Fire Dept Staffing Study - June 2012 MRI

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MRI recommends that the fire department develop a comprehensive capital equipment planning program that identifies the needs of the department for the next ten to fifteen years. This effort should be consistent with the town's capital budget plan and the master plan. The town should participate in the fire apparatus group purchasing system that has been implemented by the Metropolitan Area Planning Council in cooperation with the Fire Chiefs Association of Massachusetts. Before making major equipment purchases, the fire chief should receive input from operational personnel, perhaps through the implementation of a design committee to develop specifications and review purchase options. In addition, the area fire chiefs should coordinate their capital planning efforts and consider a regional needs assessment that might limit the amount of specialized equipment that is required of individual communities. Lack of a Formal Training Program and Performance Improvement Program Training is, without question, one of the most important functions that a fire department should be performing on a regular basis. A department that is not well trained, prepared, and operationally ready will be unable to effectively, efficiently, and safely fulfill its emergency response obligations and mission. A comprehensive, diverse, and on -going training program is absolutely critical to the fire department's level of success. Equally important is the ability of the department to evaluate the performance of paramedics as they administer advanced life support (ALS) care to their patients. A formal performance improvement program is an essential and mandatory requirement of a state licensed ALS program. At the present time, training is coordinated on a part -time basis by a fire captain. There is little overall coordination between platoons, and training is often interrupted by emergency calls. There appears to be little consistency between platoons concerning the frequency and types of training that is offered. In addition, training only occurs during weekday hours. There is clearly a need for daily, documented training that is based on formal lesson plans. EMS continuing education and refresher training is performed in accordance with state regulations through in -house training and with the use of an outside contractor. MRI has made a series of recommendations concerning the establishment of a formal training program and a formal performance improvement program for both fire and EMS operations. The proposed assistant fire chief for support services would be responsible for overseeing these activities, and we recommend that a lieutenant on each platoon be tasked with duties as the platoon training officer. We also recommend the establishment in the future of a full -time EMS coordinator. Town of Lexington, MA: Fire Department Staffing Study Prepared by Municipal Resources, Inc. June 2012 Page 7 III Municipal Resources