North Berrien County Fire District organizational structure and function study May, 2016

Transcription

1 North Berrien County Fire District organizational structure and function study May, 2016

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3 NORTH BERRIEN COUNTY FIRE DISTRICT ORGANIZATIONAL STRUCTURE AND FUNCTION STUDY Presented to: Mayor Jim Polashak City of Coloma Supervisor Ken Parrigin Coloma Charter Township Supervisor Izzy DiMaggio Hagar Township Conducted by: Lewis G. Bender, PhD Jeffrey Swanson May, 2016

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5 Table of Contents Table of Contents... i EXECUTIVE SUMMARY... 1 Top Five Observations... 1 Top Five Suggestions... 1 I. OVERVIEW AND STUDY PROCESS... 2 II. OPERATIONAL AND TECHNICAL CONSIDERATIONS SHOULD THERE BE A FULL TIME CHIEF?... 3 Operational and Technical Observations:... 3 Operational and Technical Suggestions... 5 III. BOARD AND STAFF TEAM AND BEHAVIORAL CONSIDERATIONS AND TEAM EFFECTIVENESS... 8 NBCFD Fire Board Observations... 8 Suggestions for NBCFD Board NBCFD Staff and Department Operations Observations NBCFD Staff and Department Suggestions IV. CONCLUSION Appendix A Summary Comparable Community Information COMPARISON MATRIX Covert Township City of Clawson City of Coldwater Fruitport Township City of Fenton City of Lapeer City of Niles Ludington Fire Department City of Mason Fire Department New Baltimore Michigan Western Mason County Fire District Authority Appendix B Interview Template Interview Questions Interview Contact Information Template Interview Questions Appendix C NBCFD Activity Appendix D Lincoln Study i

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7 EXECUTIVE SUMMARY Fire Study The purpose of the study was to observe all facets of the North Berrien County Fire District s Organizational Structure and make suggestions related to the structure of the organization. The detailed observations and suggestions are included in this report. The following top five observations and suggestions are a summary of the findings in this report. Top Five Observations Dedicated staff Without question, the Board Members and the officers and firefighters of this fire district are very dedicated to their fellow citizens and to their communities. They deserve the gratitude and respect of their fellow citizens. Lack of consistent leadership is negatively impacting the Department In the past several years there has been a revolving door of leadership on the Board and in the position of Fire Chief. This undermines the goal of creating a consistently focused team and invites internal gossip and division. Identity as a Fire District remains a question Several people within the department and in the public questioned whether the merger should have ever occurred or should continue. Lack of consistent training Fire personnel training has declined in recent months and needs to be reinvigorated soon. Lack of commercial retail and rental inspections The district lacks any fire safety inspection system. Top Five Suggestions There is a need to hire a full time Fire Chief in the District The district needs to hire a steady working Chief who will bring stable leadership to the department. The Board needs to be restructured to include the Mayor of Coloma and the Supervisors of Coloma Township and Hagar Township In order to bring stability to the district it is important that the three elected leaders be part of a three or six member Fire Board. Training needs to be a priority and a published schedule of training topics needs to be established. For the sake of the safety of all fire fighters it is imperative that a well organized training program be immediately implemented. There needs to be a strategic plan that includes input from the community After the selection of a new Chief, the Board should institute a strategic planning process that is inclusive of members of the department and the community. It is important that strategic goals and direction become central to the operation of the department. The old us versus them walls in the District, as they relate to Coloma versus Hagar Townships, need to be broken down Currently there appears to be little counter balance to the coffee shop gossips that seem to pick away at the things in the department that they don t care for. This undermines the rightful pride that members should have and potentially undermines recruitment. 1 Executive Summary

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9 I. OVERVIEW AND STUDY PROCESS In March 2016, the elected leaders of the City of Coloma, Coloma Township and Hagar Township requested that Dr. Lewis Bender and Fire Chief Jeffrey Swanson conduct an unbiased, entirely neutral study regarding significant questions impacting the future of North Berrien County Fire District (NBCFD). Specifically the Mayor and two Supervisors wanted the study to address: Should the District have a full or part time Fire Chief? Is there enough work to warrant a full time Fire Chief? How does NBCFD compare to other communities of similar size (in population)? Is the structure of the department supportive of the mission of the NBCFD? Effectiveness of the Fire Board? Strengths and weaknesses of the total team. The perspectives of the public, the members of the Board, members of the department and others on the previous questions. In order to address these, and other related questions, the study team engaged in the following process: Conducted in person and telephone interviews with 30 members of the community, department, board, former Fire Chiefs and other interested persons. Conducted a survey of similar sized cities and townships in Michigan to determine if they have a full time or part time Fire Chief. In addition, the survey addressed the salary and benefits of a full time Fire Chief and whether he/she conducted fire inspections. Please refer to Appendix A for the results of the survey. Observed, reported and participated in the May 2016 Fire Board meeting. Consulted with other fire service professionals regarding their views about the central questions of the study. Note that some of the observations and suggestions in this study purposefully overlap between Section II Operational and Technical Considerations and Section III Board and Staff Team and Behavioral Considerations. This reflects the fact that our analysis of NBCFD came from different starting points, technical, team, and operations and arrived at similar conclusions. The final observations and suggestions in this study are derived from the above data sources and sixty plus years of organizational analysis work and fire service experience of the authors. 2 Overview and Process

