HomeMy Public PortalAbout2019-12-10 PS Fire and Police Studies Watertown Town Council
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Report of the Committee on Public Safety
Mark S.Sideris, Meeting Date: December 3, 2019
Council President
The Committee convened on Tuesday December 3, 2019 at 5:00 pm in the Philip Pane
Vincent J.Piccirilli,Jr., Lower Hearing Room. Present were Lisa Feltner, chair; and Vincent Piccirilli, vice
Vice President&District C Councilor chair. Anthony Palomba, P secretary, was absent. Also resent were Police Chief
Michael Lawn, Fire Chief Robert Quinn, and Deputy Fire Chief Thomas McManus.
Caroline Bays
Councilor At Large The purpose of the meeting was to complete the review of the Public Safety Study
Anthony J.Donato, conducted by Matrix Consulting Group, and make recommendations regarding the
Councilor At Large Management and Operations Study of the Fire Department: httDs://www.watertown-
Susan G.Fatkoff, ma.2ov/DocumentCenter/View/28324/2012-04-13-Public-Safetv---Matrix-Watertown-
Councilor At Large Fire-FINAL-REPORT and Management and Operations Study of the Police
Department: httDs://www.watertown-ma.2ov/DocumentCenterNiew/28326/2012-04-13-
Councilor At Large Anthony Palomba, public-Safetv---Matrix-Watertown-Police-FINAL-REPORT
Angeline B.Kounelis, The Committee reviewed the following documents:
District A Councilor 9 Committee Meeting Mav 14, 2012: Committee Report to discuss a strategy for
Lisa J.Feltner, analyzing the recommendations (attachment A)
District B Councilor . Committee Meetings February 18, 2014, March 18, 2014, April 28, 2014; and June
Kenneth M.Woodland, 12, 2014: Committee Report and table of recommendations for the Fire Department
District D Councilor (attachment B)
• Committee Meetings August 11, 2014, September 16, 2014, and October 7, 2014:
Draft Committee Report and table of recommendations for the Police Department
(attachment C)
Councilor Piccirilli, who was present for all the meetings since 2012, offered opening comments, and
felt that the study has now outlived its usefulness. However, he noted that since 2012, he was
impressed how much each department had improved over the past seven years, and how many of the
recommendations of the study were actually implemented.
Councilor Feltner led a discussion of all the items identified as needing further study. In the end, all
agreed that no further action by the Town Council was needed at this time, and that any future
enhancements would best be handled through the normal budget process, the Capital Improvement
Program, and collective bargaining agreements.
Chief Quinn and Chief Lawn (neither chief at the time) said that while the study had its flaws, primarily
for"canned"recommendations, it was useful for initiating discussion between the fire and police
departments and the Town Council, and afforded an opportunity for Councilors to learn about the
departments, as well as for the departments to hear from Councilors about Watertown's priorities.
The meeting adjourned at 6:09 pm.
Report prepared by Vincent Piccirilli
Page 1 of 1
is3o
70M12 CO U12 C11 Attachment A
■ r ■ TOWN OF WATERTOWN
r ADMINISTRATION BUILDING •WATERTOWN, MA 02472-4410
(617)972-6470 •FAX (617)972-6485
PUBLIC SAFETY COMMITTEE
TO DISCUSS STRATEGY FOR REVIEW OF THE PUBLIC SAFETY STUDY PREPARED
BY THE MATRIX CONSULTING GROUP
MONDAY, MAY 14, 2012 @ 6:00 P.M.
RICHARD E. MASTRANGELO COUNCIL CHAMBER
ADMINISTRATION BUILDING
The meting was called to order at 6:05 P.M. by Councilor Piccirilli.
In attendance were Committee members Vincent J. Piccirilli, Jr., Chair, Kenneth M.
Woodland, Vice Chair and Angeline B. Kounelis, Clerk; Council President Mark S.
Sideris; Councilors Cecilia Lenk and John A. Donohue; Fire Chief Mario A. Orangio;
Police Chief Edward P. Deveau; Town Auditor Thomas J. Tracy; Watertown Police
officers, Watertown Fire fighters and members of the news media as noted on the
attached sign-in sheet.
Councilor Piccirilli read the attached two page document dated 05/14/12. The
presentation outlined the process to be undertaken by the Committee for review of
the Matrix Public Safety Study for the Police and Fire Departments for the Town of
Watertown.
Councilors Woodland and Kounelis praised Councilor Piccirilli for his efforts in
setting forth the agenda. Both Councilors fully supported the format for review of
the management and operations study.
Councilor Kounelis suggested that all written submissions, as noted in item #9 of
the document, be logged-in on a control document by the Town Council Clerk.
Audience participation was limited. The document fully covered all aspect of the
review process.
Councilor Kounelis motioned to accept the process for review as outlined by
Councilor Piccirilli in the aforenoted and attached document. Seconded by
Councilor Woodland and accepted by a unanimous vote of the Committee.
Councilor Kounelis moved to adjourn the meeting at 6:22 P.M. Seconded by Councilor
Woodland and accepted by a unanimous vote of the Committee.
Prepared by: Angeline B. Kounelis 05/15/12
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May 14, 2012
As the Public Safety Committee begins the task of reviewing the recently presented public safety studies
on the management and operations of the Police Department and Fire Department, I would like to
propose, as chair of the Committee, a strategy on how we will proceed.
First, however, I think it is important to highlight something important that is contained in the studies,
and that is the fact that both the Watertown Police Department and the Watertown Fire Department
provide a very high level of service to the residents and visitors of Watertown, as compared to many
cities and towns in Massachusetts as well as the rest of the nation. We should be proud of the work
that our two Chiefs,their command staff, and the rank-and-file members of the two departments
perform, especially during these past three years of reduced staffing from budget cuts, and I want to
thank them for their dedication and service.
The reality that governments face today is that the drop in revenue from the2008 financial crisis has
become the new normal, and while the Watertown's annual revenue growth has stabilized, it will be a
long time before it returns to the pre-2008 levels. This is the reason that Watertown has taken a
detailed look at how efficiently services are provided in each department, and this is why the public
safety study was commissioned.
Because of the large number of recommendations contained in the studies (22 for police, 27 for fire) as
well as the complexity of the issues, I propose that the Public Safety Committee proceed as follows:
1. The police and fire studies will be taken up separately.
2. The Committee will discuss each recommendation in the study, and then vote on each
recommendation as follows:
• The recommendation should be considered for implementation.
• The recommendation should be considered for implementation with the following
modifications (as specified).
• The recommendation should be studied further, and why.
• The recommendation should not be implemented for the following reason (as specified).
3. At the end of the process,this Committee will submit two final reports to the full Town Council
summarizing its conceptual recommendations. These recommendations are to be considered
policy guidance from the Town Council to the Town Manager, and are not to be construed as
exercising administrative control over the Police and Fire Departments, as delineated in the
Watertown Charter.
4. To assist the Committee in the decision-making process,the Committee requests that the Police
Chief and the Fire Chief submit to this Committee a written response to each recommendation
made in their respective study, using the four criteria listed above, as well as any other material
that they feel would be helpful to the Committee.
5. The Committee will ask the Town Auditor to review and provide an opinion on the fiscal impact
of each recommendation in the studies.
6. Because improvements in operations are best achieved with the participation of and input from
employees,the Committee invites the leaders of the Watertown Police Association, the
Watertown Police Supervisors Association, and the Watertown Firefighters to provide a written
response to each recommendation made in their respective study, using the four criteria listed
above, as well as any other material that they feel would be helpful to the Committee.
7. Multiple Committee meetings will be scheduled to discuss the recommendations. Written
responses are requested to be delivered to the Committee prior to the first meeting. The first
meeting will be scheduled after the approval of the FY2013 budget in June 2012. The
Committee will aim to present its reports to the Town Council prior to the preliminary budget
overview in October 2012.
8. Members of the public will be allowed to speak during the Committee meetings as each
recommendation is discussed. Because of the number of recommendations under
consideration, speakers will be limited to 2 minutes, and will be asked to be brief, to stay on
topic, and avoid redundancy.
9. Members of the public are encouraged to submit written comments by mail or email. These
should be addressed to the Public Safety Committee c/o the Council Clerk. Please include your
full name and address. Anonymous comments will not be considered.
Police, Fire, and Dispatch together represent the Town's biggest expenditure after education, and it is
important for this community to determine how to best deliver the level of service citizens want, more
efficiently,which is why the study was commissioned. Self assessment is never an easy task, but it is
essential to bring about improvements. I ask that everyone involved remain focused, patient, and
respectful as we work as a team to evaluate the recommendations before us, in a timely manner. I
believe teamwork yields the best results, and I am confident that this Committee, working together as a
team with the police chief and fire chief,will produce meaningful policy guidance for the Town of
Watertown.
Vincent J. Piccirilli,Jr.
Chair, Public Safety Committee
Attachment B
Committee of Public Safety Report
July 15, 2014
The Public Safety subcommittee convened on February 18t', 2014 at 5:OOpm, on March 18,
2014 at 5:OOpm, Monday April 28, 2014, at 7:OOpm, and Thursday, June 12, 2014 at 6:30 pm
all in the Town Council Chambers. The subcommittee began evaluating the
recommendations made by the Matrix Consulting Group in April of 2012, starting with the
Watertown Fire Department. Present for all 3 meetings were: Councilor Susan Falkoff,
Chair, Councilor Vincent Piccirilli, Vice-Chair, Councilor Kenneth Woodland, Secretary,
Fire Department Chief Mario Orangio, the Director of Community Development and
Planning Steve Magoon, and many members of the public and WFD.
The subcommittee reviewed recommendations #1-33 during the four meetings. A chart is
attached to this report which details the committee's suggested follow up on each of the
details.
Respectfully submitted by Kenneth Woodland, Committee Secretary.
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT Recommendation memo on Discussion Recommendation
Finding Recommendation SYSTEMS AND errors June 26, Points
ORGANIZATION 2012
Matrix Findings and
Recommendations
1. A review of Do not create an Findinq 1: THE CURRENT 13. Section 2.
the Assistant Chief ORGANIZATIONAL part 1. on page
organizational position. STRUCTURE OF THE 11. "Each of the
structure of the FIRE DEPARTMENT IS Deputy Chiefs is
Fire Department Consider RELATIVELY FLAT WITH responsible for
shows that it is elimination of the ALL FUNCTIONS managing one
flat, with all key Staff Services REPORTING TO THE officer work
functions and Officer(Captain) FIRE CHIEF. (p11) groups as well
operations position. No specific as a number of
reporting to the recommendations ancillary
Chief. The To assist the Chief functions
agency is and to cover the (training, fire
challenged, at administrative work prevention.
times, by the currently maintenance
lack of a second conducted by the and others. "
staff position not SSO (Captain)the The Fire
included in the Fire Department Inspector and
bargaining unit. should be civilian clerk
There is a Staff authorized to assigned to the
Services create a Fire bureau report
position that Management directly to the
could be Analyst position Chief of
considered as (civilian). Department, not
unnecessary as a Deputy Chief.
the functions Eliminate one of This is further
handled by the two clerical reinforced by the
position could positions in the Fire study team's
be reallocated, Department, own
possibly to a consolidating organizational
civilian analyst. functions in the charge below
Alternatively, remaining position. this statement
the Town could on page 11 that
consider shows the Fire
converting the Inspector
SSO Captain reporting directly
into an to the Chief of
Assistant Chief. Department.
Findinq 2: EVALUATION
OF ANY
ORGANIZATIONAL
STRUCTURE RELIES ON
THE IDENTIFICATION OF
FORMAL CRITERIA FOR
ASSESSMENT. (p12)
No specific
recommendations
Findinq 3: THE CURRENT Recommendation 14. Section 2. Chief Orangio The committee felt
ORGANIZATIONAL 1. page 16: The part 3. bulleted started by noting that no action was
STRUCTURE MEETS WFD agrees with list on page the Memorandum needed because
THE CRITERIA FOR AN this 13/14. "The from the 2010 this is a statement
EFFECTIVE recommendation. Department is pre-study for and does not
ORGANIZATION AND Since this organized along general themes direct any action to
SHOULD BE LEFT recommendation is traditional lines- of needs and be taken.
UNCHANGED. (p13) framed as a with Deputy improvements.
statement, the Chiefs and the
Recommendation WFD Staff Service Councilor Falkoff
1: The Fire acknowledges the Officer(Captain) asked about the
Department's study team's reporting to the organizational
organizational opinion that the Chief with the structure as it
structure is department should Fire Inspector related to this
appropriate given not alter its and Training recommendation.
the nature of the organizational Officer(who is There was no
missions assigned structure (see also the EMS discussion about
to the Department. p.13). Coordinator) the merits of this
Fire Prevention is reporting to two recommendation
equally high in the Deputy Chiefs." other than that it
organization with As noted leaves out EMS
Suppression and previously, the and training
Training. (p16) Fire Inspector services.
does not report
to a Deputy
Chief and the
Training Officer,
who works in
conjunction with
the Deputy Chief
of Training,
reports to the
Chief for both
Training and
EMS
Coordinator
roles, (see chart
on P. 11) "The
Chief has six
direct reports
including the
four Deputy
Page 1 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Chiefs, Staff
Service Officer
(Captain) and
the lead clerk."
The Chief has 9
direct reports,
those listed as
well as the Fire
Inspector, the
clerk in Fire
Prevention and
the
Training/EMS
Lieutenant. The
Captain role on
the shift has
been reduced
from one per
comnanv
(distributed
across the
shifts) to one per
shift spread
between Station
2 and 3."The
WFD has never
deployed a
Captain one to
each company.
Each of the four
work groups has
a Captain
assigned to
headquarters
and Station 2
and 3 have one
house Captain
assigned to the
Engine
Company
stationed there.
"Company
Officers do not
currently have
significant roles
assigned."
Fourteen of the
twenty-three line
officers of the
WFD are
assigned
support roles as
documented in
Administrative
Bulletins
distributed by
previous Chiefs
and consistently
updated by the
present Chief.
Page 2 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation memo on Discussion Recommendation
Finding Recommendation AND ORGANIZATION errors June 26, Points
Matrix Findings and 2012
Recommendations
Continuation Continuation of#1 Recommendation 2: Recommendation 1.Within the The Chief start by The committee
of#1 above above The Fire 2. page 16: The chart that giving an overall came to the
Department and WFD disagrees appears on depiction of this conclusion that it
Town should with this page 4 as a role in the would be unwise to
consider eliminating recommendation "Finding"of the department. completely
the Staff Services and recommends study team: Essentially what eliminate the Staff
Officer(Captain) against adoptinq it. "There is a Staff the Staff Services Service position
position for annual This Services Officer does is on due to their
savings of recommendation position that the administrative importance in
$109,000. (p16) contradicts could be side during day operations and
Recommendation 1. considered as shifts. Also need to be on
which states that unnecessary as things like scene in certain
"The Fire the functions helping the Chief scenarios, unless it
Department's handled by the create budgets, is converted
organizational position could do background instead into an
structure is be reallocated. checks, assist in Assistant Chief
appropriate..." possibly to a the hiring position. This
(refer to the civilian analvst." process, potential
Organizational chart The operational interviews, conversion will be
on p.11). In fact, it is responsibilities residency explored at a later
in stark contrast to of this position, checks, supplies date to weigh pros
Section 2. Analysis including acting and ordering for and cons.
of Management as the daily monitoring,
Systems and Department monitor daily
Operations, Part 3. Safety Officer attendance,
(p.13)which states as designated facilitate between
"The current within the group needs for
Organizational Incident day to day
Structure Meets the Command operations,
Criteria for an System, at fires vacation
Effective and major scheduling,
Organization and incidents, acting making sure
Should Be Left as part of the about academy
Unchanged."The fire investigation trainees, daily
Staff Services team and review of incident
Officer is a key certain reports (federal
component of the suppression mandate for grant
department's related tasks status and
organizational cannot and MFRS), SCBA
structure and the would not ever testing and
support this position be reallocated certification (self-
provides the Chief of to a civilian contained
Department is position. breathing
paramount to the apparatus),job
success of bidding, and
Department while on/off duty
administrations. they have to
Eliminating it would respond in some
not only damage the incidences for
effective fires as well.
organizational Responsibilities
structure of the actually forbid a
Department, it would civilian from
hinder both the being in this
Administration and position because
Operations divisions. they would not be
The WFD would allowed to
recommend respond to fire
adoptinq Matrix' incidents.
alternate Councilor
recommendation Piccirilli: Would it
(refer to chart on make sense to
p.14) of the convert then the
creation of an Staff Service
Assistant Chief's Officer position to
position outside of an Assistant
the barqaininq unit. Chief position?
