Memo - Fire Chief Position
ADMINISTRATIVE SERVICES:
OFFICE OF THE CITY MANAGER
MEMORANDUM
TO:
FROM:
DATE:
SUBJECT:
Honorable Mayor and Members of the Cit~Y, Council
Rick Getschow, Hopkins City Manager A
June 14, 2005 ,.
Fire Chief Position
Background:
Retirements and Reorqanization
During 2004 work session discussions with the City Council, the Fire Department
discussed a reorganization of the management of the fire department. This is
due to the following three major pending retirements:
Fire Marshall- July 2005
Fire Chief- Early 2006
City Emergency Preparedness Director (Asst. Chief) - Early 2006
Based on these upcoming changes, the Department approached the City Council
with the proposal to convert the full-time Fire Marshall position, part-time Fire
Chief and part-time Emergency Management Coordinator position into a full-time
Fire Chief position that would have the essential duties of a chief, a fire marshal,
and an emergency management coordinator.
The proposal from 2004 that addresses this issue, and that was presented by the
Fire Department to the City Council, is included in this packet.
The Position:
The Fire Department presented a proposed position description surrounding this
proposal to the City Manager. The City Manager and the Assistant City Manager
reviewed the description It was found to be acceptable after making only a few
minor changes.
The purpose of the work session IS for the City Council to provide feedback and
input on this reorganization and the proposed Fire Chief position description.
From a financial standpoint, it is anticipated that the dollars budgeted for the full-
time Fire Marshal position and the part-time Fire Chief position will cover most or
all of the costs for funding this new full-time Fire Chief position.
Fire Chief Beckering will also be present at the meeting to answer any questions
on the proposed position. Representatives from the Fire Trustees will also be at
the meeting to follow the discussion.
.
If the consensus is to move ahead with this recommended format, the City
Manager will move forward with the hiring process. Pursuant to city hiring policy,
the advertising and hiring process would begin internally. The preferred process
in this case would be to interview only internally (not include internal with external
candidates) if there are internal candidates that apply for the Chief position within
the Fire Department.
Enclosures:
1. Fire Department Reorganization Proposal (2004 pre-budget
discussion document)
2. Fire Chief position description
3. Administrative PoliCY 8-C, Hiring Policy and Procedures
Council Action Requested:
Provide feedback and input on the fire department reorganization process and
the proposed Fire Chief position description.
City of Hopkins
Fire Department
Emergency Response
Concerns Facing the City in the 21st Century
The Concerns facing the Hopkins Fire
Department regarding Emergency
Response
HFD will face the following in the next few years:
1. Recruitment and retention of firefighters.
The 21 st Century will put a tremendous strain on the volunteer fire service. The
biggest factor will be the federal credentialing of all firefighters in the USA. The
demand for training time, which is great already, will increase as cities face the fact
that their fire department personnel need to be credentialed or the city will not be
eligible for federal reimbursement for costs incurred at federally declared disasters.
The demand that we place on time competes with personal and family time. It is
getting harder and harder to recruit and retain "pay on call" fire personnel let alone
volunteers. It is said that the 21 st Century will see the death of the volunteer service
as it is today.
Hopkins faces this concern. Fortunately this last hires we had Hopkins citizens
came forward on their own asking to become fire fighters. The hires before this
group required the fire department to go door to door asking for individuals to come
forward. It will not become any easier in the future as the age of our city's
population who O\\TI homes gets older.
2. Lack daytime responders.
With more and more of our citizens working outside of the city and with city
employers cutting back on expenses and employing fewer individuals, it has become
impossible to find and hire daytime fire personnel. This trend does not appear to be
a small blip on the radar screen but it is a national trend that will continue through
the 2000s.
Hopkins is starting to face that problem. We have had calls during the day where
we not able to get more than 2 or 3 individuals available for response. By 2006
there will be even less daytime responders available.
Right now we have relied on our neighbors to provide coverage during the day
through automatic mutual aid. At the present time our neighbors are not
complaining because we still have some semblance of a daytime response. As soon
as they start to make responses to so called routine calls that will change. Hopkins,
along with other cities, will have to find more ingenious ways to deal with daytime
emergency response.
3. Loss of key emergency response individuals.
There will be key retirements at the beginning of2006. The fire chief of9 years
will be retiring. The assistant chiefs who served as the city's Emergency
Preparedness Director and as the city's Emergency Preparedness Coordinator for
12+ years will be retiring. 70+ years of experience will be leaving the department.
The Emergency Preparedness positions require certified individuals. Right now we
have only one individual who has devoted the time to become certified. We have
not found any other members who have the time to become certified.
