HomeMy WebLinkAboutFire Dept Staffing Study - June 2012 MRIFINAL REPORT
Town of Lexington, MA
Fire Department
Staffing Study
June 2012
Prepared by:
Municipal Resources, Inc.
120 Daniel Webster Highway
Meredith, NH 03253
603- 279 -0352
866- 501 -0352 Toll Free
603 - 279 -2548 Fax
almunicipalresources.com
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TABLE OF CONTENTS
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TABLE OF CONTENTS
Chapter 1
Executive Summary ............................................. ..............................2
Chapter 2
Introduction and Scope of Work .......................... .............................10
Chapter 3
Summary of Key Recommendations ..................... .............................13
Chapter 4
Background and Demographics ............................ .............................32
Chapter 5
Fire & EMS Operations, ICS, Safety & Mutual Aid .............................34
Chapter6
Staffing .................................................................. .............................43
Chapter 7
Fire Prevention, Inspections, and Public Education ..........................53
Chapter 8
Communications and Technology ........................ .............................63
Chapter 9
Training and Professional Development .............. .............................67
Chapter 10
Policies and Procedures ........................................ .............................78
Chapter 11
Fire Department Apparatus and Equipment ........ .............................82
Chapter 12
Fire Department Facilities ..................................... .............................91
Chapter 13
Benchmarking ......................... ............................... ............................110
Chapter 14
Employee Attitudes and Issues .............................. ............................124
Chapter 15
Business Community Perceptions ......................... ............................132
Chapter16
About MRI ............................... ............................... ............................134
APPENDICES
SurveyResults .......................................................................................... ..............................A
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120 Daniel Webster Highway
Meredith, NH 03253
Municipal Resources
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FINAL REPORT
Town of Lexington, MA
Fire Department
Staffing Study
June 2012
tel: 603.279.0352 • fax: 603.279.2548
toll free: 866.501.0352
CHAPTER 1
EXECUTIVE SUMMARY
OVERVIEW
The purpose of the executive summary is to offer a brief synopsis of the key issues and
recommendations found in the study as an overview of the complete report. It is not intended
to provide the reader with a detailed analysis of the results in a few pages; nor is it intended to
direct attention to certain issues or suggest that others, developed in more detail in the main
body of the report, are less important. The complete report should be read, in all of its detail,
to gain a full understanding of the issues facing the Lexington Fire Department as evaluated by
Municipal Resources, Inc. (MRI).
It is our sincere hope that this report will be used by the town, the fire department's leadership,
and its membership as a road map for improving the delivery of fire and emergency medical
services in the community. The department clearly has the potential to resolve the internal
conflicts and cultural attitudes, many of which are self- imposed, that have seriously affected its
standing in the community. The MRI study team believes that the Lexington Fire Department
has the skills, capabilities, and motivation to become an effective, highly trained, and motivated
organization that meets or exceeds nationally recognized standards for operational readiness.
The challenges are many, but as will be seen, many of the recommendations can be
accomplished within existing budgetary restrictions.
The town and the fire department leadership should determine a reasonable time line and plan
for adopting the recommendations that have been proposed by the MRI fire study team.
MRI was retained by the Town of Lexington, Massachusetts, to conduct a staffing and
operational study of the Lexington Fire Department. The primary purpose of this study is to
review the staffing, deployment, and operation of the Lexington Fire Department to determine
whether there are efficiencies that may be achieved or operational improvements to be made.
For this initiative, MRI assembled a team of four current and former fire and EMS chiefs to take
an in depth look at the Lexington Fire Department and how it is organized to provide services.
The MRI study team spent considerable time with key personnel of the fire department to gain
an understanding of the organizational, operational, and management systems currently in
place. The team then compared and contrasted the current capabilities against contemporary
practice and convention.
The MRI fire study team conducted extensive interviews both inside and outside the
department; offered a confidential survey to all department employees to identify attitudes
and perceptions within the department; inspected fire stations; evaluated equipment; reviewe
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and analyzed numerous documents and records; and collected and evaluated data from
comparable communities.
MRI has identified a number of areas that require improvement within the Lexington Fire
Department. Although many practices do meet contemporary standards for municipal fire and
EMS agencies, there are areas that need improvement. Many of the issues in the fire
department are the result of long- standing conflict between labor and management, as
evidenced by the frequency of grievance and arbitration activity and the inability to agree on
several critical issues that would clearly benefit the citizens of Lexington. The line between
management rights and union authority has become blurred over the years. As a result, the fire
chief must consult or negotiate with the collective bargaining unit before making operational
changes that benefit the department and the community. On a positive note, the level of
communications and cooperation between fire department employees and the department's
leadership team has improved dramatically in recent months and morale appears to be on the
upswing. The department prides itself on the delivery of high quality emergency medical
services and is well recognized in the community for its accomplishments in this area.
The role of MRI is to identify immediate and /or potential problem areas and make
recommendations for improvement. The complete report contains a great deal of information
and numerous recommendations for the future. Our purpose is not to embarrass the
department or any individuals, but rather to point the way for progress to be made. The hope
and expectations that come with the delivery of a report of this nature is that with time and
direction, many of the recommendations will be adopted and result in a much better
functioning organization.
The mission performed by the fire department is one of the fundamental functions of
government: to ensure the safety and protection of its residents and visitors. The expectations
for the quality and quantity of fire and EMS services must come from its residents and other
taxpayers. There is no "right" amount of fire protection and EMS delivery. It is a constantly
changing level based on the expressed needs of the community. It is the responsibility of
elected officials to translate community needs into reality through direction, oversight, and the
budgetary process. It is their unenviable task to maximize fire, EMS, and other services within
the reality of the community's ability and willingness to pay, particularly in today's economic
environment.
KEY AREAS OF CONCERN
MRI has identified six (6) areas of major concern:
1. Inadequate management oversight structure
2. Incomplete or inadequate department policies, procedures, and rules
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Obsolete, inadequate, and unsafe fire station headquarters building
4. Ineffective capital equipment planning and acquisition
5. Lack of a formal training program and performance improvement system
6. Inefficient and obsolete EMS patient care reporting system
Inadequate Management Oversight Structure
Effective management and oversight of the fire department is essential to ensure that the
department maintains a strong and progressive vision, attains its goals, and delivers high quality
services to the citizens of Lexington. The current management team of the fire department
includes the fire chief and one assistant fire chief. The stated role of the assistant fire chief is to
oversee fire prevention, inspections, and plan review. Day -to -day operational oversight of the
department is left to the individual platoon supervisors (captains). There is a lack of
consistency and accountability in the management of the department in areas such as training,
performance improvement, and employee accountability.
The MR[ study team supports the plan to establish an additional position of assistant fire chief
(non- union).
The fire chief should delegate significant management responsibility and authority to the two
assistant fire chiefs commensurate with their demonstrated skills and abilities. MR[ has
identified the following assignments as one possible approach, but it is not our intent to limit
the flexibility of the fire chief to develop a management structure that is most appropriate for
the needs of the department. From MRI's perspective, the responsibilities of the two assistant
fire chiefs could be divided as follows:
Assistant Chief for Operations: Second -in- command of the department
( "executive officer ") responsible for the direct supervision of the fire captains,
daily operational activities, personnel management, facilities, apparatus, and
equipment
2. Assistant Chief for Support Services: Third -in- command, responsible for fire
prevention, training (fire & EMS), and safety
Incomplete or Inadequate Department Policies, Procedures and Rules
The use of rules and regulations, operational procedures and guidelines, and various other
forms of written communications are vital parts of a fire department's overall operations. Rules
and regulations establish expected levels of conduct and general obligations of department
members, identify prohibited activities, and provide for the good order and discipline necessa
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for the credible operation of a modern emergency services organization. Operational
procedures and guidelines ensure the consistent, effective, efficient, and safe operation of
various aspects of the department's operations, both emergency and routine.
The Lexington Fire Department has adopted a series of standard operating guidelines (SOGs)
that cover a number of important areas concerning field operations and safety. According to
department members, some of these policies are based on SOGs from the Phoenix, AZ, Fire
Department and may not reflect the operational realities of Lexington.
Based on the feedback that we received, it appears that the current SOGs have not received
buy -in or acceptance from the line personnel in the department. If policies and procedures are
not realistic or otherwise flawed and are not being followed, field performance will not be
consistent and may be adversely impacted. In addition, the department will have no effective
benchmarks for evaluating and improving performance.
The existing fire department policies and SOGs should be subjected to a complete review and
overhaul. An internal process should be developed that includes input and participation from
all levels of the department, the documented receipt by each employee, a process for regular
review and updating, and training for all personnel on policies and procedures. It is important
to note that it is fully appropriate to use policies and procedures from other fire departments or
fire organizations as a template for Lexington's efforts.
Obsolete, Inadequate and Unsafe Central Fire Station
The adequacy, quality, and appearance of fire station facilities have a great impact on the
performance of the department as a whole. Attractive, functional, clean, and well- designed
quarters contribute substantially to the morale, productivity, and operational effectiveness of
the agency, as well as to its public image, dignity and prestige. Well- designed fire and EMS
facilities enable staff to perform their duties efficiently and effectively. As a facility ages, it may
no longer meet the needs of an evolving department, thus negatively affecting morale,
efficiency, safety, security, technology, and overall efforts to provide quality fire, rescue, and
emergency medical services. Old and obsolete facilities are also expensive to maintain due to
inefficient energy systems.
The fire department headquarters facility is obsolete and dysfunctional. Apparatus floor space
and door dimensions are barely adequate for modern -day fire apparatus, and there are
inadequate capabilities for equipment decontamination and cleaning. Crew quarters are
deficient and do not meet current fire safety codes. Administrative space is woefully inefficient
and inadequate, and the fire prevention office is located in a commercial construction trailer at
the rear of the fire station. There is no training classroom or capabilities for interior training
props, and the site does not provide for any outside training facilities. The problems from the
petroleum spill from a neighboring property that infiltrated the basement continue to linger.
Temporary structural supports have been installed in the basement, and cracks have appeared
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in a load- bearing wall. Lastly, the building is woefully deficient from an energy efficiency
perspective.
According to the town's FireTracker fire incident reporting system, the fire department's
average response time to incidents is 8 minutes. NFPA 1710 Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special
Operations to the Public by Career Fire Departments, 2010 edition recommends that "the fire
department's fire suppression resources shall be deployed to provide for the arrival of an
engine company within a 240 - second travel time to 90 percent of the incidents..." [Section
5.2.4.1.1]. The standard also recommends that "the fire department's EMS for providing a first
responder with AED (automatic external defibrillator) shall be deployed to provide for the
arrival of a first responder with AED company within a 240 - second travel time to 90 percent of
the incidents..." [Section 5.3.3.2].
Upon further review by the fire department, it became apparent that data that had been
captured and provided to MRI to determine response times was seriously flawed. The
department is updating its fire incident reporting software and will provide more accurate data
to MRI as soon as possible. Upon receipt and analysis of the revised data, MRI will provide a
supplemental addendum to this report that specifically focuses on response times. The MRI
study team will further evaluate the potential need for a third fire station to be located in South
Lexington.
Ineffective Capital Equipment Planning and Acquisition
Fire department capital equipment planning and acquisition involves the careful consideration
of community needs, department capabilities and fiscal responsibility. A fire pumper can easily
cost over $500,000 and is expected to serve the community for twenty years or more.
Communications systems and information technology systems are technically complex, require
extensive testing and evaluation, must meet specific interoperability criteria, and can be
obsolete in a few short years if not updated regularly.
The Lexington Fire Department recently acquired a new two -way radio communications system
that has been fraught with problems. While the town has invested in corrective measures, it is
apparent that the system was poorly engineered and was not designed to meet Lexington's
needs. The design specifications were not coordinated with the police department to ensure
town -wide interoperability. Further upgrades are planned for the coming year to provide
redundancy for the entire public safety and public works radio communications system.
The most recently purchased fire pumper (Engine 2) has been plagued with maintenance
problems and has been out -of- service for an excessive amount of time.
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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.
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Inefficient Patient Care Reporting System
The fire department's EMS patient care reporting (PCR) is an electronic, stand -alone (not web -
based) system that is connected to a PC hard drive at each station. The department has a policy
for patient encounter documentation which members utilize; newly hired personnel receive
training on this policy.
The electronic documentation software is AmbuPro EMS and has been in use by the
department for approximately six years. This software is compliant with the National EMS
Information System (NEMSIS) 3.2.1, but the current system not web - based, is not backed up,
and is not connected to the municipal computer network. PCRs are printed in the ambulance
and a hard copy is left with the hospital emergency department.
The existing EMS PCR system should be completely overhauled and replaced with a capability
that includes the following components:
• Web -based capability that is supported on the municipal IT network, with
continuous off -site back -up redundancy
• Analysis and evaluation capabilities for patient care performance improvement,
staffing configurations, EMS response data, equipment purchasing, and supply
re- stocking
• Ability to electronically transmit billing data
• Future ability to transmit PCRs to the emergency department electronically
(rather than paper)
• Future ability to transition from laptops to hand -held data entry devices
IN CONCLUSION
The full body of this report contains a large number of recommendations. The report should be
studied in its entirety to gain a complete picture of MRI's recommendations. Town and
department leaders should develop their own priorities; modify our recommendations based
on the ever - changing needs of the town and the fire department; and coordinate solutions
based on time, personnel, and fiscal realities.
In spite of the issues identified in this report, the citizens of Lexington should feel confident
that the Lexington Fire Department is a professional public safety organization that is
providing a high quality level of service to the community. We continue to be impressed with
the dedication and commitment of its members. We also commend the town manager, his
staff, and the board of selectmen for their willingness to address these very complex issues in
an open and positive manner.
In order to address the recommendations that have been identified in this report, the town and
the department should:
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Approach them strategically and systematically.
2. Use them to develop a long -term strategic plan for change and improvement.
3. Break them down to reasonably sized components.
4. Categorize them as short -term and long -term goals, i.e., items that can be
accomplished within existing resources and items that will require additional
funding and /or time to accomplish in the coming years.
Refer to them when making recommendations, check them off as they are
accomplished, and most importantly, recognize the positive achievements
publically.
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CHAPTER 2
INTRODUCTION AND SCOPE OF WORK
Municipal Resources, Inc. (MRI) was retained by the Town of Lexington, Massachusetts, to
conduct a staffing and operational study of the Lexington Fire Department. The primary
purpose of this study is to review the staffing, deployment, and operation of the Lexington Fire
Department to determine whether there are efficiencies that may be achieved or operational
improvements to be made.
In performing this study, MRI has focused on the following aspects of fire department
operations:
• Organizational structure and governance
• Organizational, managerial, and operational practices
• Staffing levels
• Community risks, vulnerabilities, and concerns
• Fire department apparatus and equipment
• Fire department facilities
• Community perceptions concerning the fire department
• Employee perceptions and morale
The MRI study team made numerous visits to Lexington and conducted the following activities
in the development of this report:
0 Participated in meetings of the town's fire department study committee to present
observations, discuss potential recommendations, and receive feedback
• Individual interviews with members of the board of selectmen
• Meetings with the town manager, assistant town manager, and interim fire chief
• Individual interviews with representatives of the Lexington business community
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• Group interviews with each on -duty fire department shift
• Group interview with the fire department captains
• Individual interviews with the assistant fire chief, fire inspector, and clerical staff
• Interview with the fire union executive committee
• Interviews with area fire chiefs
• Group interview with public safety dispatchers
• Interview with the emergency medical services coordinator
• Interviews with municipal department heads, including the police chief, public works
director, public facilities director, human services director, and building
commissioner
• Interview with the town planner
• A review of existing department policies, procedures, and practices
• Inspection of all fire department facilities, apparatus, and equipment
• Review of training and fire prevention /inspection records
• Observation of the town's public safety dispatch center
• Review of existing proposals for the replacement and /or renovation of fire
department facilities
• Reviewed the fire department incident reporting system and EMS patient care
reporting system
• Review of fire department incident times
• Review of mutual aid capabilities
• Review of numerous documents, including municipal budget, fire department
budget, and fire department collective bargaining agreement
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• Comparative subject area staffing analysis to similar type and size communities in
Massachusetts
• Development and analysis of a confidential, on -line survey to receive the concerns,
opinions, and ideas of fire department members
• Tours of the town to evaluate fire risk
The recommendations that have been identified in this report are based on nationally
recognized standards and are consistent with national and regional best practices for fire and
EMS agencies. However, since every community has unique characteristics, challenges, and
resource limitations, our recommendations are specifically designed to address the immediate
and long -term needs of the Town of Lexington.
The MRI study team would like to thank the members of the board of selectmen, the town
manager, assistant town manager, the project study committee, the interim fire chief, the men
and women of the Lexington Fire Department, and the key community stakeholders for their
cooperation and assistance in preparing this report. Lexington is a proud and vibrant
community with high expectations for the performance and professionalism of its public
servants. It is our goal to provide the community with a road map and template for
strengthening the level of fire and EMS services. As with any public safety organization, there is
always room for improvement, but the citizens of Lexington should be proud of the quality and
performance of their firefighters and paramedics who provide round - the -clock protection and
care.
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CHAPTER 3
SUMMARY OF KEY RECOMMENDATIONS
FI_R_E_& EMS OPERATIONS, ICS, SAFETY & MUTUAL AID
5.1 The fire department should establish a formal "performance improvement" process for
fire suppression operations. The process should include the adoption of performance
standards such as NFPA 17101, the creation of a formal review and critique process for
all incidents, and a process for modifying SOGs, SOPs, training priorities, and equipment
as determined by the performance improvement program.
5.2 The fire department should continue to be an active participant in the fire and EMS
mutual aid system. Multi -town training evolutions (drills and exercises) should be
established on a regular basis. Fire chiefs and command staff from neighboring
communities should meet regularly to discuss strategies for broader regional sharing of
resources.
5.3 In conjunction with the emergency medical dispatch (EMD) system in the police
communications center (see Chapter 8), the department should establish dispatching
protocols to determine the appropriate level of response. The practice of dispatching a
fire engine company to all medical calls should be discontinued and should be limited to
critical, potentially life threatening emergencies such as cardiac events, respiratory
distress, unconscious patients, severe bleeding, head injuries, vehicle crashes, and
technical rescues. An engine company should also be dispatched if an ambulance
response is delayed. If additional personnel are needed for lifting non - critical patients,
the EMS crew can request that an engine company respond to assist. For these events,
time is generally not a factor and the engine company can often respond without
emergency lights and siren.
5.4 The department should consider establishing a full -time EMS coordinator who is
assigned to a standard Monday through Friday workweek. The EMS coordinator should
hold a supervisory rank (at a minimum, the rank of lieutenant) so that he /she can
enforce department policies and protocols for EMS operations and can initiate discipline
and performance reviews. The duties of the EMS coordinator should include, but not be
limited to, the following areas of responsibility:
• Performance improvement review of all ALS responses
1 For example, NFPA 1710 establishes performance goals for turn -out time and response times
for fire and EMS emergency calls.
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• Coordination of licensing, re- certification, and training activities
• Equipment purchasing and re- stocking
• Drug inventory management
• Management of the patient care reporting (PCR) system
• Outreach and coordination with OEMS, EMS Region IV, EMS medical
director, CMED, and area hospital emergency departments
• Implementation and coordination of community outreach and public
education programs, such as Heart Safe Community
• EMS budget preparation and oversight
• Regional mass casualty incident planning
If this full -time position is established, consideration should be given to eliminating the
part -time positions of paramedic program coordinator, EMS coordinator, and
equipment /supplies /reports coordinator (note: the MRI study team recognizes that the
establishment of this position and the elimination of the part -time positions will require
a negotiated agreement with the firefighters' union).
5.5 The determination as to which facility a patient is transported should be made based on
the following criteria:
Medical direction
Established medical protocols, and /or
Patient request (patient requests should be honored when possible, but
only when medically warranted and when the receiving facility is within
the department's established transport area)
5.6 The existing EMS PCR system should be completely overhauled and replaced with a
capability that includes the following components:
0 Web -based capability that is supported on the municipal IT network, with
continuous off -site back -up redundancy
• Analysis and evaluation capabilities for patient care performance
improvement, staffing configurations, EMS response data, and
equipment purchasing and supply re- stocking
• Ability to electronically transmit billing data
• Future ability to transmit PCRs to the emergency department
electronically (rather than paper)
• Future ability to transition from laptops to hand -held data entry devices
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STAFFING
Note: the following recommendations are offered in order of priority.
6.1 The MRI study team supports the town's plan to establish an additional position of
assistant fire chief. This position should be a management position that is exempt from
inclusion in the firefighters' collective bargaining unit (IAFF Local 1491).
The fire chief should delegate significant management responsibility and authority to
the two assistant fire chiefs commensurate with their demonstrated skills and abilities.
MRI has identified the following assignments as one possible approach, but it is not our
intent to limit the flexibility of the fire chief to develop a management structure that is
most appropriate for the needs of the department. From MRI's perspective, the
responsibilities of the two assistant fire chiefs could be divided as follows:
Assistant Chief for Operations: Second -in- command of the department
( "executive officer ") responsible for the direct supervision of the fire
captains, daily operational activities, personnel management, facilities,
apparatus, and equipment
b. Assistant Chief for Support Services: Third -in- command of the
department, responsible for fire prevention, training (fire & EMS), and
safety (note: this position is discussed in further detail in the fire
prevention and training chapters of this report)
6.2 The MRI study team supports the immediate establishment (FY 2013) of a full -time EMS
coordinator (rank of lieutenant) and the phasing out of the part-time EMS coordinator
positions. EMS staffing is discussed in further detail in Chapter 5.
6.3 The MRI study team supports the proposal to staff the second ambulance with two
firefighters on a full -time basis. The funded proposal to hire two firefighters
immediately to staff Medic 2 during day shifts should be implemented without delay.
We support the proposed SAFER grant to hire six additional firefighters to staff Medic 2
on a 24 -hour, 7 -days per week basis. The SAFER grant would only provide salary and
benefits (no overtime) for a 24 -month performance period. There is no obligation for
the town to continue funding the positions after the grant period has ended, but the
town would have the opportunity to evaluate the impact of the additional manning and
to plan for the continuation of the positions in future budget years.
6.4 The MRI study team the town's plan to upgrade four firefighter positions to the rank of
lieutenant. As a result, the ladder truck will be staffed with one lieutenant and two
firefighters. This effort has been funded in the FY2013 budget.
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6.5 As discussed in Chapter 7, the MRI study team recommends the establishment of an
additional fire inspector position at the rank of lieutenant (future budget item).
6.6 As discussed in Chapter 7, the MRI study team recommends that the existing fire
inspector position be upgraded to the rank of captain to reflect the technical expertise
and supervisory responsibilities of this position (future budget item).
6.7 The following narrative and organizational chart summarizes the proposed
recommendations for personnel in the Lexington Fire Department in order of priority:
Priority #1
New position: assistant fire chief for support services. This position is in addition to the
existing assistant fire chief position and could be responsible for training, fire
prevention, and safety, as well as other duties (note: the existing position would be re-
classified as assistant fire chief for operations). This position has been funded and we
recommend that this position be established as soon as possible.
Priority #2
Upgrades: fire lieutenant (4 positions). These positions are an upgrade of existing
firefighter positions and will supervise the ladder company. In addition, we propose
that the ladder company lieutenant serve as the training officer on each platoon. We
recognized that these positions have funded and will be implemented in the near
future.
Priority #3
New positions: two (2) firefighter /paramedics, weekday shifts, staffing for Medic 2. It is
our understanding that these positions are currently funded.
Priority #4
New position: EMS coordinator (lieutenant /paramedic). This position would consolidate
the duties of the part -time EMS and paramedic coordinators and would have day -to -day
responsibility for the ALS performance improvement program and paramedic training.
Priority #5
New positions: six (6) firefighter /paramedics to staff Medic 2 on a 2417 basis. These
positions would supplement the above two positions. As with the upgrade of the fire
lieutenant positions (priority #3), these positions have not been part of a budget review
process. Alternate funding sources, such as a FEMA SAFER grant should be explored.
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We do not recommend implementation until FY2015, FY2016, or FY2017 unless the
SAFER grant is received.
Priority #6
New position: fire inspector (lieutenant). This position would provide additional
inspection, code enforcement, plan review and fire prevention capabilities for the town.
It may be possible to offset a portion of the cost of this position through an increase in
permit fees and the establishment of plan review fees. We recommend implementation
in FY2014.
Priority #7
Upgrade: existing fire inspector (lieutenant) to captain. This upgrade would coincide
with the creation of the new fire inspector position. We also anticipate the need to
upgrade the existing part -time clerk to full -time to handle the additional workload due
to additional inspection and code enforcement activity.
MEDIC I
2 FF /EMT•P
MEDIC 2
2 FF /EMTP
ADM IN
ASST.
:LE A GROUP
F i
CAPTAIN
UARTERS
FIRE
CHIEF
ASST. CHIEF
O PS.
