OEC Recommendation |
Steering
Committee Comments |
Management Team
Comments |
Status |
| Recommendation 1: Clearly articulate the definition of the
contractual relationship and incorporate, wherever possible, the philosophy,
tone and expectations of a partnership. (OEC pg. 25) |
This
recommendation was managed by the City of Littleton City Manager. |
There are
currently on-going discussions between attorneys for the three contract
partners to achieve this objective. |
Pending without
Budget Impact |
| Recommendation 2: Establish a "policy advisory board"
that provides ongoing oversight and input to LFR. (OEC pg. 25) |
This
was managed by the City of Littleton City Manager and on April 23, 2009
recommended to use the existing partner's budget team and will meet as
needed. |
At
a meeting on April 23, 2009, representatives of the Fire Budget Committee
were advised by the city manager that under the terms of the
Intergovernmental Agreement approved in June, 2000, a Review Committee was
established in Section 8 that appears to already meet the objectives of the
proposed Policy Advisory Board. The
city manager suggested that the members of the Budget Committee look at
Section 8 of the 2000 IGA and discuss with their respective boards whether
the creation of a separate Policy Advisory Board was necessary, and if so,
what the additional functions would be. |
Completed |
| Recommendation 3: LFR staff should produce a single monthly
report and distribute to the above described policy advisory board. (OEC pg.
26) |
This
recommendation was managed by the City of Littleton City Manager. |
LFR
already produces a monthly activity report that can be distributed to the
Review Committee described in Comment #2. The department also produces an annual report that contains
comprehensive statistical data on service operations. |
Pending
without Budget Impact |
| Recommendation 4: The policy advisory board should provide
its assessment of the LFR staff's performance to the City Manager's Office no
less than twice a year. (OEC pg. 26) |
This
recommendation was managed by the City of Littleton City Manager. |
The
members of the Review Committee described in Comment #2 can provide this
assessment. |
Pending
without Budget Impact |
| Recommendation 5: Very early on in the budgeting process the
City needs to actively engage LFPD and HRMD in fiscal discussions. (OEC pg.
27) |
This
was managed by the City of Littleton City Manager and on March 31, 2009
implemented the recommendation. |
In
preparation for the 2010 budget, the Budget Committee met in April and
August, and the contract partners furnished recommendations to the city
council prior to adoption of the 2010
budget. |
Completed |
| Recommendation 6: The three entities should begin policy
discussions around the current practices related to ownership of facility and
apparatus assets. (OEC pg. 27) |
This
recommendation was managed by the City of Littleton City Manager. |
City
management would like to discuss the current practices of purchasing and
ownership of assets as shown in the agreement. Currently, the Finance
Department is assembling information on purchasing and ownership of the
rolling stock by the three entities. |
Pending
without Budget Impact |
| Recommendation 7: LFR should pursue a permanent solution to
additional space needs. (OEC pg. 28) |
The
Steering Committee accepts this recommendation. The Division of Fire Prevention has
relocated to external office space. |
After
obtaining approval from City Council, The Division of Fire Prevention began a
search for adequate office space in September, 2009. After reviewing multiple possibilities, a
contract to lease 4500 square feet of space was secured. The entire Division moved to 1221 W Mineral
Avenue on December 15th. This relocation
provided room for the Fire Marshal, all inspectors and the Life Safety
Educator. |
Completed |
| Recommendation 8: Make teamwork a clear expectation for the
LFR management team and hold members accountable. (OEC pg. 29) |
This
was taken by the Fire Chief and was implemented on December 10, 2008 during
an internal meeting with Chief Officers and senior staff. |
Immediately
after the December 2008 meeting with OEC, Senior Staff met to discuss steps
to improve working relationships. The
concept of "teamwork" was discussed and emphasized. The process for resolving differences was
identified. Staff holds weekly
meetings to share goals and accomplishments and these minutes are posted for
the field employees. The Officer Corps
is gathered together on a quarterly basis in order to improve communication
and clarify direction. |
Completed |
| Recommendation 9: Establish department-wide goals and
objectives and communicate them to the organization. (OEC pg. 29) |
The
LFR Steering Committee supports adoption of recommendation 9. Establishing department wide goals would be
done in conjunction with the development of the strategic plan,
recommendation 16. |
9-16-MC.pdf |
Budget
Impact |
| Recommendation 10: Identify specific metrics of performance.
(OEC pg. 30) |
Have
a clear and consistent goal set by the Fire Chief that is applied down
through the rank and file such as SOPs and policies and procedures. Decide what is important to track and hold
accountable (discuss by committee). |
Sick
leave, injury leave and overtime are constantly being scrutinized. Operations Division holds monthly meetings
to keep track of goals, objectives and lines of communication. LFR is working
with COL Human Relations Department and has revised the performance
evaluations to be more in line with department goals. |
Pending
without Budget Impact |
| Recommendation 11: Develop specific standards to be used as
benchmark of performance. (OEC pg. 30) |
The
Steering Committee accepts this recommendation. The current RMS system can deliver
statistics and reports to set standards for enhanced compliance. |
With
recent changes to the Records Management System, LFR is now able to more
accurately track turnout time and travel time. This data is reviewed by Operations on a
quarterly basis. |
Pending
without Budget Impact |
| Recommendation 12: Develop a standard process for reviewing,
updating and communicating changes to policies and procedures. (OEC pg.