This alternate Chief: Would
recommendation need to increase
serves a dual pay and have
purpose as it relates some trouble in
to the study; first, it the ranks but is
strengthens the possible to
organizational explore some
structure of the positives and
Department which is negatives.
characterized within Councilor
the study as Piccirilli: Should
appropriate and we then add this
second, it provides to something to
the Department a be studied
second position further....explore
outside the if this is a feasible
bargaining unit to option that would
directly supervise benefit the
the Deputy Chiefs department?
allowing the Chief to Committee: Yes.
focus more on the
administrative needs
Page 3 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
of the Department
and ensures clear
chain of command in
the absence of the
Chief. While this
would increase the
Department's
budget, it should be
viewed as an
investment in
enhancing the
administration and
operations of the
Department.
Page 4 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS Chief Orangio Chief Committee Committee
Summary Summary OF MANAGEMENT Recommendation Orangi Discussion Recommendation
Finding Recommendatio SYSTEMS AND o Points
n ORGANIZATION memo
Matrix Findings and on
Recommendations errors
June
26,
2012
2. It is Encourage the Recommendatio Recommendation 3. page Councilor Falkoff The committee
often creation of a n 3: Town, Fire 16: This recommendation asked for Chief agreed that we
challenging superior officers Department and should not be adopted. This Orangio to give should NOT
for bargaining unit, bargaining unit recommendation runs counter an overview of adopt this
supervisor similar to that should work to to recommendation 11 on how the day to recommendatio
s to take found in the Police create a new page 38 of this study as it day shifts work. n citing that
necessary Department. This superior officers relates to team building. This The Chief there are overall
actions new unit should unit for recommendation would described the negotiation
with include Lieutenants and effectively create three schedule (1 day issues and a
respect to Lieutenants and Captains. The distinctly separate units within on, 3 off) in 4 lack of need or
those they Captains. The Deputy Chiefs the Department, critically different teams all benefit from
supervise if Town should also should be fracturing the current led by a Deputy doing so.
they are in work to take the separated from successful, cohesive team Chief. Then
the same Deputy Chiefs the union environment. It is the belief of followed with a
bargaining from the altogether to the WFD that the creation of brief description
unit. bargaining unit, improve the Assistant Chief position of each Captain
making clear their management will alleviate the Fire Chief's and Lieutenant.
role as part of the and supervisory focusing on a higher level of Councilor Falkoff
Fire Department capabilities in the detail regarding certain issues asked Chief
management Department. (refer to Section 11 on p.37) Orangio about his
team. (p16) and that management staff thoughts on this
can receive comprehensive recommendation.
training to learn how to The Chief
function as managers (refer mentioned this
to Section 11 on p.37). The has a major labor
WFD does find this impact,
recommendation to be something that
curious. According to the would have to be
Matrix Group's proposal to negotiated. It
the Town in May of 2011, was also never
they have performed several discussed with
fire department studies in the department
Massachusetts, including the and its origins are
departments in Barnstable, unknown. Also,
Haverhill, Middleborough, there is no
Needham, Plymouth and knowledge of any
Somerville. The WFD fire department in
reviewed these reports and in MA that operates
not a single one of them was in this fashion.
it suggested that their labor Splitting core
group split as the study team units, who work
recommends for the so closely
Watertown Fire Department. together, could
This includes the Somerville hurt camaraderie
Fire Department which is and potentially
nearly twice the size of operations. The
Watertown's. The nearest rank takes care of
recommendation is that any problems, it
Somerville convert an existing doesn't matter
Deputy Chief's union position that they are in
to that of a non-union the same
Assistant Chief(Somerville bargaining unit.
p.23). In fact, in the Haverhill Matrix actually
and Plymouth studies in advised against
reference to dispatching this practice in
operations for the fire another report.
department, the Matrix group Councilor
warned against having two Piccirilli: Matrix
separate unions working in only shows one
the same physical space due positive result of
to the "potential for significant this potential
labor/management issues" change...avoidin
(Haverhill p.116, Plymouth g discipline
p.77). Neither does Matrix problems
recommend this in several between
national studies reviewed by members of the
the WFD including Hermosa same unit. Is this
Beach, CA, Norwalk, CT, a problem we are
Kettering, OH or even in their currently seeing?
study of the Middletown Ohio Chief Orangio:
Fire Department. Similar to Rank sets this
the Somerville, MA study, in apart, but they all
the Middletown study the work as a
study team makes no cohesive unit.
mention of removing chief Discipline has not
officers from the bargaining been a problem.
unit nor do they suggest the There is no
creation of a separate potential benefit.
officer's union. Their solution
to the same problem of the
fire chief being the only non-
union member of the
department is to convert a
deputy chief's position to that
of an Assistant Chief. On
Page 5 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
page 73 of the Middletown
report the study team offers
the following:
• The new Assistant
Chief position would
continue to be
responsible for day to
day administrative
duties. Some that are
not time critical could
be shifted to the three
deputy chiefs working
on the platoons.
• The Assistant Chief
would be responsible
for the oversight of
the operations and
administrative/suppor
t functions of the
division of fire.
• In this approach, the
Chief continues to be
responsible for the
"big picture"issues
but is no longer the
immediate supervisor
of the Deputy Chiefs.
This should enable
increased focus on
policies, budget
management and
other issues.
While split unions may be
common in law enforcement
environments and the largest
city departments such as the
FDNY, few if any fire
departments in
Massachusetts operate in this
fashion. It is far more
common for departments the
size of the WFD to include an
Assistant Chief's position in
their organizational structure.
The study team fails to make
any compelling argument as
to what in particular about the
Watertown Fire Department,
different than any other
Massachusetts fire
department it has studied,
that warrants the need for a
split union.
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation memo on Discussion Recommendation
Finding Recommendation AND ORGANIZATION errors June 26, Points
Matrix Findings and 2012
Recommendations
Included in Included in #1 Recommendation 4: Recommendation 4. 15. Section 2. Councilor The committee
#1 above above Eliminate one of the page 16: As a result of part 3. page 15. Falkoff asked agreed that we
two clerical support there being absolutely "The nroiect Chief should NOT
positions in the Fire no basis in fact for it, team also Orangio to eliminate one of
Department, merging this recommendation examined the give a those positions as
the roles and should not be roles and preliminary the roles are
responsibilities of the adopted. The study responsibilities overview of imperative to daily
two functions. This fails to properly identify of the two the two operations and
would result in annual the vital roles and support clerks roles support staff.
savings of$45,000. responsibilities of each positions found and what
(p16) of the clerical positions. in the Fire they do for
Since it is a Department." the
documented fact that at The project team department.
no point during the did not ever It was
development of their interview either mentioned
study did the team clerk nor discuss that the
interview either the the roles of the Matrix study
clerks themselves or clerical staff with didn't even
the officers they either of the interview the
support, the Chief of WFD officers clerks for
Department included, it they support, their daily
is unclear how the this Chief roles or the
study team was able to included. officers they
develop this support.
recommendation. Roles: filing,
Therefore, lacking the scheduling,
information required to emails,
make this phone calls,
recommendation it is and
completely impossible monitoring
for the study team to fire safety
make it and its programs
inclusion in the final
Page 6 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
report after having among many
never appeared in any others.
of the previous 3 drafts
of the study or its
concept ever even
having been discussed
with the chief of
department is troubling
at best. The role of the
Chief's clerk has
evolved from that of a
traditional "clerk's" role
to the equivalent of an
Administrative
Assistant in the private
sector. Recognizing
these added
responsibilities, it has
become common
practice in many mid-
sized fire departments
to convert the clerk's
position to an
Administrative
Assistant to the chief.
To suggest that a
single person/position
could effectively
support the Chief of
Department as well as
the Fire Prevention
Bureau in a department
the size of Watertown's
without ever
researching their
functions relative to this
department is, quite
frankly, ludicrous.
Page 7 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation memo on errors Discussion Recommendation
Finding Recommendation AND ORGANIZATION June 26, 2012 Points
Matrix Findings and
Recommendations
14. The use The Fire Findinq 4: THE FIRE Recommendation 5. 16. Section 4. Councilor Committee agreed
of technology Department should DEPARTMENT WOULD Daae 20: This part 1. bulleted Piccirilli: that we need to
in the undertake several BENEFIT FROM THE recommendation list on page 17- Taking further discuss
management steps to enhance CREATION OF A NEW should not be 19. "Response everything as better software
and the utilization of MANAGEMENT ANALYST adopted. In what will time data are not a whole, it (maybe as a capital
operations of information and POSITION TO SUPPORT quickly become a tracked at a level doesn't make improvement)to
the Fire analysis in support THE USE OF DATA IN common theme of specificity that much gather the
Department is of decision making. DECISION MAKING. (p16) throughout the Matrix is required of a economic discussed data in a
behind that of The Department study, this modern sense to use more user friendly
others in the should also take Recommendation 5: recommendation is fire/rescue the money manner that can
industry and steps to improve The Fire clearly a result of the management. that we would present the results
in the Town. staff accountability, Department should cut and paste nature These data are have saved in a more concise
A recent grant improve new-chief undertake several of the document. In not regularly from a and presentable
application for officer steps to enhance both the Haverhill (p. analyzed at any position we way. As such, we
laptops in fire management the utilization of 42-45) and level of the now do not don't need an
apparatus training and the information and Somerville (p. 43-47) organization. " want to get rid additional person
was not adoption of key analysis in support studies the The WFD meets of, to pay for a as the
awarded. performance of decision-making. supporting text and the reporting new position. recommendation
measures to be Included in these recommendations requirements for Chief Orangio: suggests; this is
regularly tracked. steps should be the appear nearly incident Need a more more of a systems
creation of a new verbatim, complete responses of both streamed- solution issue.
Fire Analyst position with gross the NFIRS and lined way to Furthermore, the
for a total cost of generalizations of the MFIRS. The collect data. operations of
$80,000 annually. fire service, Chief of WFD reports dispatch
The Department misinformation Department electronically themselves as it
should also take seemingly intended receives quarterly to the state, relates to the WFD
steps to improve to support the quality control which goes could be part of this
staff accountability, recommendation and reports from the federal as future discussion.
improve new-chief factually incorrect Department of well.
officer management statements relative to Fire Services Currently, do
training and the the Watertown Fire which include not have
adoption of key Department. response time control over
performance However, while the conflicts or issues dispatch
measures to be WFD does not that are which is
regularly tracked. disagree that a more investigated by where the
(p20) detailed approach to the Staff Service data begins (is
data analysis would Captain and/or under the
benefit the the Captain who WPD and
administration and serves as the under their
operations of the WFD liaison to control).
Department, we feel Dispatch. Basically, the
a more cost effective "Training is not at software used
approach would be present being is police-
the one time tracked by based and
purchase of a fire individual. "As susceptible to
department based stated previously, human error.
integrated records the WFD has WPD has
management system developed an someone
with an approximate Access Database whose job it is
start up cost of Training Log that to pull that
$50,000 and minimal can produce data.
annual maintenance individual and Councilor
fees. For budgetary group reports Falkoff: So
and practical which include what needs to
purposes, this dates, hours of happen to
approach would have training, solve this
far more utility as it instructor/officer problem?
could be as well as OEMS Councilor
administered by the approval Piccirilli: There
proposed Assistant numbers for is some
Chief's position and continuing discussion
would provide Education hours about
existing staff in all related to state software
divisions with the mandated EMT infrastructure
data required to recertification and the
produce statistical training. "Deputy difficulty in
reports in support of Chiefs and others collecting the
operations and are rarely data in a user
administrations at far expected to friendly way
less cost. utilize formal that can then
Furthermore, by methods for be transferred
simply identifying a evaluating issues into the
title and annual assigned outside mandated
salary for the "Fire of operations-". format.
Analyst", the study As stated Basically, we
team fails to produce previously, it is need new
a job description, pay well documented software that
rate, work schedule that the can alleviate
or benefits package. command staff at this concern
Additionally, the the WFD is and give a
study fails to identify heavily involved more clear
another in these activities and concise
Massachusetts fire and at a reporting
department similarly minimum, all 4 standard.
situated to the Deputy Chiefs This is harder
Watertown Fire review and to do with
Department that recommend in all multiple
employs such a instances of people and
position for policy change
Page 8 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
comparison. Had the whether the reporting
study team taken the policy change is systems.
time to gather this suggested by the
information, they chief of
would have found department or
that a survey of the another member
36 fire departments of the command
in the MetroFire staff. "Most of the
Consortium would Chief Officers
show that, other than have been to the
the City of Boston's Chief Officer
Fire Department and Training Program
the Massport Fire at the State Fire
Rescue, none of the Academy. "There
other Metropolitan is no such
Boston fire program named
departments in the "Chief Officer
Consortium employ a Training
civilian "Fire Analyst". Program" at the
Therefore, adding a M A Fire
civilian position at a Academy. "There
cost of$80,000 per are no computers
year to the WFD staff in the fire
to perform a function response
that existing staff vehicles. "Car 2
could perform with (C2)the WFD
minimal additional Command
training is not only Vehicle that
inefficient, it is far transports the
and away NOT the Deputy Chief is
industry standard. equipped with a
military spec
mobile data
terminal with
internet access
(received through
a regional
Metrofire grant).
Car 1 (Cl)the
Chief of
Department
deploys a laptop
computer with
internet access.
Rescue 1 is
equipped with an
electronic tablet
for electronic
patient care
reporting.
Page 9 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT Recommendation memo on errors Discussion Recommendation
Finding Recommendation SYSTEMS AND June 26, 2012 Points
ORGANIZATION
Matrix Findings and
Recommendations
3. Many key Update the mission Findinq 5: THE FIRE 2. Within the chart R6. Councilor R6. This is a
management statements for the DEPARTMENT CAN that appears on Piccirilli: This is future action item
systems are WFD. Update CONTINUE TO IMPROVE page 5 as a asking for an that we could look
in place. policies and ON MANY BASIC "Recommendation" internal to define and more
However, procedures, MANAGEMENT of the study team: measurement of accurately lay out
there are including the SYSTEMS. (p20) "Expand how well you are with the WFD in
gaps which development of a involvement of staff doing. the future. The
include process by which (1)The Fire in the review and Councilor exact specifics of
outdated policies can be Department Has updating of policies Falkoff: can you the performance
policies, lack reviewed annually. Been Informally ". This statement explain more measures can only
of data as an Expand Managed in the would tend to about current be defined with
on-going involvement of Past. (p22) suggest that staff practices? future meetings.
management staff in the review No specific involvement in Chief Orangio:
tool and so and updating of recommendations updating policies is This is R7. No issue with
on. policies. Expand either absent or something that scheduling
the use of data in (2)The Fire limited however, it is currently currently exist so
decision-making Department is well documented being done in no need to
and management Should Take that the command the bargaining implement this
on a daily basis. Several Steps to staff at the WFD is units as well. recommendation.
Formalize heavily involved in But the
Management of these activities and measurements R8. The
Operations and at a minimum, all 4 are usually committee was
Administration. Deputy Chiefs monitored by satisfied that the
(p24) review and timing of WFD was already
recommend in all responses in doing this
Recommendation instances of policy alignment of recommendation.
6: Develop a set of change whether the their timing
performance policy change is standards. R9. Committee
measures. (p24) suggested by the There is also an agreed that this is
chief of department NFPA standard not a concern right
Recommendation or another member for response now and the
7: Develop a of the command time. functional
comprehensive staff. Councilor equivalent is
master schedule Woodland: What currently
for each year. 17. Section 5. chart else do we happening.
(p25) on page 22, measure?
Evaluation, "Matrix Chief Orangio : R10. Committee
Recommendation Consulting Group Training agreed that this is
8: Assign found that the WFD requirements, not a concern right
responsibilities for has aenerallv been inspections, now and the
long term planning informal with the school drills, functional
to various way in which it safety, etc. equivalent is
members of the plans and controls Some things are currently
command staff the nonemergency impossible to do happening.
(including Deputy work to be done. " because the
Chiefs). (p25) Most if not all staffing isn't R11. Committee
support, available for that felt that the WFD
Recommendation maintenance, right now. was already doing
9: As part of the vacation leave and what was
weekly staff testing functions are R7. Chief recommended.
meetings, the scheduled in Orangio:
various personnel advance and Sale/transfer
should be according to set inspections can't
responsible for schedules at all 3 be scheduled
reporting their stations. out too far
progress as well as because of the
identifying areas 18. Section 5. chart nature of
where they need on page 22, sale/transfers.
additional Evaluation, 'Internal Other items like
assistance. (p25) communications inspections will
within the WFD has be scheduled by
Recommendation historically been an quarter and
10: The Fire Chief issue of some within a certain
should require concern. "The time frame.
weekly reports Department makes Generally the
from each member regular use of department is
of his command Administrative caught up with
staff. (p26) Bulletins, memos those. WFD has
and email to a calendar of the
(3)The Fire disseminate entire year and
Department information. catalog each
Should Engage in Administrative time things are
a Master bulletins are done.