B GROUP i i C GROUP
EAST LEXINGTON
ENGINE I LADDER ENGINE
LIEUTENANT I` LIEUTENANT LIEUTENANT
2 FIREFIGHTERS 2 FIREFIGHTERS 2 FIREFIGHTEF
D GROUP I I FIRE PREV I I EMS
COORDINATOR
FIRE
INSPECTOR
Figure 1. PROPOSED LFD Organization Chart. (Note: Positions in RED are new positions or upgrades).
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FIRE PREVENTION, INSPECTIONS, AND PUBLIC EDUCATION
7.1 Fire prevention should continue to be promoted as a key component of the vision of the
Lexington Fire Department and should remain a major aspect of its primary
mission. Aggressive fire prevention programs are the most efficient and cost - effective
way to reduce fire risks, fire loss, and fire deaths and injuries in the community. Every
member of the department should be responsible for fire prevention and on -duty
involvement by on -duty personnel should be increased wherever possible.
7.2 Due to the large (and increasing) number of complex and technical annual inspections
and other fire prevention activities that must /should be performed, and to allow the
Lexington Fire Department to be more proactive rather than reactive, the MRI study
team recommends the establishment of an additional fire inspector position at the rank
of lieutenant. In addition to the benefits already mentioned, creation of this position will
also provide for an additional measure of continuity and expertise regarding fire
prevention and code enforcement operations.
7.3 The MRI study team recommends that the existing fire inspector's position be upgraded
to the rank of captain to reflect the increased technical expertise, management, and
supervisory responsibilities of this position, as well as to provide mentorship to the
subordinate inspector.
7.4 The Lexington Fire Department should continue to support training and professional
development activities for the assistant fire chief, the fire prevention captain, and
lieutenant. Current activities include attendance at the Fire Prevention Association of
Massachusetts and Massachusetts Firefighting Academy. Personnel should also be
required to attend fire prevention and management courses at the National Fire
Academy. These personnel should also be required to obtain Fire Inspector I and Fire
Inspector II certifications.
7.5 All officers in the department should be required to complete the recently released four
module, online fire prevention inspector program. Once implemented by the state, all
lieutenants should be required to obtain certification as a Fire Inspector I, and all
captains and above should be required to be certified as Fire Inspector II. This training
and certification should also be made available to any and all department personnel
who wish to receive them.
7.6
As soon as funding permits, the Lexington Fire Department should purchase the
complete Firehouse, or comparable fire department records management system, then
take immediate steps to insure that the database is utilized for all aspects of the
department's management, operations, and recordkeeping, including fire prevention,
inspections, permitting, and pre- fire /incident planning. To the extent practical, fire
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Town of Lexington, MA: Fire Department Staffing Study
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prevention permit, fee, and inspection records should be retroactively entered in the
management program, including any information that is stored in any other databases.
7.7 The Lexington Fire Department should acquire some type of mobile computers (lap
tops, tablets, etc.) along with printers for use by all personnel conducting field
inspections. Once the inspection is completed, the inspection report can be completed
on the computer, and an inspection report and /or other appropriate documentation,
certificates, etc. can be printed out and given to the facility /building representative.
Once personnel return to the station the inspection reports can be uploaded into the
main database.
7.8 The Town of Lexington should consider charging a fee for the plans review services of
the fire department.
7.9 The Lexington Fire Department should continue to update its website on a regular basis
to provide its customers and other interested parties as much information as possible
on fire safety, fire prevention, and the department as a whole. The department should
also work actively to make on -line permitting, inspection scheduling, etc. a reality.
7.10 The department should develop a library of fire prevention reference materials, such as
the NFPA Fire Protection Handbook, NFPA National Fire Alarm Code Handbook, NFPA
Automatic Fire Sprinkler Systems Handbook, NFPA Flammable and Combustible Liquids
Handbook, Brannigan's Building Construction for the Fire Service, and various fire
prevention and inspection training manuals of the International Fire Service Training
Association (IFSTA).
7.11 The department should significantly expand the in- service fire safety inspection
program. On -duty companies should conduct regular fire safety inspections of
buildings /occupancies within their respective response districts. The purpose of these
inspections is to: a) identify and mitigate fire hazards and fire code violations; b) enable
firefighters to become thoroughly familiar with buildings, including the building design,
layout, structural conditions, building systems, and hazards and challenges to
firefighting operations; c) educate property owners and occupants on good fire safety
practices; and d) establish a positive relationship with property owners and
occupants. In order to enhance the in- service inspection program, it will be necessary
to:
Provide additional training to personnel on proper inspection procedures
Develop standard operating guidelines for in- service inspections
• Establish inspection schedules
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Enhance the system for documenting inspections and notifying property
owners of fire hazards
Ensure that an effective follow -up inspection system is in place to ensure
that hazards have been mitigated
Continue the practice of on -duty personnel conducting regular in- service
inspections of all building construction sites in the town
7.12 The department should establish a formal fire pre - planning program. The purpose of a
fire pre - planning program is to develop a fire response plan for buildings in the town. A
pre -fire plan includes data such as the occupancy type, floor plans, construction type,
hazards to firefighting, special conditions in the building, apparatus placement plan,
water supply plan, forcible entry, and ventilation plan. Pre -fire plans should be
reviewed regularly and tested by table -top exercises and on -site drills. In addition, the
department should develop a plan to make pre -fire plans accessible on mobile data
terminals (notebook /laptop computers) on fire apparatus for use enroute to an incident
and while on- scene.
7.13 The department should continue its year round public fire safety education programs in
the schools and throughout the community. Additional personnel should be encouraged
to obtain the Fire and Life Safety Educator certification issued by the State Fire
Marshal's Office. In addition, whenever possible, in service companies should be
involved in public education programs and endeavors, even if just in a supporting role.
7.14 The fire department should be an active participant in the town's design review team
(DRT). Collaborative project reviews will increase the overall effectiveness of the
planning board review process and will improve the town's relationship with
stakeholders in the development community.
COMMUNICATIONS AND TECHNOLOGY
8.1 The fire department must recognize that communications, technology, and dispatch
operations are interdepartmental functions that must be addressed collaboratively with
the police department.
8.2 The fire and police chiefs should continue with their formal, scheduled process for
overseeing dispatch policy and operations. This process should include, but not be
limited to, the following components:
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• Monthly meetings between the two department heads, with written
reports to the town manager
• Fire department "ride - alongs" for all new dispatchers, and as needed for
current dispatchers
• Quarterly group "debriefings" and critiques with dispatchers; at a
minimum, the fire department training officer and the EMS coordinator
should participate in these sessions
• The fire department should provide regularly training (as determined by
the police and fire chiefs) for dispatchers on fire and EMS operations, fire
communications, and incident management system
8.3 In coordination with the town manager and other municipal department heads, the
police and fire chiefs should continue to collaborate on a long -range capital planning
process for dispatch center improvements and town -wide communications needs (note:
$50,000 has been funded in the FY2013 budget). No municipal department should
make any major communications acquisitions without coordination through this master
planning process. The town's information technology personnel should be included in
this process.
8.4 In cooperation with neighboring communities, the town should consider long -term
options for the regionalization of public safety communications. This could include
taking over communications for neighboring towns or participating in a county -wide or
regional communications effort. If properly planned, staffed and equipped, regional
public safety communications centers can improve the coordination of regional
resources for fire, EMS, and police services for day -to- operations and during major
events and disasters.
TRAINING AND PROFESSIONAL DEVELOPMENT
9.1 One of the two assistant fire chiefs should be assigned the responsibility of overseeing
the fire department's fire and EMS training (see Chapter 6).
9.2 The department should consider designating one of the lieutenants on each platoon,
possibly the newly implemented ladder officer, as the platoon training officer. The
assistant fire chief who is responsible for fire and EMS training would oversee the
development of a training program and training plan. Each platoon captain would be
responsible for ensuring that the training plan is completed and that training activities
are performed properly by the platoon training officer.
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9.3 The Lexington Fire Department should conduct a comprehensive and formal training
needs assessment for the purpose of determining training program priorities. Part of
this needs assessment should be an initial evaluation of the current basic skills
proficiency of ALL department personnel.
9.4 Based upon the results of the needs assessment, the Lexington Fire Department should
begin the development of a comprehensive training program that addresses, but is not
limited to: mandatory OSHA training, recommended NFPA training, every operational
mission and responsibility of the department, and specialized training including
personnel /officer development. The training should comply with accepted and /or
recommended practices and standards, should include standardized evolutions, and
should be consistent with Lexington Fire Department's operations and procedures.
9.5 Formal training of some type, lasting a minimum of one hour, should be mandated to
take place on every duty day on every platoon. Personnel can swap off response
assignments for training purposes to ensure, as much as possible, that all personnel get
to complete the training. Additional daily opportunities for training can be found during
related activities such as daily /weekly apparatus and equipment inspections and
building pre - planning activities. Training can and should be conducted during evening
hours and on weekends.
9.6 Additional, mandatory, high intensity training on various subjects, including periodic live
fire training, should be conducted on a quarterly (preferred), or semi - annual (minimum)
basis, off -duty, at a formal fire academy where appropriate training facilities, structures,
and props are available.
9.7 To the extent possible, training should be delivered and /or conducted utilizing formal,
standardized lesson plans that include objectives and performance criterion. However,
when this is not possible or practical (a frequent occurrence in the fire service,
particularly at the company level), a detailed description of the training should be
included in the narrative section of the training report.
9.8 All training that is conducted, no matter how brief or inconsequential it may seem,
MUST result in the completion of a formal training report. Training reports should
include the date, time training commenced, time duration of the training, the instructor,
the officer in charge, names of all personnel trained, and include a detailed description
of the training, or reference the formal lesson plan utilized. All persons trained should
sign or initial either a printed hard copy of the training report, or if this is not practical, a
sign -in sheet should be attached. The officer in charge, and when possible, the
instructor, should also sign the hard copy training report. A formal operational
procedure on the completion of training reports should be developed.
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9.9 As discussed in Chapter 7, the Lexington Fire Department should acquire and implement
use of a comprehensive fire department management software program /database, such
as Firehouse or equivalent, for all facets of operations. The training module of whatever
program is selected should be utilized for completion of training reports and to assist
with the development of a training data base, keeping track of certifications and related
lapse dates, etc.
9.10 The Lexington Fire Department should develop a training file for each member that is
kept in the training division and can provide a supplement to the member's main
personnel file. The training file should, at a minimum, include all course completion
certificates, professional certifications, skills performance evaluation sheets and reports,
and an annual summary of completed training.
9.11 As part of the development of a new comprehensive training program, the Lexington
Fire Department should implement periodic skills proficiency evaluations for ALL
uniformed department personnel. These proficiency evaluations, consisting of
standardized evolutions, can be based upon recognized standards and benchmarks, in
conjunction with performance criterion and benchmarks established through evaluation
of, and based upon, Lexington Fire Department operations and procedures.
9.12 In order to assist with the large amount of training that needs to be done, and in
recognition of their important role in the delivery of training and the success of the
program, the Lexington Fire Department should provide fire instructor training for any
members of the department who wish to take it. All lieutenants should be formally
certified at Fire Instructor Level I, and all captains and chief officers should be certified
as Fire Instructor Level II. These certifications should be made a job requirement.
9.13 The Lexington Fire Department should implement a formal officer training and
development program. There are several excellent programs available, including those
from the International Association of Fire Chiefs and the Phoenix, Arizona, Fire
Department. This program can also include bringing well known fire service experts and
instructors to Lexington to provide training for the officers and firefighters who may
aspire to be officers. The department should further seek to require its officers to
complete rank appropriate fire officer training programs at the Massachusetts State Fire
Academy AND obtain a certain level of fire officer certification as a job requirement such
as Fire Officer I for lieutenant and Fire Officer II for captain. The assistant fire chief(s)
and the fire chief should be required to complete the chief officer training program and
obtain appropriate additional certifications such as Fire Officer III and Fire Officer IV.
9.14 The Lexington Fire Department should encourage personnel to seek additional training
on their own, and to the financial and practical extent possible, send personnel to
outside training opportunities such as the Firehouse Expo in Baltimore and the FDIC in
Indianapolis. Information gained at this training can then be brought back and delivere
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to other members of the department. Training reports should be completed for all of
this training, and copies of any certificates earned should be placed in the member's
personnel and training files. A training board should be placed in each station where
upcoming training opportunities can be posted for all personnel to review. Training
notices can also be sent electronically to all personnel and be posted in a member's only
area of the department's web site.
9.15 The Lexington Fire Department should make a concerted effort to send as many officers
as possible to the National Fire Academy. Any officers who meet the admissions criteria
should be encouraged to enroll in the Academy's Executive Fire Officer Program. Again,
training reports should be completed for any NFA training and copies of certificates
placed in the personnel and training files.
9.16 In order to facilitate the recommended enhancements to department's training
programs, clerical assistance is going to be required. Since the fire prevention division
already employs a part-time clerical assistant, and the same assistant fire chief will
oversee both training and fire prevention, the Lexington Fire Department should seek
approval to upgrade this position from part-time to full -time. Building the training data
base, keeping track of certifications, insuring that hard copy training reports are
properly filed, and typing lesson plans are just a few of the additional training related
duties this person would be expected to perform.
9.17 The Lexington Fire Department should seek annual funding in the training budget to
upgrade its training resources such as manuals, DVDs, and subscriptions to other
available training resources, including internet /web based ones. To the extent possible,
some of the most utilized resources, including anything internet /web based, should be
available for reference at both of the stations, not just headquarters.
9.18 The Lexington Fire Department should, as part of its written communications system,
develop Training Bulletins which would be issued to serve as reference with regard to
tested and approved methods of performing various tasks, and Safety Bulletins which
should be issued to serve as references with regard to general and specific safety and
health issues.
POLICIES AND PROCEDURES
10.1 The existing fire department policies and SOGs should be subjected to a complete
review and overhaul. We recommend that policies and procedures be categorized as
follows:
a. Rules and regulations (can also be referred to as general orders)
b. Standard operating procedures
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C Standard operating guidelines
d. Departmental directives (for issues that are immediate or temporary in
nature)
10.2 The fire chief should establish a process for receiving input on the development or
revisions to policies and procedures. A committee should be established to oversee the
process that is comprised of several members of each rank and representation by a
senior officer of the fire union. Platoons or groups of individuals on a platoon could be
assigned specific topics to work on. For example, the paramedics on each shift could be
tasked with revising various sections of the EMS SOGs. Recommendations should be
processed up through the chain of command to ensure consistency. However, all
personnel must recognize that this is not a democratic process that requires a vote prior
to adoption. The fire chief has the ultimate authority and responsibility to adopt
regulations, policies, and procedures. Due to the urgency of this task, and its significant
importance to the department's future success, the committee should be given
whatever support is necessary to complete this task within one year.
10.3 All personnel should receive orientation and training on any new or revised policy or
procedure. Personnel should sign for the receipt of the latest version.
10.4 Critical policies and procedures should be reviewed by all personnel as part of the
department's training plan on at least an annual basis.
10.5 All policies and procedures (including town policies) should be posted conspicuously in
the fire stations.
FIRE DEPARTMENT APPARATUS AND EQUIPMENT
11.1 The Town of Lexington and Lexington Fire Department should conduct a comprehensive
analysis of the operational capabilities of the existing Engines 1 and 2 determine if they
are compatible with department needs and operations, and if not, can they reasonably
be modified to be so. In addition, the town should pursue every avenue possible to have
the mechanical deficiencies /issues that have plagued these vehicles since their delivery
repaired. If the vehicles cannot be satisfactorily repaired to provide reliable service for
at least 10 to 15 years into the future, consideration should be given to replacing them
with two new pumpers that meet the department /town's needs. In this case, every legal
remedy available to the town should be pursued against the apparatus manufacturer.
11.2 Should the town decide to construct a third fire station in the South Lexington area as
recommended by this report, consideration should be given to purchasing a quint
apparatus (pumper /ladder combination). This unit which could perform both engine
company and /or ladder company functions, depending upon the incident, would be
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assigned to either headquarters, or, the new station 3, depending upon which location
would provide the town with the best response time and travel distance coverage(s).
11.3 Should the town pursue the option recommended in #2 above, the existing ladder
should be retained as a spare and for use on major/ multiple alarm incidents. However,
as its use would be significantly reduced its usable life span may be extended even
further.
11.4 The Lexington Fire Department should give consideration to acquiring a fully equipped
heavy rescue truck to handle not only motor vehicle accidents /incidents on the roads
and highways that bisect the town, but also to provide advanced technical rescue
capabilities at the research and manufacturing facilities throughout the town. This
specialized vehicle could be cross - staffed with the aerial ladder at headquarters.
11.5 With the high volume of EMS incidents that the Lexington Fire Department responds to,
the town should carefully monitor vehicle usage to determine if new EMS units need to
be purchased every two years, or, if the current three year cycle is adequate. If the
second EMS is staffed and placed in service at Station 2 wear and tear on the primary
unit should be reduced thus probably continuing to allow three years between
acquisitions.
11.6 While the fire chief should set direction /parameters and obviously must retain the right
of final approval on all major apparatus /equipment purchases, it is recommended that
the fire department employ a committee approach to the development of specifications
for major apparatus and equipment purchases. The committee should encompass a
cross section of the department's personnel: firefighters, officers and mechanics. Major
apparatus purchases should be made through the statewide fire apparatus specification
and purchasing system that has been established by the Metropolitan Area Planning
Council and the Fire Chiefs Association of Massachusetts.
11.7 The department should review the recommendations in NFPA 1911, Standard for the
Inspection, Maintenance, Testing, and Retirement of In- Service Automotive Fire
Apparatus (National Fire Protection Association, 2012 edition) and update and revise its
vehicle fleet maintenance program.
11.8 The department should establish a daily apparatus inspection and serviceability
procedure that includes a written or electronic report form. This inspection would be
the equivalent of a daily pre -trip inspection as outlined in commercial driver
manuals. NFPA 1911 also has a section in the appendix of the standard with suggestions
for routine vehicle and component inspection and testing. The daily inspection should
also include an inventory and serviceability check of the tools, equipment, and SCBA
that is carried on the apparatus.
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11.9 As command and administrative positions are added to the fire department as
recommended in this report, provisions will need to be made to acquire appropriate
vehicles for their use.
11.10 The on -duty firefighter mechanic program should be continued. However, a senior
mechanic should be designated with the responsibility of coordinating the maintenance
program (One of the current mechanics is a lieutenant). The senior mechanic should
report to one of the assistant fire chiefs, not the fire chief. The assistant fire chief
and /or the senior mechanic should have responsibility for developing and administering
the vehicle maintenance budget. Consideration should be given to requiring the
mechanics to obtain certification through the Emergency Vehicle Certification Program
of the EVT Certification Corporation Inc. (www.evtcc.org).
11.11 The fire department should insure that all specialized operations trailers are properly
stored inside of a station in such a way as to permit their rapid deployment to an
emergency incident.
11.12 The department should continue its annual program of pump testing, at intervals no
greater than 12 months, in accordance with NFPA and ISO standards. All tests
conducted, results including deficiencies noted, and, any corrective action taken should
be documented.
11.13 The department should continue its annual program of aerial and ground ladder testing,
at intervals no greater than 12 months, in accordance with NFPA and ISO standards. All
tests conducted, results including deficiencies noted, and, any corrective action taken
should be documented.
FIRE DEPARTMENT FACILITIES
12.1 We do not believe that it would be cost effective to attempt to renovate and /or update
the existing headquarters to meet the current and future needs of the modern day
Lexington Fire Department. Therefore, we recommend that the town should design and
construct a new headquarters fire station. Depending on design criteria, the new station
could be constructed on the existing site or could be re- located to a site contiguous with
the town's public facilities administrative building. The design of the fire station should,
to the extent practical, be a "green" facility, and include, but not necessarily be limited
to, the following:
a. Adequate space for fire apparatus, both current and future;
b. Compliance with nationally recognized standards for fire station design
and operation;
C. Energy efficiency;
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d. A complete, automatic fire sprinkler system and smoke detection system;
e. Modern training capabilities;
f. Adequate, secure office space;
g. Adequate, secure storage for equipment and records;
h. Safe and secure living quarters for on -duty personnel;
i. Adequate apparatus exhaust system;
j. Handicapped accessibility for all areas;
k. Capability for decontamination and cleaning of firefighter protective
clothing and equipment;
I. Vehicle maintenance area;
M. Adequate parking for staff vehicles and personnel vehicles of on -duty
personnel;
n. Adequate space for outside training;
o. Dedicated physical fitness area;
P. Building security;
q. Building integrity and capability for continuity of operations during
disasters (e.g. emergency power, seismic protection, protection from
flood and high winds, food storage, emergency medical supplies,
redundant systems for water supply, sewage, and communications, etc.)
12.2 Further analysis of the revised fire response will guide the determination of need for a
third fire station in the South Lexington area. If constructed, this station should be
staffed with one lieutenant and two firefighters who are re- assigned from the
headquarters station. MRI has not identified a site for this station, but placement
should take into consideration:
• Reducing overall community response times to meet NFPA 1710 and ISO
recommendations
• Providing coverage to the industrial /research zones
• Locations (and response times) of fire stations in neighboring communities
12.3 If the third fire station is constructed, the town should consider acquiring a "quint" fire
apparatus, which is a combination pumper and aerial ladder unit. This unit could then
be deployed as the primary fire suppression response unit from either the headquarters
station or the South Lexington station depending upon which location will provide the
most optimum response times and /or travel distances throughout the town.
12.4 The single unenclosed stairway at Station 2 should be upgraded and fully enclosed, as
soon as possible, with an appropriate fire rating for a means of egress in order to
provide protection for the second floor occupants.
12.5 A second approved means of egress from the second floor of Station 2 should be
installed as soon as possible in order to provide protection for second floor occupants.
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12.6 The physical fitness area at Station 2 should be separated in some way from the
apparatus bay area.
12.7 All stations should be equipped with complete, automatic fire sprinkler systems for the
protection of the occupants, buildings, and equipment.
12.8 Disconnect switches should be installed and interfaced with alarm notification systems
on all kitchen stoves to automatically shut them off to prevent kitchen fires during
responses to alarms.
12.9 An energy audit should be conducted to determine cost effective improvements for
energy conservation (such as window replacement) at Station 2.
12.10 Historical records should be duplicated (computer scan or microfilm). The local
historical society may have an interest in storing or displaying these records, and they
may have the capability and expertise for the proper preservation of these documents.
12.11 Both existing stations require attention to housekeeping and storage. While storage
space is admittedly at a premium at both stations, the study team noted significant
amounts of old, broken and /or obsolete tools and equipment in storage areas. Surplus
equipment should be properly disposed of to free additional storage space. Arranging
storage in an orderly manner will also maximize the use of available space.
BENCHMARKING
13.1 Review response times on a quarterly basis and refine analysis to determine the root
cause of extended responses. Response times should be plotted on a GPS map to
determine if areas of extended response time exist and if station deployment needs to
be adjusted.
13.2 Lexington should consider increasing the number of personnel assigned to a shift by two
firefighter positions. These firefighters would reduce overtime and could be transferred
as necessary to cover for long -term absences.
13.3 The nature of injuries should be evaluated and an injury prevention program developed
in conjunction with the Town's insurance provider.
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EMPLOYEE ATTITUDES AND ISSUES
14.1 Chief Wilson should develop a formal process for developing a long -term vision for the
fire department and, if necessary, to revise the department's mission statement to
properly and accurately reflect the department's overall mission within the
community.
14.2 The town manager and board of selectmen should take an active role in setting
appropriate goals and a vision for the fire department. Town officials should include
residents and a cross - section of department personnel in an open and honest discussion
within the goal setting process.
14.3 One of Chief Wilson's first, most important, and ongoing priorities should be to attempt
to rebuild the critical bridge between the fire department and the town administration.
Both sides need to put past acrimony behind them, open a frank and honest discussion,
seek REASONABLE common ground, and be willing to compromise for the common
good... that is the department's customers, the citizens and taxpayers of Lexington.
14.4 The town manager and the board of selectmen should establish an annual goal- setting
workshop with the fire chief to develop the sense of common vision necessary to
improve the department and the quality of fire and EMS services the town receives.
14.5 The fire department and the town should publicly recognize the achievements of the
department in reaching the various established goals as they are accomplished.
14.6 The town manager, board of selectmen, fire union, and the fire chief must come to a
REASONABLE agreement on the proper role of the union when it comes to the
operations, management, and administration of the Lexington Fire Department. Unions
have a lawful and legitimate say on issues of benefits and working conditions for the
members they represent. However, there must also be an acknowledgment of the rights
of management in dealing with management, administrative, and operational matters
that do not fall within the purview of the union negotiation process. This includes issues
such as REASONABLE increases in training, inspections, etc. during normal working
shifts. Once a working consensus is achieved, agreement to live within its bounds must
be acknowledged, and most importantly, maintained.
14.7 Morale within the Lexington Fire Department must continue to be improved. Efforts to
develop a new sense of vision, maintaining open lines of communication, attempting to
address the issues identified in this report and through the on line survey, delegating
responsibility and authority, and instituting training and professional development
programs will all help to instill an increased sense of pride in the organization.