31) |
The
Steering Committee accepts this recommendation. We suggest forming committees that meet on
a quarterly basis to discuss new ideas and to reevaluate the current process.
This could include training, EMS, vehicle maintenance, safety, and
operations, with quarterly or bi-annual updates. |
Committees
have been formed (vehicle maintenance
, safety) and more will be considered at the LFR 2010 Planning meeting
(1/12/10) considered (training, EMS). The vehicle maintenance committee meets quarterly and then annually with Fleet Maintenance
Director. |
Pending
without Budget Impact |
| Recommendation 13: Establish committees that provide frontline
employees opportunity for participation. (OEC pg. 32) |
The
Steering Committee accepts this recommendation. We suggest forming committees that meet on
a quarterly basis to discuss new ideas and to reevaluate the current process.
This could include training, EMS, vehicle maintenance, safety, and
operations, with quarterly or bi-annual updates. |
Committees
have been formed. Vehicle maintenance,
safety committee, and more are being considered. |
Pending
without Budget Impact |
| Recommendation 14: Establish a formalized process for
organizational communication. (OEC pg. 32) |
The
Steering Committee accepts this recommendation. Utilize the COL LINK, reestablish the
numbered memo list, and implement morning Captain meetings. |
Weekly
LFR Staff meeting and monthly Operations Division meetings are established
with minutes taken and distributed. |
Pending
without Budget Impact |
| Recommendation 15: If LFR decides it would like to pursue
accreditation, it needs to develop a plan. (OEC pg. 33) |
The
Steering Committee accepts this recommendation. It requires involvement of LFR personnel
and representatives of served communities in the creation of a strategic plan
that will address organization concerns. Future ISO ratings may be tied to accreditation. |
LFR
Staff has attended accreditation workshops. Fire Chief has completed the Certified Fire Officer process and
encouraged others in staff to do same. |
Budget
Impact |
| Recommendation 16: Develop a strategic plan that offers a
multi-year goal setting and decision making perspective. (OEC pg. 33) |
The
LFR Steering Committee supports adoption of recommendation 16. A strategic plan is to be used as a guide
for the department as LFR strives to meet challenges ahead in the
future. The plan should be meaningful
and not merely a "wish list" and the plan should be developed and based on
input from internal and external stakeholders. Finances: Minimal. |
9-16-MC.pdf |
Budget
Impact |
| Recommendation 17: Capture Call Transfer Time. (OEC pg. 41) |
This
was assigned to the Communication Center Sub Committee, implemented as stated
on March 2, 2009 but is limited by neighboring jurisdiction participation. |
Capturing
and reporting call transfer time to LFR is not a high priority for
neighboring dispatch centers, nor is it within the control of LFR |
Completed |
| Recommendation 18:
Dispatch Time. (OEC pg. 41) |
The
Steering Committee agrees with OEC recommendation 18 that dispatch time goal
should be 1 minute 90% of the time. This goal is acceptable and achievable. |
18-23-41-MC.pdf |
Completed |
| Recommendation 19: Turnout Time. (OEC pg. 42) |
19-SC.pdf |
18-23-41-MC.pdf |
Pending
without Budget Impact |
| Recommendation 20: Travel Time. (OEC pg. 44) |
20-SC.pdf |
18-23-41-MC.pdf |
Budget
Impact |
| Recommendation 21: OEC Recommended Response Time Summary. (OEC
pg. 44) |
21-SC.pdf |
18-23-41-MC.pdf |
Budget
Impact |
| Recommendation 22: Modify Dispatch Procedures. (OEC pg. 48) |
The
Communication manager implemented this policy on October 13, 2008 and the
result was an immediate drop of call turnout time of one minute. |
Done |
Completed |
| Recommendation 23: Decrease Turnout Time to Meet 1.3 Minute
Standard 90% of the Time. (OEC pg. 49) |
The
Steering Committee accepts this recommendation as amended. See recommendation 21. |
18-23-41-MC.pdf |
Pending
without Budget Impact |
| Recommendation 24: Implement a False Alarm Fee Ordinance. (OEC
pg. 53) |
24-SC.pdf |
LFR
Fire Prevention and Life Safety Division is doing the research on this and
expect to have an ordinance to CMO in the first quarter of 2010. |
Budget
Impact |
| Recommendation 25:
Engine Company and Medical Unit Staffing. (OEC pg. 68) |
The
LFR Steering Committee rejects this recommendation as non-compliant with NFPA
1710. |
25-26-MC.pdf |
Budget
Impact |
| Recommendation 26: Increase Aerial Company Staffing. (OEC pg.