4. Loss of key fire prevention/inspection personnel.
Our fire marshal will be retiring in 2005. This position serves as our daytime duty
chief along with providing administrative services for the part time fire chief.
At the present time we do not have anyone on the fire department that is qualified to
take the position. There is a good chance that under the current system the new
person would not be a member of the fire department. This would require the fire
department to find a different daytime duty chief and the administrative burden
would fall back on the part time fire chief.
5. Increasing demand of part time chiefs time.
Nationally the demands that have been place on the part time fire chief has made it
more and more difficult to find people willing to do the job. Liability has placed a
greater emphasis on who should be chief. Cities are demanding competent
individuals to avoid negligent hiring suits. Most ofthe communities the size of
Hopkins has determined that they need a full time fire chief.
With the current and future demands for time here in the city, it is time that the city
look at the hiring of a fulltime fire chief.
6. Need to increase revenue.
Budget reductions nationally have forced cities to look at new and unique ways of
generating revenue. Hopkins is no different. This city has placed a greater demand
on the fire inspection bureau to generate more revenue. This will require more
supervIsion. The fire department will need to look at different ways to accomplish
this.
Factors that will influence the decisions:
I. At the present time we have 2 individuals that are city employees. Both are at or close
to retirement. There has been reluctance on the part of city departments on hiring
firefighters to fill city jobs. We believe that this trend will continue. It is very difficult
for other city departments who have been cut to the bone to be able to allow their
personnel to respond to emergencies in the middle of their work shifts.
2. At the present time Hennepin Technical College's Emergency Training facility is
located in the city. HFD has 3 members who are full time faculty for the college. Also
roughly 6 more members serve as adjunct faculty for the college and are there at various
times of the day or night. The college has been gracious enough to allow their staff to
respond to emergencies day or night if they are not in the classroom. This has allowed us
cxtra daytime responders. HTC has confirmed that they will be moving the training
center to Eden Prairie March of 2005.
3. Each city department has suffered the loss of personnel because ofbudget reductions.
It has created the need to become more creative in the development of new city positions.
These positions need to be as beneficial to multiple departments as possible.
Hopkins Fire Department Restructuring
Options
1
I Hopkins Fire Department I
l
I Stays as It Is
The Hopkins Fire Department will:
I. Continue with a part time chief.
2. Have only on call fire personnel.
3. Have a fLllltime fire marshal answering to 2 different sLlpervisors.
4. Have part time fire inspectors when available.
5. Continue to hire the best candidates possible whether day or night time responders.
Pros
1. Cost savings.
2. No disruption oHhe fire department
3.
Cons
1. Continued supervisory confusion of Fire
Prevention/Inspection activities.
2. Continued lack of daytime responders.
3. Continued increased demands from PIT chief.
4. Continued recruitment problems.
5. Little impact on the budget revenue concerns.
Hopkins Fire Department Restructuring
Options
2
I Hopkins Fire Department I
~
City hires firefighters
and trains them to do
other city jobs
The Hopkins Fire Department will:
1. Continue with a part time chief.
2. Have only on call fire personnel.
3. Have a fulltime fire marshal answering to 2 different city supervisors.
4. Have part time fire inspectors when available.
5. Continue to hire the best candidates available whether daytime or night time responders.
6. City employees will be the daytime fire responders.
Pros
1. Cost savings.
2. Less disruption ofthe department.
3. Solves daytime fire response problem.
Cons
1. Continued supervisory confusion of Fire
Prevention/Inspection activities.
2. Creates possible friction between department
3. Increases supervisory confusion.
4. Creates work flow problems in other departments
Hopkins Fire Department Restructuring
Options
3
I Hopkins Fire Department
~
Contract with the
neighboring fire
departments for
daytime response
The Hopkins Fire Department will:
1. Continue with a part time chief.
2. Have only on call fire personnel.
3. Have a fulltime fire marshal answering to 2 different city supervisors.
4. Have part time fire inspectors when available.
5. Continue to hire the best candidates available whether daytime or night time responders.
6. Contract with one of the neighboring fire departments for daytime response.
Pros
1. Solves daytime fire response problem.
2. Less disruption ofthe department.
Cons
1. Continued supervisory confusion of Fire
Prevention/Inspection activities.
2. Increased costs.
3. Creates a morale problem for HFD members.
4. Neighbors would need to add full time members.
-',
Hopkins Fire Department Restructurin2
Options
4
I Hopkins Fire Department
~
FulItime Fire Chief!
Fire Marshall
Emergency
Preparedness Director
and FulItime Day
Responders
The Hopkins Fire Department will:
1.
- 2.
,
~.