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14.8 An updated manual of department policies and procedures is one of the keys to
achieving a shared vision for department operations. This process should be a team
effort that involves input and participation from a cross section of the department's
internal stakeholders. Once completed, all personnel must be trained on the contents of
the manual and held accountable to accomplish department goals by established
means. Lieutenants must supervise, captains must administer and manage, and the fire
chief and his assistant fire chiefs must provide leadership.
BUSINESS COMMUNITY PERCEPTIONS
15.1 Fire department management (fire chief and assistant fire chief) should each join and
participate in the activities of a community service organization, such as the Rotary,
Kiwanis or Lions Clubs. Each of these organizations provides the opportunity to interact
both formally and informally with the business community.
15.2 Fire department management should regularly attend meetings and events sponsored
by the Lexington Chamber of Commerce.
15.3 The town should meet with the leadership of the Chamber of Commerce to discuss
issues of mutual concern, such as the liquor license renewal process and the new
business approval process.
15.4 Revocation or suspension of permits is an onerous penalty that should only be exercised
for serious safety violations or when all other avenues for gaining compliance with
minor safety or administrative violations have failed. The town should review its
policies for permit and license renewals to ensure that adequate notice and adequate
time frames are provided to business owners to gain compliance.
15.5 As is discussed in other sections of this report, the fire department should perform
regular pre -fire planning inspections of businesses in order to maintain a high level of
familiarity of buildings in the community.
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CHAPTER 4
BACKGROUND AND DEMOGRAPHICS
The Lexington Fire Department is a career fire department that provides fire suppression,
technical rescue, hazardous materials, and emergency medical services to a suburban Boston
community with a population of 31,394 in 12,019 housing units (U.S. Census, 2010). The fire
department provides advanced life support (ALS) ambulance transport services and participates
in the MetroBoston fire mutual aid system. In 2011, the Lexington Fire Department responded
to 1,945 fire calls and 2,486 EMS incidents. Total property damage from fire in 2011 was
estimated at $1,379,869.
The captains, lieutenants, firefighters, and firefighter - paramedics are represented in collective
bargaining by Local 1491 of the International Association of Fire Firefighters. There has been a
long and contentious relationship between management (including the fire department
command staff) and the fire union. Since 2008, nine grievances filed by the union have reached
the arbitration stage before being ruled upon, settled, or withdrawn. Concurrent with this
study, MRI has been assisting the town with the recruitment and selection of a new fire chief.
The new fire chief has been appointed from within the ranks of the department and began his
duties in May 2012.
The total land area of Lexington is 16.43 miles, with a density of 1,910.3 persons per square
mile, compared to a Massachusetts average of 839.4 persons per square mile. The home
ownership rate is 82.7 %, while only 15.2% of housing units are located in multi -unit structures
(compared to a statewide average of 41.7 %). According to the census, the median value of
owner - occupied housing units is $682,600. Median household income is $130,637 compared to
$64,509 for Massachusetts.
Town government is organized under a representative town meeting, board of selectmen, and
town manager. The fire chief answers directly to the town manager and also serves as the
town's emergency management director. In FY 2011, the fire department's total budget was
$4,957,911. The town received $914,229 in revenue for ambulance and paramedic services.
While Lexington is considered to be primarily a bedroom community, the community has a
vibrant downtown business district and has begun to attract scientific research,
pharmaceutical, and biotechnology companies.
The MRI study team conducted a basic fire safety risk assessment of the Town of Lexington.
The greatest fire safety concern is the potential life loss in fires that occur in single - family
residential dwellings during sleeping hours, which is consistent with national trends. Other
critical challenges for fire department response, training, and fire prevention capabilities
include the following:
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• Large, single family dwellings that can be equivalent in size to commercial
facilities (greater than 5,000 square feet)
• Route 1- 95/128 (19 miles) with the transport of significant quantities of
hazardous materials
• Congested downtown area with numerous places of assembly occupancies;
buildings abut one another, which can result in the spread of a fire to adjoining
structures
• Significant historic properties
• 18 churches
• Public schools:
o High school
o Regional vocational - technical high school
o Two (2) junior high schools
o Five (5) elementary schools
• Business - industrial park
• Defense industrial contractor facility
• Several large scientific research, pharmaceutical and biotechnology research
facilities
• Residential school
• Non - residential school for developmentally disabled
• Two (2) nursing homes
Fortunately, many of the larger and newer facilities are protected with automatic fire
suppression systems, which considerably reduce the overall risk of these structures. The
scientific, pharmaceutical, and biotechnology research facilities oversee their own specialized
in -house risk management and loss prevention programs.
In preparing this study, the MRI study team took great care to craft recommendations that are
specifically suited for the Town of Lexington based on its community risk profile, anticipated
growth, and recent fire and EMS response history. It is hoped that this report will provide the
town and its new fire chief with a template for instituting much needed change within the
organization that will improve the level of fire and EMS services that are provided to the
citizens of Lexington.
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CHAPTER 5
FIRE & EMS OPERATIONS. ICS. SAFETY & MUTUAL AID
OVERVIEW
Firefighting, emergency medical services and rescue operations, an incident command system,
and safety procedures are critical components of a municipal fire department. Because the
greatest number of calls for service are predominantly for emergency medical incidents, in
reality, many fire departments have shifted from being fire service agencies that provide EMS
and have become EMS agencies that provide fire protection services. Lexington is no exception
to this national trend.
NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations,
Emergency Medical Operations and Special Operations to the Public by Career Fire
Departments, 2010 edition (National Fire Protection Association, Quincy, MA) addresses the
organization and deployment of fire suppression operations, emergency medical operations,
and special operations to the public by career fire departments .z NFPA 450 Guidelines for
Emergency Medical Services (EMS) and Systems, 2009 edition (National Fire Protection
Association, Quincy, MA) provides a template for local stakeholders to evaluate an EMS system
and to make improvements based on that evaluation. The Commonwealth of Massachusetts
regulates EMS agencies and certain federal Medicare regulations are also applicable.
In addition to structural firefighting and emergency medical services, the fire department is
tasked with responding to and managing a broad spectrum of other types of emergencies,
including, but not limited to, vehicle crashes, building collapse, water and ice rescue, mass
casualty incidents, weather related emergencies, and natural and technological
disasters. These types of incidents require specialized equipment and specialized training. In all
types of emergency responses, an incident command system (ICS) should be utilized that
conforms to the National Incident Management System (NIMS) guidelines that have been
promulgated by the U.S. Department of Homeland Security.3 While safety is the primary focus
throughout all operations, a formal component of the ICS program includes the consistent
assignment of an on -scene safety officer when appropriate.
z NFPA 1710 is a nationally recognized standard, but it has not been adopted as a mandatory regulation
by the federal government or the Commonwealth of Massachusetts. It is a valuable resource for
establishing and measuring performance objectives in the Lexington Fire Department but should not be
the only determining factor when making local decisions about the town's fire and EMS service.
3 In order to remain eligible for fire, EMS, law enforcement, and emergency management grants from
the U.S. Department of Homeland Security, the Town of Lexington must adopt and implement NIMS /ICS
for all emergency incidents. ALL personnel who have emergency management and disaster response
duties, including the selectmen, town administration, fire, police, and public works must receive
NIMS /ICS training.
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Fire department operations and service delivery can be dramatically improved in those
departments that commit resources to goal- setting, master planning, risk assessment, and
performance measurement. A number of tools and resources are available to guide
management in these efforts from organizations such as the US Fire Administration (USFA),
National Fire Protection Association (NFPA), International Association of Fire Chiefs (IAFC),
International Association of Fire Fighters (IAFF), and the Massachusetts Firefighting Academy,
U.S. Department of Transportation (USDOT), and the Massachusetts Office of Emergency
Medical Services (OEMS).
OBSERVATIONS
Fire Operations, Incident Command System, and Safety
The Lexington Fire Department is equipped and staffed to respond to a wide variety of
emergency incidents. Although EMS calls are more prevalent, the department must still be
prepared to fulfill its firefighting mission. As with most communities in the United States, the
primary focus of firefighting operations is on fires in residential occupancies (single- and two -
family dwellings, multi - family units, etc.) due to the high potential for loss of life. Firefighting in
commercial occupancies is important to the economic well -being of the community, but large
commercial occupancies are often equipped with automatic fire suppression systems to reduce
risk and damage from fire. Until residential fire sprinkler systems become commonplace as a
critical lifesaving feature in homes, the fire department will continue to be the only "front -line"
resource available for firefighting and rescue.
The MRI study team did not evaluate the performance of the fire department during actual
firefighting operations. We did interview the fire chiefs from the neighboring towns of Bedford,
Burlington, and Woburn to learn their views and observations about the Lexington Fire
Department. All of the chiefs expressed confidence in the operational abilities of the Lexington
Fire Department. They believe that the incident command system works well during major
incidents, and that tactical operations are conducted in a safe and effective manner. Lexington
provides a rapid intervention team (RIT) for Woburn, and there appears to be a willingness to
share mutual aid whenever needed. One fire chief indicated that he does not find it necessary
to send a command officer from his own community for "routine" mutual aid calls because he
has such great confidence in the Lexington command staff to effectively coordinate a safe
firefighting environment.
The Lexington Fire Department has embraced the Incident Management System (IMS) for the
command and control of all emergency incidents. However, because of current staffing levels, it
may not be possible to assign all of the necessary incident command (ICS) functions at a major
incident until the arrival of mutual aid units or off -duty personnel. For example, the critical role
of on -scene safety officer may not be filled until the arrival of an off -duty or mutual aid
command officer. Critical safety decisions during the early stages of an incident must be made
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by the incident commander or a junior officer who would also be responsible for immediate
tactical responsibilities such as size -up, rescue, fire attack, water supply, and ventilation.
As is discussed below, "performance improvement" has become a formal, mandated
component of advance life support delivery systems. Unfortunately, the fire service has not
incorporated the concepts of ALS performance improvement into fire suppression operations.
Performance metrics have not been established, and there is no continuous review and critique
of fire incidents that results in changes to operational procedures, SOPS, SOGs, training
priorities, or equipment. To be fair, some fire officers do conduct critiques of incidents and
provide guidance to their personnel as needed, but on a more informal basis that is not well
documented.
Performance improvement for fire suppression will become even more important in the coming
years as the fire department command structure evolves from being a group with significant
firefighting experience to a group with stronger EMS experience. Major fire incidents continue
to decline because of better fire prevention and building code compliance, the advent of
advance fire detection and suppression systems, and fire retardant building components and
contents. As a result, the fire service will be challenged in the future to maintain the necessary
skill sets to properly command and control major fire incidents. Training and performance
improvement strategies must be aggressively improved in anticipation of this paradigm shift in
fire department capabilities and experience.
Mutual Aid
Mutual aid is an essential component of any fire department. No municipal fire department
can or should be expected to have adequate resources to respond to all types and sizes of
emergencies. Mutual aid is shared between communities when their day -to -day operational
fire rescue and EMS capabilities have been exceeded, and ensures that the citizens of the
community are protected even when local resources are overwhelmed. Fire department
mutual aid is provided without financial charge.
The Lexington Fire Department participates in mutual aid response organizations and
agreements for fire, hazardous materials, and EMS operations. The department is a member of
MetroFire, also known a Mutual Aid District 13. MetroFire coordinates the mutual aid response
of 34 metropolitan Boston fire departments. The service area includes the Route 128 perimeter
and an area of 351 square miles.
MetroFire provides the following services and activities:
Centralized communications control center for mutual aid activities
Operation of a multi - channel radio system for dispatch and coordination of
firefighting apparatus and emergency medical units
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• Mobile command and communications vehicle for complex operations
• Ten alarm running card system for coordination and deployment of apparatus,
personnel and other resources
• Regional hazardous materials response team (funded by the MA Department of
Fire Services)
• Mobile air supply unit for refilling self- contained breathing apparatus at
incidents
• MBTA evacuation and rehabilitation buses
• Fire safety house trailer for fire prevention and training purposes
• Critical incident debriefing team
• Group purchasing system
Lexington has executed mutual aid agreements for emergency medical services with the
following communities:
• Arlington
• Bedford
• Belmont
• Burlington
• Concord
• Hanscom Air Force Base
• Lincoln
• Waltham
• Winchester
• Woburn
The department also has a mutual aid agreement with Armstrong Ambulance Service.
Emergency Medical Services
The Lexington Fire Department provides emergency medical services (EMS) to the community
at the advanced life support (ALS) level. Firefighter /paramedics staff two ambulances 24 -hours
per day, and one additional ambulance is in reserve. All of the ambulances are housed at, and
respond from, Station 1 in Lexington Center. On ALL medical calls, an engine company is
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dispatched to provide assistance to the paramedic crew with medical care, carrying equipment,
lifting patients, extrication from motor vehicle crashes, technical rescue operations, and driving
the ambulance to the hospital when both paramedics are committed to the care of critically ill
patients. For incidents that involve (or may involve) a life threatening type of emergency, or for
various types of rescue operations, this procedure makes sense, and in some cases is essential.
However, for many types of less severe medical emergencies, those requiring basic life support
(BLS) level intervention, care and transportation, this procedure is not the most effective, or
efficient, use of the department's limited resources. In accordance with state EMS licensing
requirements, two paramedics must respond on each ambulance in order to maintain ALS
status. The department transports patients to most of the hospitals in the metropolitan Boston
region, but trauma, cardiac, and stroke victims are typically directed through established
protocol and medical control to Lahey Clinic in Burlington.
While one ambulance is staffed by two firefighter /paramedics who are dedicated to that
assignment, the second ambulance is cross - staffed by two firefighter /paramedics who are also
assigned to the ladder truck. When a second EMS call occurs simultaneously, these personnel
come off the ladder and respond with the second ambulance. The ladder truck is considered
out -of- service when this situation occurs, approximately 500 times per year. It should also be
noted that the third firefighter assigned to the ladder truck is also considered out -of- service
and unavailable to respond until the second ambulance crew returns since the truck is not
permitted to respond with only one firefighter. Although this procedure is based upon very
legitimate safety concerns, having an on -duty firefighter unavailable to respond 500 or more
times per year, in a department with already limited staffing, is not an effective or efficient use
of resources and does not make sense. The ladder truck can be driven to a fire scene with one
firefighter and deployed if necessary by personnel from other responding units.
The town has budgeted for two new firefighter /paramedic positions so that the second
ambulance (Medic 2) can be staffed during peak periods Monday through Friday during the
day. The department has applied for a FEMA SAFER grant that, if approved, would fund six
additional firefighter /paramedic positions. These positions would enable the town to staff
Medic 2 24 -hours per day, seven days per week.
As with most fire departments in the United States, EMS calls account for the majority of
Lexington's emergency response activity. In 2011, the department responded to 2,486 EMS
calls, or 56.1% of the total response volume of 4,431 incidents. This is far less than the normal
average of 70 -80% EMS activity for fire departments in the United States.
The town bills patients for ambulance transport. In FY2011, the revenue for ambulance service
totaled $914,229. Ambulance billing is performed by a third -party billing service, as is common
with municipalities throughout the Commonwealth. EMS rates are reviewed and updated in
accordance with prevailing rates in the region and were last updated in 2011.
4 SAFER: Staffing for Adequate Fire and Emergency Response Grant Program
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During our interviews with selectmen, municipal staff, firefighters, and business leaders, the
universal theme that we heard was that there is widespread praise for the level of care,
compassion, and service that is provided by fire department EMS. It is apparent that the
citizens expect a high quality level of service and those expectations are being met. The MRI
study team heard criticism and concern about the practice of sending a fire department engine
company on every emergency medical call regardless of severity.
Unlike fire suppression operations, the department's EMS service is licensed and regulated by
the Massachusetts Office of Emergency Medical Services (GEMS). OEMS regulations specify the
requirements for training, certification, licensure, patient care standards, performance
improvement programs, patient care reporting, and medical direction.
The department follows the statewide patient care protocols that have been promulgated by
OEMS. The medical director for ambulance services in the region, including Lexington, is Gary
Setnick, MD, at the Mount Auburn Hospital Emergency Department. On -line medical direction
for advanced life support procedures is coordinated through the Metro - Boston Central Medical
Emergency Direction (CMED) system located at the Boston EMS Dispatch Operations Center.
EMS training, including continuing education hours for re- certification, is performed by in-
house department instructors and by contract with South Middlesex EMS
(www.southmiddlesexems.or ), a non - profit organization that provides advanced life support
training and re- certification classes to EMS agencies throughout the region. The department
estimates that approximately seventy -five percent (75 %) of EMS training is provided by LFD
instructors and twenty -five percent (25 %) is provided by South Middlesex EMS.
The collective bargaining agreement specifies three positions with supplemental EMS duties.
The paramedic program coordinator, EMS coordinator, and equipment /supplies /reports
coordinator are appointed by the fire chief and are assigned to administrative functions such as
re- licensing, coordination with the medical director, training oversight, equipment ordering and
re- stocking, and drug inventory management. The paramedic program coordinator is also
responsible for reviewing ALS patient care reports and outcomes for performance
improvement. These functions are performed on a limited, part-time basis during each
member's regular 24 -hour duty shift in addition to his /her emergency response duties and daily
firehouse duties.
During our interviews with fire department personnel, the MRI study team learned that there is
occasional conflict between non - paramedic supervisors (lieutenants) and the firefighter -
paramedics treating the patient. This conflict involves patient care issues, such as which
hospital the patient should be transported to. While the lieutenant has overall responsibility
for incident command, scene safety, incident logistics, employee performance, and the overall
outcome of the call, the firefighter - paramedics are responsible for patient care and are held
accountable to the established EMS protocols and medical control. Unless there is an
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overriding safety issue or a need to expedite ambulance availability (e.g., mass casualty incident
or disaster event), decisions concerning patient care are the responsibility of the provider with
the highest level of medical training and certification.
The fire department's EMS patient care reporting (PCR) is an electronic, stand -alone (not web -
based) system that is connected to a PC hard drive at each station. The department has a policy
for patient encounter documentation which members utilize; newly hired personnel receive
training on this policy.
The electronic documentation software is AmbuPro EMS and has been in use by the
department for approximately six years. This software is compliant with the National EMS
Information System (NEMSIS) 3.2.1. Each ambulance is outfitted with a laptop computer and
printer in order to facilitate completion of records at one of the eight area hospitals where
patients are transported. Upon completion, PCRs are left at the hospital with the patient's
medical record. Each laptop is configured to automatically sync with the AmbuPro EMS
software at each station upon the ambulance's return to the station.
Monthly data that has been entered into a system is manually verified by the current software,
validated, and sent to both the New England Medical Billing, the town's EMS billing contractor,
and uploaded to the Massachusetts Ambulance Trip Reporting System (MATRIS). In addition to
serving as a PCR system, the data collected is utilized for billing and for planning medical orders
from the pharmacy to replenish supplies. The current system not web - based, is not backed up,
and is not connected to the municipal computer network.
RECOMMENDATIONS
5.1 The fire department should establish a formal "performance improvement" process for
fire suppression operations. The process should include the adoption of performance
standards such as NFPA 17105, the creation of a formal review and critique process for
all incidents, and a process for modifying SOGs, SOPS, training priorities, and equipment
as determined by the performance improvement program.
5.2 The fire department should continue to be an active participant in the fire and EMS
mutual aid system. Multi -town training evolutions (drills and exercises) should be
established on a regular basis. Fire chiefs and command staff from neighboring
communities should meet regularly to discuss strategies for broader regional sharing of
resources.
5 For example, NFPA 1710 establishes performance goals for turn -out time and response time
for fire and EMS emergency calls.
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5.3 In conjunction with the emergency medical dispatch (EMD) system in the police
communications center (see Chapter 8), the department should establish dispatching
protocols to determine the appropriate level of response. The practice of dispatching a
fire engine company to all medical calls should be discontinued and should be limited to
critical, potentially life threatening emergencies such as cardiac events, respiratory
distress, unconscious patients, severe bleeding, head injuries, vehicle crashes, and
technical rescues. An engine company should also be dispatched if an ambulance
response is delayed. If additional personnel are needed for lifting non - critical patients,
the EMS crew can request that an engine company respond to assist. For these events,
time is generally not a factor and the engine company can often respond without
emergency lights and siren.
5.4 The department should consider establishing a full -time EMS coordinator who is
assigned to a standard Monday through Friday workweek. The EMS coordinator should
hold a supervisory rank (at a minimum, the rank of lieutenant) so that he /she can
enforce department policies and protocols for EMS operations and can initiate discipline
and performance reviews. The duties of the EMS coordinator should include, but not be
limited to, the following areas of responsibility:
• Performance improvement review of all ALS responses
• Coordination of licensing, re- certification, and training activities
• Equipment purchasing and re- stocking
• Drug inventory management
• Management of the patient care reporting (PCR) system
• Outreach and coordination with OEMS, EMS Region IV, EMS medical
director, CMED, and area hospital emergency departments
• Implementation and coordination of community outreach and public
education programs, such as Heart Safe Community
• EMS budget preparation and oversight
• Regional mass casualty incident planning
If this full -time position is established, consideration should be given to eliminating the
part -time positions of paramedic program coordinator, EMS coordinator, and
equipment /supplies /reports coordinator (note: the MRI study team recognizes that the
establishment of this position and the elimination of the part -time positions will require
a negotiated agreement with the firefighters' union).
5.5 The determination as to which facility a patient is transported should be made based on
the following criteria:
• Medical direction
• Established medical protocols, and /or
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• Patient request (patient requests should be honored when possible, but
only when medically warranted and when the receiving facility is within
the department's established transport area)
5.6 The existing EMS PCR system should be completely overhauled and replaced with a
capability that includes the following components:
• Web -based capability that is supported on the municipal IT network, with
continuous off -site back -up redundancy
• Analysis and evaluation capabilities for patient care performance
improvement, staffing configurations, EMS response data, and
equipment purchasing and supply re- stocking
• Ability to electronically transmit billing data
• Future ability to transmit PCRs to the emergency department
electronically (rather than paper)
• Future ability to transition from laptops to hand -held data entry devices
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CHAPTER 6
STAFFING
OVERVIEW
The issue of fire department staffing has, over the past three decades, become one of the most
widely and frequently debated topics in fire service history. This debate has intensified over
the past several years as tax collection revenues have declined precipitously in many
communities and governmental entities seek to reduce expenses. Although Lexington is a
financially stable community compared to many in the Commonwealth, the town is extremely
sensitive to identifying cost savings where possible.
Personnel costs account for the largest percentage of the operating budgets of career fire
departments. In FY 2011, employee compensation accounted for 90.2% percent of the
Lexington fire budget (Town of Lexington, FY 2013 Budget Development, Subprogram 4200).
The debate becomes intense when the discussion turns to how many firefighters are necessary
to provide adequate levels of service, fulfill the department's core mission(s), and how those
firefighters are deployed. This is a basic risk assessment and management decision. Ultimately,
determining the acceptable level of risk they are willing to assume for the citizens they
represent is a key decision that is made by the board of selectmen and the town meeting.
The fire service has experienced tremendous technological advances in equipment, procedures,
and training, over the past fifty years. Improved personal protective equipment (PPE), the
mandatory use of self- contained breathing apparatus (SCBA), large diameter hose, better and
lighter hose lines and nozzles, and thermal imaging cameras are just a few of the numerous
advances in equipment that have enabled firefighters to perform their duties more effectively,
efficiently, safely, and with fewer personnel. However, the fact still remains that emergency
scenes present a dynamic, dangerous, frequently unpredictable, and rapidly changing
environment where conditions can deteriorate very quickly and place firefighters in extreme
personal danger.
The operations necessary to efficiently and safely extinguish a structure fire require a carefully
coordinated and controlled plan of action. Simultaneous operations that must be carried out
with a high degree of precision and timing include forcible entry, initial fire attack, search and
rescue, ventilation, and the establishment of incident command. If there are not enough
personnel on the incident initially to perform all of the critical tasks, some of these tasks will be
delayed. This can result in an increased risk of serious injury, or death, to building occupants
and firefighters, as well as increased property damage.
The National Fire Protection Association (NFPA) Standard 1710 — Standard for the Organization
and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special I N
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Operations to the Public by Career Fire Departments (2010 Edition) is the nationally recognized
consensus standard on staffing and deployment for career fire departments . 6
Some of the key provisions of NFPA 1710 are as follows:
• Paragraphs 5.2.3.1.1 and 5.2.3.2.1 state that engine companies and truck
companies respectively shall be staffed with a minimum of four on -duty
personnel.
• Paragraph 4.1.2.1 states that the first arriving engine company shall arrive at the
scene of a fire suppression incident within four minutes or less and /or the entire
full first alarm response should arrive on scene within eight minutes. For EMS
incidents a unit with first responder or higher level (EMT- Basic, Intermediate, or
Paramedic) trained personnel should arrive within four minutes, and an
Advanced Life Support (ALS) unit should arrive on scene within eight minutes.
Paragraph 4.1.2.2 requires the establishment of a 90% performance objective for
these response times.