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11 II. OPERATIONAL AND TECHNICAL CONSIDERATIONS SHOULD THERE BE A FULL TIME CHIEF? Operational and Technical Observations: This Department is comprised of proud, dedicated, and passionate Firefighters. The service delivery model is to deliver fire and rescue services, however; the department does not function as a fire response to EMS type calls. The Department does assist on EMS calls when called by an independently operated ambulance company. Based on our interviews and operations we identified the following departmental challenges: (no order of priority) 3 Absence of firm leadership The department has operated without a Chief since the fourth quarter of State and Federal requirements The fire service continues to become more complicated and the Federal and State requirement for NFIRS reports, training forms, ISO evaluations, OSHA training require the attention of a Chief. NFPA Standard benchmarking/compliance The Department Officers did not communicate, nor were we able to identify, goals to comply with a variety of NFPA Standards, including but not limited to, o NFPA 101 Life Safety Code, o NFPA 1500 Occupational Safety and Health Program, o o o o NFPA 1410 Training for Emergency Scene Operations, NFPA 1710/172 Organization and Deployment of Fire Suppression Operations, Emergency Operations, and Special Operations to the Public by Career/Volunteer Fire Departments, NFPA 1730 Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations. Staffing The fire department has operated in two distinctly different models of staffing for emergencies; with a Full Time Fire Chief to respond to calls supplemented by paid oncall staff that respond to the calls from their homes or work, and; with Part Time Firefighters working in the stations on duty along with a Full Time Fire Chief supplemented by the same paid on call staff above. Each model has benefits and drawbacks based on the expectations of the customer. Local community presence The Chief should be visible in the community and a part of the community. Participation in community events is a vital role of the Chief. Residency requirements and response expectations need to be identified and clearly communicated by the Board to the Chief. Career Focus Fire Chiefs typically, on occasion, engage in speaking/teaching/assessment center testing type events. The Fire Chief should remain active with his/her peers in this type of network however; the majority of his/her time needs to be dedicated to the department, community, and job of leading the department.

12 Local Hazards The department can respond to three significant target hazard areas; the highway system, the CSX rail system, and commercial occupancies. Any fire call can be dangerous to the members of the department and public alike; however, these three areas pose serious and often uncontrollable hazards. The highway system of I 94 and 1 96 pose the reputation and statistical facts to be some of the most dangerous and deadly stretches of highway in the State. The rail system is used for hazardous material conveyance as well as commuter and passenger trains. The volume of hazardous materials includes a variety of significant hazards including Anhydrous Ammonia, Crude Oil, Propane as well as the locally referenced, "death train" that travels through between 3:00 a.m. and 4:00 a.m. The more than 200 commercial structures are not inspected, not pre fire planned, nor trained upon. Disrupters An apparently small number of members of the department appear to be operating on their own agenda. This has caused separation of the membership and degraded service availability of firefighters. Several of the people interviewed stated that they thought that this group of Firefighters is very well qualified; however, they chose not to work with them in order to avoid problems. Inconsistent training The identified Training Coordinator/Officer s work schedule did not allow for year round leadership of the training program and a substitute was appointed for a period of time. This change in leadership also changed the methodology of the programs. There have been some times where the training sessions were disorganized or without lesson plans/instructor objectives and therefore were cancelled. End Around behaviors Some members of the department engage in end around behavior, (violating the Chain of Command), with some of the Board Members. This creates micro managing behavior because the Board members have information that the Firefighters supervisors do not have. An example is where the Firefighters discuss what they think is best for the department with Board Members who then are predisposed on the best course of action on the item at hand. High performing Departments have a clear and rigid chain of command. Aside from instances of a violation of a Law or Policy, the chain of command is strictly adhered to in all instances. This clarity does not exist at NBCFD. Negative Past Chief experience The prior Chiefs had organizational visions that were not agreed upon by the Board and/or the community. Some topics include what type of apparatus is needed, what the acceptable residency requirements are, and what the typical workload for the Chief should be each day. Trust was negatively impacted and micro managing may have become more frequent during this period. 4