69) |
The
LFR Steering Committee accepts this recommendation. |
25-26-MC.pdf |
Budget
Impact |
| Recommendation 27:
Add a Fifth Medical Unit. (OEC pg. 73) |
The
LFR Steering Committee supports this recommendation in conjunction with
recommendation 28. |
This
is currently under consideration |
Budget
Impact |
| Recommendation 28: Consider Full Transport. (OEC pg. 74) |
28-SC.pdf |
EMS-Transport-Study.pdf |
Budget
Impact |
| Recommendation 29: The Training Chief and EMS Chief both need
to report directly to the Operations Chief. (OEC pg. 77) |
This
was managed by the Fire Chief and implemented on April 1, 2009. The training bureau and the EMS bureau now
report to the Operations Division. |
Done |
Completed |
| Recommendation 30: The Fire Prevention Division should be
re-titled the "Fire Prevention and Life Safety" Division or something
similar. (OEC pg. 77) |
This
was implemented as stated on April 1, 2009 by the Fire Chief. |
The
Fire Prevention Division has been re-organized and the Fire and Life Safety
Educator has been assigned to that work group. |
Completed |
| Recommendation 31: The Support Services Division should be
administered by a civilian manager and supported with an administrative
analyst. (OEC pg. 78) |
This
recommendation was managed by the Fire Chief. |
Management
agrees that there is no one person responsible to actively manage and track
revenues and expenditures across LFR divisions, a better job needs to be done
to manage the day-to-day operating a
16 million dollar budget. At this
time, the city is under a cost containment strategy and the likelihood of an
additional administrative position in the near future is not likely. However,
the Budget Team and Human Resources Division along with LFR management team
will consider analysis of the recommendation in the future to determine
possible options.
|
Budget
Impact |
| Recommendation 32: The Communications Manager should report to
the Support Services Division Manager. (OEC pg. 78) |
This
recommendation was managed by the Fire Chief. |
After further study, Fire Chief has determined current structure to be most effective/efficient and will retain management of Communications Center. |
Pending
without Budget Impact |
| Recommendation 33: Identify additional space for offices and
break room. (OEC pg. 81) |
The
LFR Steering Committee supports this recommendation. |
With
the relocation of the Fire Marshal (OEC # 7) space has been freed up for a LFR Conference/Break room and was
established 12/09. |
Completed |
| Recommendation 34: Capture Call Transfer Time. (OEC pg. 84) |
This
was assigned to the Communication Center Sub Committee, implemented as stated
on March 2, 2009 but is limited by neighboring jurisdiction participation. |
Capturing
and reporting call transfer time to LFR is not a high priority for
neighboring dispatch centers, nor is it within the control of LFR |
Completed |
| Recommendation 35: Modify Dispatch Procedures. (OEC pg. 85) |
Similar
to recommendation 22, this was implemented on October 13, 2008 by the
Communications Manager. |
Done |
Completed |
| Recommendation 36: Capture Calls by District Boundary. (OEC
pg. 87) |
This
was assigned to the Communications Center Sub-Committee. They concurred with the recommendation and
began accumulating the data on April 1, 2009. |
Completed
April 1, 2009. |
Completed |
| Recommendation 37: Re-establish consistent peer and
supervisory random call reviews. (OEC pg. 87) |
This
was assigned to the Communications Center Sub-Committee and was implemented
on March 2, 2009 but is limited by the staffing shortages currently
experienced in the Communications Center. |
City
Council authorized and additional 1.5 FTE be included in the 2008 budget to
fully staff the LFR Dispatch Center. Due to turnover in personnel, full staffing has yet to occur. Peer review will resume when full staffing
is attained. |
Completed |
| Recommendation 38: Fire Administration must identify as a
priority, the expectation that all platoon battalion chiefs observe the
respective fire captains and crews assigned to their platoons. (OEC pg. 89) |
The
Operations Chief has agreed to implement a six month period for the Battalion
Chiefs to follow the fire training schedule in order to make such
observations. We will work toward a written version for follow up including a
sign in for the BCs. |
Battalion
Chiefs are now required to attend company training. Attendance is monitored by the Training
Bureau and reported to Operations Chief. |
Pending
without Budget Impact |
| Recommendation 39: As funds become available or at such time
as LFR adds an additional fire station, a Battalion Chief needs to be added
to each Platoon and LFR organized into two Battalions. (OEC pg. 89) |
The
Steering Committee desires to modify the recommendation to read, "As funds
become available or at such time as LFR adds an additional fire station or resources, a Battalion Chief
needs to be added to each Platoon and LFR organized into two
Battalions." The Steering Committee
recommends implementing recommendation 39 as modified. Finances: $412,000 annual salary. |
Management
agrees with the original recommendation of OEC - With the addition of another
fire station, a second battalion should be formed and a Battalion Chief added
to each platoon. |
Budget
Impact |
| Recommendation 40: Fire Administration must clearly delineate
the expectation that all three platoons shall be managed under the same
policies and that interpretation and application of these policies and
procedures shall be uniform across shift lines. (OEC pg. 90) |
40-SC.pdf |
Operations
Division now holds monthly meetings (Fire Chief, Operations Chief, Battalion
Chiefs) in order to discuss expectations, goals and objectives. New SOPs are discussed and agreed upon. |
Completed |
| Recommendation 41: Fire Administration must clearly articulate
that a reduction in turn-out times is a priority for LFR, and that the
adopted standard for these times is 1.3 minutes, 90% of the time. (OEC pg.