• Paragraph 5.2.4.2.2 establishes the following minimum personnel requirements
on the full first alarm assignment which should arrive on scene within eight
minutes of dispatch:
TASK
# Personnel
Incident Commander
1
Attack engine driver /operator
1
Water supply engine driver /operator
1
Two handlines with two personnel each
4
Support /back -up firefighter for each handline
2
Search & rescue team
2
Ventilation team
2
Ladder company driver /operator
1
Rapid intervention team (RIT)
2
TOTAL MINIMUM NUMBER OF PERSONNEL
16
These numbers reflect personnel needs for a fire involving several rooms in a 2,000 square foot,
one - family residential occupancy, which is the most common type of structure fire. Personnel
requirements for fires involving large, more complex structures, such as commercial storage
6 It is important to note that compliance with NFPA 1710 has not been mandated in the
Commonwealth of Massachusetts. It is considered to be a "best practice" that fire departments
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facilities or multi - family residential occupancies, will require a significantly greater commitment
of personnel. MRI is not suggesting that Lexington staff sixteen firefighting personnel on -duty
at all times. NFPA 1710 does permit fire departments to use established automatic aid and
mutual aid agreements to comply with the staffing and response requirements. These types of
agreements are mission critical to the Lexington Fire Department being able to handle even
basic single - family dwelling fires and attempt to gain compliance with NFPA 1710.
Note: While the NFPA standards are nationally recognized consensus standards, it is still
the responsibility of the local jurisdiction to determine the acceptable level of risk and
corresponding fire protection /EMS services. When applying any standard, including the
NFPA standards, it is important to apply the document in its entirety. One should not
selectively extract requirements to the exclusion of others or take a requirement out of
context. For example, while NFPA 1710 establishes requirements for the minimum
number of on -scene personnel, it also requires fire departments and firefighters to
comply with NFPA 1500, Standard on Firefighter Occupational Health and Safety
Program. Among other requirements, NFPA 1500 requires personnel to be medically
evaluated and to be evaluated annually for their physical performance capabilities.
One key provision of NFPA 1710 is known as the "Two -In /Two -Out" rule. In brief, this
requirement specifies that whenever firefighters operate in an environment /atmosphere that is
"immediately dangerous to life and health" (IDLH), whenever two members enter the IDLH area
together /as a team, they must maintain visual or voice communication with two additional
firefighters who must remain outside of the IDLH atmosphere prepared to render immediate
emergency assistance to those inside. The rule does not apply in emergency rescue situations
where a person is visible and in need of immediate rescue, or where there is credible and
reasonable information that potentially viable victims are still in need of rescue.
To comply with the "Two -In /Two -Out" rule, a team of four firefighters must be assembled
before an interior fire attack can be made when the fire has progressed beyond the incipient
stage, except in an imminent life threatening situation when immediate action could prevent
the loss of life or serious injury before the team of four firefighters are assembled.
The National Institute for Occupational Safety and Health ( NIOSH) report on the death of a
Kansas firefighter nearly twenty years ago cited a number of "preventable events" that
contributed to the firefighter's death, not the least of which was an inadequate number of
personnel on the initial response and the lack of additional adequate safety procedures.
Among other things the report stated, "A two firefighter engine is, at minimum, 50% under-
staffed and increases the work effort of the two firefighters by a factor of 3 ". Almost every
NIOSH line -of -duty death report recommends that fire departments "provide adequate
firefighter staffing to ensure safe operating conditions ".
Research on the effects of various staffing levels consistently confirms that company efficiency
and effectiveness decrease substantially and injuries increase when company staffing falls
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below four personnel. The Multi -phase Study on Firefighter Safety and the Deployment of
Resources, completed by the National Institute of Standards and Technology (NIST) and
Worcester Polytechnic Institute (WPI), evaluated the performance of fire department crews at
residential fires, which is where the majority of fire injuries and fatalities occur. The study
concluded that the size of firefighter crews has a substantial effect on a fire department's
ability to protect lives and property in residential fires and occupancies. Several key findings of
the study include:
Four - person firefighting crews were able to complete twenty -two essential
firefighting and rescue tasks in a typical residential structure thirty percent (30 %)
faster than two - person crews and twenty -five percent (25 %) faster than three-
person crews.
The four - person crews were able to deliver water to a similar sized fire fifteen
percent (15 %) faster than the two - person crews and six percent (6 %) faster than
three - person crews, steps that help to reduce property damage and reduce
danger /risks to firefighters.
Four - person crews were able to complete critical search and rescue operations
thirty percent (30 %) faster than two - person crews and five percent (5 %) faster
than three - person crews.
All of these factors must be taken into consideration as Lexington reaches consensus on the
acceptable community fire safety risk level, affordable levels of expenditure for fire protection,
and appropriate levels of staffing.
In addition to reviewing on -duty emergency response staffing levels, the MRI study team
evaluated the department's overall command structure and administrative service capabilities.
Staff positions provide important administrative support duties, and manage critical support
functions such as fire prevention, fire training, emergency management, vehicle maintenance,
facility maintenance, personnel administration, and budget development and implementation.
OBSERVATIONS
The Lexington Fire Department is currently budgeted for 58 full -time employees and 1 part -
time employee, or 58.54 full -time equivalent (FTE) personnel. Two firefighter positions are
currently vacant pending the conclusion of on -going union negotiations concerning the staffing
of the second ambulance during peak daytime hours. The 2013 proposed budget reflects the
proposed addition of an additional assistant chief, for a proposed staffing level of 59.71 FTEs.
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Captains, lieutenants, and firefighters are assigned to one of four platoons and work 24 -hour
shifts for an average workweek of 42 hours over an eight -week cycle in accordance with the
collective bargaining agreement. This type of schedule is highly typical for fire departments in
the northeastern United States. The fire inspector (with the rank of lieutenant) works four 10-
hour days (Tuesday through Friday). The captains, lieutenants, and firefighters are members of
the International Association of Fire Fighters Local 1491.
Each platoon is supervised by a fire captain. One lieutenant is assigned, with two firefighters, to
the engine at headquarters and one lieutenant is assigned, also with two firefighters, to the
engine at East Lexington. The ladder truck at headquarters is staffed with three firefighters;
two of the firefighters are also assigned to respond on the second ambulance (Medic 2) when
needed. The primary ambulance, Medic 1, is staffed with two firefighter - paramedics. If all
personnel are on -duty, there are actually ten firefighters (thirteen personnel total) on -duty.
However, the current practice is not to fill the first firefighter vacancy due to sick leave,
vacation, or personal time off, which of course saves significant overtime costs. From a practical
perspective this means that there are actually just twelve personnel on duty the majority of the
time, nine at headquarters and three at East Lexington.
The department has applied for a Staffing for Adequate Fire and Emergency Response (SAFER)
grant from the Federal Emergency Management Agency (FEMA). If successful, this grant would
fund the hiring of six additional firefighters and, in combination with the two funded but vacant
firefighter positions, would enable the department to staff the second ambulance on a round -
the -clock basis.
The command and administrative staff includes the fire chief, assistant fire chief, administrative
assistant, and part-time clerk.
The following organizational chart depicts the current staffing levels of the Lexington Fire
Department:
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Figure 2. Minimum staffing levels, courtesy Lexington Fire Department (note: Rescue 1 is now identified as Medic 1).
At first blush, the current staffing levels for the Lexington Fire Department offer an impressive
fire response capability. Although one incident commander, two 3- person engine companies, a
3- person ladder company, and a 2- person ambulance on a first alarm assignment for a single -
family dwelling fire is four firefighters short of the 16- person assignment recommended by
NFPA 1710, the additional personnel could be provided relatively quickly through the use of
automatic aid from neighboring departments.
Unfortunately, this assessment does not take into consideration the frequency of EMS calls that
reduce the availability of firefighting personnel. On an annual basis, both ambulances are on
simultaneous calls approximately 500 times. When the second ambulance is out, the ladder
truck is reduced to one driver - operator, and the overall first alarm assignment is significantly
reduced to eight personnel. Under current policy, the ladder truck does not respond and the
truck stays at headquarters until off -duty recalled personnel arrive. Additional simultaneous
calls can reduce this personnel availability even further.
As indicated above, the ladder company is staffed with three firefighters who operate as a crew
without a first line supervisor. The ladder company must depend on receiving instructions from
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the incident commander (captain) or one of the engine company lieutenants. This structure
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severely strains the incident command system, and could result in delays in critical tactical
decisions concerning size -up, search and rescue, ventilation, and apparatus placement. The
MRI study team believes that the performance of the ladder company could be dramatically
improved if it is directly led and supervised by a fire lieutenant.
With regard to the upper command structure of the Lexington Fire Department, the MRI study
team finds that the current structure does not provide for the proper oversight and
management of fire prevention, training, and EMS performance improvement. As discussed in
the relevant chapters in this report, many of these tasks are performed on a part -time basis by
shift personnel. Due to the 24 -hour shift and four - platoon system, the personnel who are
assigned to specialized job functions can be unavailable for extended periods of time. As a
result, there is often a lack of consistency, coordination, and follow -up to ensure that important
goals are met.
As discussed in greater detail in Chapter 5, Fire & EMS Operations, ICS, Safety & Mutual Aid,
there is an established need for a full -time EMS coordinator to oversee EMS administrative
functions, and most importantly, to implement a high - quality performance review program.
As discussed in further detail in Chapter 7, Fire Prevention, Inspections and Public Education,
the MRI study team believes that there is a need for an additional full -time fire inspector (rank
of lieutenant) and that the existing fire inspector position should be upgraded to the rank of
captain to reflect the level of technical expertise and supervisory responsibilities required of
this position.
RECOMMENDATIONS
Note: the following recommendations are offered in order of priority.
6.1 The MRI study team supports the town's plan to establish an additional position of
assistant fire chief. This position should be a management position that is exempt from
inclusion in the firefighters' collective bargaining unit (IAFF Local 1491).
The fire chief should delegate significant management responsibility and authority to
the two assistant fire chiefs commensurate with their demonstrated skills and abilities.
MRI has identified the following assignments as one possible approach, but it is not our
intent to limit the flexibility of the fire chief to develop a management structure that is
most appropriate for the needs of the department. From MRI's perspective, the
responsibilities of the two assistant fire chiefs could be divided as follows:
C. Assistant Chief for Operations: Second -in- command of the department
( "executive officer ") responsible for the direct supervision of the fire
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captains, daily operational activities, personnel management, facilities,
apparatus, and equipment
d. Assistant Chief for Support Services: Third -in- command of the
department, responsible for fire prevention, training (fire & EMS), and
safety (note: this position is discussed in further detail in the fire
prevention and training chapters of this report)
6.2 The MRI study team supports the immediate establishment (FY 2013) of a full -time EMS
coordinator (rank of lieutenant) and the phasing out of the part-time EMS coordinator
positions. EMS staffing is discussed in further detail in Chapter 5.
6.3 The MRI study team supports the proposal to staff the second ambulance with two
firefighters on a full -time basis. The funded proposal to hire two firefighters
immediately to staff Medic 2 during day shifts should be implemented without delay.
We support the proposed SAFER grant to hire six additional firefighters to staff Medic 2
on a 24 -hour, 7 -days per week basis. The SAFER grant would only provide salary and
benefits (no overtime) for a 24 -month performance period. There is no obligation for
the town to continue funding the positions after the grant period has ended, but the
town would have the opportunity to evaluate the impact of the additional manning and
to plan for the continuation of the positions in future budget years.
6.4 The MRI study team the town's plan to upgrade four firefighter positions to the rank of
lieutenant. As a result, the ladder truck will be staffed with one lieutenant and two
firefighters. This effort has been funded in the FY2013 budget.
6.5 As discussed in Chapter 7, the MRI study team recommends the establishment of an
additional fire inspector position at the rank of lieutenant (future budget item).
6.6 As discussed in Chapter 7, the MRI study team recommends that the existing fire
inspector position be upgraded to the rank of captain to reflect the technical expertise
and supervisory responsibilities of this position (future budget item).
6.7 The following narrative and organizational chart summarizes the proposed
recommendations for personnel in the Lexington Fire Department in order of priority:
Priority #1
New position: assistant fire chief for support services. This position is in addition to the
existing assistant fire chief position and could be responsible for training, fire
prevention, and safety, as well as other duties (note: the existing position would be re-
classified as assistant fire chief for operations). This position has been funded and we
recommend that this position be established as soon as possible.
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Priority #2
Upgrades: fire lieutenant (4 positions). These positions are an upgrade of existing
firefighter positions and will supervise the ladder company. In addition, we propose
that the ladder company lieutenant serve as the training officer on each platoon. We
recognized that these positions have funded and will be implemented in the near
future.
Priority #3
New positions: two (2) firefighter /paramedics, weekday shifts, staffing for Medic 2. It is
our understanding that these positions are currently funded.
Priority #4
New position: EMS coordinator (lieutenant /paramedic). This position would consolidate
the duties of the part -time EMS and paramedic coordinators and would have day -to -day
responsibility for the ALS performance improvement program and paramedic training.
Priority #5
New positions: six (6) firefighter /paramedics to staff Medic 2 on a 2417 basis. These
positions would supplement the above two positions. As with the upgrade of the fire
lieutenant positions (priority #3), these positions have not been part of a budget review
process. Alternate funding sources, such as a FEMA SAFER grant should be explored.
We do not recommend implementation until FY2015, FY2016, or FY2017 unless the
SAFER grant is received.
Priority #6
New position: fire inspector (lieutenant). This position would provide additional
inspection, code enforcement, plan review and fire prevention capabilities for the town.
It may be possible to offset a portion of the cost of this position through an increase in
permit fees and the establishment of plan review fees. We recommend implementation
in FY2014.
Priority #7
Upgrade: existing fire inspector (lieutenant) to captain. This upgrade would coincide
with the creation of the new fire inspector position. We also anticipate the need to
upgrade the existing part -time clerk to full -time to handle the additional workload due
to additional inspection and code enforcement activity.
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ADMIN
ASST.
FIRE
CHIEF
ASST. CHIEF
OPS.
ASST. CHIEF
SUPPORT
CLERK FIRE PREV EMS
P/T TO F/T A GROUP 8 GROUP C GROUP d GROUP . ti I I COORDINATOR
CAPTAIN FIRE
INSPECTOR
HEADQUARTERS i I EAST LEXINGTON
MEDIC I ENGINE LADDER ENGINE
2 FF /EMT•P LIEUTENANT LIEUTENANT LIEUTENANT
2 FIREFIGHTERS 2 FI REFIGHTER9 2 FIREFIGHTERS
MEDIC 2
2 FF /EMT -P
Figure 3. PROPOSED LFD Organization Chart. (Note: Positions in RED are new positions or upgrades).
Town of Lexington, MA: Fire Department Staffing Study Page 52
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CHAPTER 7
FIRE PREVENTION, INSPECTIONS, AND PUBLIC EDUCATION
OVERVIEW
Fire prevention activities are one of the most important missions that the modern day fire
department is involved in. A comprehensive fire protection system needs to include, at a
minimum, the key functions of fire prevention, code enforcement, inspections, and public
education. Preventing fires before they occur, and limiting the impact of those that do, should
be priority missions of every fire department. Educating the public about fire safety and
teaching them appropriate behaviors on how to react should they be confronted with a fire is
also an important life safety responsibility of the fire department.
Fire prevention is a key responsibility of every member of the fire department, and fire
prevention activities should include all personnel. On -duty personnel can be assigned with the
responsibility for "in- service" inspections to identify and mitigate fire hazards in buildings, and
to familiarize firefighters with the layout of buildings, identify risks that may be encountered
during firefighting operations, and to develop pre -fire plans. On -duty personnel in many
departments are also assigned responsibility for permit inspections and public fire safety
education activities.
Since fire prevention should be approached in a systematic manner and because a number of
community stakeholders have a vested interest and /or responsibility in this endeavor, various
activities such as plan reviews, permits, and inspections should be coordinated with similar
activities in the municipal building inspection department and the planning
department. Inspection and code enforcement procedures and policies must conform to
Commonwealth of Massachusetts statutory requirements and the regulations and the policies
of the Massachusetts Department of Fire Services, Office of the State Fire Marshal. The local
fire chief or designee is authorized to enforce 527 CMR, Board of Fire Prevention Regulations,
also known as the Massachusetts Comprehensive Fire Safety Code.
OBSERVATIONS
Fire prevention activities in the Lexington Fire Department are traditionally headed up by the
assistant fire chief, the second in command of the department. The current assistant chief has
been with the department since January 2011 and was hired from outside the department
specifically to fill this position. Although not directly preceding his appointment in Lexington,
the incumbent did spend several years working for the state fire marshal's office. While the
town's job description for assistant fire chief has a significant emphasis on fire prevention
experience, duties, and responsibilities, this is by no means the sole focus of this position. In
fact, the current assistant fire chief reports that the previous fire chief, who hired him,
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indicated that he wanted him focused more on operational aspects of the department than on
fire prevention. The assistant chief informed the MRI study team that he has the authority to
take command of emergency incidents; however, in his first 15 months in his position, he has
yet to do so. He is notified, and has the option to respond, anytime Lexington units respond out
of town on mutual aid. He informed the team that he has been involved in working on various
special projects and assignments in addition to overseeing fire prevention functions.
The fire prevention division also has a lieutenant assigned, who in reality is the department's
fire prevention officer and handles the myriad of duties and tasks associated with a
comprehensive fire prevention program. The incumbent has been in this position since
November 2007 when it was originally created, just over 4 % years. Prior to that time, the
assistant fire chief was responsible for all aspects of fire prevention. The fire inspector works a
four, 10 hour day work week with Wednesdays and weekends off. He is very dedicated to, and
passionate about, the fire prevention function and appears to be extremely knowledgeable
regarding the fire code and fire prevention issues is general. He is widely perceived as very
thorough and very involved in his work.
The fire prevention lieutenant is certified at the Fire Inspector I and Fire Inspector II levels by
the National Board on Fire Service Professional Qualifications Standards (Pro- Board). In addition
to having participated in numerous career development and training programs, he has
attended the National Fire Academy in Emmitsburg, Maryland, four times including the two
week Fire Inspection Principals class. He also attends frequent fire prevention related training
courses offered in Massachusetts and is active in various regional and statewide fire prevention
and code enforcement professional groups and associations. However, despite his dedication to
the department's fire prevention mission and his high level of knowledge which is extremely
beneficial to the program, at the time of this assessment, the lieutenant was considering
requesting a transfer back to operations when the new lieutenant positions are created for the
ladder truck.
The activities of the fire prevention division are supported by a part-time secretary who
normally works 25 hours per week. She has been in this position for approximately three years.
The secretary handles the receiving, processing, and issuing of various permits,
receives /responds to customer inquiries, schedules smoke detector /carbon monoxide detector
inspections for residential resale, and enters fire prevention information into various applicable
databases. She is also responsible for completing the weekly payroll for the fire department and
prepares various invoices for the department. When the department's full -time secretary is off
on leave, the fire prevention secretary is detailed into the main office. While time constraints
have been a major limitation, there have been minimal efforts to try to ensure that both
secretaries are cross - trained to perform the others' essential job functions.
Fire prevention operations are conducted out of an annex, which is an office trailer, located to
the rear of fire headquarters. The assistant fire chief and the fire prevention lieutenant both
have their offices in this annex, as well as the fire prevention secretary. Although the area
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appears to be well laid out and has adequate room for things such as the significant file storage
necessary for fire prevention operations, the study team has several significant concerns about
this arrangement, most of which deal with safety and security for the secretary since the vast
majority of the time she is working alone in this area. These concerns include:
Despite the fact that fire prevention is the fire department operation that has
the most interaction with the public, the fire prevention's office trailer is not
handicap accessible.
• There are no rest room facilities in the trailer. The personnel who work in this
area must go into the main station, in all kinds of weather, to use the bathroom.
Most of the day, the secretary works in this area by herself as neither the
assistant fire chief nor the lieutenant is in their offices. The door is not normally
kept locked, there is no video surveillance of the area, and there is no direct
communication between the two facilities. This is a major safety and security
concern of the study team.
The fire prevention lieutenant performs virtually all of the plans reviews and inspections related
to fire prevention and code enforcement including, but not limited to, in- progress inspections
of construction and renovation projects, issuing permits and conducting permit - related
inspections, performing change -of- ownership smoke detector /carbon monoxide detector
inspections in residential occupancies (also performed by the on -duty captains), observing
acceptance tests of fire protection systems (fire alarm systems, automatic fire sprinkler
systems, and fire extinguishing systems), and responding to citizen inquiries and complaints.
The incumbent lieutenant developed most of the inspection and administrative procedures in
use in the division today. In addition, he has expanded the types and scopes of permits and
related inspections, required for a range of regulated activities. With his heavy work load, the
lieutenant has limited time to perform necessary research and follow -up on certain issues
related to code enforcement and inspections which can sometimes result in issues not being
addressed /resolved in a timely, or optimal, manner, or being handled reactively rather than
proactively as preferred.
The lieutenant has a very good working relationship with personnel in the building department.
He reviews a wide variety of plans related to fire protection including plans for fire sprinkler
systems and fire alarm systems. In addition, he signs off on all certificates of occupancy for new
and renovated buildings.
According to the town's planning director, an interagency design review team (DRT) is
responsible for the joint review of projects that are coming before the planning board. The fire
department participates in the DRT and provides recommendations to the planning board
concerning fire protection issues. According to the planning director, the fire department had
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little involvement with the development of the land use and transportation sections of the
town's 2002 -2003 master plan.
According to the town's building commissioner, the relationship between the fire department
and the building department is generally good. However, he cited several past examples when
the fire department tried to impose fire safety requirements for new buildings that are not
actual code requirements. He believes that this practice has stopped with the change in fire
department administration.
FIRE PREVENTION DIVISION 2008 — 2011
As is illustrated, total inspections conducted have more than doubled in the past four years.
Inspections that are included in the total inspections completed include oil burner inspections,
fire alarm installation inspections, propane tank installations, above ground oil tank inspections,
place of assembly and liquor license inspections. Other than inspections that are required by
law, such as quarterly school and nursing home inspections and /or complaint investigations,
most other occupancies such as churches, commercial buildings, offices, and stores are not
inspected on the recommended five year cycle. While the number of permit applications has
remained relatively stable, each of these permits requires at least one inspection, something
that was not required with significant frequency prior to 2008.
Lexington is home to numerous scientific research and bio- technology firms, and the town
views itself as a potential hub for this industry. Research laboratories create significant
challenges for the fire department, both for fire suppression and for responses to hazardous
materials incidents. Inspecting buildings and facilities that house these types of occupancies
and operations requires a high level of training, knowledge, and expertise to ensure that the
building, operations, and processes are properly protected, and are being conducted in a safe
manner. These types of complex, technical inspections can be very time consuming. All of these
factors combine to contribute to a need for an increase in the number of highly trained, skilled,
and experienced personnel assigned to the fire prevention division.
The lieutenant has a desktop computer in his office and has access to not only the FireTracker
components of the Crime Track software, he also has access to various other town databases
for information such as property ownership. He feels that this program, while not necessarily
user friendly, does have a lot of features and uses that are beneficial to the department. The
fire department allocates $10,000 to $12,000 per year for system maintenance and user fees to
Microsystems. While he acknowledges that there may be overall advantages to switching to a
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2008
2009
2010
2011
TOTAL INSPECTIONS
507
864
941
1164
PLANS REVIEWS
230
105
241
253
PERMIT APPLICATIONS
N/A
452
501
465
As is illustrated, total inspections conducted have more than doubled in the past four years.
Inspections that are included in the total inspections completed include oil burner inspections,
fire alarm installation inspections, propane tank installations, above ground oil tank inspections,
place of assembly and liquor license inspections. Other than inspections that are required by
law, such as quarterly school and nursing home inspections and /or complaint investigations,
most other occupancies such as churches, commercial buildings, offices, and stores are not
inspected on the recommended five year cycle. While the number of permit applications has
remained relatively stable, each of these permits requires at least one inspection, something
that was not required with significant frequency prior to 2008.
Lexington is home to numerous scientific research and bio- technology firms, and the town
views itself as a potential hub for this industry. Research laboratories create significant
challenges for the fire department, both for fire suppression and for responses to hazardous
materials incidents. Inspecting buildings and facilities that house these types of occupancies
and operations requires a high level of training, knowledge, and expertise to ensure that the
building, operations, and processes are properly protected, and are being conducted in a safe
manner. These types of complex, technical inspections can be very time consuming. All of these
factors combine to contribute to a need for an increase in the number of highly trained, skilled,
and experienced personnel assigned to the fire prevention division.
The lieutenant has a desktop computer in his office and has access to not only the FireTracker
components of the Crime Track software, he also has access to various other town databases
for information such as property ownership. He feels that this program, while not necessarily
user friendly, does have a lot of features and uses that are beneficial to the department. The
fire department allocates $10,000 to $12,000 per year for system maintenance and user fees to
Microsystems. While he acknowledges that there may be overall advantages to switching to a
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program such as Firehouse (which the department used prior to 1994) he would still have
concerns over its ability to integrate on a fire prevention /code enforcement platform with
other inspection services. A number of Access databases have been developed and are utilized
also.
