Final Report of the Boston Fire Department Review Commission
10 Summary of Recommendations
10.1 Introduction
Below is a summary of the recommendations contained in this report. The Commission believes that a comprehensive effort for change instituted by senior management will address many of the issues and concerns raised in this report. The recommendations made by the Commission create a framework for change. It is the desire of the Commission that these recommendations serve as a focal point for discussion, planning and implementation-
10.2 Culture and Leadership
The Commission recommends the Department redefine its values, identify its goals, and review its existing management practices.
The Commission recommends that the Department create an environment that is inclusive, welcoming and respectful for all its members.
The Commission recommends that the Department create a management structure that invites participation throughout the ranks.
The Commission recommends that the Department increase confidence of its members by providing dynamic and progressive leadership.
The Commission recommends that the Department adopt a "zero tolerance" policy for inappropriate behavior, and undertake a serious effort to rid itself of the existing perception that it remains a non-inclusive organization.
The Commission recommends the establishment of a permanent strategic planning committee with representatives from all levels of the Department.
The Commission recommends that division-based working groups, under the direction of senior management, reporting to the strategic planning committee, be established to address specific issues raised in this report.
10.3 Discipline
The Commission recommends a complete review of the disciplinary procedures currently in place, and further recommends a comprehensive program of training at each level of the Department on the proper use of progressive and undocumented discipline in the organization.
The Commission recommends the creation of an audit and review unit that serves a monitoring and management function over disciplinary procedures.
The Commission recommends appointment of an ombudsman for accountability and review of unfair and uneven disciplinary actions and to mediate internal disputes.
The Commission recommends that senior management work with human resource professionals to devise a proper method for monitoring and control of the imposition of informal discipline.
The Commission recommends that all Department members be trained in the application of discipline prior to or immediately upon being placed in a supervisory position.
10.4 Supervision and Training
The Commission recommends that the "acting list" be abolished in favor of vacancy replacements within grade
The Commission recommends that one schedule be negotiated, adopted, and enforced for the entire Department.
The Commission recommends that the practice of "swapping" be addressed immediately within the collective bargaining process.
The Commission recommends that a formal level of management training be instituted at each level of management within the Department prior to or immediately after promotion of any individual into a supervisory level position.
The Commission recommends that the Department take advantage of all federal, state and local management training opportunities, including private sector training and executive programs at local universities.
The Commission recommends that current in-service training be expanded to include management and leadership issues.
The Commission recommends that the promotion from firefighter to lieutenant be identified with intensive training on all facets of management, leadership, and supervision issues and concerns, including formal and informal discipline.
The Commission recommends that the Department develop a program for identifying and training future leaders within its ranks.
10.5 Department Administration
The Commission recommends the appointment of a civilian Fire Commissioner with significant management experience to oversee the Department.
The Commission recommends a reorganization of senior management as set forth in Figure S.L
The Commission recommends that as part of its strategic plan for the future, the Department explore avenues to implement community firefighting citywide.
The Commission recommends that a complete review of existing equipment be commenced as soon a
The Commission recommends that a study by the Department be commenced as soon as possible to review all available alternatives to existing bunker gear that meet or exceed current safety standards.
The Commission recommends the institution of a five-year and ten--year capital plan for the Department that will include the construction of a new, state of the art Fire Department headquarters and the repair, rehabilitation or replacement of fire stations throughout the City.
The Commission recommends the reinstatement of regular inspections at station houses.
The Commission recommends that a permanent technology committee consisting of field personnel, supervisors, technological experts, and civilian members of the Department, reporting to the.
Chief of Planning and Technology, be established to address ongoing technological needs.
The Commission recommends that the remaining four companies without thermal imaging cameras be so equipped.
The Commission recommends that PASS device reliability be constantly assessed for safety and improvements in technology.
The Commission recommends that the Department work with Union representatives to develop physical fitness programs for all members.
The Commission recommends that smoking prohibitions should be addressed, and smoking cessation programs encouraged and offered by the Department.
The Commission recommends that the study conducted relative to the concerns raised by excessive exhaust fumes in station houses be made a priority, and that appropriate remedies be instituted as soon as possible.
The Commission recommends that a wellness program, including nutrition education and stress reduction should be made available to all members of the Department and that participation in the program be encouraged across the City.
The Commission recommends that the Department explore opportunities for civilianization of vehicle maintenance tasks and that it explore the restructuring of all maintenance functions in one unit.
10. 6 Personnel and Human Resources
The Commission recommends that the personnel division for uniformed and civilian human resources be combined.
The Commission recommends that a professional human resources manager be hired outside of the collective bargaining unit to address personnel issues within the organization.
The Commission recommends that the new Director of Human Resources review existing diversity and sensitivity training as part of the organization's overall strategic planning review and begin a more comprehensive program designed to educate existing personnel on the benefits of diversity.
The Commission recommends that Department working groups specifically address issues relative to race relations, gender and sexual orientation in an open atmosphere without fear of retribution.
The Commission recommends that the Department concentrate ift efforts on hiring a variety of diverse candidates for positions in the Fire Alarm and Construction unit, as they become available.
The Commission recommends that the Department increase its efforts to recruit qualified female firefighters and candidates.
The Commission recommends that the Department meet the conditions of the Memorandum of Understanding regarding female employees.
The Commission recommends that the Department develop a strategic and conWrehensive year-round recruitment plan.
The Commission recommends that the Department work with the Office of the Personnel Administrator for the Commonwealth to update the existing promotional system.
The Commission recommends that job task analyses be conducted for each uniformed position within the Department.
The Commission recommends that the Department develop incentives for members wishing to further their education.
The Commission recommends that the Department institute a minimum educational requirement for new hires of at least a high school diploma or GED with a three-year phase in period to allow for potential applicants to meet this requirement.
The Commission recommends that a working group, including representatives from the City, formulate a plan to better manage injured on duty cases.
The Commission recommends the Department involuntarily retire injured firefighters when appropriate.
The Commission recommends that the Department work within the confines of collective bargaining to address the issue of light or modified duty for injured on duty personnel.
The Commission recommends that the Department review existing disability retirement procedures to bring their system in line with more appropriate processing timeframes.
The Commission recommends that the Department work with the Union to develop a "em to provide for annual physicals for all uniformed members.
The Commission - recommends that the Department work with the Union to institute a comprehensive wellness program for all uniformed and civilian personnel.
10.7 Drug Testing
The Commission endorses an expanded system of drug testing of all uniformed Boston Fire Department personnel and suggests that this in important issue be addressed in collective bargaining.
10.8 Resource Allocation
The Commission recommends the maintenance of a station on Long Island staffed according to the same bidding requirements as any other fire station in the City of Boston.
The Commission recommends a review of a possible land and water facility on the South Boston waterfront to service significant planned development in that area.
The Commission recommends that the City AHS department assume control of the evaluation maintenance and future development of the fire alarm call box network and evaluate all possible technological uses, both public and private.
10.9 Implementation and Planning
The Commission recommends that an implementation strategy be prepared immediately following the release of this report with significant in put from City, management, and Union officials, officers, firefighters and civilian personnel, as well organizational experts.
The Commission recommends the creation of the position of Chief of Planning and Technology outside of the collective bargaining unit.
The Commission recommends the creation of the civilian position of Chief of Administration outside of the collective bargaining unit.
The Commission recommends the reclassification of the uniformed position of Chief of Operations.
The Commission recommends a management reorganization that will include the creation of certain key civilian management positions.
|