Scheduling numbered and
Exercise Each always reference R8. Councilor
Year to Improve previous bulletins if Piccirilli: Look at
Coordination of revisions are made. 4 keys areas
Activities. (p26) maybe: EMS,
19. Section 5. chart fire operations,
Recommendation on page 22, training, etc.
11: The project Evaluation, "One Maybe give
team recommends way that could be each deputy a
that the Fire enhanced is the separate
Department adopt designation of a responsibility for
this approach to separate safetv each major unit
planning. This officer(person and develop
process can be run responsible for long term
on either a fiscal or maintaining positive
Page 10 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
a calendar year. awareness of each planning for
Each function in individual at the each section.
the Department scene) for each Chief Orangio:
should be asked to major incident-a Currently have
bring forward their role that is handled this is place.
plan for the year— in combination with One is in charge
this would allow other tasks. The of our
the Chief and other Staff Service Officer apparatus, one
members of the (Captain) serves as in charge of
command staff to the department's building supplies
develop an annual Safety Officer within and
plan. (p27) the Incident maintenance,
Command System. another does
This assigned role training, another
is entered into the in charge of IT.
dispatch protocols Maybe the study
for notification. wanted to see a
When the SSO is more formalized
on vacation or long term 10
otherwise not year plan or
available, the Chief something.
of Department or Councilor
Incident Piccirilli:
Commander will Basically
assign this role at already doing
the scene. what they
suggested.
R9. Chief
Orangio: Don't
have a
formalized
process for the
updates (many
individual
frequent stop-
ins) but do a
monthly formal
staff meeting.
Also every day
the Deputy
Chiefs go
around and
discuss the
issues/concerns
with every
person at every
shift. The
equivalent of the
roll call.
R10. See
Above
R11. Chief
Orangio:
Already have a
schedule for the
weekly, monthly,
and annual
approach for all
of the items
mentioned.
Page 11 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation Orangio Discussion Recommendation
Finding Recommendation AND ORGANIZATION memo on Points
Matrix Findings and errors
Recommendations June 26,
2012
Included in Included in #3 Findinq 6: THERE IS NO Recommendation 6. page The committee felt
#3 above above CLEARLY AND 28: If the department did not satisfied that the
CONSISTENTLY already have a relevant, current mission
ARTICULATED COMMON effective mission statement, statement is
VISION, MISSION, GOALS the WFD would support satisfactory. If
OR OBJECTIVES FOR THE adopting this there were special
FIRE DEPARTMENT (p28) recommendation. This circumstances
recommendation again Watertown was
Recommendation 12: speaks to the cut and paste facing other than
The Chief and Deputy nature of the study. In the the traditional fire
Chiefs should review Haverhill study(p.20) and concerns (like a
the Department's the Plymouth study(p.42) nuclear reactor)
mission statement. the supporting text and then it may have
This should be done recommendations, except for been mentioned,
in conjunction with a the names of each but absent those, it
broadly comprised department, appear is fine.
working group. The verbatim. Although the WFD
primary focus should does not disaqree with this
be on developing a recommendation,we
mission statement consider it superfluous.
that is relevant to the The department's current
special issues facing mission statement was
the WFD. (p28) revised and republished in
2005 and included in the
department's FY13 Budget
Presentation to the full Town
Council on June 7, 2012.
The mission statement is as
follows:
Mission Statement
The mission of the
Watertown Fire Department
is to provide the citizens and
visitors of Watertown with an
effective, well-trained team
of professionals to protect
their lives and property
through:
• Fire prevention
and education
• Emergency
services
*Fire
suppression
*Medical
*Rescue
• Emergency
management
*"A mission statement
describes the overall
purpose of your organization
or business. Statements are
brief and answer key
questions about your
business or organization.
What is the primary
objective? Who is the target
audience?""Mission and
vision statements describe
the foundation of an
organization or business.
Unless your business or
organization changes its
focus completely, you won't
need to change the mission
or vision statement.
However, as the organization
or business evolves, you
might incorporate additional
elements into your mission
or vision statement. This
might include building on
your present goals or
expanding your audience."
Chron.com, by Valencia
Higuera, Demand Media
The WFD feels that its
current mission statement is
effective and as valid today
as it was when revised and
reissued in 2005, the
revision of which included
the addition of"emergency
management"to the
Page 12 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Department's "menu" of
services.
Page 13 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT Recommendation memo on errors Discussion Recommendation
Finding Recommendation SYSTEMS AND June 26, 2012 Points
ORGANIZATION
Matrix Findings and
Recommendations
4. While the Develop a training Finding 7: THE TRAINING Recommendation 3.Within the chart Chief Orangio The committee
Fire program for FUNCTION IN THE FIRE 7. page 33: The that appears on : Always agreed with the
Department company officers DEPARTMENT MUST BE WFD recommends page 5 as a focused on Chief that there is
does an that results in all of ENHANCED AND further studv of "Recommendation" more training. always room to
adequate job of them being trained SHOULD FOCUS MORE this of the study team: The $50,000 consider
focusing on to the level of"Fire ON PROVIDING recommendation. "The Civil Service included in the enhancing training.
skills training Officer I" per NFPA SUPPORT TO THE This is considering the report is an However being
for fire/EMS standards. Deputy COMPANY OFFICERS. recommendation possibility of arbitrary figure such a large issue,
there is little Chiefs should be (p29) again speaks to the granting experience with no this should be
focus on trained to the level cut and paste nature points to those specifics on addressed in a
management of"Fire Officer 2" Recommendation of the study. The candidates who which training future meeting with
or supervision per the NFPA 13: The Fire bulleted lists, charts have obtained Fire this number this issue as the
training. guidelines. Provide Department needs and supporting text Officer 1 and/or 2- would go to or only focus. It is
ongoing to make several appear almost This statement how it adds to important to note
management major changes in verbatim in the would tend to 50K. Chief that there may be
training, including its training Haverhill study indicate that agrees that some civil service
risk management, program. These (p.39-43) and the members of the we should and collective
personnel include improving Somerville study WFD are not aware always look to bargaining issues
management, the continuity in the (p.96-100). that Civil Service do more to consider(some
employee position of Training However, while an had adopted the training so of which are on-
assessment, Officer, increase of funds to policy of granting further going).
training skills development of a offer enhanced experience points investigation
development, etc. standards-based training would be for these for this is
training program, attractive to the certifications since always
Focus on providing annual testing Department, the March of 2010. The happening.
company officers against these study team fails to WFD has met its Another
and command staff minimum identify what if any statutory concern is not
members with standards, criteria was utilized requirements by having the
ongoing development of to justify the posting HRD exam staffing
management and new hire training, $50,000 figure. announcements required to hit
supervisory and provision of Further confusing is appropriately for all some of the
training. In addition management the team's ranks; these training
to the Fire Officer training. The Town statement that much announcements standards that
training should budget an of the supervisory include the policy some
recommended additional $50,000 training could be regarding organizations
previously, the to cover the cost of performed in house experience points. set for FD.
Department should the management at no cost. Lastly, Should look to
also provide and supervisory there are issues that 20. Section 7. page enhance
company officers training - much of must be addressed 29, "The current funding
with training on which can be in the collective program is beyond
educational provided in-house bargaining dependant on the current line
methods, risk for no additional agreement with the creativity, item, but
management and cost. (p33) firefighter's union motivation and again this is
personnel relative to the preparation of the an arbitrary
management. The requirement of time company officers number.
Civil Service is served in the who work on the Currently a
considering the Training Officer's daily training. "The requirement of
possibility of position, minimum Training Officer MASS Fire
granting crew sizes as they schedules and Academy, a
experience points relate to the conducts or recruit has to
to those referenced provides instructors be Officer I
candidates who performance for monthly training and II certified
have obtained Fire measures (NFPA related to EMS skill (started in the
Officer 1 and/or 2 1710 assumes a maintenance as mid-1990s).
—but at this point it crew size of 4 well as fire skills All Councilors:
still cannot be personnel) as well maintenance and Agree should
established as a as mandatory new new procedures. put this on a
prerequisite for a hire training at the future agenda.
promotion. Massachusetts May
Firefighting incorporate
Academy. some civil
service or
collective
bargaining
issues as well.
6. Ensure that all Findina 8: Recommendation 5.Within the chart Chief Orangio: Committee agreed
Documentation training hours are DOCUMENTATION OF 8. page 34: This that appears on Have a that the WFD is
of all training being documented, TRAINING HOURS IS A recommendation is page 5 as a training log already doing this
hours is a including those CRITICAL RISK an example of the "Recommendation" which has level of training
critical risk conducted in- MANAGEMENT Matrix team's of the study team: been updated and recording so
management station. FUNCTION THAT generalized "Ensure that all for the last 8 there is no
tool. SHOULD BE ENHANCED approach to training hours are years problem in
IN THE DEPARTMENT. recommendation being documented. (incorrect that adopting this
(p33) development. This including those it is not recommendation
verbatim conducted in tracked and as it has already
Recommendation recommendation station. "This available for been done.
14: Adopt a formal from the Haverhill statement would reporting).
training target of at report(p. 104) must tend to indicate that Councilor
least two (2) hours utilize different training is not Falkoff: asked
per day. The supporting text as currently being about state
minimum threshold the WFD currently documented regulations on
should be set at meets many of the despite the fact that this? Chief
80% compliance suggestions made the department has Orangio: No
with this target. in this developed and, for state
The records for all recommendation. several years now, legislative
training completed The items identified utilized an Access training on
should be entered in the bulleted list on Database Training this but other
Page 14 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
daily into the p. 34 of the Log that can compliance
Department's Watertown study produce individual standards set
software. The were already in and group reports by other
Training Officer place at the time of which include organizations.
and shift Deputy the study. However, dates, hours of
Chief should each since the WFD training,
be touring the fire currently meets the instructor/officer as
stations to observe requirements of this well as OEMS
training and to recommendation approval numbers
critique it when and formalization of for continuing
necessary. (p34) this policy is Education hours
required, the WFD related to state
recommends mandated EMT
adopting this recertification
recommendation. training.
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT Recommendation memo on errors Discussion Recommendation
Finding Recommendation SYSTEMS AND June 26, 2012 Points
ORGANIZATION
Matrix Findings and
Recommendations
5. Company Company officers Same as Finding 4.Within the chart
officers should take a more 7/Recommendation 13 that appears on
(lieutenants active role in above page 5 as a
and captains) providing daily "Finding"of the
do not take a training to their study team:
leadership role assigned "Company officers
in providing personnel. The do not take a
training. Fire Department leadership role in
should investigate providinq traininq."
opportunities to Department training
utilize training records indicate
available from that company
MIIA. officers do in fact
document station
training provided by
them, such as
building
familiarization,
street drills and
driver training, with
their assigned
personnel.
7. The Fire The WFD should Finding 9: THE Recommendation 6. Within the chart Chief Orangio: Committee agrees
Department assign Deputy WATERTOWN FIRE 9. page 36: While that appears on In final stages with the Chief that
does not Chiefs and other DEPARTMENT DOES the WFD page 5 as a of the post-incident
currently staff to develop NOT CONDUCT recommends "Finding"of the development reporting should
conduct post- post-incident AFTERACTION OR POST- adopting this study team: "The of a continue as the
incident reviews following INCIDENT CRITIQUES. recommendation, fire department formalized current practice is.
critiques of all structure fires, THIS RESULTS IN A current Department does not conduct form of post-
major any incident where LOST OPPORTUNITY records indicate that post incident incident
incidents. This there is a firefighter FOR LEARNING AND after action critiques of maior critiquing right
results in the injury, technical SHARING INFORMATION. reporting is incidents. This now, done
loss of a major rescue, etc. (p35) performed following results in the loss informally in
learning major incidents and of a major learning the past, but
opportunity. Recommendation has led to the opportunity. "The have always
15: The Fire development of WFD does in fact done post-
Department must several training participate in post incident
work to opportunities as a incident critiques as reviews.
immediately result. The indicated by the Have many
address the issues development of a training bulletins examples of
described in this more systematic and other past
section. Current approach as documents presentations.
approaches to described in this contained in Now also
these issues are recommendation department records write reports
not representative would enhance the related to various of the events
of best practices in Department's incidents. and document
the management of current practice. In them.
a fire/rescue light of evidence to 21. Section 9, page Councilor
agency. The Chief the contrary, the 35, The Watertown Falkoff:What
and Deputy Chiefs statement found on Fire Department kind of
should be tasked page. 35 of the does not conduct incident would
with undertaking report that reads; after action or post- trigger this
these "The Watertown Fire incident critiques. " type of report?
recommendations Department does The WFD does Chief Orangio:
initially, with future not conduct after conduct after action Anything get
support provided action or post critiques and has called to.
by the Training incident critiques." is used information
Officer and other patently false. gathered from
officers in the *UPDATE: In an these to adjust
Department. (p36) effort to formalize procedures,
current post incident including adjusting
analysis, the WFD the dispatch
command staff has procedures in
created and is response to carbon
currently testing an monoxide calls and
After Action Report the purchase of a
Form designed to CO blood level
formally document metering device,
review operations alteration of the
and enhance procedures for
recommended deploying sump
changes. pumps in response
to flooding due to
Page 15 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
heavy rainfall and
the awareness
training and
procedure to check
electrical service
grounding in
response to a fire
cause in a home
that was the result
of loss of ground
when a tree fell
during a storm in
2005 and tore out
the home's service
drop.
Page 16 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation Orangio Discussion Recommendation
Finding Recommendation AND ORGANIZATION memo on Points
Matrix Findings and errors June
Recommendations 26, 2012
7. The Fire The WFD should Findinq 9: THE Recommendation 9. 6.Within the
Department assign Deputy WATERTOWN FIRE page 36: While the chart that
does not Chiefs and other DEPARTMENT DOES NOT WFD recommends appears on
currently staff to develop CONDUCT AFTERACTION adopting this page 5 as a
conduct post- post-incident OR POST-INCIDENT recommendation, "Finding"of
incident reviews following all CRITIQUES. THIS RESULTS current Department the study
critiques of structure fires, any IN A LOST OPPORTUNITY records indicate that team: "The
major incident where FOR LEARNING AND after action reporting is fire
incidents. there is a firefighter SHARING INFORMATION. performed following department
This results injury, technical (p35) major incidents and does not
in the loss of rescue, etc. has led to the conduct post
a major Recommendation 15: development of several incident
learning The Fire Department training opportunities critiques of
opportunity. must work to as a result. The m for
immediately address development of a more incidents.
the issues described systematic approach This results in
in this section. as described in this the loss of a
Current approaches recommendation would major
to these issues are enhance the learning
not representative of Department's current opportunity. "
best practices in the practice. In light of The WFD
management of a fire evidence to the does in fact
/rescue agency. The contrary, the statement participate in
Chief and Deputy found on page. 35 of post incident
Chiefs should be the report that reads; critiques as
tasked with "The Watertown Fire indicated by
undertaking these Department does not the training
recommendations conduct after action or bulletins and
initially, with future post incident critiques." other
support provided by is patently false. documents
the Training Officer *UPDATE: In an effort contained in
and other officers in to formalize current department
the Department. (p36) post incident analysis, records
the WFD command related to
staff has created and is various
currently testing an incidents.
After Action Report
Form designed to 21. Section 9,
formally document page 35, The
review operations and Watertown
enhance Fire
recommended Department
changes. does not
conduct after
action or
post-incident
critiques. "
The WFD
does conduct
after action
critiques and
has used
information
gathered from
these to
adjust
procedures,
including
adjusting the
dispatch
procedures in
response to
carbon
monoxide
calls and the
purchase of a
CO blood
level metering
device,
alteration of
the
procedures
for deploying
sump pumps
in response
to flooding
due to heavy
rainfall and
the
awareness
training and
procedure to
check
electrical
service
grounding in
response to a
fire cause in a
home that
Page 17 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
was the result
of loss of
ground when
a tree fell
during a
storm in 2005
and tore out
the home's
service drop.
Included in Included in #4 Findina 10: THERE IS NO Recommendation 10. Chief Orangio : Committee agreed
#4 above above FORMALIZED METHOD OF page 37: In another Civil service that we should
IDENTIFYING AND example of a community, so discuss this as a
TRAINING MANAGERS AND generalized that test is a potential training
LEADERS WITHIN THE FIRE recommendation, the major part of issue and take it up
DEPARTMENT. (p36) team cuts and pastes the process. as a future issue.
supporting text and Are allowed to
Recommendation 16: recommendation from pick anyone in
Develop a training the Plymouth report the top 3 test
program for company (p.46) and the Haverhill scores, but
officers that results in report (p.22) and goes need to be
all of them being so far as to attribute within
trained to the level of the training received by department.