Fire prevention does maintain a very thorough hard copy record keeping and filing system
which is appropriate. However, one of its limitations is that it may be too comprehensive and
thorough in that it was reported, although not verified, that there are files which contain
information and records that are more than 50 years old. There is no system to either archive
or destroy old records as may be appropriate. The files are also located in a trailer office, with
no fire suppression system, in non - fireproof filing cabinets, and there is no backup of these
records. Should a fire or other emergency occur that damages or destroys these records, there
would be no way to retrieve and /or reproduce them.
Field inspection reports are still completed by hand, using hard copy, multi -part inspection
forms. These forms, which can serve as either a final inspection report or an order of notice, are
completed at the conclusion of the inspection and delivered personally to the facility /building
representative. The inspection reports are then filed in the appropriate building /occupancy file.
The fire prevention division has a fee schedule that covers a wide range of permits and
inspections. Fees range from $40 to $200. These fees generate about $35,000 per year in
revenue to offset the operations of the division. Most of the fees are established by the
Commonwealth and individual towns cannot charge more than the state maximum. The current
fee structure was established effective as of July 1, 2009, and reflects the maximum amount
permitted by the state. As the state regulates the maximum permit /inspection fees allowed,
there is no annual fee escalator included in the fee structure. The permit /inspection fee
schedule is included on the fire department's web site. The department does not charge a fee
for plans review.
The authority for the issuance of permits /licenses is pursuant to Massachusetts General Laws
Chapter 148 or 527 CMR. The authority to charge fees is derived from MGL Chapter 148.
Permit fees are collected in the fire prevention annex at the time that the application is
received, which is between 8:30 AM and 10:30 AM Monday through Friday. Checks and cash
are accepted, and receipts are issued for all transactions. At the present time applications for
permits and inspections can only be applied for in person. There is no current capability to
apply for an inspection /permit online.
The department does have a fire alarm service fee which is a fine /penalty that is assessed
against occupancies that generate repeat false fire alarm activations. The fee is $120 for the
third and any subsequent false alarm received within each calendar year. Assessment is
reported to be sporadic as the fire prevention division does not keep track of these activations
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as a normal procedure. Rather, a referral must come from the operations division that a
particular location has resulted in multiple responses for false alarms.
The operations personnel, including the captains, do assist on a limited basis with fire
prevention activities and inspections. The captains are responsible for performing up to four
smoke /carbon monoxide detector inspections. These inspections, which are part of the MGL.
Chapter 148 26F requirements for the resale of one and two family dwellings, are scheduled for
them by the fire prevention secretary. Instructions regarding the installation of detectors in one
and two family dwellings are found on the department's online web site. In 2011, a total of 444
of these inspections were completed. While there were no reported issues between the
captains and fire prevention over the scheduling of these inspections, the captains did inform
the study team that they felt that this duty detracted from their ability to schedule other
activities with their platoons such as training. The team tends to concur.
The Lexington Fire Department has a very limited in- service inspection program. Line
companies perform most of the mandated quarterly fire inspections in the schools, as well as a
very limited number of other occupancies. Each lieutenant is assigned three to five quarterly
inspections to perform meaning that each platoon is performing six to ten quarterly
inspections, or a total of approximately 32 inspections being performed annually by the
operations personnel. In 2011, they completed a total of 128 inspections /re- inspections in
schools, hotels, medical facilities, group homes, and day care facilities. Even with these limited
numbers, the operations personnel informed the study team that they are "too busy" to
undertake additional inspections. In addition, they feel that doing inspections impacts their
response times as they are delayed in getting to their apparatus. With some large facilities, the
study team would concur that performing in- service inspections would delay response and not
make sense. However, there are numerous occupancies in town that could easily be inspected
by in- service companies without delaying response.
The operations personnel have received some limited training in inspection procedures from
the assistant fire chief. This training is several hours in length. In addition, all of the captains
and lieutenants have been encouraged to complete the four module, online, first stage of the
new state fire prevention inspector program. While it was reported anecdotally that many of
the officers have completed this training, the exact number could not be verified. Within the
near future the state will be implementing a Fire Inspector I and II training and certification
program. As the state will not accept Pro -Board certification, even the fire prevention
lieutenant will need to complete the training and be recertified at the state level.
The department does not have a formal pre- fire /incident planning program. In 2008, the town
approved a bylaw that requires a building layout map for reach floor to be located by either the
main or remote fire alarm panel(s). At the time of this survey, about two dozen buildings have
this resource available for fire personnel. This information is also entered into an online data
base of buildings located in the town. All fire department personnel have access to this
database in their respective stations; however, the information is not accessible electronically
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in the field. Finally, the fire prevention lieutenant prepares and distributes a detailed
memorandum regarding the pertinent building information that is based upon the information
contained in the NFPA pre- incident planning form(s). For the past four years all operations
personnel have done multiple walk throughs and surveys of new buildings throughout their
construction. A final walk through is conducted once the building is completed and is ready for
occupancy.
Public fire education is conducted year round by members of the Lexington Fire Department. In
fact, the lieutenant informed the study team that he considers public education to be a daily
endeavor as even with inspections and code enforcement he believes the most important part
of his job is to educate the public regarding fire safety. This attitude and approach should be
commended.
In the more traditional sense, public education activities are still an ongoing activity with the
department and appear to be a high priority although involvement by the on -duty personnel is
very limited. The lieutenant conducts the majority of these programs. Throughout the year he
frequently provides public education to various community and civic groups, town boards,
assisted living facilities, and school groups, and he prepares and issues press releases regarding
fire, seasonal, and general safety and injury /burn prevention. Several years ago the department
conducted a citizen's fire academy. The department's web site contains a number of tips on a
variety of fire prevention and general safety tips and instructions.
The department has a visible presence at the annual Memorial Day, town -wide Discovery Day
celebration and Fair. An annual fire prevention open house is conducted in October. The
department assists with a monthly senior citizen blood pressure clinic and routinely assists in
other programs and activities targeting the town's older residents. A recent grant from the local
Elks club is allowing the department to undertake a pilot smoke /carbon monoxide detector
installation program targeted to the town's senior citizens and lower income residents. The
projected implementation date for this program is early May 2012.
The department is also an active participant in the grant funded Student Awareness of Fire
Education (SAFE) program sponsored by the Massachusetts State Fire Marshal's Office. This
program is presented by off -duty firefighters who have been trained by the state. There are
currently five or six personnel who are trained. At the time of this evaluation, Lexington's
program was targeted to all students in the first grade. However, the department was seeking
to obtain additional grant funding to expand the program to all third grade students as well.
The department should be commended for this program and for its efforts to expand its scope
and reach.
The department does have a fire investigation unit that is separate from the fire prevention
division. This unit is commanded by an operations captain who is a platoon commander and has
assumed this additional responsibility as an ancillary duty. There are several firefighters that are
trained as fire investigators (the captain is also trained). However, while they are working
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towards it none of these personnel are formally certified at the time of this assessment. At one
time there was at least one investigator assigned to each platoon; however, it could not be
determined definitively if that is still the case.
Basic fire cause and origin investigations are performed by the captains. If they require
assistance they request a fire investigator. The fire prevention lieutenant is not considered to
be part of the investigation unit, but he provides administrative support to them. The Lexington
Police Department participates in the investigation of fires of suspicious origin or possible
incendiary cause. Investigators from the State Fire Marshal's Office are requested to assist with
large or complex fire investigations or when specialized investigative resources are required
(such as an accelerant detection dog), which is typical for communities the size of Lexington.
The State Fire Marshal's Office is also called in for fires that result in a fatality.
RECOMMENDATIONS
7.1 Fire prevention should continue to be promoted as a key component of the vision of the
Lexington Fire Department and should remain a major aspect of its primary
mission. Aggressive fire prevention programs are the most efficient and cost - effective
way to reduce fire risks, fire loss, and fire deaths and injuries in the community. Every
member of the department should be responsible for fire prevention and on -duty
involvement by on -duty personnel should be increased wherever possible.
7.2 Due to the large (and increasing) number of complex and technical annual inspections
and other fire prevention activities that must /should be performed, and to allow the
Lexington Fire Department to be more proactive rather than reactive, the MR[ study
team recommends the establishment of an additional fire inspector position at the rank
of lieutenant. In addition to the benefits already mentioned, creation of this position will
also provide for an additional measure of continuity and expertise regarding fire
prevention and code enforcement operations.
7.3 The MRI study team recommends that the existing fire inspector's position be upgraded
to the rank of captain to reflect the increased technical expertise, management, and
supervisory responsibilities of this position, as well as to provide mentorship to the
subordinate inspector.
7.4 The Lexington Fire Department should continue to support training and professional
development activities for the assistant fire chief, the fire prevention captain, and
lieutenant. Current activities include attendance at the Fire Prevention Association of
Massachusetts and Massachusetts Firefighting Academy. Personnel should also be
required to attend fire prevention and management courses at the National Fire
Academy. These personnel should also be required to obtain Fire Inspector I and Fire
Inspector II certifications.
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7.5 All officers in the department should be required to complete the recently released four
module, online fire prevention inspector program. Once implemented by the state, all
lieutenants should be required to obtain certification as a Fire Inspector I, and all
captains and above should be required to be certified as Fire Inspector II. This training
and certification should also be made available to any and all department personnel
who wish to receive them.
7.6 As soon as funding permits, the Lexington Fire Department should purchase the
complete Firehouse, or comparable fire department records management system, then
take immediate steps to insure that the database is utilized for all aspects of the
department's management, operations, and recordkeeping, including fire prevention,
inspections, permitting, and pre- fire /incident planning. To the extent practical, fire
prevention permit, fee, and inspection records should be retroactively entered in the
management program, including any information that is stored in any other databases.
7.7 The Lexington Fire Department should acquire some type of mobile computers (lap
tops, tablets, etc.) along with printers for use by all personnel conducting field
inspections. Once the inspection is completed, the inspection report can be completed
on the computer, and an inspection report and /or other appropriate documentation,
certificates, etc. can be printed out and given to the facility /building representative.
Once personnel return to the station the inspection reports can be uploaded into the
main database.
7.8 The Town of Lexington should consider charging a fee for the plans review services of
the fire department.
7.9 The Lexington Fire Department should continue to update its website on a regular basis
to provide its customers and other interested parties as much information as possible
on fire safety, fire prevention, and the department as a whole. The department should
also work actively to make on -line permitting, inspection scheduling, etc. a reality.
7.10 The department should develop a library of fire prevention reference materials, such as
the NFPA Fire Protection Handbook, NFPA National Fire Alarm Code Handbook, NFPA
Automatic Fire Sprinkler Systems Handbook, NFPA Flammable and Combustible Liquids
Handbook, Brannigan's Building Construction for the Fire Service, and various fire
prevention and inspection training manuals of the International Fire Service Training
Association (IFSTA).
7.11 The department should significantly expand the in- service fire safety inspection
program. On -duty companies should conduct regular fire safety inspections of
buildings /occupancies within their respective response districts. The purpose of these
inspections is to: a) identify and mitigate fire hazards and fire code violations; b) enable
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firefighters to become thoroughly familiar with buildings, including the building design,
layout, structural conditions, building systems, and hazards and challenges to
firefighting operations; c) educate property owners and occupants on good fire safety
practices; and d) establish a positive relationship with property owners and
occupants. In order to enhance the in- service inspection program, it will be necessary
to:
• Provide additional training to personnel on proper inspection procedures
• Develop standard operating guidelines for in- service inspections
• Establish inspection schedules
• Enhance the system for documenting inspections and notifying property
owners of fire hazards
• Ensure that an effective follow -up inspection system is in place to ensure
that hazards have been mitigated
• Continue the practice of on -duty personnel conducting regular in- service
inspections of all building construction sites in the town
7.12 The department should establish a formal fire pre - planning program. The purpose of a
fire pre - planning program is to develop a fire response plan for buildings in the town. A
pre -fire plan includes data such as the occupancy type, floor plans, construction type,
hazards to firefighting, special conditions in the building, apparatus placement plan,
water supply plan, forcible entry, and ventilation plan. Pre -fire plans should be
reviewed regularly and tested by table -top exercises and on -site drills. In addition, the
department should develop a plan to make pre -fire plans accessible on mobile data
terminals (notebook /laptop computers) on fire apparatus for use enroute to an incident
and while on- scene.
7.13 The department should continue its year round public fire safety education programs in
the schools and throughout the community. Additional personnel should be encouraged
to obtain the Fire and Life Safety Educator certification issued by the State Fire
Marshal's Office. In addition, whenever possible, in service companies should be
involved in public education programs and endeavors, even if just in a supporting role.
7.14 The fire department should be an active participant in the town's design review team
(DRT). Collaborative project reviews will increase the overall effectiveness of the
planning board review process and will improve the town's relationship with
stakeholders in the development community.
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CHAPTER 8
COMMUNICATIONS AND TECHNOLOGY
OVERVIEW
An efficient communications system is central to the full spectrum of services delivered by a fire
department. Encompassed within the communication system are internal and external (inter-
agency and public) elements. To be effective and reliable, all fire department communications
must be operational 24 hours per day, seven days per week. Redundancy must be built into the
system so that the failure of one or more components will not compromise emergency
operations. There must be interoperability between systems to ensure that the fire
department can communicate with federal, state, regional, mutual aid, and other local agencies
during a major incident or a catastrophic event. Fire departments are increasingly dependent
upon modern technology for communications, information management, incident command,
fire inspections and pre -fire planning, records management, and operational effectiveness.
The MR[ study team evaluated the primary components of the communications system
including radio, telephone, fire alarm and data, together with their integrated support
systems. Numerous national standards and agencies are available for referencing acceptable
criteria for these critical components. In addition, the team evaluated the department's use of
technology. Many of our observations and recommendations concerning technology are
explained in other chapters and will not be repeated in this chapter. For example, the EMS
patient care reporting system (PCR) is reviewed in Chapter 5 and the technology needs for fire
prevention are identified in Chapter 7.
OBSERVATIONS
The Town of Lexington operates a combined public safety dispatch center that is located in the
police headquarters facility. The police chief and the fire chief share joint responsibility over
the dispatch center, but day -to -day supervision and budgetary oversight are the responsibility
of the police chief. The nine civilian (non- sworn) dispatchers are employees of the police
department, but are members of a separate bargaining unit that is affiliated with the American
Federation of State, County, and Municipal Employees (AFSCME).
The dispatch center is the town's public safety answering point (PSAP) for all 9 -1 -1 emergency
calls. Non - emergency business calls for the fire department are answered directly at the fire
headquarters building. In the event of a failure of the Lexington PSAP, all calls default to the
Arlington PSAP.
The dispatch center is staffed round - the -clock by two dispatchers and is equipped with two
redundant dispatch consoles. The first -line supervisor for the dispatch center is the on -duty
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police shift officer. Access to the facility is secure and limited to authorized personnel.
However, at the time of the visit by the MRI study team, the main door to the dispatch center
was propped open and was accessible to anyone who had been cleared to enter the building.
All telephone communications and two -way radio traffic on the local fire and police frequencies
are digitally recorded. In the event of a power outage, emergency stand -by power is provided
by an emergency generator and a redundant, back -up generator. During the time period
between a power outage and the initiation of generator power, power to the radio system,
telephone system, and computers is maintained by an uninterruptible power supply (UPS) unit.
Several two -way radio repeaters are located throughout the community to ensure coverage for
mobile and portable units. The repeaters are not equipped with emergency power supplies.
Fire calls are dispatched on the fire department's primary radio frequency and are
simultaneously transmitted over a direct intercom to the two fire stations. The dispatch center
monitors and can transmit on the fire mutual aid frequencies when necessary. According to the
dispatchers that were interviewed by the MRI study team, there is a need for a fireground
operations channel and a mutual aid operations channel that would move the bulk of on -scene
inter -unit communications from the primary dispatch channel.
The dispatch center is the joint responsibility of the police and fire chiefs. In recent months, the
two chiefs have collaborated to establish a formal process for regularly addressing concerns
between the two agencies, critiquing calls, evaluating the performance of the center, and
conducting long -range planning for future enhancements to the center. In addition to regular
meetings between the two chiefs, this effort includes fire department "ride - alongs" for new
dispatchers (as needed for current dispatchers); quarterly group "debriefings" and critiques
with dispatchers; and planned training for dispatchers on fire and EMS operations, fire
communications, and incident management system.
According to the dispatchers, fire captains are expected to stop by the dispatch center every
day, but MRI could not verify to what extent this procedure is followed. Fire captains talk by
phone with the dispatcher every morning to provide a status update concerning fire
department operational capacity. It was reported that fire department units, especially
ambulance crews, stop by the dispatch center on a regular basis to exchange information.
The fire chief and fire department personnel provided information to MRI concerning the
shortcomings of the existing fire department's two -way radio system. Because the system is
being upgraded at the present time, MRI did not perform an assessment of the system.
However, the fact that a relatively new and costly communications system requires
considerable re- engineering and technology enhancements raises serious questions about the
design, engineering, and purchasing process that was in place under the previous fire
department administration. It also appears that the acquisition of this system was not properly
coordinated to ensure compatibility and interoperability with the dispatch center and the
town's overall radio communications system. The town has implemented repairs to the fire
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department radio system, and further upgrades are planned for the coming year to provide
redundancy for the entire public safety and public works radio communications system.
The police department has acquired an emergency medical dispatch (EMD) system and has
provided training for all dispatchers. Dispatchers have the capability, by means of a matrix of
pre- designated questions, to categorize emergency calls by level of severity. Dispatchers can
also offer life- saving instructions to callers. For example, callers can be instructed on how to
administer cardiopulmonary resuscitation (CPR) to a victim prior to the arrival of EMTs and
paramedics. As recommended in Chapter 5, the fire department should establish a response
protocol for non - critical calls that eliminates the response of an engine company on every
emergency medical call.
RECOMMENDATIONS
8.1 The fire department must recognize that communications, technology, and dispatch
operations are interdepartmental functions that must be addressed collaboratively with
the police department.
8.2 The fire and police chiefs should continue with their formal, scheduled process for
overseeing dispatch policy and operations. This process should include, but not be
limited to, the following components:
8.3
• Monthly meetings between the two department heads, with written
reports to the town manager
• Fire department "ride - alongs" for all new dispatchers, and as needed for
current dispatchers
• Quarterly group "debriefings" and critiques with dispatchers; at a
minimum, the fire department training officer and the EMS coordinator
should participate in these sessions
• The fire department should provide regularly training (as determined by
the police and fire chiefs) for dispatchers on fire and EMS operations, fire
communications, and incident management system
In coordination with the town manager and other municipal department heads, the
police and fire chiefs should continue to collaborate on a long -range capital planning
process for dispatch center improvements and town -wide communications needs (note:
$50,000 has been funded in the FY2013 budget). No municipal department should
make any major communications acquisitions without coordination through this master
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planning process. The town's information technology personnel should be included in
this process.
In cooperation with neighboring communities, the town should consider long -term
options for the regionalization of public safety communications. This could include
taking over communications for neighboring towns or participating in a county -wide or
regional communications effort. If properly planned, staffed and equipped, regional
public safety communications centers can improve the coordination of regional
resources for fire, EMS, and police services for day -to- operations and during major
events and disasters.
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CHAPTER 9
TRAINING AND PROFESSIONAL DEVELOPMENT
OVERVIEW
Training is, without question, one of the three most important functions that a fire department
should be performing on a regular basis; the others being fire prevention and response to
emergency incidents. One could even make a credible argument that training is, in some ways,
more important than emergency responses because a department that is not well trained,
prepared, and operationally ready, will be unable to effectively, efficiently, correctly, 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.
An effective fire department's training program must include all of the essential elements of a
fire department's specific core missions and responsibilities. The program must include an
appropriate combination of technical classroom training and manipulative or hands -
on /practical evolutions. Most of the training, but in particular, the hands -on training evolutions,
should be developed based upon the Lexington Fire Department's own standard operating
guidelines (SOGs), standard operating procedures (SOPS), and operational environment. They
should also be consistent with nationally recognized practices and standards that could be used
as a benchmark to evaluate the department's operations. The failure to implement currently
accepted firefighting practices was a significant conclusion in the many investigations that were
conducted after the Charleston, South Carolina, Super Sofa Store fire in June 2007 that resulted
in the deaths of nine firefighters (Fire Fighter Fatality Investigation Report F2007 -18, Centers for
Disease Control /National Institute for Occupational Safety and Health, 2007). As with all other
fire department operations, there must be consistency in how the training is being conducted.
The U.S. Occupational Safety and Health Administration (OSHA) has established requirements
for minimum training must be completed on an annual basis, covering various topics including:
• a review of the respiratory protection standard, self- contained breathing
apparatus (SCBA) refresher and user competency training, SCBA fit testing (29
CFR 1910.134)
• Bloodborne Pathogens Training (29 CFR 1910.1030)
• Hazardous Materials Training (29 CFR 1910.120)
• Confined Space Training (29 CFR 1910.146)
• Structural Firefighting Training (29 CFR 1910.156)
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Although local government employees in Massachusetts are exempt from compliance with US
OSHA regulations, it is the policy of the Massachusetts Division of Occupational Safety that
public- sector employees follow the OSHA standards as a minimum in the absence of specific
standards.
National Fire Protection Association (NFPA) standards contain recommendations for training on
various topics such as a requirement for a minimum of 24 hours of structural firefighting
training annually for each fire department member.
There are a number of ways to evaluate the effectiveness of the fire department's training
program. One increasingly common way is through the use of annual skills proficiency
evaluations where all members of the department are required to successfully perform certain
skills and /or complete standardized evolutions, either individually, or as part of a team. Post
course evaluations, post incident critiques, and evaluation of incident operations and statistics
can also provide important feedback regarding the training program. It is important that all
training, no matter how minor or inconsequential, be documented. Failure to do so may expose
the department and town to significant liability and can jeopardize the town's ISO rating.
Professional development for fire department personnel, especially officers, is also an
important part of overall training. There are numerous excellent opportunities for firefighters
and officers to attend training on a wide range of topics outside of Lexington, including the
National Fire Academy in Emmitsburg, Maryland. Beyond the practical benefits to be gained
from personnel participating in outside training, encouraging, or if possible, requiring,
personnel to earn and /or maintain various specialized certifications such as fire instructor or
fire officer increases the positive professional perception of the organization and can help to
demonstrate a commitment to continued excellence.
The MRI study team evaluated the Lexington Fire Department's training and professional
development programs. Through staff interviews, observation, and an evaluation of the current
training program, the team reached the conclusion that the Lexington Fire Department's
training program is marginally satisfactory and inconsistent, and is continually faced with a
number of challenges that impact its overall effectiveness. There is also no type of formal
professional development program. This is not meant to be an indictment of the department's
officers or personnel. Rather, we wish to emphasize the fact that there is room for significant
improvement to the program. If the recommendations contained within this report are
enacted, there should be reason for considerable optimism that the training program will be
given its appropriate level prominence in the department's operations. There are numerous
opportunities for firefighters to engage in training each and every duty day, and the Lexington
Fire Department should seek to maximize these opportunities.
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BSERVATIONS
Despite its size, the Lexington Fire Department does not have an officer who is dedicated full -
time to the training function. At the time of this evaluation, a captain with primary duties as a
platoon commander is assigned the ancillary duty of training officer. Although not uncommon
in Massachusetts fire departments, this is less than the optimal arrangement and the
department's training frequently suffers as a result. The captain who is filling this position has
done so for approximately five years since his promotion to his current rank. This captain, who
seems very dedicated to the training program and is trying to do the best he can with limited
resources, time, and competing demands for his attention, has completed some formal fire
instructor training; however, he does not possess any formal certification as a fire instructor. It
should be noted that subsequent to our field visits to Lexington, but while this report was being
prepared, the training captain was appointed Lexington's new fire chief by the town manager,
so there will be change in this position as well.
As part of the assessment of the Lexington Fire Department's organizational structure, the MRI
study team evaluated the need to establish an additional position of assistant chief to
supplement the existing command staff. As discussed in detail in other chapters of this report,
it is our recommendation that the needs and operations of the department justify and support
two assistant fire chiefs. It is our further recommendation that one assistant chief should be
responsible for "support services" which would include, but not necessarily be limited to, fire
prevention and training. The other assistant chief would be responsible for fire department
operations.
One of the primary duties of an assistant chief for support services would be to develop,
coordinate, and supervise the department's overall training program. These duties could
include, but not necessarily be limited to, development of lesson plans, standardized evolutions
and skills proficiency evaluations; direct delivery of major and /or important training bringing
consistency to the delivery across four platoons; administering annual proficiency evaluations;
ensuring that required certifications are maintained; coordinating and assisting other officers
with training that they are going to deliver; and ensuring that all training related records and
reports are completed and maintained. In addition, with the training officer holding the rank of
assistant fire chief, it will not only clearly demonstrate the high level of importance that the
department now places on training, it will also give him /her the authority to ensure that all
required training is being conducted on each platoon, regardless of the commitment of the
platoon officers.