91) |
The
Steering Committee has rejected this recommendation. The committee made changes in regard to
response/turnout times and discussion of evaluating these changes after a six
month period. Adoption of a time standard will be discussed and then relayed
to the field once this information has been compiled. |
18-23-41-MC.pdf |
Pending
without Budget Impact |
| Recommendation 42: The Operations Chief and COL Human
Resources Department should continue to collaborate and develop an annual
Performance Evaluation that is specific to the job functions and tasks of
Operations personnel. (OEC pg. 91) |
This
was agreed upon and assigned to the Operations Sub-Committee and discussed
with Operations Chief. |
Management
concurs with this recommendation. The
Operations Chief, in conjunction with the Human Resources Manager, designed
new performance evaluations and implemented 12/1/09. |
Completed |
| Recommendation 43: The three governing boards of LFR should
consider supporting the IAFC/IAFF developed Wellness-Fitness Initiative. (OEC
pg. 92) |
43-SC.pdf |
43-MC.pdf |
Budget
Impact |
| Recommendation 44: Increase the first alarm dispatch
assignment to business fires to four Engine Companies, one Aerial Company,
one Paramedic Ambulance, and one Battalion Chief. (OEC pg. 92) |
Assigned
to the Operations Sub-Committee, this was changed via SOP 501D- Unit
Responses on December 12, 2008. |
Completed
December 12, 2008. |
Completed |
| Recommendation 45: Add at least one full time employee
position to the Operations Division for clerical support. (OEC pg. 93) |
45-SC.pdf |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 46: Due to the large volume of Policies and
Procedures, OEC recommends the creation of two committees which includes
representation from the Firefighters' Union. (OEC pg. 93) |
The
Steering Committee agrees with this recommendation. Already in place with SOP'S we need more
help and input from the field due to the large volume of information and
dissection that is involved. |
An
SOP Committee was formed in July, 2009. The Committee has made significant strides in reducing the number of
SOPs as well as reclassifying them. |
Pending
without Budget Impact |
| Recommendation 47: In concert with Fleet Services, Fire
Administration should adopt a policy of maintaining one-half of the number of
fire apparatus, by type, in reserve status. (OEC pg. 94) |
The
Steering Committee accepts this recommendation. |
The
Fleet Manager, under guidance of the City Budget Team, has established the
number of reserve units reasonable and necessary. Each year during the budget
cycle, the Budget Team will review the need for additional reserves as new
vehicles are purchased. |
Pending
without Budget Impact |
| Recommendation 48: Consideration should be given to relocating
Squad/RIT (Rapid Intervention Team) #14 to Station #12 or Station #16 (the
two stations with Aerial Companies) as Aerial Companies respond to all
structure fires, as well as other hazardous conditions. (OEC pg. 94) |
The
Steering Committee has rejected this recommendation. The sub-committee pursued outfitting Engine
13 and Engine 14 with the necessary equipment to act as RIT on arrival as
part of the first due. Eventually all Engines will have the same equipment to
function as RIT as funds become available. |
Management
concurs. An extensive RIT training has been completed as of 3/09 and
equipment has been provided. |
Pending
without Budget Impact |
| Recommendation 49: Conduct an analysis of the collections
company's performance. (OEC pg. 96) |
The
Steering Committee agrees with this recommendation. The EMS Bureau already creates an annual
report including revenue generation and we currently have above average
collections rates. Also narratives justifying transport in such cases as
Medicare/Medicaid need to be in SOP form to ensure collection in regard to
these patients. |
Management
concurs. In conjunction with the City Finance Department, a Request for
Proposal regarding EMS collection has been created and will be sent out the
first quarter of 2010. |
Pending
without Budget Impact |
| Recommendation 50: Develop a program of regular rotation for
medical unit personnel. (OEC pg. 96) |
The
ability to create a matrix for rotating personnel while running with minimum
staffing and controlling overtime presented several problems such as acting
positions paid and limited number of specialty/qualified personnel as they
tie into daily roster movement. This subject has validity and warrants
further discussion. |
Management
will continue to monitor training as well as quality of care being delivered
by EMS personnel. Rotation is done on
an individual/shift basis. |
Pending
without Budget Impact |
| Recommendation 51:
Civilianize the Support Services Division Manager position and support with
an administrative analyst. (OEC pg. 97) |
This
was managed by the Fire Chief. |
Management
agrees with the observation of OEC as stated on page 77 last bullets, that a
better job needs to be done to manage the day-to-day operating budget of 16
million dollars. At this time, there is no one person responsible to actively
manage and track revenues and expenditures across divisions, special funds
and monitoring time and leave accounting. The Finance Department, HR and CMO
do what they can to identify abnormalities. The idea of having someone other
than uniform fire personnel has been discussed with the Budget Team but it
does not have support of the Fire Chief and may have budget implications. |
Budget
Impact |
| Recommendation 52: Support Services should publish and
distribute the fire apparatus and small vehicle replacement schedule for
review and comment by the rest of the organization. (OEC pg. 98) |
The
Steering Committee accepts this recommendation and has already distributed
this schedule on the COL link. |
Management
concurs. |
Completed |
| Recommendation 53: When hiring the civilian business manager,
place the highest priority on budget management skills. (OEC pg. 99) |
This
was managed by the Fire Chief. |
Management
accepts this recommendation. |
Budget
Impact |
| Recommendation 54: Formally appoint one "40-hour"person in the
Operations Division as a liaison with Fleet Services. (OEC pg. 99) |
This
was managed by the Fire Chief. |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Pending
without Budget Impact |
| Recommendation 55: Re-title the "Fire Prevention" Division to
the "Fire Prevention and Life Safety" Division. (OEC pg. 100) |
Similar
to Recommendation 30, this was adopted by the Fire Chief as stated on April
1, 2009. |
Adopted |
Completed |
| Recommendation 56: Realign the Fire Prevention Division so
that the organizational structure includes the Fire Marshal, two Deputy Fire
Marshals, two Assistant Fire Marshals, Inspectors, and Life Safety Educators.