"Fire Officer I" per another department's Chief Orangio:
NFPA standards. personnel to members Certification
Deputy Chiefs should of the Watertown fire that is
be trained to the level Department. ("...Chief recommended
of"Fire Officer 2" per Fire Officer Training would be a
the NFPA guidelines. Program. Three of the bargaining unit
Provide ongoing Chief Officers in the issue. This
management training, Fire Department have can be a cost
including risk attended this program.) prohibited
management, However, the WFD issue (overtime
personnel recommends this and pay).
management, recommendation for NFPA has a
employee further studv. The base of Fire
assessment, training study team fails to Officer 1 and
skills development, identify costs Fire Officer 2
etc. (p37) associated with certifications,
certification (hiring of need them to
instructors, be certified to
overtime/backfill those levels.
associated with
attendance at offsite
facilities or certification
testing fees) and the
fact that Firefighter 1/11
level certification is a
prerequisite to any Fire
Officer certification. A
requirement that
department members
obtain non-mandated
certifications is a
subject of collective
bargaining that the
recommendation fails
to properly address.
Page 18 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation Orangio Discussion Recommendation
Finding Recommendation AND ORGANIZATION memo on Points
Matrix Findings and errors
Recommendations June 26,
2012
8. Given recent The Department Findinq 11: THE Recommendation 11. Chief Orangio: Committee agreed
occurrences in needs to focus on MANAGEMENT page 38: The WFD Not uncommon not to endorse this
the broader fire organizational ENVIRONMENT SUFFERS finds this for Chief to be the finding.
/ rescue development and FROM A HISTORY OF recommendation only non-union
community this team building to MINIMAL SUPPORT AND extraneous as the member.
is an opportune focus attention on CONSISTENCY. (p37) department is a Statements like in
time to focus and improve, paramilitary this report are not
on systems of Recommendation 17: organization and more backed by any
accountability, accountability. The Department so than any other data. Basically
risk needs to focus on department within the makes a blank
management organizational municipality must statement with no
and other key development and operate in a team support.
management team building to environment. It Councilor Piccirilli:
systems. focus attention on appears that this Pretty much just
and improve, particular padding in the
systems of recommendation is the report with no
accountability. (p38) result of the cut and substantive
paste nature of the backing.
study in that the
recommendation itself
appears verbatim in
the Haverhill study
(p.23) and the
Plymouth study(p.47).
Even the supporting
text is the exact text
found in relevant
sections of each study.
Although the study
team suggests it, the
WFD alreadv conducts
regular staff meetings
which utilize overtime
funds as
compensation for
attendance.
9. While there Develop an Findinq 12: EMPLOYEE Recommendation 12. Councilor Falkoff: Committee agreed
is an adequate employee appraisal EVALUATIONS SHOULD BE page 39: Another Is it typical to to follow up on this
training approach that either INSTITUTED IN THE FIRE generalized have a formal issue when
program in focuses on the DEPARTMENT. (p38) recommendation, see evaluation discussing training
place, there is performance of the Haverhill (p.25) and system? in the future. The
little focus on individual or on the Recommendation 18: Plymouth (p.48)where Chief Orangio: committee felt that
documenting performance of the Develop an the supporting text and Atypical. Not a more formalized
personal or company unit. This employee appraisal recommendation are really. Rating process was not as
group should be focused approach that either all identical. It appears systems don't necessary as the
performance. on improving focuses on the that during the cut and give too much report suggests.
training and performance of the paste process the value to the
preparedness of individual or on the study team has task/training.
personnel. performance of the confused fire Right now we
company unit. This departments as have day to day
should be focused on demonstrated by the training that is
improving training contradictory less formal but
and preparedness of statements found on just as effective.
personnel. (p39) Watertown p.29 The team works
("There are no as a unit so each
Performance is invested in
measures or making sure the
standards for person next to
Performance for them is following
training or for basic pace.
skills.) and Watertown Members of the
p. 38 (The Department WFD: Mentioned
has adopted the union is
standardized company working right now
performance to improve this
standards which are process with the
used to evaluate the administration
ability to carry out and it is not really
specific fire ground a sticking point for
tasks and related them.
operations.)The WFD
recommends
adopting this
recommendation,
however, yet again the
study team fails to
acknowledge issues
related to collective
bargaining and the fact
that this specific topic
has been the subject
of several study
committees related to
ongoing collective
bargaining.
10. As with The Department Findina 13: THERE IS NO Recommendation 13. Members of the Committee felt that
many fire needs to focus on FORMALIZED page 39: Another WFD: There are the current
department, organizational MANAGEMENT generalized currently practices by the
Page 19 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
the WFD development and DEVELOPMENT PLAN recommendation, see documents/books WFD were
utilizes many team building to WITHIN THE FIRE Haverhill (p.26) and that each person, addressing these
informal focus attention on DEPARTMENT. (p39) Plymouth (p.48) pursuing an concerns and no
methods to and improve, supporting text and officer status, action was needed.
share systems of Recommendation 19: recommendation are studies that
information, to accountability. Focus on providing all identical. However, discusses the fire
have meetings company officers and the WFD management
between the command staff recommends tactics required in
Chief and other members with adopting this getting promoted.
officers and so ongoing recommendation. So there are a lot
on. management and of educational
supervisory training. materials
In addition to the Fire currently being
Officer training utilized as well as
recommended observation and
previously, the peer-to-peer
Department should training. The
also provide level of
company officers competition in the
with training on WFD for high
educational methods, scores and
risk management constant training
and personnel is a huge asset
management. (p39) for the officers
and town.
Chief Orangio:
Sometimes you
can have
management
services come in,
but there is a cost
to this. No law
currently that says
an officer needs
to have XYZ
training. Can also
go to the fire
academy for
classes.
Page 20 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT Recommendation memo on errors Discussion Recommendation
Finding Recommendation SYSTEMS AND June 26, 2012 Points
ORGANIZATION
Matrix Findings and
Recommendations
11. Policies The Fire Findinq 14: POLICIES AND Recommendation 22. Section 14 Chief Orangio: Committee felt that
and Department should PROCEDURES MUST BE 14. Dane 50: In a Policies and The FD currently this needed to be
procedures develop a new, UPDATED AND MADE TO particularly Procedures... page has a manual. studied in the
are not all comprehensive, COMPREHENSIVELY egregious example 39, "These Some of the future as there are
up to date policy and COVER OPERATIONS, of boilerplate documents can be recommendations updates needed in
and do not procedures SUPPORT AND OTHER reporting, the issued by the Fire would only be the Rules and
cover all manual. The FUNCTIONS. (p39) recommendation on Chief under the possible if the Regulations which
key areas. Department should p. 50 and the 11 authority granted town was to adopt require discussion
first take steps to Recommendation pages of supporting to him buv the the "Strong Chief" with the town and
identify examples 20: The Fire text are identical to MGL Chanter 481 Statute under the union.
from Department should those found in the Section 42."The Chap 48, Section
Massachusetts to develop a new, Somerville (p.28-38) WFD Fire Chief 42, which has not
simplify their comprehensive, and Haverhill (p.26- does not have been done.
development. policy and 37) reports. There authority under However, Chief
Second, a procedures are several serious MGL C48 s42 as does have the
committee of staff manual. The errors reported here, the Town of discretion to
from all ranks Department should including the study Watertown has oversee the WFD
should be formed first take steps to team stating on p. 39 never adopted this with policies and
to ensure that the identify examples that"the Watertown statute. procedures that
adaptation of from Fire Chief has the work for our
policies and Massachusetts to authority to issue 23. Section 14 specific
procedures to the simplify their policies and Policies and environment.
Fire Department is development. procedures under Procedures...page Would like to
done with Second, a the authority granted 40, "There are not update current
appropriate focus committee of staff him by MGL Chapter consistent dates Rules and
on the needs of the from all ranks 48, Section 42". on the specific Regulations,
community and the should be formed Furthermore, on p. policies contained would need to
WFD. to ensure that the 40 the study team in the document as work on with the
adaptation of states "There are not to when they were union.
policies and consistent dates on reviewed and/or
procedures to the the specific policies updated."AII
Fire Department is contained in the General Orders
done with document as to and Administrative
appropriate focus when they were Bulletins are dated
on the needs of the reviewed and/or and numbered and
community and the updated' and "..the include reference
WFD. (p50) project team found to any previous
that the document version if
has been updated applicable.
solely by the Chief
with little direct input 24. Section 14
from the Deputy Policies and
Chiefs or other staff Procedures.. page
in the Department'. 40, "In addition,
These documents the project team
have been dated found that the
and archived document has
electronically since been updated
1997 as well as on solelv by the Chief
paper since 1989. with little direct
However, the WFD input from the
recommends Deputy Chiefs or
deferrina this other staff in the
recommendation Department."As
for further study,. It stated previously,
is common for the Deputy Chiefs
departments play a key role in
creating new, the development
comprehensive of policy and
policies and procedures at the
procedures WFD; in fact, the
documents to have last General Order
hired paid revision relative to
consultants to guide decreased staffing
such development. on WFD ladder
To ensure companies was a
documents would joint effort of the
withstand legal ladder company
scrutiny, the WFD officers overseen
would suggest this by a Deputy Chief
approach.
Page 21 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation memo on errors Discussion Recommendation
Finding Recommendation AND ORGANIZATION June 26, 2012 Points
Matrix Findings and
Recommendations
12. There are The Town and the Findinq 15: THE USE OF Recommendation 15. 7. Within the chart See
no Department should DATA IN THE FIRE page 51: Another that appears on recommendation
performance work DEPARTMENT IS example of a page 6 as a 5. (need to
measures or collaboratively at CLEARLY LACKING IN generalized "Recommendation" address
targets in developing and MANAGEMENT FOCUS recommendation, see of the study team: software/data
place for the adopting AND UTILIZATION. (p50) Haverhill (p.39) and "The Town and Fire needs and use
Fire community-wide Plymouth (p.51). The Department should together)
Department. standards of Recommendation WFD disagrees with work collaboratively
performance, 21: The the assumptions made at developing and
including response Department must by the study team adopting
times and adopt extensive relative to this communitv-wide
acceptable levels use of data recommendation. standards of
of risk. collected from all Ample data is performance,
sources in order to collected and utilized including response
The Department enhance on a daily basis to times and
should implement management address areas acceptable level of
a formal control and service referenced in the risk. "In 2008, this
Management delivery. (p51) report such as Fire Chief produced
Information System financial performance, a Standard of
that identifies and planning, operations Response
adopts critical etc. Where the Coverage Report
performance department has a gap for the community
indicators and in data which included the
tracks these on a collection/processing recommendation of
daily basis. ie: dispatch, the certain standards,
department has little to including response
The Fire no oversight. See times but none of
Department, in conclusion of the
conjunction with recommendation#5. recommendations
the Town's Findina 16: THERE IS Recommendation 16. from the report Councilor Committee felt we
administration and LITTLE EVIDENCE OF page 52: Another were ever adopted Piccirilli: should adopt this
policy makers, ADOPTED example of by the local Standard of recommendation.
should work to PERFORMANCE generalized governing body. Response We should agree
develop specific MEASURES THAT ARE recommendations, see Report in to work
performance EVALUATED ON A Plymouth (p.50- 51) 25. Section 16, 2008 lays out collaboratively to
indicators for the CONSISTENT BASIS and Haverhill (p.38- bulleted list page many of adopt some
WFD. The UTILIZING DATA. (p51) 39). The WFD 51, "There is little or these recommendations
Department's recommends no review of daily standards. for community-
financial Recommendation adopting this station reporting " wide standards of
management 22: The Town and recommendation; The Staff Service performance.
systems are the Department *Note, this approach Officer reviews all
adequate for should work was recommended by incident reports to
ensuring that collaboratively at the Department in its ensure all critical
budgetary and developing and 2008 Standard of fields are complete,
overtime issues adopting Response Coverage the MFIRS does
can be identified community-wide Report whose not accept
quickly. Once standards of recommendations incomplete reports.
these are in place, performance, were never addressed.
simple including response 26. Section 16,
management times and bulleted list page
systems focused acceptable levels 52, "The ability and
on tracking these of risk. (p52) responsibility
indicators should Recommendation 17. issues created by Committee felt this
be developed by Recommendation page 52: Another the peer to peer was related to
the Department. 23: The example of management model recommendation
Department should generalized resulting from the 5, which
implement a formal recommendations, see ad hoc appointment addresses IT
Management Plymouth (p.50- 51) of the Deputv concerns in a more
Information System and Haverhill (p.38- Chiefs "AlI general way. This
that identifies and 39). The WFD promotions within should be
adopts critical recommends the WFD are made addressed in that
performance adopting this in accordance with larger
indicators and recommendation. MGL Chapter 31- conversation.
tracks these on a Civil Service. There
daily basis. (p52) are no "ad hoc"
appointments to
any rank.
13. Risk Develop policies Findina 17: THE FIRE Recommendation 18. 27. Section 17, Chief Committee felt this
management and procedures for DEPARTMENT SHOULD page 53: Another bulleted list page Orangio: needed to be
suggests that conducting CONDUCT THOROUGH example of 53, "Check the Already do studied further in
employees background checks BACKGROUND CHECKS generalized driving history of all extensive the future
should be examining both ON ALL NEW HIRES. recommendations, see new applicants in, background
evaluated criminal and driving CRIMINAL RECORDS Haverhill (p.39-40). at a minimum, checks for
periodically histories. These CHECKS AND DRIVING The WFD Massachusetts and criminal,
for criminal are done before RECORDS CHECKS recommends further other New England employment,
and driving new employees SHOULD BE study of this states. This has residential,
record are hired, and PERFORMED ANNUALLY. recommendation, been instituted driving, etc.
changes. should be done on RANDOM DRUG TESTING however, current town wide on all before
an annual basis for SHOULD BE MADE A policy already allows employees who someone is
existing QUARTERLY EFFORT. for these checks for all drive a vehicle as hired. Can
employees. (p52) new hires and doing part of their test for cause
so for current employment."The but not
Recommendation employees, yet again, WFD does not random at
24: Develop would require check employee this point.
policies and addressing collective driving records WFD
procedures for bargaining issues. without cause and Members:
conducting is unaware of any Would be
background checks Town policy something
examining both requiring employee that we
Page 22 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
criminal and driving driving record would look to
histories. These checks. negotiate on.
should be done
before new
employees are
hired, and should
be done on an
annual basis for
existing
employees. (p53)
Page 23 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation Orangio Discussion Recommendation
Finding Recommendation AND ORGANIZATION memo on Points
Matrix Findings and errors
Recommendations June 26,
2012
Included in Included in #12 Findinq 18: ADOPTION OF Recommendation 19. Councilor Piccirilli: Committee felt that
#12 above above TARGETED AND DETAILED page 54: Another Similar to what we this
PERFORMANCE example of generalized have currently recommendation
MEASURES MUST HAPPEN recommendations, see been discussing. should be
FOR THE FIRE Haverhill (p.40-41). Also incorporates discussed further
DEPARTMENT TO The WFD a financial aspect. as incorporated
IMPROVE ITS SERVICE recommends Chief Orangio: into other
DELIVERY AND adoptinq this Related to the discussion about
MANAGEMENT recommendation. standard of standards of
OVERSIGHT. (p53) coverage. coverage and
policies.
Recommendation 25:
The Fire Department,
in conjunction with
the Town's
administration and
policy makers, should
work to develop
specific performance
indicators for the
WFD. The
Department's
financial management
systems are
adequate for ensuring
that budgetary and
overtime issues can
be identified quickly.
Once these are in
place, management
systems focused on
tracking these
indicators should be
developed by the
Department. (p54)
17. For the The Town of Findinq 19: AS WITH THE Recommendation 20. Chief Orangio: The committee felt
future, the Watertown should PROJECT TEAM'S page 55: The WFD Shouldn't say that that there is no
Town should remove the Fire RECOMMENDATION FOR does not recommend we want to justification for this
consider Chief from Civil POLICE, FUTURE FIRE adopting this promote within for recommendation
removing the Service and should CHIEF RECRUITMENTS recommendation. all other roles offered in the
Chief's conduct a SHOULD BE EXPANDED TO With great emphasis, then cut off the report, it would
position from Commonwealth INCLUDE OTHER the study focuses on top position. create a negative
Civil Service search when the COMMONWEALTH performance standards, WFD Members: cultural change,
to broaden next Chief is hired. CANDIDATES IN ADDITION increased training and Shouldn't adopt and we would be
the pool of Part of this process TO INTERNAL ONES. (p54) officer development. this losing getting the
potential should include The WFD believes that recommendation. value of putting
applicants. assessment Recommendation 26: seeking outside Benefits to inside: resources into
centers, interviews, The Town of candidates runs knowledge, past advancing our
background checks Watertown should counter to this experience we current staff.
and other methods conduct a heightened focus on have had with this Therefore it should
for ascertaining the Commonwealth officer development practice has been not be adopted.
appropriateness of search when the next and would only serve good, in other
the candidate. Fire Chief is hired. as a disincentive for towns it hasn't
(p55) current or potential worked.
future leaders to Councilor Piccirilli:
advance in rank and Who else in MA
would undermine this does this?
new development Chief Orangio:
process. Not unusual, most
probably promote
from within. Most
assistance for
Chiefs currently in
trouble are
coming from
outside
departments.
