By Dr. Brad Brown, EFO, CFO
The Grand Rapids (Michigan) Fire Department (GRFD) is an ISO Class 1, internationally accredited agency that delivers top-tier emergency services on a conservative municipal budget. Like many departments across the country, GRFD faced growing fleet challenges long before COVID-19 disrupted supply chains and inflated apparatus costs. While the pandemic intensified these pressures nationwide, Grand Rapids had already begun confronting long-standing deficiencies in fleet planning, funding and maintenance — just in time.
What follows is not a story of a single fix or a miracle purchase, but a multi-year effort rooted in data, collaboration and trust in our people.
A historical perspective: How we got here
Before the 1980s, fleet maintenance at GRFD was handled in-house by the fire department. That responsibility eventually transitioned to the city garage, and for many years the system functioned reasonably well. However, financial pressures in the 1990s pushed the department to rely increasingly on private vendors for maintenance. These same pressures extended apparatus replacement cycles, and the department’s long-standing fleet plan was gradually abandoned.
Instead of predictable, incremental replacements, apparatus purchases became reactive — large, bond-funded acquisitions made only when the fleet reached a breaking point. Over time, the lack of consistent oversight, planning and funding compounded into a systemic problem. By 2019, the consequences were impossible to ignore as we were routinely faced with browning out companies due to lack of apparatus.
A fleet at the brink
GRFD operates a frontline fleet of 16 apparatus — referred to internally as “machines” — supported by a reserve fleet of seven. On paper, those numbers appeared sufficient. In reality, they masked significant risk.
There were days when the department had to reduce from four aerial trucks to three because all reserve aerials were out of service. Engines were towed from fire scenes. Units were browned out due to mechanical failures or missing equipment. Reserve apparatus, often far beyond their intended service life, broke down shortly after being placed into service, creating a near-constant cycle of changeovers.
As the assistant chief overseeing fleet and facilities at the time, it was a sinking feeling to watch the situation deteriorate. Our firefighters continued to perform despite the circumstances, but it was clear the system was failing them. One downtown rescue even had plywood doors — a detail that crews painted red and jokingly labeled “Internationally Accredited” in an effort to keep morale up.
Ironically, the one silver lining was timing. Our fleet issues reached a critical point just before COVID-19. That meant corrective actions were already underway before the rest of the country began experiencing similar strains.
Turning data into momentum
We quickly realized that simply telling elected and appointed officials “the fleet is bad” was not enough. We needed to show them — objectively and unmistakably.
To do that, GRFD developed an apparatus scorecard that evaluated each unit using consistent criteria: years in service, mileage, hours, out-of-service time and overall condition. The results were sobering.
Our first fleet scorecard graded the overall fleet as a “D.” It also confirmed what crews already knew: The reserve fleet was well beyond its useful life, explaining why reserve apparatus frequently failed when pressed into service.
This data, combined with photos of apparatus being towed from emergency scenes, created the clarity decision-makers needed. Working closely with the city manager, chief financial officer and fleet services, the department was able to reset its apparatus plan.
Stopping the bleed: Stock and used apparatus
To stabilize the fleet quickly, GRFD made decisions that would have been unthinkable years earlier. The department purchased four stock units from Pierce Manufacturing and a dozen used apparatus from Brindlee Mountain. It was the second-largest single used-apparatus purchase Brindlee Mountain had ever completed.
Two low-mileage units — one engine and one aerial — were placed directly into frontline service. The remaining apparatus were assigned to the reserve fleet, allowing the department to finally scrap units with more than 150,000 miles of hard city driving and over 16,000 hours of runtime.
Within a year, the department had begun climbing out of a hole that had taken decades to dig. Another key piece was increasing the size of the reserve fleet by several units to account for more breakdowns involving machines that were often waiting on parts.
Rebuilding maintenance from the inside
Bringing in apparatus was only half the battle. Getting them upfitted, maintained and reliably back on the street was equally critical.
GRFD turned inward and asked for help. Many members had mechanical backgrounds; some had worked on heavy equipment, and one had even owned a fire apparatus repair business. While the department worked to diversify its vendor pool, availability of external contractors continued to shrink. What did not shrink was our members’ willingness to contribute.
The department launched an in-house Emergency Vehicle Technician (EVT) program, starting with a small group of interested members.
Today, more than 18 personnel participate. Certified members handle complex repairs, while newer technicians focus on tasks such as wiring, antenna installation and component replacement, freeing experienced members to work on pumps, accident repairs and fabrication.
The result has been faster turnaround times, greater reliability, and a renewed sense of pride and ownership in the fleet.
Funding a realistic plan
Sustaining progress requires honest conversations about funding. Pre-2020, GRFD spent just over $1 million annually on fleet replacement. By FY26, that number has grown to $2.3 million simply to keep pace with inflation, lead times and escalating apparatus costs.
Rather than defaulting to full custom apparatus, the department adopted a more flexible, two-pronged approach:
- Stock aerials were selected where feasible to reduce delivery timelines.
- Engine purchases shifted back to a local manufacturer, HME Ahrens-Fox, after decades away.
Following leadership changes at the company, GRFD engaged in direct conversations about past concerns and future expectations. After touring the plant, both sides committed to a renewed partnership. Engine 12, placed in service at the new Station 12 in September 2025, has received strong praise from crews for ergonomics, drivability and build quality. Four additional engines are scheduled over the next two years.
For specialty apparatus, the department prioritizes extending service life, reassigning equipment from other agencies or purchasing gently used units. When replacing a highway blocking vehicle (Utility 2), GRFD opted for a used medium-duty chassis and completed the upfit in-house. Instead of painting or wrapping the unit, funds were used to install a heated air-ride driver’s seat, recognizing that members spend hours seated during highway incidents.
Sustaining the gains
As Grand Rapids grows, so must its fire department. After decades of planning, a new training center is under construction, including 45,000 square feet dedicated to fleet and facility maintenance, set to open in March 2027. The long-term plan is to handle most maintenance in-house while continuing to rely on specialty vendors for overflow and specialized work.
Additionally, frequent collaboration with the city’s fleet and finance departments ensures decisions remain cost-effective, transparent and sustainable.
Lessons learned
GRFD’s fleet turnaround was not the result of one decision, but many:
- Recognizing and quantifying the problem through a scorecard
- Gaining buy-in from city leadership
- Stabilizing the fleet with stock and used apparatus
- Making reasonable, data-driven purchasing decisions
- Choosing local vendors when possible
- Bringing maintenance back in-house
- Trusting members and leveraging their skills
Final thoughts
A fire department’s fleet is a living system that demands constant attention, creativity and investment. Simply citing supply chain or budget challenges is not enough. We owe it to our firefighters and our communities to solve problems, learn from one another, and ask for help when needed.
Best of luck on your fleet journey — GRFD is always willing to share what we’ve learned.
ABOUT THE AUTHOR
Dr. Brad Brown, EFO, CFO, entered the fire service in 1996 and currently serves as the fire chief for Grand Rapids, Michigan, an ISO Class 1 and Internationally Accredited Agency. He graduated in 2020 with his Doctor of Education degree from Cornerstone University where he studied the implementation of strategic plans. He consults for Fitch and Associates in his spare time and also teaches at Eastern Michigan University’s school of staff and command.