13 5 Lack of inspections There does not appear to be any formal inspection process or program for commercial occupancies. This creates a life safety hazard for the community, business owner, and Firefighters who may respond to the property. Fire Study Lack of rental occupancy inspection program The prior Fire Chief attempted to establish a program to charge for this service, which is common in the SW Michigan area however; the realization of the program was not achieved for a variety of reasons. Lack of Pre Fire Planning There appears to be an absence of pre fire planning for the many complicated commercial occupancies. There is also an absence of training on the structures that the firefighters may respond to in an emergency. Apparatus replacement and selection The department has some very nice equipment. There is also equipment that is in desperate need of replacement. Lastly, there is some obsolete or very specific use equipment that its use must be evaluated. Apparatus maintenance The department maintenance has and is an issue with respect to the members opinion on reliability, serviceability, and trust in the equipment. Recruitment/Retention/Staffing levels There are approximately 10 openings on the roster. Recruitment and retention has been an issue since the creation of the department. Standard Operating Procedures/General Orders. The current rules on how the department operates are in need of expansion and revision. Operational and Technical Suggestions Without a full or part time Fire Chief it is very difficult to hold things together. In spite of the hard work and amount of sacrificed personal time of the two Captains, these issues will probably persist until a Fire Chief is appointed. Whether any of these things can be accomplished prior to the arrival of the Fire Chief is really a discussion that the Captains and Lieutenants should have in the near future. NFPA Standard Benchmarking/Compliance The Department needs to purposefully decide in the goal setting which Standards it will strive to reach and/or comply with in the list of those including but not limited to the following: o NFPA 101 Life Safety Code o NFPA 1500 Occupational Safety and Health Program o NFPA 1410 Training for Emergency Scene Operations o NFPA 1710/172 Organization and Deployment of Fire Suppression Operations, Emergency Operations and Special Operations to the Public by Career/Volunteer Fire Departments o NFPA 1730 Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations

14 This initial goal setting will set the foundation for the operations of the department moving forward and set a measurement for success. This assessment should also identify what types of services will be delivered and a response time analysis to determine if functional and/or total consolidation with neighboring jurisdictions is beneficial. o Staffing The Department should establish what the service delivery model looks like for fire and rescue calls, evaluate the daytime availability of responders to assemble on the scene in an appropriate time period, and staff accordingly to provide for an appropriate response. This should include an evaluation of the need and ability to provide first response EMS service. Local Community Presence The Fire Chief can create this by being accessible, transparent, and available in community events. The Fire Chief can deepen this through active partnerships with the Firefighters Association and the Ladies Auxiliary. Local Hazards The Fire Chief can work to establish data, plans, and training to address the three identified areas; the highway system, the CSX rail system, and commercial occupancies. Disrupters The Fire Chief can observe, evaluate, and make any necessary modifications to the leadership of the organization. He/she can also develop policies and procedures to guide employee behaviors. Inconsistent Training The Fire Chief can set the bar in terms of the training program. He/she must attend a majority of the trainings to observe both the skills as well as evaluate the delivery of the training. The training should focus on the NFPA Standards referred to above. Training is a key factor in the safety of members and in creating and reinforcing the team approach. We believe that immediate steps should be taken to reinforce training for all members. Essentially, the Department has to get back on schedule. This includes identifying a 6 month training calendar with specific topics and reinforce the mandate of attendance. End Around behaviors The Fire Chief can establish open and clear communication on all decisions, and establish policies and use of the Chain of Command. Lack of Inspections The Fire Chief will need to be a working Chief and be responsible for completing fire inspections. This includes inspections in the schools. Lack of rental occupancy inspection program The Fire Chief should evaluate the need for this program and if warranted be responsible for planning, organizing, completing and evaluating the rental inspections. 6

15 Lack of Pre Fire Planning The Fire Chief, in being a Working Chief, can complete these the inspections. These then should be added to the training program so all members are informed on the hazards. Apparatus Replacement and Selection The Fire Chief should develop a capital replacement program working with the Board for all apparatus. Apparatus Maintenance The department needs to have a NFPA Compliant maintenance program for schedule A and B maintenance as well as daily/weekly inspections for readiness and serviceability. 7

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17 III. BOARD AND STAFF TEAM AND BEHAVIORAL CONSIDERATIONS AND TEAM EFFECTIVENESS NBCFD Fire Board Observations This Board, which is comprised of hard working, dedicated people, is facing numerous difficult challenges. Members of the Board are attempting to address issues that, in our view, threaten the very future of the Fire District. Based on our interviews and observations we identified the following Board challenges: (no order of priority) Board Meetings Out of Control Many Board meetings appear to be out of control. Accusations have been advanced that undermine members of the Board and District. Board meetings are not conducted in an orderly manner in spite of the good efforts of the Chair. Disrupters An apparently small number of members of the community focus on making it their business to be consistently critical of the Board and/or the District. They use the Board meetings as their platform to offer critiques of the Board, the District, and unfortunately individuals. Several of the people interviewed stated that they thought that this small coffee shop group was largely responsible for running the previous Fire Chiefs out of the District. Board Member Rotation The Board rotation process (every 2 years for 1/3 of the six member Board) insures new people but also frequently adds to the lack of expertise in the operation of the District as well as lack of knowledge of Board issues and board meeting decorum. Lack of Training for Board Members Members of the Board, though hard working and dedicated, are not properly trained in understanding the roles of the Board, Board Chair and the public. It appears that at times, critical (even negative) members of the public take over Board meetings. Micro Managing Some Board members engage in micro managing behavior. Whether it is getting deep in the weeds on the purchase of chain saws (need and type) or questioning the judgment of staff, or exploring cooperative arrangements with another department (Watervliet), the behavior in terms of the roles of some Board members clearly cross a line. High performing Boards and staffs clearly identify and communicate the roles and mutual expectations of Board members and Staff members. That clarity does not exist at NBCFD. Negative Past Fire Chief Experience The Board was, in our view, negatively impacted by the last years of the immediate past Fire Chief. Trust was destroyed and numerous antics occurred. The bottom line was that it appears that the Board got involved in questions, (and questioning), that would not normally occur in a working relationship with a healthy Board Fire Chief relationship. Micromanaging may have become more frequent during this period. 8