Since the assistant fire chief will have additional responsibilities, including overseeing all fire
prevention activities, it will be impossible for him /her to present training on a daily basis to
each of the four platoons. Although one of the primary responsibilities of every fire officer is to
train the personnel under their command, one person on each platoon should be tasked with
coordinating and /or presenting the majority of the training for that group. While one could
make a strong argument that this duty should be delegated to the captains who are the platoo
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commanders, and to a certain extent it is by default, with their other ancillary administrative
duties, the captains already are managing multiple projects and tasks. With the impending
creation of an additional lieutenant's position on each platoon to serve as an officer for the
ladder truck, it is our belief that these officers should be assigned the ancillary duty of serving
as the platoon training officer. Working under the direction of the assistant fire chief, but also
in close coordination with their captain and the other lieutenants, these personnel would
handle all of the platoon level training responsibilities for their respective groups. As the officer
on the ladder truck, it is anticipated they will normally respond to fewer emergency incidents
than the engine lieutenants, providing them with additional time to handle the mission critical
training duties and functions for their platoon.
Initial training for newly hired probationary firefighters generally consists of two weeks (80
hours) of the basics of firefighting /department orientation program that is conducted in- house.
The exact components of this training are very flexible based upon the training and /or
experience level(s) of the new personnel. Recent hires come to Lexington as trained, certified,
and experienced firefighters, thus allowing their orientation training to primarily focus on
Lexington operations rather than basic firefighting skills. After this basic training, the new
personnel are assigned to their platoon. If they are not already a trained and certified
firefighter, at some point, usually within the first year, the probationary firefighter(s) is /are
required to successfully complete the career Firefighter I program at the Massachusetts
Firefighting Academy in Stow. While the department strives to get personnel through this
training within their first year, there have been instances where the wait has been two or three
years based upon demand for the limited available slots. While this process is certainly not the
best or the most desirable one, this is how the system operates in Massachusetts and there is
not a viable alternative at the present time.
All members of the Lexington Fire Department are required to be a minimum of Emergency
Medical Technician (Basic Life Support [BLS]) certified. Since the beginning of the advanced life
support (ALS) program, all new hires have been required to be certified to the paramedic level
and maintain that certification as a condition of, and for the duration of, their employment. At
the time of this evaluation approximately 50% of the department's personnel were certified as
paramedics. The town and the fire department should be commended for implementing this
policy, which the MRI study team strongly supports. Under the current policy, eventually all
members of the department will be certified as EMT - paramedics. There are several advantages
to this approach, including, but not limited to the following:
• All EMS patients will receive the benefit of advanced life support care; ALS care
can begin with the arrival of the first -due engine company
• The department will have additional ALS EMS resources in the event of a mass
casualty incident or other catastrophic event
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• Management and supervisory personnel will have a more complete
understanding of the technical and quality control aspects of advanced life
support, which will strengthen their incident command and overall patient
management skills. In addition, they will be better qualified to supervise and
evaluate firefighter - paramedics, their performance and their training.
Since paramedic personnel are required to perform a certain amount of EMS instruction
annually as part of each recertification cycle, the department utilizes them as much as possible
to provide in -house EMS continuing education training. Approximately 75% of EMS training is
conducted in -house while 25% is accomplished through external sources. EMS certifications
required by members of the department appeared to be up -to -date as required for compliance
with state law and regulations. Whenever possible, fire training is tied into EMS continuing
education credits, providing dual discipline benefit for personnel. Since EMS incidents make up
a large percentage of the department's responses, ensuring that these certifications continue
to be maintained should remain a significant component of the department's training focus.
One of the issues identified as a significant concern by department personnel across the board
was the lack of a consistent, ongoing training program. According to department personnel
interviewed on all four platoons, the amount of training they receive used to be greater, but
over the past several years as incident activity has increased, training has decreased. Within
some reason, this situation would be expected as various time demands throughout the duty
day increasingly compete with each other. Yet in many fire departments less than efficient time
management, and even past practice, can hinder attempts to provide additional training for on-
duty personnel. We believe that this is at least partially true in Lexington. The same personnel
who state they are not receiving enough training, also state they are too busy to train on -duty,
so training needs to be conducted off -duty. Any training that is conducted is done on weekday,
day shifts. No training is done on nights or weekends. There was also an inference that any
attempt to increase on -duty training at night, or on the weekends when emergency incident
activity is generally lower, would need to be impact bargained with the union due to past
practices.7
At the time of this assessment, the training officer reported that at the beginning of each year
he prepares, distributes, and posts, a training schedule for the upcoming year that covers
twelve months of training encompassing one mandatory drill per month on a designated topic.
There is also a companion standard operating guideline (SOG) review related to the monthly
drill topic and a rotating quarterly review of various equipment and operations. The majority
7 Traditionally, routine activities in fire stations are reduced on Saturdays and Sundays because it is the
"weekend ". However, due to the rotating schedule of fire department personnel, there is no such thing
as a "weekend ". We encourage the Lexington Fire Department to intensify its training, fire inspection,
pre - planning, and equipment and building maintenance activities during evening hours and weekends,
and relegate the concept of reduced weekend duties to the history books along with horse -drawn steam
fire engines.
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(75 %) of these training topics have PowerPoint"' presentations and /or reference lists from the
International Fire Training Association (IFSTA) and /or NFPA to assist the captains with lesson
delivery. However, the use of these training aids is not mandatory. The training officer does not
formally follow -up to ensure that the required training is completed. Any additional training
conducted is up to the discretion of the individual platoon captains. Consistency in frequency
and types of training conducted is reported to be a problem.
It is also important to note that at the present time none of the department's officers are
formally certified as fire instructors. However, it is also important to state that this certification
is not currently required in the Commonwealth of Massachusetts. It is unclear if any of the
officers have completed fire instructor training, but are just not certified. The training officer
was able to identify only two members of the department, both firefighters, who had achieved
instructor certification through the state fire academy. Fire Instructor I is a 36 -hour course and
Fire Instructor II is a 35 -hour course. Both courses will be offered at the Massachusetts
Firefighting Academy in Stow in October, 2012. The National Fire Academy also offers an in-
residence course entitled "Training Program Management ". This 10 -day course is designed to
provide training officers with the essential tools and skills to lead and manage a training
function in a local fire /EMS organization.
The MRI study team learned that the department usually presents one major training course
each year. In 2010, driver training and rapid intervention team (RIT) training were completed
by all department personnel. These classes were conducted in Lexington by the Massachusetts
Firefighting Academy. In 2011, all personnel completed pump operations training. Moving
forward, there are plans to provide driver training to two platoons each year meaning all
personnel will receive this training bi- annually. The major training for 2012 had not been
determined at the time of this assessment. Presentation of several components of the fire
academy's Impact Series, trench rescue awareness and highway safety, are planned. Finally, it
was reported to the study team that although all members of the department are nominally
trained to the hazardous material response operations level, it has been several years since the
OSHA Hazardous Waste Operations and Emergency Response (HAZWOPER) refresher /update
training has been conducted.
Beyond the limited annual and mandatory training discussed above there is no further across
the board, department wide, fire and rescue (non -EMS) training being conducted. No annual
skills or proficiency evaluations or reviews are conducted. Although all personnel in the
department are issued their own personal self- contained breathing apparatus (SCBA), annual fit
testing and SCBA refresher and competency training is not conducted. Annual hose testing,
which is also required by both NFPA and ISO, and which has been incorporated into the training
program in the past, was not performed in 2011.
While not verified through the examination of supporting documentation, all of the
department's personnel have completed basic Incident Management System (IMS) training as
required by federal mandate. All officers are reported to have completed advanced IMS trainin
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up to, and including, IS -400, the most advanced level. All of the current captains (and the
number one candidate on the captain's promotional list) are reported to have completed the
Massachusetts Fire Academy's fire officer class; however, only one is certified. Approximately
50% of the lieutenants have also completed the training, although none have been formally
certified. Attendance at this training is strictly voluntary at the time of this assessment.
At the time of this assessment the Lexington Fire Department does not utilize any type of
comprehensive fire department management software or database program. Training records
are entered /maintained in two separate databases. The main training reports are created by
starting or creating an incident number in FireTrackerl" which is the department's incident
response software. As its name implies, this is a law enforcement database that is not
particularly conducive to fire department operations. Data extraction and report generation are
reported to not be very user friendly, particularly when it comes to producing data /statistics for
things such as training records. While not certain, this situation may, at least in part, explain
why training received a total of four sentences in the 2010 annual report.
In addition to creating an "incident" report for the training, records are also supposed to be
entered into a separate training database that is set up by participant name. It could not be
determined if all records are being entered into both systems as they are supposed to be.
Whether or not they are, this is a time consuming, inefficient, and probably unreliable way to
track these all important training records. There is also no individual, dedicated training file for
each member of the department to maintain copies of training records, course certificates, and
current certification records, etc.
The department's training resources for use by members appears to be very limited and most
of them appear to be older material that may contain outdated or obsolete information. For
instance, the department has some older editions of the IFSTA "Essentials of Firefighting"
available in the training library; however, the Massachusetts Fire Academy no longer uses this
book for training or reference. Lexington has not yet acquired the new texts. The department
previously subscribed to the "American Heat" and its companion EMS series; however, those
resources are no longer available.
In addition, the fire department is not up -to -date technologically. It has a limited number of
computers and only one laptop dedicated to training, which is not on the town's IT network,
limiting the applications that can be performed with it. The ability to easily project training
lessons for larger audiences is very limited and the day room at Station 1, which doubles as the
main training area, is not conducive to effective training. The department does not subscribe to
any traditional or internet /web based training resources.
The department has traditionally not encouraged or supported outside training endeavors by
its personnel. Numerous excellent training opportunities such as the annual Firehouse Expo in
Baltimore and the Fire Department Instructors Conference (FDIC) in Indianapolis have been
ignored. Of all of the department's officers, only one captain and the fire inspector (who is a
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lieutenant) have ever been to the National Fire Academy. None of the officers are enrolled in
the Executive Fire Officer Program at the Academy.
RECOMMENDATIONS
9.1 One of the two assistant fire chiefs should be assigned the responsibility of overseeing
the fire department's fire and EMS training (see Chapter 6).
9.2 The department should consider designating one of the lieutenants on each platoon,
possibly the newly implemented ladder officer, as the platoon training officer. The
assistant fire chief who is responsible for fire and EMS training would oversee the
development of a training program and training plan. Each platoon captain would be
responsible for ensuring that the training plan is completed and that training activities
are performed properly by the platoon training officer.
9.3 The Lexington Fire Department should conduct a comprehensive and formal training
needs assessment for the purpose of determining training program priorities. Part of
this needs assessment should be an initial evaluation of the current basic skills
proficiency of ALL department personnel.
9.4 Based upon the results of the needs assessment, the Lexington Fire Department should
begin the development of a comprehensive training program that addresses, but is not
limited to: mandatory OSHA training, recommended NFPA training, every operational
mission and responsibility of the department, and specialized training including
personnel /officer development. The training should comply with accepted and /or
recommended practices and standards, should include standardized evolutions, and
should be consistent with Lexington Fire Department's operations and procedures.
9.5 Formal training of some type, lasting a minimum of one hour, should be mandated to
take place on every duty day on every platoon. Personnel can swap off response
assignments for training purposes to ensure, as much as possible, that all personnel get
to complete the training. Additional daily opportunities for training can be found during
related activities such as daily /weekly apparatus and equipment inspections and
building pre - planning activities. Training can and should be conducted during evening
hours and on weekends.
9.6 Additional, mandatory, high intensity training on various subjects, including periodic live
fire training, should be conducted on a quarterly (preferred), or semi - annual (minimum)
basis, off -duty, at a formal fire academy where appropriate training facilities, structures,
and props are available.
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9.7 To the extent possible, training should be delivered and /or conducted utilizing formal,
standardized lesson plans that include objectives and performance criterion. However,
when this is not possible or practical (a frequent occurrence in the fire service,
particularly at the company level), a detailed description of the training should be
included in the narrative section of the training report.
9.8 All training that is conducted, no matter how brief or inconsequential it may seem,
MUST result in the completion of a formal training report. Training reports should
include the date, time training commenced, time duration of the training, the instructor,
the officer in charge, names of all personnel trained, and include a detailed description
of the training, or reference the formal lesson plan utilized. All persons trained should
sign or initial either a printed hard copy of the training report, or if this is not practical, a
sign -in sheet should be attached. The officer in charge, and when possible, the
instructor, should also sign the hard copy training report. A formal operational
procedure on the completion of training reports should be developed.
9.9 As discussed in Chapter 7, the Lexington Fire Department should acquire and implement
use of a comprehensive fire department management software program /database, such
as Firehouse or equivalent, for all facets of operations. The training module of whatever
program is selected should be utilized for completion of training reports and to assist
with the development of a training data base, keeping track of certifications and related
lapse dates, etc.
9.10 The Lexington Fire Department should develop a training file for each member that is
kept in the training division and can provide a supplement to the member's main
personnel file. The training file should, at a minimum, include all course completion
certificates, professional certifications, skills performance evaluation sheets and reports,
and an annual summary of completed training.
9.11 As part of the development of a new comprehensive training program, the Lexington
Fire Department should implement periodic skills proficiency evaluations for ALL
uniformed department personnel. These proficiency evaluations, consisting of
standardized evolutions, can be based upon recognized standards and benchmarks, in
conjunction with performance criterion and benchmarks established through evaluation
of, and based upon, Lexington Fire Department operations and procedures.
9.12 In order to assist with the large amount of training that needs to be done, and in
recognition of their important role in the delivery of training and the success of the
program, the Lexington Fire Department should provide fire instructor training for any
members of the department who wish to take it. All lieutenants should be formally
certified at Fire Instructor Level I, and all captains and chief officers should be certified
as Fire Instructor Level II. These certifications should be made a job requirement.
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9.13 The Lexington Fire Department should implement a formal officer training and
development program. There are several excellent programs available, including those
from the International Association of Fire Chiefs and the Phoenix, Arizona, Fire
Department. This program can also include bringing well known fire service experts and
instructors to Lexington to provide training for the officers and firefighters who may
aspire to be officers. The department should further seek to require its officers to
complete rank appropriate fire officer training programs at the Massachusetts State Fire
Academy AND obtain a certain level of fire officer certification as a job requirement such
as Fire Officer I for lieutenant and Fire Officer II for captain. The assistant fire chief(s)
and the fire chief should be required to complete the chief officer training program and
obtain appropriate additional certifications such as Fire Officer III and Fire Officer IV.
9.14 The Lexington Fire Department should encourage personnel to seek additional training
on their own, and to the financial and practical extent possible, send personnel to
outside training opportunities such as the Firehouse Expo in Baltimore and the FDIC in
Indianapolis. Information gained at this training can then be brought back and delivered
to other members of the department. Training reports should be completed for all of
this training, and copies of any certificates earned should be placed in the member's
personnel and training files. A training board should be placed in each station where
upcoming training opportunities can be posted for all personnel to review. Training
notices can also be sent electronically to all personnel and be posted in a member's only
area of the department's web site.
9.15 The Lexington Fire Department should make a concerted effort to send as many officers
as possible to the National Fire Academy. Any officers who meet the admissions criteria
should be encouraged to enroll in the Academy's Executive Fire Officer Program. Again,
training reports should be completed for any NFA training and copies of certificates
placed in the personnel and training files.
9.16 In order to facilitate the recommended enhancements to department's training
programs, clerical assistance is going to be required. Since the fire prevention division
already employs a part-time clerical assistant, and the same assistant fire chief will
oversee both training and fire prevention, the Lexington Fire Department should seek
approval to upgrade this position from part-time to full -time. Building the training data
base, keeping track of certifications, insuring that hard copy training reports are
properly filed, and typing lesson plans are just a few of the additional training related
duties this person would be expected to perform.
9.17
The Lexington Fire Department should seek annual funding in the training budget to
upgrade its training resources such as manuals, DVDs, and subscriptions to other
available training resources, including internet /web based ones. To the extent possible,
some of the most utilized resources, including anything internet /web based, should be
available for reference at both of the stations, not just headquarters.
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9.18 The Lexington Fire Department should, as part of its written communications system,
develop Training Bulletins which would be issued to serve as reference with regard to
tested and approved methods of performing various tasks, and Safety Bulletins which
should be issued to serve as references with regard to general and specific safety and
health issues.
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CHAPTER 10
POLICIES AND PROCEDURES
OVERVIEW
The use of rules and regulations, operational procedures, guidelines, and various other forms of
written communications are vital parts of a fire department's overall operations. Rules and
regulations establish expected levels of conduct and general obligations of department
members, identify prohibited activities, and provide for the good order and discipline necessary
for the credible operation of a quasi - military emergency services organization. Operational
procedures and guidelines ensure the consistent, effective, efficient, and safe operation of
various aspects of the department's operations, both emergency and routine. One of many
common denominators among the best fire departments across the United States is that they
have a comprehensive and up -to -date operational procedural manual and all their personnel
are well versed and well trained in those procedures. Enhancing the system even further
through the inclusion of other documents such as training and safety bulletins just serves to
make the system more effective.
Fire department rules, regulations, and policies should work in tandem with and be consistent
with the overarching ordinances, rules, regulations, and policies that have been adopted by the
Town of Lexington. For example, policies concerning such topics as non - discrimination, sexual
harassment, purchasing, freedom of information, Internet and computer usage (including social
media), and smoking (on town premises or in municipal vehicles) are typically applied across -
the -board to all departments and employees. While the town should provide training and
familiarization concerning these policies on a regular basis (an annual review is usually
adequate, with appropriate documentation), employees are obligated to be familiar with and
comply with each policy.
The MR[ study team reviewed the standard operating guidelines (SOGs) that have been
adopted and placed in effect for the Lexington Fire Department. The current version includes
chapters that range in date from July 2004 through January 2011.
OBSERVATIONS
The SOGs currently cover the following topics:
1. Fire - Ground /Response Operations
Response to Facilities with Fire Alarm Systems
3. Foam Operations
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4. Blasting Details
5. Baby Safe Haven Law
6. Apparatus Operation /Maintenance
7. Emergency Medical Services Guidelines
8. Special Operations
9. Med- flight Operations
10. Incident Management System
11. Carbon Monoxide Incidents
12. Brush Fire Response
13. Daily /Weekly Assignments
14. Structural Collapse Operations
15. F.D. Operations in Sprinklered Buildings
a. Standpipe Operations
16. Self- Contained Breathing Apparatus
17. Operations within Clandestine Drug Labs
18. Safe Operations on Roadways and in Traffic
a. Safe Apparel while working in or near moving traffic
19. Elevator Operations /Elevator Key Switch
a. Elevator Extrication - Entrapment
MRI was not provided with any department rules and regulations or policies that might cover
topics such as wearing of uniforms, personal grooming, meal and rest periods, shift coverage
procedures when vacancies occur, incident reports, etc. Individual directives that have been
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issued by the fire chief that have not been incorporated into an SOG have not been reviewed by
MRI.
The SOGs that have been adopted appear to be well- written and understandable. As the title
"standard operating guideline" implies, SOGs are intended to provide flexibility on the part of
officers and firefighters because of ever - changing conditions at emergency scenes that cannot
always be anticipated in a policy or procedure. However, there are certain issues that should
not be open to flexibility that should be written as a standard operating procedure (SOP). For
example, the SOG on Self- Contained Breathing Apparatus (SCBA) is written in mandatory
compliance language and would therefore be better suited as an SOP.
The MR[ study team received significant feedback from fire department personnel concerning
the SOGs. According to personnel, some of the SOGs were adapted from the SOGs of the
Phoenix, Arizona, Fire Department and personnel do not believe that these SOG's address
conditions in Lexington. Phoenix is recognized as a national leader in progressive fire
department operations and procedures. We encourage fire departments to draw upon the
policies, practices, and procedures of other organizations, both local and distant. The
experiences and lessons learned from other fire departments can be extremely helpful in the
development of SOPS and SOGs. No fire department should be expected to write a policy
document from scratch or without a template.
Based on the feedback that we received, it appears that the current SOGs have not received
buy -in or acceptance from the line personnel in the department. It is possible that the SOGs
are not followed in the field or are not consistent with actual operational practices. If policies
and procedures are flawed and are not being followed, field performance will not be consistent
and may be flawed. In addition, the department will have no effective benchmarks for
evaluating and improving performance.
Fire department personnel can provide a valuable technical resource in the development of
SOPS and SOGs. For the most part, the development and drafting of these policies should not
be a top -down management driven process. Input from personnel at all levels will strengthen
the quality and effectiveness of SOPS and SOGs. In addition, the department training officer
should play a critical role in the development and implementation of any SOPS and SOGs.
In addition to the policies, procedures and guidelines that are specific to the fire department,
all personnel are expected to be familiar with and adhere to the policies and procedures that
have been adopted for all town employees.
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RECOMMENDATIONS
10.1 The existing fire department policies and SOGs should be subjected to a complete
review and overhaul. We recommend that policies and procedures be categorized as
follows:
e. Rules and regulations (can also be referred to as general orders)
f. Standard operating procedures
g. Standard operating guidelines
h. Departmental directives (for issues that are immediate or temporary in
nature)
10.2 The fire chief should establish a process for receiving input on the development or
revisions to policies and procedures. A committee should be established to oversee the
process that is comprised of several members of each rank and representation by a
senior officer of the fire union. Platoons or groups of individuals on a platoon could be
assigned specific topics to work on. For example, the paramedics on each shift could be
tasked with revising various sections of the EMS SOGs. Recommendations should be
processed up through the chain of command to ensure consistency. However, all
personnel must recognize that this is not a democratic process that requires a vote prior
to adoption. The fire chief has the ultimate authority and responsibility to adopt
regulations, policies, and procedures. Due to the urgency of this task, and its significant
importance to the department's future success, the committee should be given
whatever support is necessary to complete this task within one year.
10.3 All personnel should receive orientation and training on any new or revised policy or
procedure. Personnel should sign for the receipt of the latest version.
10.4 Critical policies and procedures should be reviewed by all personnel as part of the
department's training plan on at least an annual basis.
10.5 All policies and procedures (including town policies) should be posted conspicuously in
the fire stations.
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CHAPTER 11
FIRE DEPARTMENT APPARATUS AND EQUIPMENT
OVERVIEW
A fire department vehicle fleet typically includes major emergency response apparatus, such as
pumpers (engines), aerial apparatus, heavy rescue trucks, and ambulances. Specialized
emergency equipment often includes trailers for unique applications such as technical rescue,
hazardous materials equipment, hazardous materials decontamination, building collapse rescue
equipment, marine units, breathing air supply, firefighting foam supplies, and mass casualty
incident supplies. Support vehicles that are important to fire department emergency, and non -
emergency, operations include command post and emergency communications units, staff
vehicles, and maintenance trucks.
The geography, infrastructure, and building construction characteristics of Lexington present
the fire department with a wide variety of strategic and tactical challenges related to
emergency response preparedness and mitigation. This includes firefighting, emergency
medical responses, and complex incidents requiring special operations capabilities such as
technical rescue and hazardous materials emergencies. Occupancies in the town that the
department is charged with protecting range from structures dating to colonial times to new,
modern state of the art bio -tech research facilities built in terraced configurations on hillsides.
These and other large commercial buildings, mid /high rises and target hazards require
apparatus and equipment capabilities that are different than those required for operations in
the old, downtown business district. Fires in the business district in turn require different
capabilities than operations involving single family dwellings. All of these factors must be taken
into consideration when specifying and purchasing fire department apparatus and equipment.
Every effort should be made to make new apparatus as versatile and multi - functional /capable
as is possible and practical.
OBSERVATIONS
A review of the Lexington Fire Department's apparatus fleet in terms of age, condition and
capabilities finds that the town has an appropriate set of apparatus that is relatively new, and,
appear for the most part, to be in good condition. The current fire department apparatus fleet
consists of four (4) pumpers, one (1) aerial ladder, two (2) four - wheel -drive brush /forestry
trucks, one (1) four - wheel -drive pick -up /utility truck, one (1) tracked off road vehicle, three (3)
ALS ambulances, and, four (4) staff vehicles. The major emergency response vehicles appear to
meet, or exceed, the national standards commensurate with their age. There are also several
trailers for specialty operations that are stored outside of fire headquarters.
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The age of the apparatus currently in service ranges from 12 years old for the ladder truck to
recently delivered for the newest medic unit, Medic 1. However, a number of problems have
been noted by department personnel with both of the newest of the fire suppression units,
Engine 1 and Engine 2, in particular Engine 2.
Lexington is right on target with national averages regarding the current size and configuration
of its apparatus fleet when compared to communities with comparable populations.
The following information summarizes the Lexington Fire Department apparatus fleet:
The EMS units (ambulances), which are the most used vehicles in the fleet, are in relatively
good shape. A new 2012 ambulance was received during this assessment and placed in service.
It replaced a 2002 vehicle that was in poor condition from heavy use. The other ambulances,
2009 and 2007 models, are in relatively good condition. The next new ambulance is due to be
purchased in 2015. With the high volume of EMS incidents that the Lexington Fire Department
responds to, the town should carefully monitor vehicle usage to determine if new EMS units
need to be purchased every two years, or, if the current three -year cycle is adequate. If the
second EMS is staffed and placed in service at Station 2 wear and tear on the primary unit
should be reduced thus probably continuing to allow three years between acquisitions.