15. The Fire The Fire Findinq 20: Recommendation 21. Chief Orangio: The committee felt
Department Department should OPPORTUNITIES SHOULD page 56: The WFD EVT (emergency that we should
relies on a work with other BE CONSIDERED FOR does not recommend vehicle investigate the
firefighter to Town units to ADDRESSING FLEET adopting this technician) is potential of having
serve as their ensure continued MAINTENANCE IN THE recommendation. needed. Use to an EVT certified
primary inhouse (i.e., in- FUTURE. THE TOWN Prior to the current have a full time person in the
vehicle Town) mechanics SHOULD ALSO REVISE ITS WFD mechanic, then potential future
mechanic. with the capability REPLACEMENT PLAN FOR maintenance/repair used a contractor "centralized
This and certifications for ALL FIRE/ RESCUE program, the which wasn't motors"
individual is working on fire VEHICLES. (p55) department employed a economically department to take
eligible to apparatus. The full time mechanic. feasible. Right care of the fire
retire, and no current incumbent (1)The Fire Upon this individual's now one of the apparatus.
plans have performs a wide Department Needs to retirement there was no firefighters takes
been made range of key repairs Plan for Replacing its replacement hired and care of the trucks,
to replace including working Firefighter-Mechanic. the department relied but is not certified.
him. on the pumps. (p55) on an outside Councilor Piccirilli:
These skills may be contractor to perform all There was
difficult to replicate Recommendation 27: maintenance/repair mention in DPW
among current staff, The Fire Department work. This quickly study to
and so the should work with proved to be expensive potentially create
Page 24 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Department and the other Town units to and ineffective. a centralized
Town should begin ensure continued in- Apparatus spent more motors
considering the house (i.e., in-Town) time out of service department to
budget implications mechanics with the awaiting repairs than it service all
of expanding their capability and took to perform the municipal
use of contractors certifications for actual repairs, more vehicles. Could
to complete working on fire than doubling total this be
specialized repairs. apparatus. The down time. Additionally, incorporate here
current incumbent department personnel for fire apparatus?
performs a wide were required to Chief Orangio:
range of key repairs transport the vehicles Not efficient to
including working on to the maintenance have a full time
the pumps. These facility tying up limited firefighter doing
skills may be difficult personnel resources. this work, also a
to replicate among Therefore, contracting potential liability.
current staff, and so repairs and We should not re-
the Department and maintenance for a fleet create this system
the Town should the size of the WFD's is in-house where a
begin considering the not a viable option. firefighter is doing
budget implications of Furthermore, having this.
expanding their use non EVT certified
of contractors to mechanics perform
complete specialized work on fire apparatus
repairs. (p56) exposes the Town to
liability. The WFD is not
aware of any Town
employee who is a
properly certified EVT
mechanic. If the Town
were able to identify a
current employee with
such certification it may
serve as a viable option
however, since the
Department currently
has well over$2.5
million invested in fire
apparatus and other
vehicles, the Town
must consider hiring a
full-time EVT certified
master mechanic for
the WFD who could
also perform service on
other town vehicles
such as police vehicles.
Page 25 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 2: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary MANAGEMENT SYSTEMS Recommendation Orangio Discussion Recommendation
Finding Recommendation AND ORGANIZATION memo on Points
Matrix Findings and errors June
Recommendations 26, 2012
16. The Fire Make revisions to 8.Within the Chief We already have a
Department the vehicle and (2)The Fire Department chart that Orangio: plan in place that is
has a fleet of apparatus Should Develop a appears on Replacement working well.
vehicles replacement plan Revise Its Vehicle page 7 as a cycles do not Committee did not
appropriate that replaces an Replacement Plan in "Finding"of match up with recommend
to its engine every 5 Order to Maintain the the study actual supporting this
mission. years, a ladder Fleet in Its Current team: "The practice. recommendation.
However, truck every 10 Condition. (p56) Fire Councilor
there is no years and other Department Piccirilli: Do
program for vehicles every 7-9 Recommendation 28: has a fleet of we need to
replacing years. The project team vehicles reconfigure
vehicles in proposes the following appropriate these cycles
place that replacement schedule: for its right now or
has been (p57) mission. do they match
adopted by The four However, up to current
the Town. engines spend there is no CIP funds?
15 years in front program for Chief
line service, replacinq Orangio:
and 5 years in vehicles in NFPA
reserve— place that has standards are
resulting in an been adopted the best to
engine by the Town follow.
purchase every ". The Fire
5 years. Department
• The two ladders has, through
spend 10 years the Town's
in front-line Five Year
service and 10 Capital Plan,
years in created a
reserve, vehicle
resulting in a replacement
ladder purchase schedule that
every 10 years. conforms to
• Both NFPA 1901:
ambulances Standard for
and the Chief Automotive
car are Fire
replaced on a Apparatus
9-year since the mid
replacement 1990's.
cycle.
Page 26 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary OPERATIONS Recommendation memo on Discussion Recommendation
Finding Recommendation Matrix Findings and errors June 26, Points
Recommendations 2012
Findinq 1: THE TOWN OF Recommendation Councilor Falkoff: The committee
WATERTOWN HAS NOT 22. nape 66: In true What types of thinks that we
YET ADOPTED SERVICE boilerplate fashion, vehicles go to should have a
LEVEL STANDARDS (p59) parts of the 7 pages what sorts of meeting with both
of supporting text for calls? the fire and police
Findinq 2: THE TOWN OF this recommendation Councilor chief to find out
WATERTOWN SHOULD can be found almost Piccirilli: NFPA what best
FORMALLY ADOPT verbatim in Matrix 1710: sets practices are to
LOCALLY DEFINED reports from criteria-60 address these
SERVICE LEVEL Barnstable (p.26), seconds to take problems and
OBJECTIVES. (p66) Haverhill (p.53), call/dispatch, 60 create some sort
Plymouth (p.12), seconds to fall of
Recommendation Needham (p.12), out, then 4 interdepartmental
29: The Town of Somerville (p.26), minutes to hit the agreement. So
Watertown should Hermosa Beach, CA curb. Full 15 recommend for
adopt the time (p.17)Auburn, ME have to be within further study for
performance (p.75), Norwalk, CT 8 minutes for a 1 dispatch
objectives described (p.65) etc... alarm fire. management best
in NFPA 1710 and However, the WFD Chief Orangio: practices.
related documents. recommends Would send 2
This includes deferring this engineers, ladder,
processing of recommendation command
emergency calls in for further studv. vehicle, and
less than one minute NFPA 1710 is a another.
in dispatch, comprehensive Councilor Falkoff
responding to the document that : Any issues with
dispatch and having touches on many dispatch going
units en-route in less aspects of through one
than 90 seconds and deployment including place?
delivery of the first minimum crew sizes, Chief Orangio:
unit on-scene in less deployment of first There are some
than four minutes of alarm assignments, issues as it
drive time—all for response times etc. relates to
90% of emergency All of these factors dispatching.
calls. (p66) have relevant Sometimes in
impacts on one regards to who is
another and this dispatched first.
standard should be Lot could have to
considered for do with both
adoption in its dispatchers (one
entirety. fire and one
police)
supervised by the
police.
Recommendation
could be to have
dispatchers to be
in their own
department with
own overhead
structure.
Councilor Falkoff:
Seems like more
of a supervisory
issue.
Councilor
Piccirilli: We
should have a
meeting with both
the fire and police
chief to find out
best practices
and create some
sort of
interdepartmental
agreement. So
recommend for
further study.
20. Current The Fire Findinq 3: ANALYSIS OF Recommendation 9. Within the Councilor Committee thinks
response Department must THE RESPONSE SYSTEM 23. nape 70: The chart that Piccirilli: We this is similar to R5
times work closely with IN WATERTOWN SHOWS WFD recommends appears on addressed this in terms of
appear to the Police THAT THE DEPARTMENT'S adontinci this page 8 as a similar issue in collecting data.
exceed Department in STATIONS ARE LOCATED recommendation. "Finding"of the R5. Need software that
targeted order to begin APPROPRIATELY. A study team: can collect the
levels, with tracking all REVIEW OF RESPONSE "The current correct data. This
emergency necessary TIMES SHOWS GAPS IN response times could be
EMS calls response time THE DATA AND A NEED appear to something
taking elements. Once TO FOCUS MORE exceed targeted discussed further
longer than these data are MANAGEMENT levels, with at the meeting with
fire calls. being captured, ATTENTION ON THIS emergency the two chiefs. So
particular attention ISSUE. (p67) EMS calls need the same
should be paid to taking longer joint meeting, not
the call processing Recommendation than fire calls ". only for dispatch
time (in dispatch) 30: The Fire The statement best practices and
and the turnout Department must is factually data collection.
time (in the work in conjunction incorrect. The Needs future
stations)— with the Police study team review.
particularly for Department to looked only at
emergency calls. improve the quality the aggregate
Page 27 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
and types of response times
response time data of all units
captured. These responding to
data are critical for an EMS call.
managers to assess This does not
the performance of take into
their staff(and even account the
to set response time individual
targets). (p70) response time
Recommendation of the first WFD Councilor Committee
Recommendation 24. page 70: The unit to make Piccirilli: We recommends
31: Once these data WFD recommends patient contact addressed this further study, as
are being captured, adopting this (the most similar issue in described above.
Deputy Chiefs recommendation critical R5.
should monitor their minus the civilian response time)
shift performance. If analvst reference. which
an analyst is hired department
for the Fire records indicate
Department, is on average
monitoring and almost a full
analyzing these minute below
response time the time allotted
elements should be in the NFPA
a key focus of his/ 1710 response
her work. (p70) time standard
for medical
emergencies.
The aggregate
times the study
team utilized
also included
the response
times of a
privately
supplied non-
WFD ALS unit
which, by
agreement and
in accordance
with NFPA
1710 response
time goals, may
have up to an 8
minute
response time
with one of their
regional units
since the unit, a
regional
response
vehicle that
serves at least
one other
community, is
not housed
within the city
limits of
Watertown.
28. Section 17,
bulleted list
page 70, "EMS
calls tend to
have a longer
response time
than do fire
calls. "The
study team
looked at the
aggregate
response times
of all units
responding to
an EMS call,
this does not
take into
account the
response time
of the first WFD
unit to make
patient contact
(the most
critical
response time)
as well as
including the
response times
of privately
supplied, non-
WFD ALS units,
which by
agreement may
have up to an 8
minute
Page 28 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
response time
while deploying
one of their
regional units.
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary OPERATIONS Recommendation Orangio Discussion Recommendation
Finding Recommendation Matrix Findings and memo on Points
Recommendations errors June
26, 2012
19. Current The Fire Finding 4: THE FIRE Recommendation 25. 29. Section Chief Orangio : In The Committee felt
response Department should DEPARTMENT IS page 74: The WFD 17, bulleted Fire 1 response— there is no
policies work to reduce the RESPONSIBLE FOR does not recommend list page 72, have attack compelling reason
seem to number of units HANDLING VARIED adopting this "The Fire engine, next for to pursue a
over- dispatched on a EMERGENCY RESPONSE recommendation. Department water supply, reduction in
dispatch number of call WORKLOAD. (p70) While the study has ordered then ventilation responding
units to types. The anecdotally references that the ladder and search and vehicles, and the
certain call implementation of a Recommendation a "growing national company be rescue, and then WFD is taking
types. call triaging system, 32: The Fire trend to focus on sent, back-up for these steps towards
particularly for EMS Department should reducing the number of reflexively, on folks. holding back
calls, would be tasked with units that are a number of Councilor vehicles when
potentially reduce overall reduction of reflexively dispatched calls for Piccirilli: Don't possible. So that
the number of Fire the number of units to calls for service" service types- think this would not be
Department that respond to calls they offer no empirical some of which recommendation recommended.
vehicles routinely for service. This evidence to support are atvoical is for fire The Committee
sent on calls. This could be done with such a claim. There is for fire-rescue responses. Most and Chief find
should include changing unit little to no evidence to aaencies likely for medical merit in pursuing
increasing the deployments and/or suggest that this is across the calls. development in-
number of calls to implementation of a occurring with any United Chief Orangio : In house capability
which only a single priority medical frequency if at all in the States."The EMS call....get for paramedic
engine is dispatch triaging Metro-Boston area or study team ALS vehicle (3rd services (which
dispatched. system. (p74) in the Northeast. The attributes this party service), would update our
WFD feels that with to the fact that ambulance, and ALS status), and
the stripping down of the Watertown engine. 1st should investigate
per unit staffing and Fire engine comes this in the future.
the overall reduction in Department first and initiates This would
the number of does not patient care, enhance services
deployed response deploy a ambulance shows to our residence,
vehicles it is imperative "heavy up to transport, collect more billing,
now, more than ever, rescue" unit. then ALS and enhance
to ensure that enough While true, it (paramedics) response time for
trained responders is uncommon show up and can ALS services to 4
arrive on scene to for fire go more invasive minutes.
mitigate any departments procedures. May
emergency they not associated be moving
encounter. If reducing with large towards bringing
the number of cities to staff these paramedics
responding such vehicles. in house. This
units/personnel In fact, of the would make the
reduces the risk 36 fire response time for
management potential departments them quicker as
for the municipality that comprise well.
then the converse is the Metrofire Councilor
true, which is that the consortium, Piccirilli: Seems
risk to potential victims only 4 city fire like study is
is increased by the departments currently saying
lack of a sufficient deploy a that we should
number of responders. "heavy decide which
This then exposes the rescue" unh- vehicles for
town to liability. That Boston, specific
being said, in keeping Cambridge, scenarios. Do we
with its mission the Quincy and need to get more
Department should Waltham. aggressive?
appropriately assume Chief Orangio:
the inherent risks Matrix didn't
associated with understand why
providing public safety WFD was
services in the interest sending an extra
of overall public safety. chase vehicle
Additionally, because thought
statements on page 72 that we had
that"The EMS system paramedics in-
in the Town of house.
Watertown results in a Councilor
larger number of units Piccirilli: Not
being dispatched, really saving any
particularly to ALS money in
calls where three or reducing the
more units are number of
commonly dispatched" vehicles we send
and on page 70 that to an incident. If
"EMS calls tend to shadow of a
have a longer doubt, have to
response time than do send for safety.
fire calls" fail to
acknowledge that the
Town's ALS services
are provided by a third
party, private vendor(a
fact the study team
was aware of but did
not feel the need to
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
explore as the WFD
has confirmed and
documented that the
study team made
absolutely no attempt
to engage this private
ALS provider for data
collection, comment or
discussion). The most
logical solution to
reducing the number of
overall responses to
EMS calls as well as
reducing ALS
response times would
be to provide fire
based ALS services,
an alternative the
study team also failed
to explore. It should
however be noted that
in the Matrix Group's
2006 operations study
of the Plymouth, MA
Fire Department, the
study team offers a
model of ALS delivery
that includes fire based
paramedics to provide
ALS services which
includes the following
statement on p.90:
"in this model, the Fire
Department provides
some advanced skill
delivery from the
existing engine
companies deployed
around the town. The
measurement of EMS
system delivery
becomes "time to ALS
intervention"as
opposed to mere
ambulance response
times. The Town could
implement an ALS
Engine Company
Program. This would
provide paramedics on
Engine Companies
throughout the service
area. ALS response
time to patients in
need would likely be
reduced from current
levels."
Lastly, the study team
contradicts this
recommendation by
recommending on p.
86 that the department
include the Deputy
Chief's unit in
responses to life
threatening medical
calls, which in most
cases would add a
fourth responding unit.