18 9 Fire Study Financial Processes The arrest/conviction of a former Board finance person adds to the lack of trust and credibility of the Board. Though this was under the direction of a different Board, current questions regarding financial processes remain with the resignation of the Board Treasurer. Questions raised by a Hagar Township Board member also add to this mix. Lack of Consistent Accountability The Board has no system of performance appraisal for a full or part time Fire Chief. Clarity of expectations between the Board and former Fire Chiefs appear to have been a factor contributing to past failures. End Arounds There appear to be (although unverified) a certain amount of end arounds going on within the District. It appears that even under the current arrangement (two Captains in charge) some members of the Department have direct access to some members of the Board. This access is used to influence the Board Member(s). To the degree this exists, it is highly dysfunctional and it undermines the Board working as a total policy making body. Lack of a Plan The Board and the District lack a strategic plan. Without a plan, moving forward purposefully will never occur. What are the major goals of the District? What equipment and apparatus needs can be anticipated over the next five years? Without a plan the Board is forced to deal with significant reactivity by the Department s leaders, and questions incrementally.. Also without a plan and the absence of collaborative goals, personality differences/gossip can overwhelm everything else. Communication Inconsistencies Currently, the Supervisors and Mayor get reports from their designated representatives to the Board. This is good. However, there should be a consistent core of facts/data/activities that should be given to all three governmental leaders leaders. It should be the job of the future Fire Chief and/or Board Chair to work with the Mayor and Supervisors to develop the elements of the core reports. Additional elements could be developed for each separate Township or the City. Existence of the District There are people who seriously question whether the Fire District should continue to exist. Some people within the Department as well as a few others outside the Department indicated that they believed that the formation of the District should have never occurred and they prefer that it go back to the original form. Lack of Consistent Leadership The perceived failures of the last two full time Fire Chiefs and their relations to the Department and the members of the community have had a major impact on the views of most of the people interviewed. Some people support one or the other Fire Chief to a degree, however, virtually everyone agreed that the District has lacked consistent leadership. This leadership void continues to put this part time civilian Board in a very difficult position.

19 Suggestions for NBCFD Board Fire Study As indicated, this Board of hard working, part time volunteers face significant challenges. It is our opinion that these challenges would be potentially overwhelming to an experienced Board and Chair. The citizens of these three communities should be grateful, not judgmental of the hard work and commitment of each of these Board members. With that in mind, we make the following Board suggestions for moving North Berrien County Fire District forward: Create a New Reconstituted Board of the Leaders of the Three Communities As noted, the Board and the District face numerous difficult challenges. We strongly believe that the only sensible approach for addressing these challenges rest with the elected leaders of the three constituent communities. The Board should be reconstituted to consist of the Supervisors from Coloma Township, Hagar Townships and the Mayor of the City of Coloma. They have the credibility of their constituent communities and have the shared experience and abilities to run meetings and make cohesive decisions, during these critical and controversial times. Whether this new Board arrangement should remain as permanent should be discussed, nonetheless, it appears that this arrangement should minimally exist until many of the above observations are successfully addressed. In our estimation, this should be a minimum of two years. A variation on this three person approach could be that the Mayor and two Township Supervisors appoint themselves to the Fire Board and keep the total Board number at six. This maybe an easier and quicker approach and may avoid difficulties with the Open Meetings Act (Check with Corporate Counsels). In either case, we strongly feel that the direct involvement of the elected leaders is essential in moving the Fire District forward. Hire a Full Time Fire Chief In our opinion, a full time Fire Chief is warranted and needed. The stability of having the new Board in place will help to insure that the tenure of the new Fire Chief will be longer and more successful than in the past. The Board should engage in a professional search process that properly screens and tests applicants. The Board should identify the expectations they have of the new Fire Chief Those expectations should be part of the search and selection process and be reinforced in the creation of a Board supported performance appraisal process. Conduct a Financial Audit Unlike the apparent past forensic audit, this audit should focus on placing proper financial controls and processes in place. Essentially, this audit should help the Board and community draw a line between past financial operations and future financial processes. The Board should create strategic plan for the District This should be a facilitated process that includes the Board, Members of the Department, the new Fire Chief, the Public and representatives from the City and Townships. Key questions, such as service expectations, and the future vision for the District, major goal areas and key objectives that will guide the Board and Department over the next five years should be central to the process. 10