Interviews with various Lexington Fire Department members revealed a number of issues
regarding the current fire suppression apparatus fleet. The general consensus of the members
of the department is that the current apparatus do not meet their needs and are not well
designed for the department's operational procedures. There is disagreement over how much
input the members of the department had regarding the development of specifications for any
recent apparatus purchases. The MRI study team was able to confirm that a small committee of
department members made recommendations to the fire chief concerning proposed design
features and specifications for new fire apparatus.
Engine 1 is a 2007 Ferrara that is stationed at Fire Headquarters. This unit was originally
designated to be Engine 2 and operate out of the East Lexington station. However, once
delivered, it apparently did not fit into the station and was subsequently reassigned to
headquarters. This situation is totally unacceptable in this day and age and certainly calls into
question the apparatus specification process that was utilized prior to purchase of this vehicle.
Engine 1 is reported to suffer from a number of ongoing issues that should not be occurring
with a vehicle that is only five years old. Chief among these issues are rear axles that move
improperly along the frame, pump intake and discharge valves that leak, and, ongoing front end
issues.
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Engine 1 - 2007 Ferrari Intruder 2
1500 GPM pump capacity/750 gallon water tank/30 gallons Class A Foam /30 gallons Class B foam
Engine 2 is a 2010 Ferrara that is assigned to the East Lexington Station 2. This vehicle has
apparently been plagued with problems since its delivery, and has been reported to be out of
service frequently (more than 130 days in the past year). Mechanical issues with this vehicle
include drive train, pump and electrical problems. In addition, this unit also required
modifications after delivery, including new mirrors, new tires and a lowered suspension, to
allow it to fit into its assigned station.
Engine 2 - 2010 Ferrara Igniter MVP Rescue Pumper
1500 GPM pump /500 gallon water tank/30 gallon foam tank
Engines 3 and 4 were acquired in 2005 and 2003 respectively. Both appear to be in good
condition and are more than serviceable as reserve apparatus. In fact, they are much newer
than the age of reserve apparatus normally found in service. The next pumper purchase in the
capital plan is currently slated for FY2017. However, in light of the ongoing problems with
Engines 1 and 2, the town will need to carefully monitor needs and make adjustments as
necessary. The department has applied for a new pumper through the federal Assistance to
Firefighters Grant (AFG) program.
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Engine 3 - 2005 E -One Typhoon
1500 GPM pump/750 gallon water tank/30 gallons Class A foam /30 gallons Class B foam
Engine 4 - 2003 International Ferrara
1250 GPM pump /500 gallon water tank/30 gallons Class A foam /30 gallons Class B foam
Ladder 1 is a 2000 Emergency One 100' aerial ladder. Although it appears to be still be in good
condition it was apparently subjected to a severe neglect of any type of maintenance for
approximately a five -year period. This lack of maintenance recently required repairs totaling
$68,000 to correct deficiencies and make the vehicle fully operational again. Fortunately, these
repairs allowed the town to cancel a planned FY 2014 $1,000,000 capital expenditure for a new
ladder. This acquisition is now planned for approximately 2020, or later.
� LEXlN
Arl
Ladder 1 - 2000 E -One 100 foot rear mount aerial
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A white paper developed through the Fire Apparatus Manufacturer's Association (FAMA)
suggests that the life span of active duty fire apparatus in a suburban setting ranges from
sixteen to nineteen years. The International City Management Association (ICMA) suggests that
the life span of a fire pumper should be twenty years, and, the life span of an aerial ladder
should be twenty -five years. Another industry guideline suggests that one major piece of fire
apparatus should be purchased ever five years. The goal of this strategy is to spread major
purchases out over time in an effort to allow the town to maintain a consistent level of debt
service. Lexington appears to have made purchases on a more frequent basis, but this process
may have been necessitated by an older apparatus fleet that was in poor condition. Based upon
recommendations that we will make in this section of the report, the town may need to
reconsider its capital purchases program for the department.
Should the town decide to construct a third fire station in the South Lexington area as discussed
in Chapter 12 , the MRI study team believes that consideration should be given to purchasing a
quint apparatus (pumper /ladder combination). This unit which could perform both engine
company and /or ladder company functions, depending upon the incident, would be assigned to
either headquarters or the new station 3, depending upon which location would provide the
town with the best response time and travel distance coverage(s). Should the town pursue this
option, the existing ladder should be retained as a spare and for use on major/ multiple alarm
incidents. However, as its use would be significantly reduced its usable life span may be
extended even further.
The department does not currently have a heavy rescue truck, despite the risks created by
Interstate 95 /Route 128 and MA Route 2. A limited complement of rescue tools is carried on
the engines, primarily Engine 2, but the rescue capabilities of the engines are limited by space
and weight considerations. Engine 2 frequently responds out of town on mutual aid which
diminishes the rescue capabilities diminished even further.
One of the department's brush /forestry units is a 2008 medium duty Chevrolet four -wheel
drive unit. While beyond our capabilities to evaluate, it was reported that the vehicle's
suspension and tires are under - designed so the unit has poor ground clearance and does not
meet the department's needs for a brush /forestry unit.
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Fo
7
restry 1 - 2008 Chevrolet 5500/C & S 4
250 GPM pump /300 gallon water tank
x4
The SUV command vehicle used by the captains is a 2009 and appears to be in good condition.
A new sedan was recently purchased for use by the fire chief. The department's other
staff /utility vehicles are in fair condition at best. A new pick -up truck has been requested in the
FY 2013 budget to replace a 2001 Ford F -350. Another staff vehicle has also been requested in
the FY 2013 budget. If the town decides to implement the second assistant chief, and, FT EMS
coordinator positions as recommended in this report, provisions will need to be made to
acquire appropriate vehicles for their use.
ar 3 - Cantain /Shift Commander
The department's front -line apparatus are inspected on a daily basis, right after shift change.
There is no form in place to document and memorialize these inspections or to track
maintenance issues, etc. Until recently, reserve apparatus /vehicles and special operations
trailers had no established inspection schedule, and at times, a number of months passed
between any types of inspection. This practice was simply not acceptable and was not in
keeping with the commonly accepted practices in the fire service. Chief Hoyle implemented a
new procedure in late 2011 whereby all apparatus and equipment is to be inspected thoroughly
on a monthly basis and documented through completion of a formal inspection report. We
applaud this procedure but feel that it should be expanded to a daily inspection report that
includes both front -line and reserve apparatus.
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The fire department is to be commended for retaining on -duty firefighter /mechanics on each
platoon (one platoon's mechanic was on extended medical leave at the time of this
assessment). These personnel receive an annual stipend for this duty and perform routine
repairs and preventive maintenance activities. This approach provides reduced out of service
time for apparatus. Completing preventive maintenance and performing repairs in house also
reduces overhead costs. This program is not without its flaws. There is no master mechanic
assigned to coordinate the program. There are no requirements for the mechanics to be
trained or certified as emergency vehicle technicians.
More complex tasks and specialized repairs are contracted out to specialized repair shops and
authorized vendors (i.e., drive train, fire pumps, aerial ladder systems, etc.). This practice is
common for fire departments that are similar in size to Lexington. Records of maintenance
and /or repairs to vehicles are poor to virtually non - existent.
A review of the maintenance bay area reflects a need for improved organization and general
housekeeping.
Aerial ladder and pump testing is conducted annually.
The MRI study team noted that several of the specialized operations trailers are being stored
outside of the station due to a lack of space inside. This practice is not conducive to a long
service life, especially in New England. It was also reported to us that until recently with the
implementation of the monthly vehicle inspections, many personnel in the department have
never even looked inside these trailers, have limited knowledge of what equipment is located
inside of them, and have received minimal, if any, training on the equipment.
RECOMMENDATIONS
11.1 The Town of Lexington and Lexington Fire Department should conduct a comprehensive
analysis of the operational capabilities of the existing Engines 1 and 2 determine if they
are compatible with department needs and operations, and if not, can they reasonably
be modified to be so. In addition, the town should pursue every avenue possible to have
the mechanical deficiencies /issues that have plagued these vehicles since their delivery
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repaired. If the vehicles cannot be satisfactorily repaired to provide reliable service for
at least 10 to 15 years into the future, consideration should be given to replacing them
with two new pumpers that meet the department /town's needs. In this case, every legal
remedy available to the town should be pursued against the apparatus manufacturer.
11.2 Should the town decide to construct a third fire station in the South Lexington area as
recommended by this report, consideration should be given to purchasing a quint
apparatus (pumper /ladder combination). This unit which could perform both engine
company and /or ladder company functions, depending upon the incident, would be
assigned to either headquarters, or, the new station 3, depending upon which location
would provide the town with the best response time and travel distance coverage(s).
113 Should the town pursue the option recommended in #2 above, the existing ladder
should be retained as a spare and for use on major/ multiple alarm incidents. However,
as its use would be significantly reduced its usable life span may be extended even
further.
11.4 The Lexington Fire Department should give consideration to acquiring a fully equipped
heavy rescue truck to handle not only motor vehicle accidents /incidents on the roads
and highways that bisect the town, but also to provide advanced technical rescue
capabilities at the research and manufacturing facilities throughout the town. This
specialized vehicle could be cross - staffed with the aerial ladder at headquarters.
11.5 With the high volume of EMS incidents that the Lexington Fire Department responds to,
the town should carefully monitor vehicle usage to determine if new EMS units need to
be purchased every two years, or, if the current three year cycle is adequate. If the
second EMS is staffed and placed in service at Station 2 wear and tear on the primary
unit should be reduced thus probably continuing to allow three years between
acquisitions.
11.6 While the fire chief should set direction /parameters and obviously must retain the right
of final approval on all major apparatus /equipment purchases, it is recommended that
the fire department employ a committee approach to the development of specifications
for major apparatus and equipment purchases. The committee should encompass a
cross section of the department's personnel: firefighters, officers and mechanics. Major
apparatus purchases should be made through the statewide fire apparatus specification
and purchasing system that has been established by the Metropolitan Area Planning
Council and the Fire Chiefs Association of Massachusetts.
11.7 The department should review the recommendations in NFPA 1911, Standard for the
Inspection, Maintenance, Testing, and Retirement of In- Service Automotive Fire
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Apparatus (National Fire Protection Association, 2012 edition) and update and revise its
vehicle fleet maintenance program.
11.8 The department should establish a daily apparatus inspection and serviceability
procedure that includes a written or electronic report form. This inspection would be
the equivalent of a daily pre -trip inspection as outlined in commercial driver
manuals. NFPA 1911 also has a section in the appendix of the standard with suggestions
for routine vehicle and component inspection and testing. The daily inspection should
also include an inventory and serviceability check of the tools, equipment, and SCBA
that is carried on the apparatus.
11.9 As command and administrative positions are added to the fire department as
recommended in this report, provisions will need to be made to acquire appropriate
vehicles for their use.
11.10 The on -duty firefighter mechanic program should be continued. However, a senior
mechanic should be designated with the responsibility of coordinating the maintenance
program (One of the current mechanics is a lieutenant). The senior mechanic should
report to one of the assistant fire chiefs, not the fire chief. The assistant fire chief
and /or the senior mechanic should have responsibility for developing and administering
the vehicle maintenance budget. Consideration should be given to requiring the
mechanics to obtain certification through the Emergency Vehicle Certification Program
of the EVT Certification Corporation Inc. (www.evtcc.org).
11.11 The fire department should insure that all specialized operations trailers are properly
stored inside of a station in such a way as to permit their rapid deployment to an
emergency incident.
11.12 The department should continue its annual program of pump testing, at intervals no
greater than 12 months, in accordance with NFPA and ISO standards. All tests
conducted, results including deficiencies noted, and, any corrective action taken should
be documented.
11.13 The department should continue its annual program of aerial and ground ladder testing,
at intervals no greater than 12 months, in accordance with NFPA and ISO standards. All
tests conducted, results including deficiencies noted, and, any corrective action taken
should be documented.
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CHAPTER 12
FIRE DEPARTMENT FACILITIES
OVERVIEW
The adequacy, quality and appearance of fire station facilities have a significant impact on the
performance of the department as a whole. For example, attractive, functional, clean, and
well- designed quarters contribute substantially to the morale, productivity and operational
effectiveness of the agency, as well as to its public image, dignity and prestige. Most citizens
have little contact with the fire service and often make judgments which are, at least partially,
based upon their impression of fire station facilities. It follows then, that a good image of the
department must be maintained not only by proper deportment of the individual officers and
firefighters, but also by the appearance of their physical surroundings.
Well- designed fire and EMS facilities enable staff to perform their duties effectively, efficiently
and safely. As a facility ages, it may no longer meet the needs of an evolving department
and /or community, thus negatively affecting morale, efficiency, safety, security, technology and
overall efforts to provide quality fire, rescue, and emergency medical services. It may also
hamper the ability of the department to keep pace with increasing and /or expanded request
for, and /or levels of, service. Older and /or obsolete facilities are also expensive to maintain due
to inefficient energy systems. When these conditions occur, typical remedies include
expanding, renovating and /or replacing the existing facilities.
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Various elevation views of Fire Headquarters /Station 1 which is obsolete, inadequate for current
department needs and contains a number of safety hazards.
OBSERVATIONS
The Lexington Fire Department operates two stations. Station 1 which also serves as the
department's headquarters is located at 45 Bedford Street near the Lexington Town Center.
Station 2 is located at 1006 Massachusetts Avenue in East Lexington. Both buildings were
constructed and opened in the 1950's.
Fire HeadguarterslStation 1
Fire Headquarters /Station 1 is a one and two story brick building that serves as the
department's primary operations center. The first floor of the building consists of three double
depth apparatus bays that face Bedford Street. There is a fourth single depth apparatus bay at
the rear of the station perpendicular to the others. Behind the apparatus bays is a one -story
addition consisting of a single bay that is utilized as the department's maintenance /repair
facility. However, this area is also used for vehicle storage when maintenance operations are
not being performed. There is a single small lavatory located off the apparatus bays and a small
room with a washer and dryer. Firefighter personal protective equipment and other materials
are stored in racks in the apparatus bays. The firefighter physical fitness area is also located in
the bay areas.
Engines 1 and 3, Ladder 1, Forestry 1 and 2, C -5 (utility vehicle), Medics 1, 2 and 3, the Squad,
the boat, and Car 3 (on -duty captain /shift commander) are assigned to and operate from this
station. It should also be noted that several of the department's special operations trailers are
stored on the exterior of this station. There are normally 9 to 10 personnel on duty in this
station, not counting administrative personnel.
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The remainder of the first floor consists of:
• The old alarm room /dispatch center overlooking the apparatus bays. This area
now serves as a joint office for the captain /shift commander and the Engine 1
lieutenant. It is also where the paramedics complete their EMS incident reports.
There is a small lavatory located off this area.
• The fire chief's office is located directly across from the old alarm room adjacent
to the main public entrance to the facility.
• The office manager's office is located to the rear of the entry lobby. A tiny
conference room is accessed off of her office.
• A day room that also doubles as a training class room when necessary.
• A small kitchen and eating area.
• A small copy /storage room.
The second floor of the station consists of private bunkrooms with lockers for the captains and
lieutenants and a number of semi - private bunkrooms for the firefighters. There are also
lavatory and shower facilities and several small storage rooms.
A small room for the storage, maintenance and repair of SCBA equipment and two additional
storage rooms are located in the basement.
The building is served by a single, unprotected wooden stairwell in the center of the two -story
section of the building that traverses from the basement to the second floor. There are two fire
poles that provide quick access to the apparatus floor when an alarm occurs. These poles are
located within the same enclosure (which appears to be fire rated) at the end of the hallway
adjacent to the apparatus bays. The building is equipped with an emergency generator, as well
as an automatic detection (heat and smoke detectors) and manual (pull stations) fire alarm
system. The building does not have an automatic fire suppression system.
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Unprotected wooden staircase running from the basement to the second floor of Fire
Headquarters /Station 1. This unprotected stairway provides the only means of egress from the
second floor sleeping areas in the station.
The building is equipped with a vehicle exhaust extraction system to limit the exposure of
building occupants to exhaust fumes. The system is designed to enable apparatus exhaust
stacks to slide right into an exhaust track, or, for operators to attach a large flexible hose to the
exhaust pipe before backing into the station. The system fan automatically discharges vehicle
exhaust to the outside atmosphere. When the vehicle is driven out of the station, the discharge
hose automatically releases.
Fire prevention operations are conducted out of an annex, which is a construction office trailer,
located to the rear of fire headquarters. The assistant fire chief, fire prevention lieutenant and
fire prevention secretary are located in this unit. This area appears to be fairly well laid out and
has adequate room for things such as the significant file storage necessary for fire prevention
operations.
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Fire prevention annex located to the rear of Fire Headquarters /Station 1. The annex is not
handicapped accessible, does not have lavatory facilities and presents security concerns for the
secretary working alone.
In general, the fire department headquarters facility is obsolete and dysfunctional for a number
of reasons. It presents significant hindrances to the safe and efficient operation of the fire
department, and department personnel are at significant risk from a number of fire safety, and
other potential hazards. Due to the age and condition of the central station, current space and
usage needs, as well as the potential need for an additional new fire station as will be discussed
later in this chapter, we believe that it is probably not cost effective to upgrade and /or
renovate the existing building.
The following summarizes our observations concerning the deficiencies of the fire headquarters
facility:
The facility is not in compliance with the requirements and recommendations of
National Fire Protection Association Standard 1500, Standard on Fire
Department Occupational Health Program, 2007 edition 8. NFPA 1500 is the
nationally recognized standard for health and safety in fire departments, and
includes requirements for fire station facilities. Selected examples include but
are not limited to: the need for isolated areas for decontamination of personnel
and equipment, security of personnel and equipment, storage of flammable
liquids, air quality and life safety egress.
Apparatus floor space and door dimensions are barely adequate for modern -day
fire apparatus.
8 NFPA 1500 is a national recognized standard, but is not mandated by federal or state law or regulatio
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The apparatus bay area is not large enough to accommodate all department
vehicles necessitating that several special operations trailers and utility vehicles
are stored outside continuously exposed to the elements.
Low overhead ceiling height prevents the raising of tilt cabs for vehicle checks
and maintenance while inside the building. Additionally, hose and equipment
cannot be efficiently loaded /unloaded inside during cold or inclement weather,
nor can equipment be removed from the apparatus and set up for training
and /or maintenance activities without other equipment needing to be parked
outside the station and exposed to the bad weather and /or freezing conditions.
The apparatus maintenance bay area is inefficient and unacceptable. There is no
space for lifting vehicles, or, for the secure storage of tools and service
equipment. In addition, large quantities of storage are located in this area and
several department vehicles and trailers are, out of necessity, parked in this area
when maintenance /repair activities are not being performed. When this area is
in use for maintenance /repairs these vehicles must be parked outside exposed
to the elements.
There are inadequate capabilities for equipment decontamination and cleaning.
Crew quarters are deficient and do not meet current fire safety codes. The
second floor is accessible by only one stairway and therefore it has no second
means of egress (note: the fire poles do not qualify as a means of egress for the
purposes of compliance with fire and safety codes). This situation presents a
serious life safety risk to the firefighters and to the members of the general
public who may be in the building.
The second floor has no handicapped access.
There is no training classroom. The day room area doubles as a training room.
Training cannot be conducted without significant distraction from other day -to-
day activities. There is no classroom -style seating; the majority of seating is in
recliner chairs that are not conducive to effective training or testing activities.
There are no capabilities for interior training props, and the site does not provide
for any outside training facilities.
The kitchen and eating areas are very small and are totally inadequate for the
number of personnel who are normally on duty at this station. The kitchen
cooking area is not equipped with an automatic fire suppression system, or an
automatic disconnect switch activated by the alarm dispatch notification system.
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Bunkroom and bathroom areas are old and in need of maintenance and much of
the furniture including beds, tables, desks and chairs are old and /or worn out
and in need of replacement.
• The firefighters' physical fitness area is located in the rear of the apparatus bay
area with one area located on an elevated mezzanine.
• A number of temporary structural supports have been installed in the basement
crawl space to support the apparatus bay floors at a reported cost of $250,000.
• Significant cracks have appeared in a wall at the rear of the apparatus bays.
■ Problems from the petroleum spill from a neighboring property that infiltrated
the basement of this facility continue to linger. In addition, there are ongoing
water problems in the basement every time there is a significant rainstorm. This
situation has also created periodic mold growth issues in the damp basement
area.
Administrative space is woefully inefficient and inadequate. One office (the old
alarm /dispatch room) is shared by the on -duty captain /shift commander, on-
duty engine lieutenant, and, is used by EMS personnel to complete their reports.
There is no privacy for supervisors to conduct confidential meetings with
subordinates. The EMS personnel have no privacy for discussion or review of
confidential patient records, which may result in violations of the federal Health
Insurance Portability and Accountability Act (HIPAA) patient confidentiality
requirements. Fire prevention operations are conducted out of an annex, which
is a construction office trailer, located to the rear of fire headquarters.
Despite the fact that fire prevention is the fire department operation that has
the most interaction with the public, the fire prevention office trailer, located to
the rear of the headquarters building, is not handicapped accessible.
There are no rest room facilities in the fire prevention trailer. The personnel who
work in this area must go into the main station, in all kinds of weather, to use the
bathroom.
Most of the day the secretary works in this trailer by herself as neither the
assistant fire chief nor the lieutenant are in their offices. The door is not
normally kept locked, there is no video surveillance of the area, and, there is no
direct communication between the two facilities. This is a major safety and
security concern of the MRI study team.
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• Records storage is inadequate. There is no system for archiving old records; old
records were noted stored on shelves in the damp basement.
■ Electrical outlets are insufficient to support the needs of modern electronic
office equipment.
• There is no records vault and there is no storage space for equipment.
Equipment and supplies are stored wherever there is available space, frequently
in less than ideal conditions, or in places that could adversely impact operations.
• The building is seriously deficient from an energy efficiency perspective.
• Although the building is equipped with an emergency generator, it is not
adequately prepared or protected for continuity of operations during a disaster.
It does not comply with current seismic protection requirements, and does not
have redundant systems for water supply or sewage. There is no long -term
storage of food or emergency medical /disaster supplies, other than those found
on a small mass casualty trailer.
a-
s
The department's ladder truck barely has side and top clearance to fit into the apparatus bays at
the current Fire Headquarters /Station 1.
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Various views of seriously overcrowded apparatus bays and very tight clearances at Fire
Headquarters /Station 1.
Brush trucks and boat stored in maintenance bay at Fire Headquarters /Station 1.
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Air compressor for refilling SCBA cylinders in maintenance bay surrounded by storage.
Cracks in rear wall of Fire Headquarters /Station 1 apparatus bays.
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LIA
Fire Headquarters /Station 1 apparatus bay floor being supported by box cribbing.
Permanent sump pump to control /remove water from the basement area of Fire
Headquarters /Station 1.
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Storage areas in the basement of Fire Headquarters /Fire Station 1. Note the standing water on the
floor in all photos. Also note the old log books /records stored on a shelf in left photo above.
Old alarm /dispatch room that is now an office shared by the captain /shift commander, engine
lieutenant and used by medics to complete EMS run reports.
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One of two sliding pole holes located in the same enclosure at one end of the second floor
sleeping areas adjacent to the apparatus bays. This enclosure appears to be a rated fire
protection enclosure; however, the poles are NOT an approved second means of life safety egress
from this area.
East Lexinetonl5tation 2
Fire Station 2, which serves the East Lexington area, is also a one- and two -story brick facility.
The first floor consists of two double deep apparatus bays, although the personal protective
equipment racks and the firefighters physical fitness workout area effectively limit each bay to
a single unit depth. This is adequate for the current assignment of apparatus, Engines 2 and 4,
but does not permit deployment of any additional units such as would be necessitated by the
proposed re- deployment of Medic 2.
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Front and rear elevation views of Station 2.
The remainder of the first floor consists of a small area that may have at one time been a watch
desk area that is now used for storage, a small day room, a kitchen which was being remodeled
at the time of this assessment, an office for the lieutenant which was also being remodeled, a
small lavatory, and a small storage closet.
The second floor of the station consists of private bunkrooms for the lieutenants and several
semi - private rooms for the firefighters. There are also a lavatory and shower /locker facilities.
Interior of apparatus bays at Station 2. Note the physical fitness area in the left photo and in the
right photo, storage in the left bay and the physical fitness area in the right bay.
The basement is used for storage and the building's emergency standby generator.
The building is served by a single, unprotected wooden stairwell in the center of the two -story
section of the building that traverses from the basement to the second floor. There is a single
fire pole located directly adjacent to the stairway that provides quick access to the first floor
when an alarm occurs. The station is equipped throughout with an automatic detection (heat
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and smoke detectors) and manual (pull stations) fire alarm system. It does not have an
automatic fire suppression system.
Top and bottom views of the single unprotected wooden stairway and sliding pole that provide the
only means of egress from the second floor sleeping quarters at Fire Station 2.
The building is equipped with a vehicle exhaust extraction system to limit the exposure of
building occupants to exhaust fumes.
Overall, this station appears to be in fairly good condition and should be able to continue to
serve the needs of East Lexington and the community as a whole for a number of years ahead.