(OEC pg. 101) |
This
was adopted as stated by the Fire Chief as stated on April 1, 2009. |
Adopted |
Completed |
| Recommendation 57: Hire a clerical support person to support
this Division and monitor and track inspection activity, billing and
collections, and schedule public education requests. (OEC pg. 101) |
The
Steering Committee agrees with this recommendation. We suggest hiring an additional Fire
Inspector / Life Safety Educator that can perform clerical support as well as
provide support for the inspections and public education programs. The cost
would be $40,776 - $53,016 per year |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 58: As a priority for Fire Administration, the
Fire Prevention Inspectors need to be moved from their current office within
Fire Station #11. (OEC pg. 101) |
58-SC.pdf |
With
City Council's approval, LFR began looking for space to lease in order to
address this problem. 4500 sqft of space was located at 1221 W Mineral
Ave. All Fire Prevention personnel
were relocated as of 12/15/09. |
Completed |
| Recommendation 59: Fire Administration needs to develop and
monitor performance measurements for all staff activity within the Fire
Marshal Division. (OEC pg. 101) |
59-SC.pdf |
Management
concurs and specific metrics will be in place the first quarter of 2010. |
Pending
without Budget Impact |
| Recommendation 60: Use personal contact vs. notification by
mailer to increase the number of schools requesting LFR programs. (OEC pg.
102) |
60-SC.pdf |
With
current resources, notification by mailer is the most effective option. |
Budget
Impact |
| Recommendation 61: Consider hiring an additional Life Safety
Educator to assist with the delivery of programs and also function as the LFR
Public Information Officer (PIO). (OEC pg. 103) |
61-SC.pdf |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 62: The existing Fire Captain assigned to the
Training Division as 30% Public Educator and 70% Fire Training should remain
in the Training Division, assigned to full time Fire Training. (OEC pg. 103) |
The
Steering Committee rejects this recommendation. This position was once full-time and moved
to 30%. Remain with the current title and responsibilities until a new
full-time Life Safety Educator is hired. |
This
recommendation is tied to # 61 and will be evaluated |
Budget
Impact |
| Recommendation 63: The entire Business Inspection program
needs to be developed from the bottom up. (OEC pg. 103) |
63-SC.pdf |
Regarding
Recommendations 63-66: The Management Team intends to re-evaluate the entire
business inspection program in 2010. This evaluation would include - fees, use of part-time inspectors, Haz
Mat inspections, after-hours inspections, target hazards and plan reviews |
Budget
Impact |
| Recommendation 64: Create a business inspection fee to cover
the costs of the business inspection program and additional staff. (OEC pg.