20 Adopt Board rules and protocols The board should adopt rules and understandings relating to everything from acceptable/unacceptable public conduct at meetings, to not considering end arounds from staff, (except for hostile work environment or sexual harassment claims) to addressing conflict within the team. These can be incorporated in the comprehensive manual. Reunite the District We believe that the very existence of this new Board of the three elected leaders will serve as evidence of a newly unified District. Nonetheless, the Board should seek out ways to bring the District together. This should include reaching out and establishing support for the Ladies Auxiliary. This dedicated group has been through too much turmoil and should be supported by the Board and new Fire Chief and the entire Department. Consider hiring an Interim Fire Chief All of this will take time. The two Captains leading the Department are stretched in terms of their personal time and full time jobs. We suggest that the Board hire a full or part time Fire Chief to assist in keeping the Department together and initiate some of these activities. 11

21 NBCFD Staff and Department Operations Observations The residents of Hagar Township, Coloma Township and the City of Coloma are fortunate to have such a talented and dedicated group of firefighters who put their lives on the line to serve the community. In spite of the stresses affecting this District, this group continues to provide consistent and valuable services to their fellow citizens. All of the observations and suggestions outlined in this study must be viewed within the light of their dedicated service. Based on our interviews and data, we have the following observations of current Department operations: Lack of consistent leadership Over the past several years, the Department has had two different Fire Chiefs with two very different styles of operation. Command staff reflect some of the differences with Captains and Lieutenants depending upon which Fire Chief selected them. Past Officer selection appears to have been based on who I like more than a pre determined set of qualities and qualifications. Officers identified themselves with or against one of the previous Fire Chiefs and had minimal identification with each other as a team. Station 1 and Station 2 us and them Members of the Department, for the most part, appeared to move beyond the Coloma Hagar divide. Nonetheless, that division still exists within the Department. Though they all appear to respond to fires throughout the District, some members tend to identify with one station or the other. This is also true within the officer ranks. Indeed, it was reported on numerous occasions that the three Lieutenants in Station 1 comprised a powerful clique within the Department and the core remarks included, Whatever they say goes. If they don t like you you re out. The view is that a certain workplace connection is where the real decisions are made within the Department. We cannot confirm these observations. Nonetheless, the perception of this power clique is very destructive to the morale and potential effectiveness of the team. One person indicated that some firefighters check to see who the responding Lieutenant is before deciding to respond to a fire. Again, these are unconfirmed perceptions. Nonetheless to the degree they impact the team they need to be addressed. Gossip everywhere about everything Clearly, it is not unusual for there to be gossiping around a fire department. It is when the gossip becomes destructive to other people, the work of the Department or the Board that it becomes an issue. Many of the people interviewed indicated that the gossiping at a local café was over the top. It appears that no one addresses this when the gossiping becomes mean or harmful. That is unfortunate. It potentially has a negative impact on the morale and image of the Department and on recruiting future firefighters. 12

22 Recruitment The number of active members in the Department is way down. This is not unusual in volunteer paid on call Department; however, it appears that over the last several years there have not been any significant, successful efforts to recruit new members. Indeed, it appears that the Department is down by 12 to 14 positions. Responses to daytime fires average two firefighters. This significant deficit will require focused attention. Lack of training In recent times training has been failing. There appears to be no schedule of topics. Training sessions are ad hoc and not well attended. Some members have indicated that they will not waste their time by attending training sessions. Low Morale For the above and other reasons morale in the Department is reportedly quite low. Lack of consistent leadership is often a contributing factor. Nonetheless, perceptions exist within the Department that some of the officers approach volunteer with a my way or highway approach. This is very destructive in an all volunteer operation. NBCFD Staff and Department Suggestions Without a full or part time Fire Chief it is very difficult to hold things together. In spite of the hard work and amount of sacrificed personal time of the two Captains these issues will probably persist until a Fire Chief is appointed. Whether any of these things can be accomplished prior to the arrival of the Fire Chief is really a discussion that the Captains and Lieutenants should have in the near future. Upgrade Training Training is a key factor in the safety of members and in creating and reinforcing the team approach. We recommend taking immediate steps to reinforce training for all members. Essentially the Department has to get back on schedule. This includes identifying a 6 month training calendar with topics, reinforcing the mandate of attendance. Close the Gap between Station 1 and 2. This includes periodically moving officers from one station to the other and involving firefighters in the work of both stations. Reinvigorate Recruitment Efforts Under the direction of the new Fire Chief and with the involvement of the Board (perhaps as part of the strategic plan) the Department needs to create a solid plan for recruiting and retaining new fire personnel. The steady incremental loss of volunteers is very harmful to the operations of the Department. A resource that needs to be exploited is the Van Buren Vocational Tech Center that has a program for 11 th and 12 th graders to become firefighters and simultaneously earn graduation credit. We recommend that visiting schools and promoting recruitment should be a central function of a full time Fire Chief with support from members of the Department. 13