4.
5.
Hire a fulltime person to serve at the city's fire chief, fire marshal and emergency
preparedness director.
Have both daytime and on call fire personnel.
Fulltime fire marshal would be a department head.
Have part time fire inspectors when available.
Continue to hire the best candidates available whether daytime or night time responders.
"
Cons
1. Less disruption of the department.
2. Workload would be greater for a combination
position of chief/fire marshal..
3. Less time to do inspections.
4. More cost down the road.
Pros
1. Solves daytime fire response problem.
2. Solves supervisory confusion of Fire
Prevention/Inspection activities.
(j) Budget is already in place to start the process.
4. Fulltime fire marshal/chief would be a
department head.
5. All of inspections would be under this department head.
6. Frees up time of other city supervisors.
7. As hiring continues Insurance rating would change from a 4 to a 3.
....
--
Hopkins Fire Department Restructuring
Option 4
Phases
I 2006 Hire
Fulltime Fire Chief/
Fire Marshall
Emergency
Preparedness Director
Fire Marshal Duties:
Fire Sprinkler Review
Fire Inspection
Fire Investigation
Fire Code Enforcement
Public Fire Education
Fire Chief Duties:
EMS Administration
Building & Fire Code
Enforce. Administration
Fire Suppression
Administration
CAT Administration
Emergency Prepared.
Director Duties:
Emergency Manage.
Administration
City Emergency
Management Director
City Homeland Security
Director
Grant Administration
The Hopkins Fire Department will:
1. Hire a fulltime person to serve at the city's fire chief, fire marshal and emergency
preparedness director.
2. Start the process to develop both daytime and on call fire personnel.
3. Have part time fire inspectors if available.
4. Continue to hire the best candidates available whether daytime or night time responders.
Pros
I. Helps daytime fire response problem.
2. End supervisory confusion of Fire
Prevention/Inspection activities.
3. Have budget in place for position.
4. FuUtime fire marshal/chief would be a department head.
5. All of inspections would be under this department head.
6. Frees up time of other city supervisors.
7. As hiring continues Insurance rating would change from a 4 to a 3.
Cons
1. Disruption of the department.
2. Could cause concerns with other departments.
Hopkins Fire Department Restructuring
Option 4
Phases
2007 Hire
FuUtime Fire Fighter/
Fire & Building
Inspector
(Daytime)
Inspection Duties:
Maintenance Inspections
Permit Inspections
Assist with Housing
Inspections
Response Duties:
Daytime Fire Calls
Daytime EMS Calls
(Teaming with Fire
Chief)
Daytime CAT Calls
Other Duties:
Facility Maintenance
Public Fire Education
The Hopkins Fire Department will:
tart to first response responsibility for medicals~
2. Need to put on a nighttime duty crew to an e me lca s.
3. Increase number of inspections.
4. Provide a broader service across departments.
Pros
1. Increase in revenue from increased permit
and maintenance inspections
2. Free up time of other city officials.
3. As hiring continues Insurance rating would change from a 4 to a 3.
4. Save full response costs if both were available for a medical emergency.
Cons
1. Increase in costs.
-------
Hopkins Fire Department Restructuring
Option 4
Phases
I
2008 Hire
Fulltime Fire Fighter/
CSQIlnspector
(Daytime)
-
Inspection Duties:
Assist with:
Maintenance Inspections
Permit Inspections
Housing Inspections
Response Duties:
Daytime Fire Calls
Daytime EMS Calls
(Teaming with other
inspector)
Daytime CAT Calls
CSO Duties:
(T 0 be determine by
police chief)
Public Safety Education
The Hopkins Fire Department will:
I. Relieve the PD of major responsibility for medicals.
2. Need to enhance nighttime duty crew to handle medicals.
3. Work with Police Department to develop job description.
4. Increase number of inspections.
5. Start to do more Public Safety Education.
Pros
1. Free up sworn officers time.
2. Increase in revenue.
3. Insurance rating would change from a 4 to a 3.
Cons
1. Increased costs.
Hopkins Fire Department Restructuring
Option 4
Phases
I 2009 Hire
FulItime Fire Fighter/
CSO/Inspector
(Daytime)
Inspection Duties:
Assist with:
Maintenance Inspections
Permit Inspections
Housing Inspections
Response Duties:
Daytime Fire Calls
Daytime EMS Calls
(Teaming with other
inspector)
Daytime CAT Calls
CSO Duties:
(To be determine by
police chief)
Assist with:
Public Safety Education
Facilities Maintenance
Vehicle/Equipment
Maintenance
The Hopkins Fire Department will:
I. Work with the Police Department on the job description for this second shared position.
2. Increase Public Safety Education in Hopkins.
Pros
I. Free up more PD officers time.
2. More visible to public.
3. More public education.
4. Better care of facilities and equipment.
5. Insurance rating would change from a 4 to a 3.
Cons
I. Increased costs.
~
Partnering with the Community to Enhance the Quality of Life
POSITION TITLE:
DEPARTMENT:
REPORTS TO:
EXEMPT:
Fire Chief
Fire
City Manager
Yes
INTRODUCTION
Responsible for planning, directing, and administering the Fire Department. Duties inelude, but
are not limited to, management of the Department, responding to fires, fire inspection and
serving as the City's Emergency Management Coordinator. This is an "at-will" position and the
incumbent serves at the discretion of the City Manager.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Fire Chief:
1. Plans, organizes, directs and coordinates the activities of Fire Department personnel
providing fire department services to the City;
2. Responds to fires and other emergencies and exercises over-all supervision of the
emergency operations;
3. Assumes immediate supervision of rescue, firefighting and other emergency activities as
required;
4. Interviews and advises on the hiring, promotion, layoff or discharge of employees and
investigates human resource problems, recommending taking disciplinary action as
necessary following fire department standard operating guidelines and by-laws;
5. Evaluates employee perfonnance;
6. Shapes and executes an employee development program for the Department;
7. Develops depa.rtmental personnel rules, procedures and policies and sees that they are
enforced;
8. Directs the organization, training and direction of fire department personnel;
9. Coordinates the services of regular and paid-on-call firefighting crews;
10. Has oversight responsibility for the requisitioning, maintenance and operation of
firefighting equipment and preparing specifications for firefighting equipment; and
maintaining records of all fire department activities;
11. Attends conferences and conventions on fire protection matters;
12. Represents the City's interest before legislative and regulatory committees and at
Regional, State and/or Federal levels of govemment;
13. Directs the development ofthe annual budget and the administration of the department's
annual budget.
Fire Marshal:
I. Supervise fire inspectors; assist with their code questions and training.
2. Review and update records, policy statements and ordinances.
3. Attends staff meetings, Z & P rneetings, answers city staff questions.
4. Organize and administrate the Fire Prevention Open House
5. Set up and teach school programs.
6. Give fire training and talks to groups and businesses.
7. Administrate smoke detector give away program.
8. Field questions in public and on the phone about smoke detectors, fire extinguishers, the
fire department, etc.
9. Conducts fire inspections because of a routine visit, complaint or obvious hazard.
10. Initiates corrective action when violations are encountered.
II. Reviews violations to insure that they have been corrected.
12. Recommends code changes based on results of inspections.
13. Enforces fire related sections of the City's Building and Fire Codes for new construction,
remodeling and storage tanks.
14. Meets with architects, contractors and owners regarding existing or proposed projects.
15. Schedules inspections and tests with contractors.
16. Conducts fire investigations where a significant injmy or dollar loss has occurred to
include interviewing witnesses and suspects, researching suspects, businesses and
properties, generating reports, floor plans and other required paper work, talking to
insurance investigators and adjusters and coordinating investigations with State and
Federal agencies.
17. Maintains records and completes related reports, letters, notices, and other paperwork.
18. Assists the City Attorney in pursuit oflegal remedies, if necessary, to carry out the
enforcement duties assigned herein.
19. Attends educational meetings conferences and schools in related fields.
20. Provide assistance to the Building Inspector as necessary for building and fire code
inspections.
21. Testifies in court as an expert witness for the City.
22. Explains and interprets codes within the area of responsibility to applicable persons.
23. Maintain effective working relationships with property owners, operators, City employees
and the general public.
24. Communicate effectively, both orally and in writing.
25. Administrate fire pre-plan program.
26. Perform fire station tours.
Emergencv Management:
I. Performs staff management functions
2. Prepares, maintains and executes the City's Emergency Operations Plan including natural
and technological hazards.
3. Evaluates and recommends policies, procedures and methods to increase the efficiency
and effectiveness of the planning and operational elements of the Emergency
Management Program.
2
4. Prepares and evaluates pre-disaster and post-disaster hazards, mitigation policies and
procedures.
5. Investigates federal and state sources of financial assistance and grants and prepares
necessary applications.
6. Maintains the readiness capability of the City's Emergency Operations Center.
7. Supervises, conducts and evaluates damage assessments of major natural disasters.
8. Coordinates multi-agency responses to incidents.
9. Establishes, maintains communications with, and makes presentations to volunteers,
health care agencies, community service and response agencies, and similar resource
groups.