104) |
The
Steering Committee rejects this recommendation. We currently charge for inspections that
are tied into permits that have been issued. |
See
63 Above |
Budget
Impact |
| Recommendation 65: Require Inspectors to make night
inspections of those occupancy types that are prone to overcrowding at least
once per quarter, and particularly during holidays, weekends, and special
events. (OEC pg. 104) |
The
Steering Committee accepts this recommendation. We suggest creating 24 hr bureau
positions which would be responsible for existing occupancy inspections,
after-hours inspections, code enforcement fire investigations and support for
special events which all generate overtime. This would consolidate three
recommendations (positions) into one combining #63, 65, and 69. |
See
63 Above |
Pending
without Budget Impact |
| Recommendation 66: LFR should enter into a contract with a
private entity for plan check services. (OEC pg. 106) |
The
Steering Committee rejects this recommendation. To maintain consistency from the plan
review to the inspection it is critical to keep the reviews in-house where
the philosophies and daily communication channels are open and met on a
regular basis as well as maintain information to the pre-plan program. |
See
63 Above |
Pending
without Budget Impact |
| Recommendation 67: OEC recommends raising the fees to increase
revenues at least equal to West Metro fees. (OEC pg. 108) |
The
Steering Committee accepts this recommendation. The fee increase would be applied to offset
the cost of additional personnel for the 24 hour shift or Life Safety
Educator. |
This
recommendation raises the "TABOR" question and would have to be evaluated by
legal |
Budget
Impact |
| Recommendation 68: LFR should hire a non-sworn Hazardous
Materials Specialist to manage the hazardous materials storage inspections
and liaison with LFR's Haz-Mat Team. (OEC pg. 109) |
The
Steering Committee accepts this recommendation. This program would be best managed by fire
personnel who train and work as LFR first responders with an understanding of
the fire service and current training curriculum. By using LFR employees,
this could be back-filled during vacations, training etc. Until this position
is filled with a full-time LFR sworn employee, we recommend continuing using
overtime LFR sworn personnel. This may require more than one part-time
person. The cost would be $69,480 -
$90,324 annually. |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 69: LFR should implement a Fire Investigation
program at the field level. (OEC pg. 109) |
The
Steering Committee accepts this recommendation. . We
recommend creating 24 hour bureau positions which would be responsible for
existing occupancy inspections, after-hours inspections, code enforcement
fire investigations and support for special events which all generate
overtime. This would consolidate three recommendations (positions) into one
combining #63, 65, and 69. This
alternate would cover most of the areas in which we no longer provide life
safety inspections and will provide a large support network to the field personnel. |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Pending
without Budget Impact |
| Recommendation 70: LFR should re-evaluate the dog programs
when the dog or handlers retire. (OEC pg. 110) |
The
Steering Committee accepts this recommendation. We recommend eliminating the overtime
training hours and allow for training during regular business hours. When the time comes to reevaluate the
program, evaluate the use of dogs from outside agencies. This would realize
cost reduction of over $26,569. |
Management
accepts this recommendation. |
Budget
Impact |
| Recommendation 71: Realign the organization with both the
Training Chief and EMS Chief under the Operations Chief. (OEC pg. 111) |
Similar
to Recommendation 29, this was adopted by the Fire Chief on April 1, 2009. |
Accomplished |
Completed |
| Recommendation 72: Establish a standing Training Committee
consisting of a cross-section of Operations personnel that includes all
ranks. (OEC pg. 112) |
The
Steering Committee accepts this recommendation. The training committee, convened by the
training bureau chief, will be charged with developing a meaningful two year
training plan, taking into consideration all mandatory training as well as
administrative and manipulative training to be completed during this two year
time span including required training within each certification and position.
The committee will convene at least quarterly to review the past quarter's
training and compare it with what was written in the plan as well as review
and amend as necessary future training identified in the plan. |
This
is currently under consideration. |
Pending
without Budget Impact |
| Recommendation 73: The Training Division should incorporate
into their curriculum Specialized Rank Training (SRT) and Career Rank
Training (CRT). (OEC pg. 113) |
The
Steering Committee accepts this recommendation. Specialized Rank Training (SRT), wherein
Operations personnel are trained to function proficiently in their current
rank. Career Rank Training (CRT), where in Operations Personnel are trained
and prepared to function in a promoted rank. In addition, LFR should consider
implementing a formalized mentoring program for all positions in the
organization. |
Still
under discussion and being considered. |
Pending
without Budget Impact |
| Recommendation 74: Convert the Training Captain to full time training responsibilities. (OEC pg.
113) |
74-SC.pdf |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 75: Formally appoint one captain per shift to
assist with developing and conducting training. (OEC pg. 113) |
The
Steering Committee accepts this recommendation. These shift training captains will be able
to assist the Training Division in developing and conducting training
throughout the Department. In addition, they can be principal conduit for
information related to training schedules and opportunities. This Captain
should be associated with the "cross-section" of operations
personnel from each shift as related to recommendation #72. |
Still
under discussion and being considered. |
Pending
without Budget Impact |
| Recommendation 76: Accurately track the training hours of all
employees. (OEC pg. 114) |
Assigned
to the Training Sub-Committee, it was implemented with the configuration and
implementation of Fire Manager RMS and begun on January 1, 2009. |
Training
Bureau is able to track all training activities and report results to
Operations |
Completed |
| Recommendation 77:
Hire a staff assistant for the Training Division. (OEC pg. 114) |
77-SC.pdf |
At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider analysis in the future to determine
possible options. |
Budget
Impact |
| Recommendation 78: Conduct Post Incident Analysis' on all
residential and business structure fires that suffer a loss as well as other
significant incidents. (OEC pg. 114) |
The
Steering Committee accepts this recommendation. |
Implemented |
Completed |
| Recommendation 79: As a short term solution OEC recommends
that the Fire Training Division relocate to the Metro Fire Training Center
(MFTC). (OEC pg. 114) |
Assigned
to the Training Sub-Committee this recommendation was adopted as stated on
April 1, 2009. |
Training
Bureau relocated to Metro Fire Training Center in July, 2009 |
Completed |
| Recommendation 80: Publish the list of approved outside
training. (OEC pg. 115) |
The
Steering Committee accepts this recommendation. Once LFR's annual operating budget is
adopted, the training bureau should compile a list of requested outside
training that was approved and publish it for LFR personnel. Personnel that requested this approved
training should be personally notified by memo or email through the chain of
command so that appropriate staffing adjustments can be made in a timely and
cost efficient manner. If a class is not on the "approved outside
training" list, the class needs to be approved or denied within seven
days of application. |
This
project is in progress as is to be completed first quarter of 2010 |
Pending
without Budget Impact |
| Recommendation 81: Develop policies/procedures and complete
training before making changes. (OEC pg. 115) |
The
Steering Committee accepts this recommendation. Standard practices need to be implemented
to ensure that prior to placing any apparatus, equipment, or software into
service that policies, standard operating procedures and training of LFR
personnel are completed. |
This
has been embraced by management and has been implemented |
Completed |
| Recommendation 82: LFR and the City of Englewood need to
develop a long-term plan for the MFTC. (OEC pg. 116) |
The
Steering Committee accepts this recommendation. |
In
progress. Discussions continue with
Englewood Fire Department. |
Completed |
| Recommendation 83:
Appoint one Captain at each station as the facilities manager. (OEC pg.