23 Encourage City and Township workers to join the Department Responding to daytime incidences is a major problem for the Department. Encouraging qualified present and future employees of the two townships and the city could provide a viable alternative for the future. Address Department Morale Issues In the short run, the Captains and Lieutenants should consider meeting and discussing these issues. o What do they see as the problem (s)? o What can be done to address these concerns? Ultimately, under a new Fire Chief will need to address this issue in a thorough and comprehensive manner. This includes identifying and communicating the expectations of the Fire Chief, Captains, Lieutenants and Firefighters. Without clarity of expectations, there are no standards for holding each other accountable. Value the Ladies Auxiliary. This small organization is and can be a significant asset to the Department and its members. They should be valued and supported. The leadership team under a new Fire Chief should have periodic discussions with the group on how the Department can support the Auxiliary s mission. Past petty squabbles appear to undermine the recruitment and work of this group. The Fire Chief and entire Department need to rethink this relationship. 14

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25 IV. CONCLUSION The numerous interviews that we conducted with member of the Board, Trustees, Firefighters, and members of the District revealed a very consistent and powerful theme: Everyone values the work of this Department and wants a successful fire response program. There is total unanimity around this view. The challenge for the community and its leaders is how and when. The citizens of North Berrien County deserve the best in fire and rescue services. We thank the many concerned citizens for their observations and suggestions. It is our fervent hope that this study helps the leaders of North Berrien County Fire Department to forge a positive future. We are grateful for the opportunity. Respectfully submitted by: Lewis G. Bender, PH.D. lewbender@aol.com Jeffrey Swanson jeffreyaswanson@gmail.com 15 Conclusion

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27 Appendix A Summary Comparable Community Information COMPARISON MATRIX Populatio n Service Inspection s per Year Cost of Inspection Fire Inspection s Car Benefit package Salary Range Full Time Covert Township No Mutual Aid 2,888 Clawson, City of Yes $53,000 No No Yes $ ,000 Niles, City of Yes $72,000 Yes Yes Yes $15.00 Yes, in $55,000 city Yes $75,000 Yes only Yes No charge Fenton, City of Spring Lake Township Yes see narrative 11, followup Joint 11,574 $56,229 $73,188 Yes For calls Yes No charge 20 13,140 Fruitport Township Yes $79,000 Yes Vehical allowance Yes No charge ,500 DeWitt Charter Township $62,785 $81620 Yes No Yes (Fire Marshal) No charge unless hoel/motel Approx 45 14,321 Yes Mason, City of Yes $56,000 Yes Limited No No charge 12 Joint 16,000 Coldwater Yes $80,000 $82,000 Yes No yes No charge 250+ Joint 19,000 Western Mason County Fire District Yes Joint City of Lapeer Yes $92,000 Yes Limited yes Varies 42 Joint 24,000 City of Ludington No na na na na Courtesy upon request 10 8,040 City of New Baltimore Yes $ 52, MERS Retirement no Yes no , P age Appendix A Comparable Communities

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29 Covert Township Fire Chief, Doug Myers th Avenue Covert, MI Website: Phone: The Covert Township Fire Department is a combination fire department that provides high quality Fire, Rescue and EMS services to its citizens, workers and visitors. Our fire station is staffed 24/7/365 by Career Firefighter/Paramedics who are supplemented by Part Time and Paid On Call firefighters. Covert Township also has several Public Safety Officers (Police Officers cross trained as Firefighters) who respond to fire and EMS calls while on patrol. We respond to approximately 700 calls per year. We work closely with our surrounding agencies and have strong Fire, Rescue and EMS mutual aid agreements with South Haven Area Emergency Services, Bangor Community Fire Department, Watervliet Fire Department, Hartford Fire Department, North Berrien Fire Department, Pride Care Ambulance & Medic 1 ambulance. Covert Township is 35 square miles located in scenic Southwest Michigan in Van Buren County. Recreation and tourism is a large part of the local economy. Within our Township, we have 3 separate campgrounds, a State Park, as well as 7 miles of beautiful Lake Michigan shoreline and sand dunes. Covert Township is also one of the largest Blueberry producers in the United States. Covert Public Schools is the home of the Bulldogs, who have previously won 5 state basketball championships. We would like to thank you for visiting our on line firehouse. Please contact us if you have further questions about our department or the surrounding area, or if you find yourself in Covert Township, be sure to stop by for a visit. No response to survey questions 17 P age Appendix A Comparable Communities