10. Plans and implements practical exercises to test existing plans and to provide emergency
response expenence.
II. Coordinates and conducts emergency preparedness education programs.
12. Provides specialized training for police and public works staff.
13. Prepares and administers an annual budget.
14. Coordinates activities with county, state and federal agencies; ensures coordination meets
state and federal requirements.
15. Directs or coordinates activities with county, municipal agencies or volunteer groups
during declared emergencies; determines the level of outside support needed to recover
from disasters.
16. Approves purchase requisitions; establishes equipment specifications.
17. Prioritizes and requests support under the State's Emergency Operations Plan; manages
disaster response and recovery.
18. Attends planning meetings with local governments, healthcare facilities, and private
agencies.
MINIMUM EDUCATION AND EXPERIENCE
. State ofMN certification as a level 3 fire inspector or equivalent.
. ICCINFP A certification as a fire code specialist or related area.
. State Fire Marshal approval as fire sprinkler plans review/inspector.
. Certification as a Minnesota Emergency Manager.
. Must have a valid Minnesota driver's license.
. Graduation for college with an Associate's Degree in Fire Science Technology, Public or
Business Administration or the equivalent.
. 10 years of municipal fire service experience, with I year of code enforcement and 3
years of chief officer experience in the last 5 years.
DESIRABLE OUALIFICATIONS
. Graduation from college with a Bachelor's Degree in Fire Science Administration, Public
Administration, Political Science, or the equivalent.
. 15 years municipal fire service experience, with 3 years of code enforcernent and 5 years of
chief officer experience in the last 5 years.
OTHER
Incumbents are required to live within 20 minutes driving time of the fire station.
3
KNOWLEDGE, SKILLS, AND ABILITIES:
Knowledge of:
. Effective leadership and management principles and practices;
. Applicable laws and regulations affecting rnunicipal frrefighting, emergency management and
code enforcement;
. Principles and practices of budgeting (operating and capital), communication, contracting,
human resources, information technology, public relations, project management, outreach,
performance standards, telecommunications, records management, and resources to achieve
outcomes and expectations;
. Important developments in local area, State and Federal government agencies as they relate to
the city's fire and emergency management services;
. Fire protection, EMS, Haz Mat, fire prevention, emergency management and other
emergency operations.
Ability to:
o Provide the leadership and management of the department through coaching, enabling and
facilitating employees working in a team environment;
. Develop and maintain excellent labor/management relations through meeting regularly to
discuss appropriate issues with the leaders of represented groups and by cultivating ideas
and/or suggestions from employees at all levels of the organization within the Department in
order to establish trust and enhance communication on an on-going basis;
. Create a culture that is conducive to change and one that is able to select, recruit, retain,
develop and motivate a skilled and talented workforce where all employees know their
mission, role, job; and goals and objectives are clear in order to create an organization that
delivers excellent customer service through ethical leadership standards, establishes an
atmosphere of respect for employees consistent with the City's Code of Ethics and Values;
. Manage complex projects that further the long term objectives ofthe department and the City
by identifying which quality standards are relevant to the proj ect and determining how to
satisfy them by evaluating overall project performance on a regular basis to provide
confidence that the project will satisfy the relevant quality standards, and by monitoring
specific proj ect results;
. Build constructive relationships-by promoting effective partnerships with department peers,
the public, employees; represented bargaining groups and City, State and local officials;
. Represent and speak on behalf of the department and its work, e.g., presenting, explaining,
promoting, defining, and negotiating to those within and outside the department by making
clear and convincing oral presentations to individuals and groups, by listening effectively and
clarifying information and by facilitating an open exchange of ideas; and
. Plan, train, and manage the work of fire department personnel.
Established: April 2005
4
The hiring of the Fire Chief would follow the procedure set forth in Administrative
Policy 8-C:
1. Inform Personnel department
2. Review/revise job description
3. Post opening on bulletin board. Notices of job openings will be posted
internally for at least five days. An employee may apply for an opening by
stating his or her intention in writing or verbally to the City Manager or
Personnel Officer within the five-day period.
4. Advertise position, if necessary. If one or more current city employees apply
for a position, the City Manager may:
. Choose to interview and/or test the internal applicants prior to advertising
the position; or
. Choose to advertise the position and include the employees' applications
with those received from outside the City.
5. All applicants must fill out ajob application form
6. Test applicants (if using a test)
7. Interview applicants. Interviews can be done by the City Manager or in front
of a panel. The panel can consist of individuals familiar with the duties of the
position, e.g. members of the department or members of other fire
departments, and the Personnel Officer.
8. Conduct reference checks
9. Manager makes preliminary offer of employment