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary OPERATIONS Recommendation Orangio Discussion Recommendation
Finding Recommendation Matrix Findings and memo on Points
Recommendations errors
June 26,
2012
18. The Fire Deploy personnel Findinq 5: THE FIRE Recommendation 26. Chief Orangio: In The Committee felt
Department so that Rescue 2 DEPARTMENT HAS page 77: The WFD order to achieve that with the
currently uses can be staffed at all ADOPTED A FORMAL recommends what they SAFER grant we
approximately times. Focus on RESPONSE TO VARIOUS adoptinq this recommend, have a 2 year
1.3 personnel staffing fire units at STAFFING LEVELS BY recommendation by need to have 17 buffer, but we still
per shift on three personnel if at PREDETERMINING WHICH adding one firefighter people on duty. need some further
overtime (with all possible. Both of UNITS WILL BE STAFFED per group to the Can't have a discussion for
approximately these objectives are AND AT WHAT LEVEL OF complement in an effort ladder company budgetary reasons
'/z of shifts achieved by STAFFING. (P74) to increase the number with 2 people and need to
having no reducing staffing in of shifts that staffing which is what 16 address these
personnel on Car 2 by utilizing Recommendation 33: levels stay above the people would issues. The Fire
overtime at all). the Firefighter The Fire Department minimum of 16 make. Currently Department
This is assigned as the is effectively personnel per shift. down 9 maintains a
approximately Deputy Chief's managing its This would allow the positions. But minimum, based
8% of shifts driver to other overtime given Department's current with SAFER on the national
covered using functions. The current staffing overtime process, grant may be standard, and to
overtime—well project team resources and the identified by the study able to get to 17 provide the most
within the believes that the current minimum team as effectively staff per shift. efficient services to
range expected appropriate target staffing level. Adding managed, to remain So always need the citizens of
to be found in staffing for the another firefighter to static while ensuring 16 at a minimum Watertown as a
well managed Town is for there to the complement, staffing levels at a and each team policy based
public safety be a minimum of 16 while maintaining a minimum of 17. currently has 20. decision, 16
agencies. The personnel on-duty— minimum staffing So if dip below responders need
current this allows for three level of 16, will result 16 because of to be ready for a
deployment engines, two in staffing over the health/injury/etc. Tier 1 fire.
plan for ambulances, a minimum target for someone needs EMPHASIS: Key
Operations ladder and a chief almost 50% of the to cover with here: it is policy
does not officer to be shifts in each year. overtime. guidance, a level
allocate deployed at (p77) 9 on 3 engines, of service we want
personnel to appropriate staffing 3 on the ladder, for Watertown
both Rescue levels. deputy/driver, 2 residence. Need to
units at all in maintain capability
times—an ambulance=16 for a one alarm
issue given total which is the working fire of a
that 59% of the current practice minimum of 16
Department's (171h person firefighters, to
workload is would either perform the tasks
EMS. make 2 two set out in NFPA
ladder groups 2010 Edition. Will
OR had 2nd delay for future
ambulance call). study/discussion.
Study says: 9 (then appropriate
on 3 engines, 2 accordingly)
on the ladder, 2 Appendix A.4.1.1
in 2 ambulances, in NFPA 2010
and deputy Edition.
alone= 16 total.
Councilor
Falkoff: Maybe
we should
consider some
cross-staffing in
the department
to address
increased
ambulance or
ladder services.
Councilor
Piccirilli: Bigger
issue is vacation.
25% can go on
vacation at the
same time so it
creates huge
overtime
expenses.
Union issue.
Would have a lot
more people
available for
shifts if didn't
have this issue.
Councilor
Piccirilli: Much
more
comfortable
recommending a
level of service,
not an exact
amount of
people. Number
of people is
Chiefs job.
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary OPERATIONS Recommendation memo on errors Discussion Recommendation
Finding Recommendation Matrix Findings and June 26, 2012 Points
Recommendations
Continuation Continuation of#18 Findinq 6: THE FIRE Recommendation Chief The Committee felt
of#18 above above DEPARTMENT SHOULD 27. Daae 78: The Orangio: that running two
REDEPLOY EXISTING WFD does not Reason for ambulances with a
STAFF RESOURCES TO support adogtinq the driver: minimum of 16
EXISTING UNITS. (p77) this standard staffing is not a
recommendation. says need viable option when
Recommendation This rejection is command considering the
34: Deploy based primarily on aid. They level of standards
personnel so that the study team's are used as we expect for the
Rescue 2 can be reliance on the the Swiss town, so the
staffed at all times. deployment of a Army knife committee felt that
Focus on staffing single 2 person of the this
fire units at three ladder company to response recommendation
personnel if at all achieve their wherever should not be
possible. Both of "recommended" needs are implemented.
these objectives are minimum staffing met. This is Councilor Piccirilli:
achieved by level. The study team also a good In light of doing
reducing staffing in (with great emphasis) role for more
Car 2 by utilizing the recommends firefighters in ALS/ambulance
Firefighter assigned "staffing fire training. calls, we need to
as the Deputy apparatus at three Need to examine in capital
Chief's driver to personnel at all have the projects the
other functions. The times if at all commander potential
project team possible". (p.78) a center in replacement of the
believes that the number they deem a front, apparatus
appropriate target Massachusetts especially to associated with
staffing for the Town industry standard (p. help when this service.
is for there to be a 66)while countering there are All WFD Members:
minimum of 16 the four person folks coming Do not agree with
personnel on-duty— minimum staffing from other 16 minimum level.
this allows for three level identified in towns. (an additional
engines, two NFPA 1710. In order Members of ladder can be
ambulances, a to meet what the the WFD: provided with 17
ladder and a chief study team identifies Example of staff—will have 17
officer to be as "appropriate" car flipped because of SAFER
deployed at staffing (3 person over today grant and will be
appropriate staffing minimum per fire and how the used for the
levels. In this apparatus) 16 deputy aid additional ladder to
staffing approach, personnel is was increase level of
personnel could be realistically and extremely service)
detailed from mathematically an important in
Rescue 2 to work insufficient number of that
with the ladder personnel, there scenario.
company and to must be a minimum Chief
support the Deputy of 17 personnel on Orangio:
Chief, if necessary. dutv at all times in That position
(p78) order to accomplish is used as a
the studv team's chess piece
stated aoal of for
deDlovina two full whenever
time rescues. they are
Additionally, on page needed (can
77 of the study, the jump on a
study team identifies ladder or
the rescue units as engine)so
the primary source of are
call demand, a fact imperative.
that calls into
question the reliance
of the 2nd ambulance
crew's ability to
support either a two
person ladder
company or the
Deputy Chief.
According to the
study team's own
findings, that role is
appropriately suited
to the flexibility of the
Chief's Aid (see first
bulleted point on
page 782this is the
most flexible location
for this position to be
assigned"). It is also
important to note the
lack of attention given
by the study team to
the occurrence of
simultaneous calls
and their impact on a
department's ability to
field an initial full
alarm assignment in
accordance with
NFPA 1710. For
example, with a
minimum staffing
level of 16 personnel,
Page 32 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
assuming
simultaneous medical
calls, as few as 6
firefighters are
available to respond
to a first alarm in
Watertown. In the
Matrix Group's 2007
study of the Hermosa
Beach, CA Fire
Department, these
effects are given
great consideration.
On page 36 of the
Hermosa study,
relative to the impacts
of simultaneous calls
for service, the study
team makes the
following statement;
"One of the primary
variables that must
be considered in the
development of a
realistic and
sustainable response
plan is the demands
placed upon the
response system by
simultaneous calls for
service."The
Watertown Fire
Department responds
to more than two
times the number of
calls as the Hermosa
Beach Fire
Department yet the
study team in
Watertown failed to
even mention
simultaneous calls let
alone their impacts
on service demands.
Lastly, in order to
deploy two front line
rescues units, the
department must
have two front line
units in its fleet. The
current WFD fleet
includes only one
front line rescue
along with one
reserve unit. Since
the reserve unit is in
reserve status due to
its mechanical
inability to withstand
front line service, it is
incapable of
performing in a front
line role. Thus, the
department would
need to purchase a
new front line unit.
The study team fails
to acknowledge this
fact and while it is
true that the
personnel movement
required to staff two
full time rescues in
this scenario is
without cost, the
ambulance purchase
itself would add a
cost of approximately
$200,000 to this
recommendation.
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary OPERATIONS Recommendation memo on errors Discussion Recommendation
Finding Recommendation Matrix Findings and June 26, 2012 Points
Recommendations
21. Current Work to maintain, Findinq 7: THE FIRE Recommendation 10. Within the chart Chief The Committee
policies allow through improved DEPARTMENT SHOULD 28. page 79: While that appears on Orangio: was satisfied that
for only four scheduling of time CONTROL THE USE OF the WFD credits the page 8 as a Each shift this is the current
Officers to be off, a target of five LEAVE AND WORK WITH study team for finally "Finding" as well as already has practice at the
on duty. officers per shift. THE TOWN ON A acknowledging one of a a minimum WFD and as such
Continue current CONTRACT CHANGE TO their "Recommendation" of 5 officers, this
practice of using PROVIDE FOR A recommendations of the study team: it is current recommendation
overtime to TARGETED MINIMUM OF has collective "Current policy practice. should not be
maintain a FIVE OFFICERS PER bargaining allows for only four Have gone implemented.
minimum of four SHIFT. (p78) implications, it cannot Officers to be on down to 4
Page 33 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
officers per shift support this duty". Documented before, but it
should continue Recommendation recommendation for department officer is rare,
under all but the 35: Work to the simple reason deployment is six hasn't
direst financial maintain, through that it is factually per shift. "Continue happened in
situation. The Town improved incorrect. Since 1989 current practice of years. Also
should work to scheduling of time (refer to WFD using overtime to potentially
change the off, a target of five General Order 89- maintain a creates a
contract so that no officers per shift. 02), Department minimum of four contract
more than two (2) Continue current Dolicv has been to officers per shift issue in
officers can be off practice of using ensure each shift is should continue. " determining
on scheduled leave overtime to maintain staffed by a minimum The overtime policy who can go
per shift. The a minimum of four of five officers. At when hiring fire on vacation
contractual officers per shift. times the department officers to meet the when.
language stating This will also require has, strictly for the minimum staffing
that"25% of the changes in the conservation of level of 16 is to
complement" can contract restricting overtime funds, ensure five officers
be off should be the number of maintained a staff each shift. The
modified, as noted officers who can minimum of four Fire Chief tracks
previously to allow take leave each officers when above overtime usage
fewer total day. (p79) the stated minimum regularly and may
personnel off and staffing level. At no at times and strictly
to distinguish time in the known as a cost saving
between officers history of the WFD, measure, operate
and firefighters, has the minimum with only four
allowing only one officer staffing level officers when above
officer off at a time for overtime purposes the minimum
if that will leave the been 4. Current staffing level.
Department with Department policy is
fewer than five (5) to ensure a minimum
on duty. of five officers on shift
at all times.
22. The Fire The Fire Findinq 8: Recommendation 11. Within the chart Chief The committee felt
Department's Department should OPPORTUNITIES EXIST 29. page 83: After a that appears on Orangio: that this
personnel can engage in at least TO ENHANCE THE LEVEL brief respite, the page 9 as a Already do, recommendation
be better one-hour of pre- OF STAFF UTILIZATION IN study team returns to "Finding"of the in-service can be adopted for
utilized during planning activity FIRE DEPARTMENT generalized study team: "The inspections further study but
their shifts per day per OPERATIONS. THIS recommendations as Fire Department's (mandated will be likely
doing things company. If this INCLUDES MORE seen throughout the personnel can be by law) and covered in other
like training approach is taken, PARTICIPATION IN study which again better utilized training. issues previously
and more than 700 pre- PUBLIC EDUCATION. (p79) exposes the flaws in during their shifts Councilor discussed as they
conducting plans could be this approach. The doing things like Woodland: relate to"pre-
other tasks in completed or Recommendation study team utilizes training and We have planning", such as
support of updated on an 36: The Fire the same 6 pages of conducting other already by utilizing a GIS
their annual basis. Department should supporting text as tasks in support of discussed system.
operations. Initially, facilities engage in at least seen in the Haverhill operations. "The these issues
Opportunities should be broken one-hour of pre- study(p.78-82), WFD has a well in other
exist to shift down by first due planning activity per plugging in documented parts of the
workload to area, with some day per company. If Watertown data to training program as report
line exceptions made to this approach is come up with a nearly well as an engine
companies, expand the scope taken, more than identical company inspection
thereby of the less active 700 pre-plans could recommendation. program both facts
increasing companies. be completed or Unfortunately, in an documented
productivity. Consider adding a updated on an effort to again force a elsewhere in this
layer in the GIS for annual basis. square peg into a report as well.
pre-planning so Initially, facilities round hole the study
that the WPD and should be broken team contradicts its
the WFD have down by first due own findings. For
access to these area, with some example, on p.4 the
plans. exceptions made to team sites the
expand the scope of additional support
the less active provided in the area
companies. of fire prevention by
Consider adding a the department's in-
layer in the GIS for service engine
pre-planning so that company inspection
the WPD and the program and on p.
WFD have access 105 the study states
to these plans. that"Many fire
(p83) Prevention
inspections are the
responsibility of shift
based personnel..."
which conflicts with
the study team's
statement on p. 79
that"..the Fire
Department is
engaged in primary
roles of emergency
response and
training. However,
their involvement in
other activities is
limited'. Regardless,
the WFD
recommends
adopting this
recommendation,
noting that the Town
does not have a GIS
system designed for
use by both the
Police and Fire
Departments. The
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
study does not
identify any costs or
savings associated
with this
recommendation.
Page 35 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Orangio Committee Committee
Summary Summary OPERATIONS Recommendation memo on Discussion Recommendation
Finding Recommendation Matrix Findings and errors June 26, Points
Recommendations 2012
23. Deputy Deputy Chiefs Findinq 9: THE PROJECT Recommendation 30. 12. Within the Chief The Committee
Chiefs are the should respond to TEAM EVALUATED page 86: Deputy chart that Orangio: was satisfied this is
primary all threat to life ORGANIZATIONAL Chiefs should be appears on page This currently already
management medical calls, and ALTERNATIVES FOR EMS included on all life 9 as a "Finding" contradicts a taking place at the
of operations possibly to OPERATIONS threatening calls for of the study previous level it needs to be,
in the Fire randomly assigned MANAGEMENT. (p83) service as triaged by team: "Deputy notion that and therefore the
Department. non-life threatening dispatch. Deputy Chiefs are the the WFD recommendation
EMS calls as well. Recommendation Chiefs should be rip mart/ responds should not be
operations are 37: The Matrix dispatched to non-life management of with too adopted.
the majority of Consulting Group threatening calls for operations in the many people
the recommends that the random service. Fire but in reality
Department's Watertown Fire Department." they can use
service Department increase WFD CONCLUSION: While Deputy their own
provision, yet the responsibility of The WFD does not Chiefs maintain discretion
Deputy Chiefs the Deputy Chiefs for support adopting overall shift and it works
do not EMS calls. There is this operations well.
respond to no estimated recommendation. responsibilities, Members of
"routine" recurring cost Aside from the fact company the WFD:
medical calls. associated with this that this officers such as And are
recommendation. recommendation Captains and always there
(p87) contradicts the study Lieutenants act when
team's opinion that the as primary needed on
WFD over dispatches management in medical
units (refer to the WFD. calls,
recommendation#25), prioritize
company officers are 30. Section 10, calls, and go
part of the tiered chart on page very often.
response and serve as 86, Benefits,
incident commanders "Allows
providing effective increased focus
supervision on the on the
scene of medical calls. paramedic
Additionally, Deputy engine company
Chiefs do, in most program."The
cases, respond to life WFD has no
threatening calls for paramedic
service. engine company
program and
Recommendation 31. does not employ
paqe 87: The paramedics at
following shift Deputy all.
Chief should make
contact with the victim
or their family to
ascertain whether the
WFD could have
provided enhanced
services on the call.
WFD CONCLUSION:
The WFD does not
recommend
adoptinq this
recommendation.
Aside from the fact
that this procedure
would violate
provisions of the
Health Insurance
Privacy and
Accountability Act of
1996 (commonly
referred to as H I PAA),
this information would
be better captured in
the form of am
optional written survey
offered to all patients.
This recommendation
is an inefficient
utilization of the
Deputy Chief.
Recommendation 32.
page 87: Deputy
Chiefs should take on
additional
responsibilities to
ensure the efficient
delivery of emergency
medical services.
WFD CONCLUSION:
The WFD does not
recommend
adoptinq this
recommendation.
Currently, these duties
are effectively carried
out by the
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Department's EMS
Coordinator. In this
recommendation, the
study team merely
offers opinion but
provides no
compelling reason to
alter the current
practice.