30 City of Clawson Main Station 111 Gardner Street Clawson, MI Richard Dylewski, Fire Chief/Fire Marshal The Clawson Fire Department provides fire protection to the citizens and businesses of Clawson. The department consists of 30 part paid volunteer fire fighters, currently led by Chief Richard Dylewski, who are all highly trained and skilled. All of the members of our department complete state certified Fire Fighter I and II training courses, along with completing a state monitored written and practical exam. Additionally, it is required that all members of the Clawson Fire Department must be residents of the City of Clawson. We are on call 24 hours a day and respond to any fire, rescue, and extrication emergencies that occur within the city. Members are also part of the Oakland County Strategic Response Unit (SRU) which provides specialized high angle rescue, hazardous materials and confined space rescues. The Clawson Fire Department was started in 1922 to provide fire services to the Village of Clawson and covered Troy Township (City of Troy) as well. Even in the early years, the department made it a practice to send at least three members a year to the annual state fire college to keep up to date with the latest training and drills. In the early days, City Hall and courts shared the second floor of the original firehouse. As the city grew so did the department, and in 1980 the current fire station was built which provides space for three apparatus and other equipment. To Request Fire Reports send a check for $5 to: Clawson Fire Department 425 N. Main St., Clawson, MI I would like to explain that I hold two part time positions. I am the part time Fire Chief and the part time Fire Marshal with a combined salary of $53,000/yr. I do not receive any benefits. I was the volunteer Chief when the position was created two years ago. For me it was only possible if I held both positions, which was new for my city. The city has always had a part time Fire Marshal and they contract out all the other inspectors except building. We are a volunteer department with up to 30 members. We cover 2.5 sq. miles with a population of approximately 11,000 residents. 1. Is there a full time Fire Chief s position? Yes No _X_ I am a Part time Fire Chief/Fire Marshal. 2. If yes, what is the salary range? _$53, Is there a benefit package? NO 4. Is the Chief provided a car for personal use? NO 5. Does the department conduct fire inspections? Dept. No, Fire Chief/Fire Marshal does them. 6. What is the cost of a fire inspection? $40 per occupancy paid yearly. 7. Please provide the number of fire inspections conducted per year. Approximately 450 currently. 18 P age Appendix A Comparable Communities

31 City of Coldwater The Coldwater Fire Department provides fire prevention, fire suppression and responds to medical emergencies within the City of Coldwater. In addition, the fire department also provides fire suppression and emergency responses for the townships of Coldwater and Girard. The Coldwater Fire Department holds an ISO Class 4 fire protection rating grade. Of the twothousand and forty rated communities in Michigan, only twenty eight have achieved a better rating. This excellent rating results in lower insurance premiums for homeowners as well as business and industrial properties located in Coldwater. The department takes a pro active approach to fire and life safety. Effort is directed toward prevention activities with the purpose of making all buildings safe and the community more safety conscious. Fire suppression, technical rescue and emergency medical services continue to require up to date training by the staff. The mission of the Coldwater Fire Department is to provide the highest possible level of fire protection, rescue, and hazard mitigation services to the community. This shall be accomplished with a team of professionals, both part paid and career, by providing fire prevention, public education, emergency operations, and planning. Each firefighter shall strive to deliver the highest quality service through training, preparedness, planning, and prevention in order to ensure that the community maintains a high quality of life. 1. Full time Chief? Yes 15 full time career personnel and 9 part time firefighters. Coverage: 72 square miles, approximately 19,000 population 2. If yes, what is the salary range? $80,000 $82, Is there a benefit package? Yes, defined contribution retirement, health care provided 4. Is the Chief provided a car for personal use? No, staff car is for official business/emergency response only 5. Does the department conduct fire inspections? Yes 6. What is the cost of a fire inspection? None 7. Please provide the number of fire inspections conducted per year. Fire marshal position: 250+ inspections annually, 43 plan reviews in P age Appendix A Comparable Communities

32 Fruitport Township Fire Study Fruitport Fire Department serves an area of 52 square miles with a population of 21,000. We are located in western Michigan along the shore of Lake Michigan. The community is made up of a large retail commercial district, residential, and some rural setting. Fruitport Township is experiencing unprecedented growth. This web site will demonstrate that Fruitport Fire Department is involved in and well prepared for the growth of the community. Fruitport Township population is 13,5000. Brian J. Michelli, Fire Chief 3368 Black Creek Rd. Muskegon, MI Phone: Is there a full time Fire Chief s position? Yes X No Public Safety Director who manages both the police & fire 2. If yes, what is the salary range? $ 79, Is there a benefit package? Yes 4. Is the Chief provided a car for personal use? No, $ monthly vehicle allowance 5. Does the department conduct fire inspections? Yes 6. What is the cost of a fire inspection? No Charge 7. Please provide the number of fire inspections conducted per year. 250 per year 20 P age Appendix A Comparable Communities