117) |
The
Steering Committee accepts this recommendation. It has been implemented and is being
monitored. |
All
"B "Shift Captains serve as facility managers for their respective
fire stations. |
Completed |
| Recommendation 84: Routine station inspections should be held
by chief officers. (OEC pg. 117) |
The
Steering Committee accepts this recommendation. Command staff will set the schedule for
this to occur. |
In
combining recommendations 84 thru 89, pages 117-119, Management
recommendation is that LFR address the specific issues regarding these
recommendations as outlined in Appendix 3 of the OEC report during the budget
process since the specifics in Appendix 3 have costs implications. LFR has a schedule for review; it is on the
COL Link. |
Pending
without Budget Impact |
| Recommendation 85: Develop a facilities upgrade plan to
articulate needs, priorities, schedules and resource requirements. (OEC pg.
118) |
The Steering
Committee accepts this recommendation. |
See
84 Above |
Completed |
| Recommendation 86: Develop a plan for long-term capital
improvement projects. (OEC pg. 118) |
The
Steering Committee accepts this recommendation. |
See
84 Above |
Completed |
| Recommendation 87: Develop a systemic planned approach to
replacement of apparatus that addresses schedule, cost, upgrades and the
reserve fleet. (OEC pg. 119) |
The
Steering Committee accepts this recommendation. The schedule has been published on the COL
link. |
See
84 Above |
Completed |
| Recommendation 88: In concert with City Fleet Maintenance,
develop standard protocols for apparatus and equipment maintenance. (OEC pg.
119) |
88-SC.pdf |
88-MC.pdf |
Budget
Impact |
| Recommendation 89: Develop an immediate replacement plan for
high priority items such as LaFrance valves and recap tires. (OEC pg. 119) |
The
Steering Committee accepts this recommendation. "C" shift is currently in charge of vehicle
maintenance. We are working together with fleet services to get these issues
taken care of. At this time they have been resolved. |
See
84 Above |
Completed |
| Recommendation 90: Implement Accounting Procedures to Capture
Special Team/Program Costs. (OEC pg. 120) |
The
Steering Committee accepts this recommendation. |
90-MC.pdf |
Pending
without Budget Impact |
| Recommendation 91:
Assign all Dive Team Members to Station 16. (OEC pg. 122) |
The
LFR Steering Committee accepts a recommendation modification of assigning at
least two members of the dive team to station 16 on all shifts. |
After
careful consideration, and recognizing the complexity of the situation (daily
staffing assignments, ALS coverage, Haz Mat capability) management is not able to commit to 2 dive
team members being assigned to Station 16. A review of the overall size of the dive team, as well as all other
special teams, is ongoing. |
Completed |
| Recommendation 92: Reduce Size of Dive Team. (OEC pg. 125) |
A
minimum of two plus back-up divers are required prior to entering water. The current number of eight per shift
allows for the necessary divers and support personnel regardless of leave. |
After
careful consideration, and recognizing the complexity of the situation (daily
staffing assignments, ALS coverage, Haz Mat capability) management is not able to commit to 2 dive
team members being assigned to Station 16. A review of the overall size of the dive team, as well as all other
special teams, is ongoing. |
Completed |
| Recommendation 93: Charge a Fee for Non-Rescue Responses. (OEC
pg. 125) |
The
Steering Committee accepts this recommendation. Salvage fees are currently pursued. |
Under
review. |
Completed |
| Recommendation 94:
Consider Developing a Service Fee Agreement with Chatfield State Park. (OEC
pg. 126) |
The
LFR Steering Committee rejects this recommendation. Chatfield state park entered into contact
with LFPD after their then service provider began charging for services. The relationship with Chatfield is a
symbiotic one as LFR provides emergency services and Chatfield provides park
and reservoir access for training. |
Management
also rejects this recommendation. After careful consideration, the relationship with Chatfield provides
more benefit than would charging a fee for service. |
Pending
without Budget Impact |
| Recommendation 95: Ensure at Least One Hazmat Team Member Is
Certified at the Specialists Level. (OEC pg. 126) |
The
Steering Committee rejects this recommendation as it is too restrictive to
have a specialist, rather personnel trained at the "tech" level are more
versatile. |
Management
also rejects this recommendation. The
manner in which the Haz Mat Team is organized, representing a regional
approach, negates the need for a "Specialist" |
Pending
without Budget Impact |
| Recommendation 96:
Assign all HazMat Personnel to Sta. 11. (OEC pg. 127) |
The
Steering Committee rejects this recommendation. To do so would limit the Battalion Chief
scheduling flexibility. |
Management
will continue to evaluate the Haz Mat Team, including station placement. |
Pending
without Budget Impact |
| Recommendation 97: Limit the Number of TEMS Team Members to 11
personnel. (OEC pg. 130) |
The
LFR Steering Committee accepts this recommendation. It should be done through attrition. |
The
TEMS Team has reduced in number from a high of 19 (2003) to its current
membership of nine. |
Pending
without Budget Impact |
| Recommendation 98: Schedule 3 TEMS team members on each shift.