Page 37 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Section 3: ANALYSIS OF Chief Orangio Chief Committee Committee
Summary Summary OPERATIONS Recommendation Orangio Discussion Recommendation
Finding Recommendation Matrix Findings and memo on Points
Recommendations errors
June 26,
2012
24. AED's are a The Town should Finding 10: THE TOWN Recommendation 33. Chief The Committee felt
proven way of adopt an ordinance SHOULD MANDATE THE pane 89: Refer to Orangio: that this should not
improving requiring the DISTRIBUTION OF Haverhill (p.92-94). The WFD already be adopted.
survivability from presence of AED's AUTOMATIC EXTERNAL WFD does not has AED
sudden cardiac in all medical DEFIBRILLATORS IN necessarily disagree placement in
arrest. establishments and SKILLED CARE FACILITIES, with this concept but is all public
places of public PLACES OF PUBLIC confused as to why the buildings,
assembly. The Fire ASSEMBLY AND OTHERS. study team feels this can't
Department and the (p87) recommendation is the mandate
Town should work responsibility of the them
to assist with the Recommendation 38: Fire Department. everywhere.
placement of these The Town should Certainly, if the Town Not up to the
critical devices in adopt an ordinance were interested in such WFD to put
locations that requiring the an initiative the WFD these in all
cannot afford the presence of AED's in would support it. medical
full cost of one all medical Furthermore, the study locations.
through a grant establishments and team fails to identify a Councilor
program. places of public specific grant program Falkoff:
Furthermore, their assembly. The Fire that offers to assist in Maybe a
location should be Department and the creating such an health
added into the CAD Town should work to ordinance and this department
system so those assist with the concept falls just short issue.
near the victim of a placement of these of bake sales and can
heart attack can be critical devices in drives as a funding
directed to one locations that cannot mechanism.
while awaiting the afford the full cost of
arrival of EMS one through a grant
personnel. The cost program.
of the AED's should Furthermore, their
be borne by the location should be
provider. added into the CAD
system so those near
the victim of a heart
attack can be directed
to one while awaiting
the arrival of EMS
personnel. The cost
would be borne by
each medical
provider. In the case
of a medical office
building, the providers
could pool together to
share this cost. (p89)
26. The two The two public Finding 11: THE Recommendation 34. Committee felt that
departments have safety departments WATERTOWN POLICE AND page 90: This this was previously
not developed a should develop FIRE DEPARTMENTS recommendation was discussed in
consistently `customer service' NEEDS TO FOCUS ON addressed with the another
effective approaches to "CUSTOMER SERVICE" study team as a work in recommendation
approach to address and ISSUES WITH RESPECT TO progress as a dispatch and that it required
`customer service' resolve problems in EMERGENCY discrepancy form (the more study.
and problem joint dispatching. COMMUNICATIONS. (p89) draft of which was
resolution in shared with the study
emergency Recommendation 39: group) existed and was
communications. Develop "customer awaiting
service" approaches implementation. The
to address and form and policy was
resolve problems in instituted in June of
joint dispatching. 2012 (refer to WFD
(p90) Administrative Bulletin
12-09).
25. The Town The project team Findina 12: THE TOWN OF Recommendation 35. ALL: Makes The Committee felt
needs more than recommends that WATERTOWN SHOULD page 92: The WFD no sense that this should not
one ambulance at the Fire Department WORK CLOSELY WITH ONE does not support under the be adopted.
times. A and Town Manager OR MORE OF ITS adoptinq this mutual aid
recommendation seek to work with NEIGHBORS TO EXPLORE recommendation. By agreement.
in this report is to neighboring A REGIONAL EMS not properly
shift staffing to communities by TRANSPORT SERVICE researching the Councilor
ensure that offering them the DELIVERY MODEL. (p90) subject, the study team Piccirilli:
Rescue 2 is services of Rescue has yet again provided Adding ALS
staffed at all 2 on a cost-sharing Recommendation 40: a generalized changes this
times. basis. Under this The project team "recommendation"that whole
model, each recommends that the fails to consider either discussion
community would Fire Department and applicable laws and anyway.
keep the revenue Town Manager seek standards or the
associated with the to work with operations of this
calls run in their neighboring department and those
jurisdictions, and communities by of the departments the
would pay a offering them the recommendations seek
proportional cost of services of Rescue 2 to partner with. In order
staffing the on a cost-sharing for this plan to even be
ambulance. For basis. Under this feasible, the Town
example, if one model, each could only partner with
other community community would a community that
participated, the keep the revenue shares a contiguous
cost reduction to associated with the border; otherwise
Watertown would calls run in their response times would
Page 38 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
be 50% the cost of jurisdictions, and fail to meet any
staffing the would pay a accepted standards. Of
ambulance—or proportional cost of the five communities
approximately staffing the that share a border with
$300,000. ambulance. For Watertown, only one's
example, if one other fire department,
community Belmont, operates a
participated, the cost fire based transporting
reduction to BLS unit. Since the
Watertown would be Town of Belmont is a
50% the cost of mutual aid partner and
staffing the each community's EMS
ambulance—or Service Zone Plan
approximately (mandated by MGL
$300,000. (p92) 111C and 105 CMR
170) includes the other
as its primary back up,
this recommendation is
rendered moot. In other
words, there is
absolutely no incentive
for the Town of
Belmont to offer to
share the cost of a
service they currently
receive at no cost as a
result of Massachusetts
Law.
Page 39 of 40
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Fire Department February 18,
2014
Executive Executive Appendices Chief Orangio Chief Orangio Committee Committee
Summary Summary Recommendation memo on errors Discussion Recommendation
Finding Recommendation June 26, 2012 Points
31. Appendix B,
chart on page
103-Strengths,
"CPR training is
provided to
residents "The
WFD does not
provide CPR
training to the
public.
32. Appendix B,
chart on page
104-Performance
Improvements,
"The Department
lacks adeauate
space for Dhvsical
fitness.. "All three
stations have
ample dedicated,
fitness space with
assorted exercise
equipment.
33. Appendix B,
chart on page
106-Strengths,
"The Fire Marshal
performs plan
checks based on
the Fire Code, "
The WFD has no
Fire Marshal
position, the
Captain assigned
to the Fire
Prevention
Bureau conducts
these checks.
Page 40 of 40
Attachment C
Committee on Public Safety
Report on Meetings of August 11, 2014, September 16, 2014,
and October 7, 2014
The Public Safety Committee convened on Monday August 11, 2014 at 7:00 pm in the Richard
E. Mastrangelo Council Chambers. Present were Susan Falkoff, chair; Vincent Piccirilli, vice
chair; and, Kenneth Woodland, secretary. Also present were Police Chief Edward Deveau and
Police Captains Thomas Rocca and Raymond Dupuis.
The purpose of the three meetings was to evaluate the recommendations made by the Matrix
Consulting Group in April of 2012 for the Watertown Police Department. As with the Fire
Department study, Councilor Piccirilli prepared a spreadsheet of the Police Department study
with all the findings and recommendations, along with the Chief s comments.
The meeting adjourned at 8:55 pm.
The Public Safety Committee reconvened on Tuesday September 16, 2014 at 7:00 pm in the
Richard E. Mastrangelo Council Chambers. Present were Susan Falkoff, chair; Vincent
Piccirilli, vice chair; and, Kenneth Woodland, secretary. Also present were Police Chief Edward
Deveau, Police Captains Thomas Rocca and Raymond Dupuis, and Steven Magoon, Assistant
Town Manager/Director of Community Development and Planning. The Committee continued
its evaluation of the recommendations.
The meeting adjourned at 8:30 pm.
The Public Safety Committee reconvened on Tuesday October 7, 2014 at 7:00 pm in the Richard
E. Mastrangelo Council Chambers. Present were Susan Falkoff, chair; Vincent Piccirilli, vice
chair; and, Kenneth Woodland, secretary. Also present were Police Chief Edward Deveau,
Police Captain Thomas Rocca, and Steven Magoon, Assistant Town Manager/Director of
Community Development and Planning. The Committee completed its evaluation of the Police
Department recommendations which are attached to this report.
The Committee plans to meet on November 18, 2014 to develop a final report and
recommendations on both the Police and Fire Studies.
The meeting adjourned at 8:05 pm
Prepared by Vincent Piccirilli
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
1. The Police Currently annual Findine 1:ANALYSIS OF DEPARTMENT POLICIES Recommendation 1 The WPD just None
Department does performance AND PROCEDURES SHOWED THAT EFFORTS TO The recommendation got certified
not utilize a appraisals are should be studied and is
performance precluded in the UPDATE THEM HAVE BEEN SLOW. (p9) further. awaiting the
evaluation labor contracts Response: Requires final
system to and this should be (1) Current Policies and Procedures collective bargaining. accreditation.
formally monitor addressed during Have Been Modified to Reflect Practices
performance and the bargaining in Place Due to the Move to the New The WPD is
provide feedback process. Police Headquarters. (p9) always doing
on a regular departmental
basis. This reviews.
results in Recommendation 1:The Department
individuals in the should set a goal of review 10 policies
Department per month. Policy manuals should be
defining their own reviewed annually to ensure they
expectations remain current with law changes, legal
without reference rulings and changes to best practices.
to formal
guidance from (p10)
the Town (2)The Department Has an Established
Manager or Town Approach for Reviewing and Updating
Council. Policies and Procedures to Ensure
Policies are Current and Reflect
Procedures in Place. (p10)
Recommendation 2:The Department
should use annual performance
appraisals to offer an opportunity for
supervisors to cover and confirm
specific knowledge of critical policies.
(p10)
(3) Review of Specific High-Liability
Policies and Procedures Show That the
Department Has Systems in Place to
Document These Activities. (p10)
No specific recommendations
Page 1 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
2. The Police The Department Finding 2:ASSESSMENT OF THE WPD'S Recommendation 2 The Chief has Drug testing
Department does should revise the INTERNAL AFFAIRS PROCESSES SHOW THAT THE The recommendation been should be a
not have a formal internal Affairs should be studied aggressive in collective
earl intervention DEPARTMENT HAS AN OPPORTUNITY TO
y policies to include IMPROVE ASPECTS OF THIS FUNCTION. (p12) further. terminating bargaining goal.
system to identify annual reporting Response: The employees
issues before requirements, how department has with Acquiring software
they become internal versus (1)There Are Issues with the Internal identified a highly disciplinary should be
more significant external Affairs Process. (p12) recommended and issues. explored.
disciplinary complaints will be successful software
issues. Proactive identified and the Recommendation 3:The Department program (IAPRO) The Chief and
departments will development of an designed for this Captains
work with Officers early warning should revise the Internal Affairs policy specific purpose. support drug
who suddenly system. This, too, to include annual reporting Requires funding by testing, but is
show tardiness or would need to be requirements, how internal versus the town and current a collective
other behavioral negotiated with external complaints will be identified quote Is valid until bargaining
issues. the union. and the development of an early December 21, 2012 issue.
warning system (p13) for$8,000. Quote
.
3. The Police The Department includes onsite Software
Department does should evaluate (2)The Department, as Part of the training. It also would be
not have a way to the benefits of and Internal Affairs Process, Should Evaluate requires collective helpful.
ensure consider the Implementation of a "Disciplinary bargaining.
consistency in developing a Decision Guide". (p13) Disciplinary
disciplinary Disciplinary action takes
matters. Decision Guide Recommendation 3 place with
with the adoption Recommendation 4: Evaluate the The recommendation guidance form
of the revised benefits of and consider developing a should be studied the Town
Internal Affairs Disciplinary Decision Guide with the further. Attorney.
Policy. adoption of the revised Internal Affairs Response: The
Policy. (p14) department is
(3)The Department Should Employ an currently reviewing
"Employee Early Intervention" System. and evaluating its
(p14) policies in regards to
disciplinary matters.
Collective bargaining
Recommendation 5:The Department of some issues may
should formally explore the feasibility be necessary.
of adopting an appropriate Early
Intervention (Warning) System as a
Page 2 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
component of the Internal Affairs
Process.The cost of such a system is
between $5,000—$10,000. (p15)
Page 3 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
4. There is no The command Finding 3: CURRENT MANAGEMENT SYSTEMS Recommendation 4 Community Continue to
clear philosophy staff should work AND ASSOCIATED ACCOUNTABILITY The recommendation policing is a explore how to
nor objectives in to ensure clear MECHANISMS CAN BE IMPROVED. (p15) should be studied high priority of improve
how Community performance further. the WPD. community
Policing will be expectations are Response: Nearly all involvement in
used to program developed (1) Consideration Should Be Given to our Community setting WPD policy
focus on regarding values, Developing a "Performance Based Policing goals.
"reduction of reduction in crime Management Plan"to Focus Specifically programming has
crime", and community on Long Range Planning. (p16) been severely
"prevention of policing efforts. reduced, and in most
crime", and cases eliminated,
"reduction of the Recommendation 6:The command staff due to reductions in
fear of crime." should work to ensure clear staffing. Due to
performance expectations are staffing shortages
developed regarding values, reduction the police
in crime and community policing department
efforts. (p17) eliminated two
school resources
officer positions, has
(2) Department Accountability two vacant
Mechanisms Can Be Improved. (p17) community policing
officer positions, and
Recommendation 7:The Department no longer has a
should develop an annual employee police officer
appraisal system that is job specific instructing the
D.A.R.E. program.
(patrol,traffic, detective, etc.).This will All after-school
have to be constructed to meet agreed programming, such
upon collective bargaining objectives as Cops & Kids, has
and requirement. (p18) been eliminated.
Therefore, the
department has
somewhat lost its
flexibility to
proactively identify
issues and create
preventions
strategies. The
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
creation of
performance goals
may require
collective bargaining.
Page 5 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
5. The The Department Finding 4:THE WATERTOWN POLICE Recommendation 5 The WPD Continue exploring
Department has should consider DEPARTMENT SHOULD DEVELOP A PLAN FOR The recommendation does state options on this.
allowed their regaining their should be accreditation.
accredited status CALEA accredited REGAINING CALEA ACCREDITED STATUS. (p18) considered for Lt. Unsworth
with CALEA to status. Add a implementation. is leading this
lapse. civilian Recommendation 8:The Department Response: Requires effort, but a
Accreditation should consider regaining accredited additional staffing civilian
Coordinator status with CALEA.This will have an and funding administrator
position to assume annual cost of approximately$8,500. requirements and would help
those duties of the (p18) may involve spread the
Lieutenant related collective bargaining workload.
to accreditation issues. Preliminary
and policy review. estimates would be a
$48,000 civilian
position and an
additional #8,500 in
maintenance cost for
a total of$56,500 per
year to start.
Although the CALEA
status has lapsed,
the department has
remained committed
to maintaining its
policies and has
increased training to
officers.
Page 6 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
6. The Captains The Town and Finding 5: CRITERIA FOR EVALUATING AN Recommendation 6 There are Consider further
are part of the Police Department ORGANIZATIONAL STRUCTURE. (p18) The recommendation pros and cons discussion on this.
bargaining unit should move No specific recommendations should be studied of doing this.
and should be towards further.
nonunionized. developing a Response: Requires
command staff Collective
that is unaffiliated Bargaining.
with the collective
bargaining
process. Consider
upgrading
Captains to
Deputy Chiefs and
remove them from
the bargaining
process.
7. For the future, The Town of Finding 6: AS WITH THE PROJECT TEAM'S Recommendation 7 The general No action.
the Town should Watertown should RECOMMENDATION FOR FIRE, FUTURE POLICE The recommendation feeling that
consider conduct a should be studied this is working
conducting a Commonwealth CHIEF RECRUITMENTS SHOULD BE EXPANDED further. well for
search to search with the TO INCLUDE OTHER CANDIDATES IN THE Response: Town Watertown,
broaden the pool next Chief COMMONWEALTH IN ADDITION TO INTERNAL Council evaluation and this
of potential vacancy. Part of ONES. (p21) and decision change is not
applicants for the this process required. Collective needed..
next Police Chief. should include Recommendation 9:The Town of bargaining
assessment considerations could
centers, Watertown should conduct a search be an issue.
interviews, throughout the Commonwealth when
background the next Police Chief is hired. (p21)
checks and other
methods for
ascertaining the
appropriateness of
the candidate.
Page 7 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
Finding 1: OVERALL ORGANIZATION OF THE N/A
FIELD OPERATIONS BUREAU. (p22)
No specific recommendations
Finding 2: OVERVIEW ORGANIZATION AND N/A
ANALYSIS OF PATROL OPERATIONS. (p23)
No specific recommendations
Finding 3: OVERVIEW OF THE MATRIX N/A
CONSULTING GROUP'S PATROL STAFFING
ANALYTICAL MODEL. (p24)
No specific recommendations
Finding 4: ANALYSIS OF PROACTIVE TIME N/A
LEVELS INDICATES THAT PATROL HAS
SUBSTANTIAL ABILITIES TO BE INVOLVED IN
PROACTIVE ACTIVITIES. (p36)
No specific recommendations
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
8. Analysis of the Staffing levels Finding 5:THE PROJECTTEAM'S STAFFING Recommendation 8 There were N/A
distribution of should remain ANALYSIS SHOWS THAT THE WPD CAN PROVIDE The recommendation some morale
Patrol personnel unchanged. should be studied issues with
and the resulting A HIGH LEVEL OF SERVICE WITH THE CURRENT further. staff
proactive time NUMBER OF OFFICERS ASSIGNED TO PATROL. Response: The reductions,
shows that WPD (p41) department does not but since the
has adequate feel that we have report was
staffing to Recommendation 10:The project team adequate staffing. done, more
maintain desired finds that current staffing levels provide With officers out with staff has been
proactive patrol for a high level of service and should contractual time off, added.
utilization target i the b fth
illness, injury and
of 40-45%. remain e number o authorized mandated training,
positions in the Police Department we often run at the
budget. (p42) minimum staffing
levels. Surplus
staffing is not
available to cover for
these open positions
forcing the
department to fill
these vacancies
strictly through
overtime
assignments.