33 City of Fenton Fire Chief Robert Cairnduff E Caroline Fenton, MI Our department operates out of one station and we are paid on call, which means we do not live at the station, we only respond to calls when we are needed from home or work. The Fire Chief is our only full time position. We generally staff about 32 members and respond to calls in the City of Fenton and parts of Tyrone Township. We respond to approximately 500 calls per year in both the city and the township. We maintain an active Fire Explorer post for youth ages 14 to 21 who are interested in learning about the firefighting profession. Fenton is a city in the U.S. state of Michigan that lies mostly in Genesee County, with small portions in neighboring Oakland County and Livingston County. Area: mi Population: 11,574 (2013) 1. Is there a full time Fire Chief s position? Yes 2. If yes, what is the salary range? $55,000 $75, Is there a benefit package? Yes, medical, dental, vision, 401K defined contribution, 4. Is the Chief provided a car for personal use? Vehicle provided. Personal use in the city, business only outside of city. 5. Does the department conduct fire inspections? Yes. Two part time (noon 5pm, M F) positions conduct inspections. 6. What is the cost of a fire inspection? We do not charge for the inspections. 7. Please provide the number of fire inspections conducted per year. Approximately 300 initial inspections, and follow up re inspections. 21 P age Appendix A Comparable Communities

34 City of Lapeer Lapeer City Fire & Rescue serves over 24,000 people living in an area of approximately 100 square miles, encompassing the City of Lapeer, Lapeer Township, Mayfield Township, and the southern half of Oregon Township. As a participating member of the Lapeer County Mutual Aid Agreement, we also provide/receive automatic aid assistance to/from the townships of Arcadia, Attica, Deerfield, Elba, and Metamora; with mutual aid to/from the rest of the county as well as two neighboring counties. We are a combination department staffed by a full time Fire Chief, Fire Marshal, Fire Inspector; one part time firefighter; a volunteer chaplain, and 39 highly dedicated paid on call firefighters and officers. We also share two support staff with the Police Department. The department operates out of a single station located in the City of Lapeer with three fire engines, a tender (water tanker), a heavy rescue, a grass truck and an aerial platform/ladder truck. During 2014, the department responded to 323 calls for service. These are all fire or rescue related; medical emergencies in our service area are handled by Lapeer County EMS and MedStar Ambulance. Our department is solely owned/operated by the City of Lapeer. We do provide fire protection related services to three surrounding townships through long term contracts. Our primary response area is approximately 100 square miles in size with a resident population of just under 25, Is there a full time Fire Chief s position? Yes _X No 2. If yes, what is the salary range? $92,000 currently 20 years in position 3. Is there a benefit package? Yes 4. Is the Chief provided a car for personal use? Marked Dept vehicle provided primarily for department business; minor personal use permitted (i.e.; quick stop at store) 5. Does the department conduct fire inspections? Yes have full time fire marshal and a fire inspector 6. What is the cost of a fire inspection? No cost for initial inspection and one re inspection for City businesses. There is a $25 charge if a second re inspection is required, $50 for a third, $100 for a fourth. We also conduct inspections in one of our contracted townships. Inspection fees there are based on square footage of the building. Fees range from $50 for smaller facilities to $165 plus a rate per quarter hr for largest. 7. Please provide the number of fire inspections conducted per year. Averaged 515 per year over last three years in the City. Average 42 per year over same period in the contracted township we conduct inspections in. 22 P age Appendix A Comparable Communities

35 City of Niles Fire Study Chief Larry Lamb We now have two engine/pumpers and one in reserve, a 100 foot aerial ladder, a rescue van, four water rescue craft, a utility vehicle and three operations vehicles. In 1982, our full time department status was changed to a combination department for a 14 man full time and 17 oncall personnel status. We are now a full service Fire Department offering 24 hour around the clock protection with a staff of trained professionals who meet the needs of the community. Our capabilities are not limited to residential. We are trained and ready to meet all of the communities' needs from industrial and commercial to mercantile. Staff 9 full time employees (3 shifts of 3), we staff a fourth spot 24 7 with on call members trained to do EMS And fire response. We also try to maintain a 20 member on all staff. Our Building Dept (safety Division) is under my department and I supervise several contractors a part time building official and office manager and clerical support. Our expanded services include: All fire emergencies Area rescue services including o high angle and rope rescue o confined space rescue o auto extraction rescue o river rescue Hazardous material operations Ordinance enforcement Fire inspections First aid and CPR Public education programs Complete equipment and building maintenance program Certified fire cause investigation team 4 certified training instructors for all service operations from FFI to hazardous materials 1. Full Time Chief? Yes 2. Salary $72, Benefits health care, paid vacation, 4. Vehicle Yes though I only use it for work by choice 5. Inspections, yes inspections are performed (rental, commercial, zoning enforcement, local ordinance 6. Charge for inspections, we charge $15 for rentals nothing for commercial 7. Number of inspections: 200 commercial, 1000 rentals, 2000 code related notices. 23 P age Appendix A Comparable Communities