under contract. Coordinates in-house projects with design team, consultants, and subcontractors during all phases of the construction process.

Saussy Engineering, LLC

July 2006 – October 2008

Design Engineer

Current duties include but not limited to design engineer on civil projects team, performing engineering tasks, plan, review, field inspection and construction management; preparing record drawings, site research, and project analysis, responsible for conceptual design and with final design of various site development and environmental projects; serve as plan reviewer for the city of Port Wentworth and Effingham County—residential and commercial developments proposed for construction

W.K. Dickson

July 2005 – July 2006

Project Engineer

Duties included but were not limited to working with experienced project team on site, civil, stormwater management, infrastructure design, transportation project engineering; site planning, layout, grading, drainage, utilities, roadway design, water resources experience with storm water management system of various site development and environmental projects.

• Site development – San Jose Mexican Restaurant, Lady’s Island, SC ($250,000)

• Site development – Baymont Inn & Suites, Savannah, GA ($225,000)

• Site/Environmental development – Ice Plus Properties, Hardeeville,SC ($15 million)

Heavily involved in construction management of all projects in office (5 construction; 15 in design phases)


City of Savannah Storm water Management

July 2004 – July 2005

Storm water Management Supervisor

Duties included but were not limited to supervision and coordination of personnel assignments that require storm water engineering and management, building, zoning, fire safety, and heating and plumbing assessments, responsible for the design and efficiency of pipe used during construction, functionality of catch basins and manholes within city right of way, supervision of staff training and development; approval of time sheets; direct relationship with project officials and management/director of operations of approval process of site development with the City; responsible for reports that are concerned with project status, assignment completion, and inventory; provides instruction to individuals on technical aspects of engineering to assist in problem-solving

Building and Earth Sciences

October 2003 – July 2004

Construction Materials Engineering Technician

Duties included project management, geotechnical, material, and environmental testing. Construction management and specification compliance; planned, supervised, and coordinated personnel on projects that involved building, zoning, fire safety, electrical, and heating and plumbing inspections; conferred with planners and local government officials to offer ideas on controlling efforts of land use; managed approval process for site development; provided technical advice to individuals, private organizations, and public agencies on specifics of reconstruction, rehabilitation, and preservation of buildings; involved in building construction; conducted site, layout, design inspections; responsible for issues of compliance; in charge of inspecting and grading projects involving asphalt and concrete; consulted on technical engineering issues

HNTB – Architects, Engineers, Planners

October 2002 – July 2003

Construction Manager


Duties included assisting project manager with the design/construction of roadways/walkways of the GA Tech Engineering campus; responsible for state aide development as project manager in Waycross. While in Waycross, my duties included planning the timing of construction with contractors and also conducting erosion control and compliance inspections. After working in Waycross, I was moved to the DaimlerChrysler project in Pooler.

City of Savannah Traffic Engineering February 2001 – October 2002

Engineering Assistant

Under direction of Traffic Engineer/Traffic Planner, duties included conducting traffic studies and analysis; provided base level insight on traffic situations and operations; researched current intersection codes, took measurements, and collected data on existing conditions; performed computations and calculations required for intersection traffic movement improvements, whether it be pavement related or traffic signal reconfiguration or re-timing; involved in intersection design, construction analysis; accountable for aspects of research and development; experienced in writing recommendations and assisting with written reports.


Appendix C

Executive Leadership

Survey

Cedric Scott, Savannah Fire & Emergency Services

Hello, I am conducting a survey in conjunction with my final EFO-Applied Research Project, and your response would be very much appreciated. If you can, I would really be grateful if you can complete the 6 question survey as soon as possible. Here is a link to the survey: http://www.surveymonkey.com/s.aspx This link is uniquely tied to this survey and your email address. Please do not forward this message. Thanks for your participation! Sincerely, Cedric Scott Please note: If you do not wish to receive further emails from me, please click the link below, and you will be automatically removed from my mailing list. http://www.surveymonkey.com/optout.aspx

1. Is your department planning to build new fire stations? A. Yes B. No C. If no, please stop here and submit your survey

2. Are you planning to use one standard design? A. Yes B. No C. If no, please stop here and submit your survey.

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3. What does a standardized fire station design mean in your organization? A. Exterior design and Interior components in each station are the same B. Exterior design for each station is the same while interior components change based

on need C. Exterior design differs depending on the location of the station while internal

components remain the same D. None of the above

4. Is the use of green technology a part of your departments standardized design philosophy? A. Yes B. No

5. How does the implementation of a standardized fire station design philosophy affect the various communities in which the building will be built?

A. Yes B. No

6. Did your department experience a cost savings associated with having a standardized design? A. Yes B. No

standardized fire station design: exploring the possibilities

Documents