Final Report of the Boston Fire Department Review Commission
9 Implementation and Planning
9.1 introduction
Several officers and field personnel have reported to the Commission that prior reports contained recommendations that were never implemented by the Department. It is the desire of the Commission that the recommendations in this report serve as a basis for a far-reaching plan for the future of the Department. The Commission believes that the Department would benefit from a comprehensive effort of strategic planning and a specific course for implementation of the recommendations contained in this report. In addition, the Commission emphasizes the need for a Department reorganization that will include the following key positions to be appointed by the Commissioner reporting directly to the Chief of Department.
9.2 Chief of Planning and Technology
The creation of this new position outside of the collective bargaining unit is necessary to centralize the focus and forward planning for the Department. By consolidating the efforts of capital planning, strategic planning and technology under a single manager, the Department is well served for the future. Specific duties can be addressed as the result of a management review for the reorganization of the Department, but will include an individual involved in policy making and collective bargaining. The Commission believes that the creation of this confidential position, along with the position of Chief of Administration, is absolutely critical to insure that current management practices are subject to review by career management professionals with authority to make necessary changes.
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9.3 Chief of Administration
This position will perform the critical day to day oversight of the administration of the Department, including policy-making decisions. All Human Resources, Accounting and Budget personnel should report to this position. This confidential position will also take the lead for the Department in Union negotiations and all personnel matters including application of progressive discipline and oversight of informal discipline procedures. The Commission also believes that the creation of specific positions to address Budget, Human Resources and Labor Relations are necessary to support the Chief of Administration. Working with the Chief of Planning and Technology, and the Chief of Operations, the Chief of Administration can be part of the overall management team necessary to implement the recommendations in this report.
9.4 Chief of Operations
This professional firefighting position will be responsible for the development of all firefighting policy and will also assume the technical duties currently held by the Deputy Fire Chief/Chief of Operations. This confidential position should be outside of a collective bargaining unit and will be responsible for the day to day technical operations of the Department. Working with the Chief of Administration and the Chief of Planning and Technology, the Chief of Operations will bring collective knowledge and experience in firefighting to the planning and implementation process. Significant responsibilities will include oversight of all Deputy Fire Chiefs, daily technical operations of the Department, as well as assuming the role of Acting Chief of Department in the absence or disability of the Chief of Department, thereby assuring a direct chain of command through this position to the Chief of Department for all uniformed personnel.
9.5 Accreditation and Strategic Planning
As a part of its strategic planning effort and process of implementing the recommendations contained in this report the Commission recommends that the Boston Fire Department explore the benefits and opportunities offered by pursuing national accreditation through the Commission on Fire Accreditation International (CFAI). The level of sophistication and detail contained in the accreditation process and its Self-Assessment program impressed the Commission. The Commission believes that the CFAI process, materials, and assistance will be of value to the Department's leadership and managers, particularly in the early stages of initiating a formal planning process when some of the most difficult obstacles to successful implementation are experienced. The process of defining the Department's values and goals, developing a strategic plan and implementing the plan will be complicated and challenging. The Department might benefit from outside professional assistance as it prepares to meet the challenges contained in this report.
9.6 Recommendations
The Commission recommends that an implementation strategy be prepared immediately following the release of this report with significant input 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.
The Commission recommends that the Department seek accreditation with 71e Commission of Fire Accreditation International.
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