Operating at
minimum staffing
also prevents officers
from using vacation
time and affects
morale adversely.
Page 9 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
See#10 below Finding 6:THE PROJECT TEAM'S PROACTIVE N/A
TIME ANALYSIS SHOWS PATROL DEPLOYMENT
ALTERNATIVES CAN BE CONSIDERED. (p43)
Recommendation 11: Give strong
consideration to implementing the 3/12
shift schedule for all of patrol services.
(p52)
9. More proactive Create Finding 7:TRAFFIC ENFORCEMENT AMONG Recommendation 9 Staffing was Continue
time in patrol accountability DEDICATED TRAFFIC ENFORCEMENT STAFF The recommendation reduced in the discussions on
needs to be mechanisms so APPEARS PRODUCTIVE THOUGH THERE ARE should be studied traffic division. how to improve.
dedicated to that patrol ISSUES WITH PATROL OFFICERS' PARTICIPATION further.
traffic personnel use of Response: The most Traffic
enforcement. proactive time is IN THESE EFFORTS. (p52) important enforcement
dedicated to high accountability continues to
priority or (1) Moving Citation and Warnings mechanism is be a top
important service Issued. (p53) consistent community
needs in the No specific recommendations supervision. The priority.
Town, such as department's current
traffic collective bargaining
enforcement. (2) Patrol Personnel Need to Use More agreement does not
Proactive Time Dedicated to Traffic allow for a patrol
Enforcement Activities. (p53) officer to have one
direct and consistent
Recommendation 12: Given the levels supervisor. Other
of proactive time available and the accountability
methods requiring
seriousness of traffic safety issues in the more interactive
Town,this should be a high priority communications,
proactive activity for most officers on statistical monitoring,
most shifts. (p53) etc., is being utilized
to monitor and guide
our officers' use of
proactive time.
Watertown has high
levels of traffic
enforcement. When
Page 10 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
enforcement is
increased, so are
citizen complaints of
the department.
Many of our
enforcement
encounters are
verbal warnings, rich
in education, but not
always documented
on "stat" reports.
Page 11 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
21. Proactive/ Continue to Finding 8: SPECIAL ENFORCEMENT AND Recommendation Staff Recommend
special participate in COMMUNITY POLICING IN WATERTOWN HAVE 20 reductions continuing
enforcement has regional task BEEN IMPACTED BY REDUCTIONS IN THE PAST The recommendation have impacted discussion on this.
declined in recent forces to the should be this, and we
years because of extent that these THREE BUDGET CYCLES. (p54) considered for are continuing
the loss of can be supported implementation. to apply for
funding for through local Recommendation 13: Continue to Response: The COPS grants
dedicated funding. participate in regional task forces to the Department desires to add staff.
positions. extent that these can be supported to staff dedicated
through local funding and expect great positions such as
participation in community policing OCDEFT and
SMCDTF. This is
efforts by staff assigned to Patrol. (p55) predicated on future
staffing and funding
levels provided by
the city. We feel
there is a strong
need for a person to
be assigned to the
local South
Middlesex County
Drug Task Force.
Drugs are prevalent
in our community
and the root cause of
many other crimes.
Having a full time
person in this task
force would give us a
great resource to
proactively identify
and reduce the drug
problem and other
crime problems in
our community.
Page 12 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
Finding 9: THE POLICE DEPARTMENT NEEDS TO N/A
MONITOR AND ADJUST TO UNANTICIPATED
POSITION VACANCIES. (p55)
Recommendation 14: Because of the
potential impacts in the need for
overtime, monitor vacancy levels which
exceed a normal range of about 10%
per year which will lead to higher levels
of overtime. (p55)
Finding 10: PATROL SERVICES FINDINGS, N/A
CONCLUSIONS AND RECOMMENDATIONS. (p55)
Recommendation 15: Maintain existing
patrol staffing levels of 29 officers if
patrol operations continue under the 8-
hour program. Maintain existing
sergeant and lieutenant staffing
contingent in patrol. (p56)
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
10. Adoption of a Consider adopting Recommendation 16: Give strong Recommendation This would be Continue collective
3-12/hour shifting a 3-12/hour patrol- consideration to implementing the 3/12 10 difficult in a bargaining
pattern may shifting pattern as shift schedule for all of patrol services. The recommendation small force discussion of a
improve officer compared to the should be studied like platoon system
safety current 5-8/hr In collaboration with union and further. Watertown. with the same
perceptions while pattern. This management representatives, design a Response: Requires Not having the supervisor
allowing lower staffing pattern will 3/12 shift schedule that meets the Collective same
patrol staffing allow a reduction unique needs of the WPD. Under 12- Bargaining. supervisor
levels. of 5 patrol officers hour schedule operations, it would be with the same
without negatively possible to eliminate five (5) patrol patrol group
impacting reactive every night is
availability of officers from the field at an estimated not desirable.
patrol officers to annual savings of$338,180 annually.
respond to (p56)
community
generated calls for
service.
11. Consistency In the future, Recommendation 17:The Department See above See above
in shift regardless of shift should strive to get supervisors on the
supervision is at selected, same schedule as line police officers to
risk if Sergeants Sergeants and
and Police Police Officers achieve consistency in field supervision.
Officers work should work the (p56)
different shifts. same shift
schedule.
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
12. Authorized Utilize part time Finding 11: DISPATCH FINDINGS, CONCLUSIONS Recommendation This needs Continue
staffing levels in trained AND RECOMMENDATIONS. (p56) 11 further discussion with the
dispatch are dispatchers to The recommendation discussion fire department
often insufficient assist handling should be studied with the fire
to meet demands periods when full Recommendation 18: Continue with the further. department.
when full time time staff implementation of part time temporary Response: Requires
staffing levels are availability is low. dispatchers. (p58) Collective
low resulting in Bargaining.
unexpected Additional staffing
levels of would be required.
overtime. The department is
currently only funded
to hire nine full time
dispatchers. The one
unfunded part-time
dispatcher(allowed
through collective
bargaining) is
restricted from
working unless the
nine full time
dispatchers have
refused the available
overtime shift.
Additionally, it takes
approximately three
months to train a
dispatcher full time, it
would take even
longer to train one on
a part time basis.
There is no
additional funding to
do this training. The
additional cost of
doing so would come
directly out of our
overtime budget,
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
thus draining the
overtime desperately
needed in other
areas. This idea
could help, but would
require funds up
front to get started.
Page 16 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
13. No Implement (1)There Are No Established Recommendation This was N/A
performance performance Performance Benchmarks in the 12 completed.
standards exist to standards for Dispatch Center For Dispatching Priority The recommendation
measure dispatching should be studied
effectiveness of Priority One calls One Calls for Service. (p58) further.
dispatching for service. Response: Subject
Priority One Recommendation 19: Establishing to Collective
Police, Fire and these benchmarks allows review of Bargaining.
EMS calls for dispatcher performance and enhances
service. delivery of emergency services as police
and firefighters will have "improved"
response times as a result of monitoring
and improving dispatching times. (p58)
14. Providing Grant funds have (2) Emergency Medical Dispatching Recommendation This was N/A
Emergency been secured to (EMD) is State Mandated in 13 completed.
Medical Dispatch accomplish this Massachusetts Beginning in 2013. (p58) The recommendation
of EMS calls is prior to the 2013 should be
mandated in requirement. considered for
2013. Recommendation 20: The Department implementation.
should begin to implement this system Response: This is
as soon as practical to ensure all moot. EMD has been
dispatchers are trained and functional established and
in EMD operations prior to the mandate currently being
taking effect. (p58) executed as of July
1, 2012.
Page 17 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
15. The two The two public (3)The Watertown Police and Fire Recommendation This was N/A
departments safety Departments Needs to Focus on 14 completed.
have not departments "Customer Service" Issues with Respect The recommendation
developed a should develop should be
consistently 'customer service' to Emergency Communications. (p58) considered for
effective approaches to implementation.
approach to address and Recommendation 21: Develop Response: Currently
`customer resolve problems customer service' approaches to there is dialogue
service' and in joint address and resolve problems in joint between the Captain
problem dispatching. dispatching. (p59) of the Police
resolution in Department and the
emergency Captain of the Fire
communications. Department to
address any issues.
The use of
discrepancy forms
are used to
investigate any
issues and produces
a formal response.
Page 18 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
16. Efficiencies Explore (4) Watertown Should Consider Recommendation This is a long- Low priority.
can be gained opportunities with Regional Consolidation of Dispatch with 15 term issue
through surrounding The recommendation and would
regionalization or communities for Neighboring Agencies. (p60) should be studied require
consolidation of the regionalization further. considerable
dispatch services or consolidation of Recommendation 22: Implement Response: This is a study.
dispatch services. performance standards for dispatching Town Wide Policy
Priority One calls for service (p60) decision and
Collective Bargaining
Recommendation 23: Continue the issue.
implementation process of EMD
protocols and procedures and train
dispatch personnel prior to the 2013
mandate. (p61)
Recommendation 24: Explore
opportunities with surrounding
communities for the regionalization or
consolidation of dispatch services.
(p61)
17. A review of Make no changes Findine 1: INVESTIGATIONS WORKLOAD, Recommendation See#5 above. N/A
Support in Civilian and STAFFING AND EFFECTIVENESS ARE EVALUATED 16
personnel Support staffing DIFFERENTLY THAN PATROL OPERATIONS. (p63) The recommendation
processes and with the exception N should be
workload of a civilian o specific recommendations considered for
suggests that assistant to the implementation.
these units are CS&D Lieutenant. Response: The
appropriately department is
staffed. comfortable with our
civilian support staff
levels. However, an
additional civilian
position would be
necessary in order to
pursue CALEA
accreditation.
Page 19 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
Finding 2: A COMPARISON OF CRIME N/A
CLEARANCE DATA SHOWS NO ISSUES OF
SIGNIFICANCE WHEN COMPARED TO PEER
AGENCIES. (p66)
No specific recommendations
19. The Police Develop a formal Finding 3: CASES ASSIGNED TO WPD DETECTIVE Recommendation Prioritization Agree with Chief's
Department has case screening STAFF ARE HIGHER THAN DESIRED CASELOAD 18 of cases is an recommendation.
not implemented and prioritization TARGETS WHEN COMPARED TO MOST OTHER The recommendation important
a formal case system to be used should be concern of
screening and by the Detective NATIONAL LAW ENFORCEMENT AGENCIES AND considered for residents.
prioritization Lieutenant and BEST PRACTICES. (p71) implementation.
system as part of Sergeant when Response: The
overall case assigning cases (1)The Detective Division Should Detective
management. for follow-up Formalize the Case Screening Process Supervisors currently
investigation. Using Solvability Factor and Priority use an informal case
Status Methodologies Consistent with screening process to
prioritize cases. We
Best Management Practices. (p72) use the applicable
solvability factors
(2)The Solvability Factor Methodology. that were proposed
(p72) by the Matrix
Company. There are
Recommendation 25: Formalize the too many variables
involved to make this
case screening process using a a black and white
documented solvability factor process. Due to the
methodology. (p73) loss of two
detectives a few
years ago we had to
adjust the case
screening process
and re-prioritize the
investigations that
we are able to do.
We implemented the
Matrix recommended
formal case
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
screening model for
several weeks and
found it actually
increased detective
caseloads. We are
evaluating our
findings.
Page 21 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
20. Current Evaluate the use (3)The Prioritization Methodology Recommendation Lack of Agree with Chief's
assigned and of a formal case (p74) 19 adequate recommendation.
active caseloads screening an The recommendation staffing is
for the detectives prioritization should be causing this
are in the high system on Recommendation 26: Formalize a considered for problem.
range at 14— caseloads as a detective caseload prioritization system implementation.
21.8. This is way to manage as part of the case screening process Response: We agree
higher than the workloads. using a 7-priority system as a with the
best practices framework. (p75) recommendation on
range of 12— 15 Evaluate the the need for
cases per month. ancillary duties 4 If Rid C Management additional staff. We
currently ( ) Revised anagemen have looked at the
performed by Practices Do Not Significantly Impact screening model
detectives and Cases Assigned to Detectives, Consider which has actually
their effect on Additional Staff Resources. (p75) increased our
workload. If detective caseload.
required assign an Recommendation 27: Revise case We are down two
additional officer to detectives from
the Detective Unit. screening practices, assign minor cases budget cuts. We
to patrol and reduce the number of always strived before
Evaluate potential collateral duties handled by detectives. the study was even
to shift Only once these recommendations are done to get back to
responsibility for implemented should the Town and original staffing
the follow up of levels. This
additional minor Department reconsider Detective Unit continues to be our
cases to staffing levels. (p76) goal. Patrol has been
field patrol and continues to
personnel. follow up on minor
cases which has
Consider resuming helped over the
the rotation of years, but not solved
officers from patrol the problem of high
through the case loads. The
detectives division resumption or the
to serve as a rotation of officers
career through Detectives
development tool. would also be useful
but this is all
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Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Only if these contingent on
approaches result manpower. This
in continued high rotation through
caseload levels Detectives has given
should another the patrol officers
detective be better tools to
added. complete follow up
investigations.
However, the
allocation of
permanent staff is
needed.
Page 23 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
18. Personnel The Police Finding 4: SUPPORT POSITIONS IN THE Recommendation Agreement in Should be
currently Department ADMINISTRATIVE SERVICES BUREAU APPEAR 17 principle. implemented.
assigned to should work with EFFECTIVE, ALTHOUGH THE DEPARTMENT The recommendation
process payroll Town staff to should be
and purchasing ensure these SHOULD EVALUATE THE OPPORTUNITY TO considered for
believe that personnel are CIVILIANIZE THE DETAIL OFFICER. (p76) implementation.
additional training properly trained. Response: The
and are needed Recommendation 28: Work with the Auditor's office has
for the Munis Town to ensure that personnel engaged decided that only
system. in payroll and purchasing processes are their office will
able to fully utilize the Munis System to process payroll
within the MUNIS
the extent that they are authorized to system. Our staff has
do so. (p77) attended a MUNIS
training program on
Friday October 5,
2012. If the Town
offers additional
training the
department would be
happy to make use
of it.
Page 24 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
22. The Civilianize the Recommendation 29: Consider Recommendation There are Examine pursuing
Department could detail officer civilianizing the detail officer position 21 pros and cons as part of
civilianize the because of the with the potential for up to$20,000 in The recommendation with this. An collective
detail officer largely should be studied officer can do bargaining.
position. administrative cost savings per year. Other further. other duties
functioning of this administrative collateral duties Response: Requires besides the
position. currently handled by the detail officer Collective details, but a
(e.g., invoicing and scheduling) could Bargaining. The civilian could
also be handled by this position while department would be save money.
other duties (e.g., community policing opposed to this as It would
activities) would be distributed to other this officer is also require
utilized to perform collective
sworn personnel in the Department. other activities and bargaining.
(p77) functions that only a
sworn officer can do,
such as patrol shift
coverage, response
to emergencies and
various other
community policing
activities.
See#5 above Findine 5:THE WATERTOWN POLICE See#5 above N/A
DEPARTMENT SHOULD TAKE STEPS TO
REATTAIN ACCREDITATION FROM CALEA. (p78)
Recommendation 30:As the
Department works to re-achieving and
maintaining accredited status, consider
adding a civilian Accreditation
Coordinator in the Administrative
Services Bureau who reports to the
Lieutenant at a cost of about$48,000
per year for the new position and about
$8,500 in other operating costs. (p79)
Page 25 of 26
Consolidated List of recommendations and comments on the Management and Operations Study of the Watertown Police Department July 13, 2014
Executive Executive Section 2:ANALYSIS OF MANAGEMENT Chief Deveau Committee Committee
Summary Summary SYSTEMS AND ORGANIZATION Recommendation Discussion Recommendation
Finding Recommendation Matrix Findings and Recommendations Points
Finding 6: THE IN-SERVICE TRAINING SCHEDULE N/A
EXCEEDS STATE REQUIREMENTS FOR CONTENT
AND DURATION. (p79)
No specific recommendations
Page 26 of 26