(OEC pg. 130) |
The
LFR Steering Committee rejects this recommendation. |
Management
feels that it is currently impractical to assign equal numbers of TEMS to
each shift. |
Pending
without Budget Impact |
| Recommendation 99: Accurately account for costs at the division level. (OEC pg. 133) |
The
Steering Committee accepts this recommendation. |
The
costs associated with each Division will be discussed with the City Budget
Team and LFR (see recommendation 90). |
Pending
without Budget Impact |
| Recommendation 100: Perform a study to determine if the Bike
Medic fees should be increased. (OEC pg. 134) |
The
Steering Committee rejects this recommendation. The current charge covers the cost of
overtime necessary to supply medics to special events. The fee will be reevaluated on an annual
basis to ensure properly covers the LFR OT cost. |
Bike
Medic fees currently cover the cost of overtime as well as bicycle
maintenance. |
Pending
without Budget Impact |
| Recommendation 101: Recover the cost of recoveries at Chatfield
Reservoir. (OEC pg. 135) |
The
Steering Committee accepts this recommendation. Salvage fees are currently pursued. |
This
has been in practice for the last five years. |
Completed |
| Recommendation 102: LFR actively seek out fire dispatch
contracts with other fire departments. (OEC pg. 135) |
Assigned
to the Communication Center Sub-Committee this was adopted as stated on March
2, 2009. |
Other
contracts will always be pursued, as evidenced by the addition of Cunningham
Fire Rescue to our dispatch center as of October, 2008. |
Completed |
| Recommendation 103:
Recover the cost of special programs and services. (OEC pg. 136) |
The
Steering Committee accepts this recommendation. LFR has recently discussed increasing the
permit fee. |
This
will be reviewed with the City Budget Team |
Pending
without Budget Impact |
| Recommendation 104: Review revenue streams annually. (OEC pg.
137) |
The
Steering Committee accepts this recommendation. This could be a task of the annual budget
process. |
The
City Budget Team will include the review of all revenue streams during the
annual budget process. |
Pending
without Budget Impact |
| Recommendation 105: Account for overtime and comp time hours at
a more detail level. (OEC pg. 139) |
The
Steering Committee accepts this recommendation. This is currently being completed by the
Administrative Captain position. |
The
Budget Team has been involved and there have been some changes as to how LFR
budgets overtime in the 2010 budget. LFR, Budget Team and Human Resources
have made tremendous accomplishments in controlling overtime, such as
modifications to comp time policy, injury leave and review of sick time
usage. The analysis of overtime usage will be continuous for each budget
cycle and throughout the year. The Budget Team will review the LFR overtime
trends. |
Completed |
| Recommendation 106: Discontinue Comp Time. (OEC pg. 140) |
106-SC.pdf |
The
management team agrees the use of comp-time is manageable when it can be
scheduled in advance. |
Budget
Impact |
| Recommendation 107: Hire Full Time Positions in lieu of paying
overtime for some special programs. (OEC pg. 141) |
The
Steering Committee rejects this recommendation. It is currently cheaper to pay overtime
than to hire full time positions. |
Management
staff and Budget Team will be evaluating overtime and comp-time on a annual
bases however, management does agree with the Steering Committee response. At
this time, the city is under a cost containment strategy and the likelihood
of an additional administrative position being added in the near future is
not likely. However, the Budget Team and Human Resources Division along with
LFR management team will consider a position analysis in the future to
determine options. |
Pending
without Budget Impact |
| Recommendation 108: Accurately budget for overtime. (OEC pg.
142) |
The
Steering Committee accepts this recommendation. LFR has taken steps to reduce
overtime. The COL budget team has
increased the amount of budgeted overtime for 2010. |
LFR
and the City Budget Team continue to monitor overtime costs. |
Pending
without Budget Impact |
|
|
|
|