Its size is appropriate for a normal contingent of three to a maximum of five or six personnel
should Medic 2 eventually be assigned this facility.
The MRI study team does have several very significant concerns about this station. As with the
headquarters station, the presence of a single unenclosed stairway and no second means of
egress create a serious life safety risk to the firefighters and to the members of the general
public who may be in the building. Despite recent renovations, the kitchen cooking area is not
equipped with an automatic fire suppression system, or an automatic disconnect switch
activated by the alarm dispatch notification system. Storage /housekeeping issues are a problem
on the apparatus bays and this is less than an ideal location for the firefighter's physical fitness
area.
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Need for a Third Fire Station in South Lexington
From the perspective of stations and apparatus, there are three (3) main factors that are used
to help determine the deployment of resources: response time, travel distance, and call
volume. For most evaluations, response time is the driving factor as time, more so than any
other factor, is a critical consideration in emergency incident response, whether the situation
involves a fire or an emergency medical event. It is not just a cliche that during some critical life
threat situations, both fire and medical, that minutes and even seconds truly do count. When
considering emergency medical incidents, heart attack and stroke victims require rapid
intervention and care, and transport to a medical facility. The longer the time duration without
care, the less likely the patient is to fully recover. For instance, numerous studies have shown
that irreversible brain damage can begin to occur if the brain is deprived of oxygen for more
than four (4) minutes. In addition, the potential for successful resuscitation during cardiac
arrest decreases exponentially with each passing minute that CPR intervention is delayed.
In structure fire situations, the proliferation of plastics found in residences and business
occupancies burn intensely and if first arriving firefighters cannot arrive in a timely manner and
gain control quickly, a strong possibility exists that flashover, the point of time in a confined
space (structure) fire when the entire area becomes involved in fire, and the area becomes
untenable to human life will occur. Once flashover occurs, and it has been shown to occur in as
few as five (5) to seven (7) minutes after the fire's inception, initial firefighting forces are
generally overwhelmed and will require significantly more resources to effect fire control and
extinguishment.
N FPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations,
Emergency Medical Operations, and Special Operations to the Public by Career Fire
Departments, 2010 edition recommends that "the fire department's fire suppression resources
shall be deployed to provide for the arrival of an engine company within a 240 - second travel
time to 90 percent of the incidents..." [Section 5.2.4.1.1] The standard also recommends that
"the fire department's EMS for providing a first responder with AED (automatic external
defibrillator) shall be deployed to provide for the arrival of a first responder with AED company
within a 240 - second travel time to 90 percent of the incidents..." [Section 5.3.3.3.2] It further
states, "the fire department's EMS for providing ALS shall be deployed to provide for the arrival
of an AILS company within a 480 - second travel time to 90 percent of the incidents provided a
first responder with AED or BLS unit arrived in 240 - seconds or less travel time..." [Section
5.3.3.3.3]
The 240/480 second travel time delineated by NFPA 1710 is the actual time for response from
when the responding emergency vehicle(s) and personnel is /are in motion to the scene. The
standard allows another one (1) minute for call processing time in the dispatch center, and, an
additional one (1) minute for turnout time, the time from when firefighters are notified of the
emergency until they are actually responding. Factoring in this additional time, the standard
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allows a total of six (6) minutes from the time the 9 -1 -1 dispatcher picks up the phone until the
first, properly staffed and equipped, emergency response unit arrives on the scene.
MRI reviewed data from the town's FireTracker fire incident reporting system. According to
this data, the fire department's average response time to incidents is 8 minutes. However, upon
further analysis by the fire department, it was determined that the data was seriously flawed.
The program was capturing the time between the receipt of the call by the dispatcher and the
arrival time of all responding fire department units, including mutual aid companies. As a
result, the 8- minute response time is totally inaccurate. At the time of the completion of this
report, fire incident data software program was being rewritten to capture the actual response
time. When this effort is completed, the MRI study team will conduct further analysis of town -
wide response times and response times in the South Lexington area. It was reported to the
MRI study team that significant commercial, industrial and residential growth in the South
Lexington area has increased the requests for service. Anecdotally, the fire department
believes that response times to South Lexington exceed the response times to other parts of
the community.
Another method of determining the appropriate deployment of resources, which can be
considered when evaluating fire station locations, is the company travel distance model
employed by the Insurance Services Office (ISO) to assist them with determining the Public
Protection Classification (PPC) rating that is utilized to for determining fire insurance rates by
participating insurance companies. Under the ISO deployment and coverage model, in order to
obtain maximum point value for this particular component of an evaluation, the first due
engine company should be within 1.5 miles travel distance of every location within their first
due response area. The first due ladder company should have a travel distance of no more than
2.5 miles. No evaluation was conducted regarding travel distances to the South Lexington area
from the existing station; however, the town should consult with ISO as part of any process
regarding the possible location of any new facilities.
RECOMMENDATIONS
12.1 We do not believe that it would be cost effective to attempt to renovate and /or update
the existing headquarters to meet the current and future needs of the modern day
Lexington Fire Department. Therefore, we recommend that the town should design and
construct a new headquarters fire station. Depending on design criteria, the new station
could be constructed on the existing site or could be re- located to a site contiguous with
the town's public facilities administrative building. The design of the fire station should,
to the extent practical, be a "green" facility, and include, but not necessarily be limited
to, the following:
r. Adequate space for fire apparatus, both current and future;
S. Compliance with nationally recognized standards for fire station design
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and operation;
t. Energy efficiency;
U. A complete, automatic fire sprinkler system and smoke detection system;
V. Modern training capabilities;
W Adequate, secure office space;
X. Adequate, secure storage for equipment and records;
Y. Safe and secure living quarters for on -duty personnel;
Z. Adequate apparatus exhaust system;
aa. Handicapped accessibility for all areas;
bb. Capability for decontamination and cleaning of firefighter protective
clothing and equipment;
cc. Vehicle maintenance area;
dd. Adequate parking for staff vehicles and personnel vehicles of on -duty
personnel;
ee. Adequate space for outside training;
ff. Dedicated physical fitness area;
gg. Building security;
hh. Building integrity and capability for continuity of operations during
disasters (e.g. emergency power, seismic protection, protection from
flood and high winds, food storage, emergency medical supplies,
redundant systems for water supply, sewage, and communications, etc.)
12.2 Further analysis of the revised fire response will guide the determination of need for a
third fire station in the South Lexington area. If constructed, this station should be
staffed with one lieutenant and two firefighters who are re- assigned from the
headquarters station. MRI has not identified a site for this station, but placement
should take into consideration:
• Reducing overall community response times to meet NFPA 1710 and ISO
recommendations
• Providing coverage to the industrial /research zones
• Locations (and response times) of fire stations in neighboring communities
12.3 If the third fire station is constructed, the town should consider acquiring a "quint" fire
apparatus, which is a combination pumper and aerial ladder unit. This unit could then
be deployed as the primary fire suppression response unit from either the headquarters
station or the South Lexington station depending upon which location will provide the
most optimum response times and /or travel distances throughout the town.
12.4 The single unenclosed stairway at Station 2 should be upgraded and fully enclosed, as
soon as possible, with an appropriate fire rating for a means of egress in order to
provide protection for the second floor occupants.
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12.5 A second approved means of egress from the second floor of Station 2 should be
installed as soon as possible in order to provide protection for second floor occupants.
12.6 The physical fitness area at Station 2 should be separated in some way from the
apparatus bay area.
12.7 All stations should be equipped with complete, automatic fire sprinkler systems for the
protection of the occupants, buildings, and equipment.
12.8 Disconnect switches should be installed and interfaced with alarm notification systems
on all kitchen stoves to automatically shut them off to prevent kitchen fires during
responses to alarms.
12.9 An energy audit should be conducted to determine cost effective improvements for
energy conservation (such as window replacement) at Station 2.
12.10 Historical records should be duplicated (computer scan or microfilm). The local
historical society may have an interest in storing or displaying these records, and they
may have the capability and expertise for the proper preservation of these documents.
12.11 Both existing stations require attention to housekeeping and storage. While storage
space is admittedly at a premium at both stations, the study team noted significant
amounts of old, broken and /or obsolete tools and equipment in storage areas. Surplus
equipment should be properly disposed of to free additional storage space. Arranging
storage in an orderly manner will also maximize the use of available space.
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CHAPTER 13
BENCHMARKING
As the study progressed, we asked that ten benchmark communities be selected by the Town
Manager's Office. This is done purposefully to avoid any contention that members of the fire
department selected favorable comparables. The communities of Andover, Arlington, Bedford,
Belmont, Burlington, Concord, Danvers, Natick, Needham, Reading, Watertown, Wellesley, and
Woburn were selected. However, only the communities of Andover, Burlington, Concord,
Needham, Reading, and Wellesley responded to the survey. It should also be noted that while
some responses were complete, others lacked the ability to provide the full dataset requested.
Costs per call in Lexington are on par with the six other communities and cost per capita is 20%
below average. This indicates that the Town of Lexington gets a tremendous value from its fire
department.
Benchmarking is an effective way of making general comparisons between similar communities
and identifying trends and patterns, but there are limitations to how the data should be used.
The methodology for calculating various data categories may vary from community to
community. For example, a fire department budget in one community might not include
personnel benefit costs, which would skew the comparison. In the past, MRI has encountered
fire departments that assign a fire incident number to routine activities such as fire inspections.
Lexington appears to be more aggressive than most communities with regard to requiring
employees to submit injury reports for minor injuries and chemical exposures.
Comparative Analysis Data Tables
The following tables provide a detailed review of the data points collected for the purpose of
comparative analysis:
Town of Lexington, MA: Fire Department Staffing Study Page 110
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Community
Andover
Community Population
33,201
Square Miles
31.1
Burlington
24,602
11.88
Concord
15,627
26.2
Needham
31,000
13
Reading
24,569
9.9
Wellesley
Average
27,982
26,164
10.35
17.07
Lexington
31,000
16.5
Deviation
1.18
0.97
Fiscal 2010 Fire /EMS Budget for
Community Community Budget Fiscal Year 2010
Andover
130,817,866
6,685,728
Burlington
95,449,926
5,484,497
Concord
75,527,945
3,360,225
Needham
Reading
110,174,279
6,071,646
70,300,000
Not Provided
3,541,409
Not provided
Welleslev
Average 96,454,003 5,028,701
Lexington 139,467,683 4,870,486
Deviation 1.45 0.97
Town of Lexington, MA: Fire Department Staffing Study Page 111
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Community
Andover
Average Response Time
5
4
NFIRS, Building Fires in 2011
Unknown
Burlington
24
Concord
Needham
Unknown
20
5
8
Reading
Unknown
174
Wellesley
Average
4
4
21
49.40
Lexington
8
46
Deviation
1.83
0.93
Community
Andover
Fire Calls in 2011
5,634
Fire Dollar Loss in 2011
$2,323,897
Burlington
3,928
Unknown
Concord
1,459
$529,000
Needham
1,513
Unknown
Reading
1,814
$158,500
Wellesley
Average
2,223
2,762
$1,105,305
$1,029,176
Lexington
1,945
$1,379,869
Deviation
0.70
1.34
Town of Lexington, MA: Fire Department Staffing Study Page 112
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Community
Andover
EMS Calls in 2011
4,222
Total Incident Volume 2011
8,277
Burlington
2,797
6,725
Concord
1,595
3,054
Needham
1,893
3,511
Reading
1,978
3,802
M esley
lm
Average
1,671
2,359
3,894
4,877
Lexington
2,486
4,431
Deviation
1.05
0.91
Community
Andover
EMS Level ALS /BLS
BLS
EMS Revenue Fiscal 2011
1,059,852
Burlington
BLS
563,504
Concord
ALS
594,736
Needham
Reading
ALS
Unknown
ALS
634,375
a esley
Average
Private ALS
ALS
EMS Not Provided
713,117
Lexington
ALS
914,229
Deviation
1.28
Town of Lexington, MA: Fire Department Staffing Study Page 113
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Community
Andover
EMS Revenue per Call
251.03
Number of Officers Assigned
to Each Shift
4
Burlington
201.47
3
Concord
372.88
2
Needham
N/A
Not Reported
Reading
320.72
286.52
2
i WiN/A
mm
Average
Lexington
4
3.00
367.75
3
Deviation
1.28
1.00
Overtime Budgeted Fiscal
Community 1 2012 1 Number of Career personnel
Andover
$925,000
$600,000
$515,199
N/A
70
Burlington
57
38
N/A
47
56
54
Concord
Needham
Reading
$325,000
Wellesley
Average
Lexington
Deviation
$523,185
$577,677
$726,215
58
1.26
1.08
Town of Lexington, MA: Fire Department Staffing Study Page 114
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Community
Andover
Minimum Shift Strength
15
Total Number of Personnel
assigned to a shift
17
Burlington
11
13
Concord
Not Reported
Not Reported
Needham
Not Reported
Not Reported
Reading
10
16
Wellesley
Average
12
12
13
15
Lexington
12
13
Deviation
1.00
0.88
Community
Andover
Firefighter Injuries 2011
26
Burlington
7
Concord
0
Needham
N/A
Reading
Wellesley
Average
Lexington
N/A
4
9.25
16
Deviation
1.73
Town of Lexington, MA: Fire Department Staffing Study
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Civilian Death or Injury 2011
1
N/A
0
N/A
N/A
0
0.33
0
0.00
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Community
Andover
Number of Stations
3
Minimum Engine Company
Crew Size
3
3
Burlington
2
Concord
2
3
Needham
2
3
Reading
Not Reported
Not Reported
Wellesley
Average
2
2.20
3
3.00
Lexington
2
3
Deviation
0.91
Community
Andover
Minimum Ladder Co. Crew
Size
1
ISO Rating
3
Burlington
2
3
Concord
2
4
Needham
2
Not Reported
Reading
Not Reported
Not Reported
Wellesley
Average
Lexington
2
1.80
3
1.67
3
3.25
3
Deviation
0.92
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Community
Andover
Burlington
Number of Engines Staffed
3
Number of Ladders Staffed
1
1
Not Reported
3
Concord
2
Needham
3
1
Reading
Not Reported
Not Reported
Wellesley
Average
3
2.80
1
1.00
Lexington
2
1
Deviation
0.71
1.00
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Number of Ambulances
Staffed and at what level
Community
ALS /BLS
Command Vehicle Staffed
Andover
2 BLS
Yes
Burlington
2 BLS
Yes
1 BLS
Yes
Concord
Needham
1 ALS
Not Reported
Reading
Not Reported
Not Reported
Wellesley
2 ALS
Yes
Average
2
Yes
Lexington
2 ALS
Yes
Deviation
Town of Lexington, MA: Fire Department Staffing Study Page 117
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Community
Andover
Burlington
Dispatch Method (Fire,
Police, Civilian, Regional)
Combined
Does the Department meet
OSHA 2 in 2 out?
Yes
Yes
Civilian @ HQ
Concord
Civilian
Yes
Needham
Not Reported
Not Reported
Not Reported
Not Reported
Reading
Wellesley
Average
Civilian
Civilian
Yes
Yes
No
Lexington
Deviation
combined /civilian
Community
Andover
NFPA 1710 Compliant?
No
Number of Fire Related On the
Job Injuries in FY 2011
22
Burlington
No
3
Concord
Partial
0
Needham
Not Reported
Not Reported
Reading
Not Reported
Not Reported
Wellesley
Average
Yes
No
Not Reported
8.33
Lexington
No
16
Deviation
1.92
Town of Lexington, MA! Fire Department Staffing Study Page 118
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Personnel Accountability Number of Personnel
Communitv Svstem Utilized Dedicated to Fire Prevention
Andover
Number of EMS Related On
2
2
1
Not Reported
Community
the Job Injuries in FY 2011
NFPA 1710 Compliant
Andover
4
No
4
Burlington
No
Concord
0
60% Fire /53.439% EMS
Needham
Not Reported
Not Reported
Reading
Not Reported
Not Reported
i a&
N/A
YES
Average
2.67
No
Lexington
not tracked
No
Deviation
Personnel Accountability Number of Personnel
Communitv Svstem Utilized Dedicated to Fire Prevention
Andover
Roster /Tags
Yes
yes - passport
2
2
1
Not Reported
Burlington
Concord
Needham
Not Reported
Reading
Not Reported
Not Reported
Wellesley
Tag Idea
1
Average Tags 1.50
Lexington Tags 1
Deviation 0.67
Town of Lexington, MA: Fire Department Staffing Study Page 119
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Average Age of all Fire Dept.
Community I Personnel Mobile Data Utilized
Andover 43.7 Ambulance ON
Burlington 43 Ambulance Onl
Concord 44 No
Needham Not Reported Not Reported
Reading Not Reported Not Reported
Welleslev 44 No
Average
Deviation
43.68
Not Re
Ambulance On
Ambulance Only
Community
Andover
EMS Revenue Fiscal 2011
$1,059,892
EMS Billing Rate (Medicare
Plus ?)
150%
Burlington
$563,504
30%
Concord
$594,736
200%
Needham
Not Reported
Not Reported
Reading
Not Reported
$0
$554,533
Not Reported
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Average
0%
95%
Not Reported
Lexington
$914,229
Deviation
1.65
Town of Lexington, MA: Fire Department Staffing Study Page 120
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Community
Andover
EMS Transports 2011
2,643
Burlington
1,819
Concord
1,384
Not Reported
Not Reported
1,671
1,879
Not Reported
Needham
Reading
Wellesley
Average
Lexington
Deviation
$196
Community
Andover
Cost per Call Cost Per Capita
$808 $201
Burlington
$816
$223
Concord
$1,100
$215
Needham
Reading
$1,729
$196
$931
$144
Wellesley
Average
N/A
$1,077
N/A
$196
Lexington
$1,099
1.02
$157
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0.80
Deviation
Town of Lexington, MA: Fire Department Staffing Study Page 121
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Based upon the information contained above, we have developed the following observations
and recommendations:
OBSERVATIONS
• The Lexington Fire Department's budget is 3% below average (note: the firefighters'
collective bargaining agreement expired in June, 2009; therefore, the costs associated
with a renewed contract are not shown in the budget).
• Response times and fire loss are significantly higher than average. Response times are
listed as 83% above average.
• Lexington responds to fewer fire calls, but more emergency medical calls than average.
• Emergency medical revenue is well above average.
• Overtime is 26% above average, this factor relates to the number of personnel assigned
to a shift. This number is lower than the average in Lexington producing the more
frequent need to hire personnel.
• Injuries are 73% above average.
• Lexington enjoys higher than average ladder staffing which produces a more functional
crew and higher fireground capability.
• Lexington has an ISO rating of 3, which is excellent.
• Most fire departments surveyed staff three engines, Lexington staffs two.
• The average number of personnel assigned to fire prevention activities is 1.5. Fire
prevention in Lexington is staffed by an assistant chief and a fire inspector.
• The cost per call in Lexington is just above average while the cost per capita is low when
compared to the average.
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RECOMMENDATIONS
13.1 Review response times on a quarterly basis and refine analysis to determine the root
cause of extended responses. Response times should be plotted on a GPS map to
determine if areas of extended response time exist and if station deployment needs to
be adjusted.
13.2 Lexington should consider increasing the number of personnel assigned to a shift by two
firefighter positions. These firefighters would reduce overtime and could be transferred
as necessary to cover for long -term absences.
13.3 The nature of injuries should be evaluated and an injury prevention program developed
in conjunction with the Town's insurance provider.
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CHAPTER 14
EMPLOYEE ATTITUDES AND ISSUES
OVERVIEW
Having a sense of common vision is important in any organization to ensure that the
organization and its personnel are moving in unison toward a common goal(s). Having a
common vision is not only about making sure that all parties are aware that they are in the
same boat and rowing, but even more importantly, that they are rowing in the same
direction. The impact of not sharing a common vision will be very noticeable in the quality and
quantity of work performed, but also with the spirit and passion that the work of the
organization is accomplished.
The perceptions shared by members of an organization can be extremely important in either
establishing, or conversely, distorting that sense of a unified common vision. Whether accurate
or not, and regardless of the myriad of factors that can influence them, the individual and /or
shared perceptions of members of an organization can, and often do, become their reality. If
there is a perception of distrust or lack of mutual respect between members of the organization
and /or between management and labor, the goal of successfully achieving that sense of
common vision will be difficult, if not impossible.
As part of this organizational assessment process, MRI interviewed numerous stakeholders
from both inside and outside the Lexington Fire Department. The study team spent numerous
hours in the town over several days and assessed the attitudes and performance of the
members of the Lexington Fire Department. Data of all sorts was gathered and analyzed in
order to paint of picture of what motivates and directs the members of the department. Part of
this process involved administering an anonymous survey instrument to members of the
department to obtain feedback from them on a wide range of issues that impacts them daily in
their jobs.
OBSERVATIONS
The home page of the Lexington Fire Department web site offers the following mission
statement:
The mission of the Lexington Fire Department is to protect the lives and property of the
community from emergencies involving fire, medical, hazardous materials and environmental
causes. This mission will be achieved through public information, code management and
emergency response.
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This statement, if truly accurate, should provide the very foundation for the Lexington Fire
Department and why it exists. While simple, direct, and to the point, this mission statement
should be providing that broad direction that everything else that the fire department does is
going to build upon. The MRI study team believes that overall, the Lexington Fire Department is
fulfilling its mission and does so in an exemplary manner. As will be discussed later in this
chapter, the majority of members of the department generally concur. However, it is also our
opinion that this fulfillment of the department's mission on a daily basis is more a product of
the normal sense of duty, responsibility, and service that is the very hallmark of the fire service,
and one of its proudest traditions, rather than a clear sense of common vision for the future of
the Lexington Fire Department.
At the time of this assessment in early 2012, the Lexington Fire Department was being led by
Interim Fire Chief Keith Hoyle. Chief Hoyle, the retired fire chief from the Town of Amherst, was
appointed to his position in June 2011 after the retirement of the former Chief William
Middlemiss. Concurrent with the performance of this assessment, the town was in the process
of conducting a second nationwide search /recruitment for a permanent chief. An earlier
recruitment effort in the fall of 2011 did not yield what the town considered to be an
acceptable candidate pool.
From all accounts, Chief Hoyle has been well received by the community and the members of
the fire department. Although the previous fire chief enjoyed a number of accomplishments
during his tenure in Lexington and enjoyed the strong support of the town administration, the
MRI study team received considerable feedback that he was not liked, or worse, not respected
by many members of the fire department. The MRI study team heard many anecdotal reports
of conflicts and misunderstandings between the chief and the union that had a negative effect
on morale. Fortunately, it appears that the conflict between management and labor did not
spill over into the operational performance of the department. It should be noted that MRI did
not interview retired Chief Middlemiss, nor did we make any judgments concerning the basis
for the conflicts and misunderstandings.
During his tenure, Chief Hoyle has adopted a collaborative leadership and management style.
He has opened up the lines of intra- department communications between the chief's office, the
captains and lieutenants, and even down to the firefighters, which were previously described as
non - existent. He has delegated duties and responsibilities to his subordinates, has sought to
adopt a much more inclusive style of management and decision making, and has addressed
and /or corrected a number of long standing problems and issues within the department.
Interviews with all four of the department's platoons, and separately with the captains as a
group, revealed that while the members of the department understand its role in the
community, there is little sense of a common vision for the future. While many members are
anxious to move forward rapidly, some others are quite content to remain "status quo" and will
resist any and all change, no matter how positive it may be. Many members are suspicious of
any efforts by management; many believe that the department's best days are long in the past.
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If the department is to have success, and in fact if it is to survive, moving forward these
attitudes and perceptions must be changed.
The pending appointment of a new permanent fire chief was the biggest issue for the members
of the department at the time this survey was being conducted. Although Chief Hoyle has done
a very good job, being in an interim chief appointed for a specific finite term, he does not have
the ability to set, and then guide, the department toward that long -term vision for the future.
The members of the department were unanimous in their belief that after the previous
administration that there is at least one, and possibly more, officers already in the department
who have the requisite knowledge, skills, and abilities to lead the department forward. They
were very concerned about the possibility of another chief from outside. They also believe that
by promoting a chief from within, that it will provide motivation for personnel at all levels of
the department to aspire to improve themselves and continue to move up the rank ladder.
The members of the fire department believe that the overall community perception of the fire
department and the services they provide are very good, as are relations with the members of
the community. This belief was generally validated during our interviews and interactions with
various cross sections of the department's external stakeholders. Firefighting is recognized as a
dangerous occupation that requires considerable skill. The department's EMS delivery system
received particularly high praise. However, there is also a widespread perception that the union
"complains too much" and that the union's attitude is inappropriate given the overall poor
economic climate and the fact that literally only a handful of firefighters actually live in
Lexington. There is a growing perception that if left unchecked, this attitude will become
counterproductive and spill over into the operational performance of the department. The MRI
study team heard concerns that the firefighters have "just not gotten it ", that times have
changed and are probably never going to be as good as they were a few years ago.
Unfortunately, the same general positives cannot be said for the relationship with the town
administration. The members of the department almost universally dislike and distrust the
town manager and, to a lesser extent, the members of the board of selectmen. This
contentious relationship has apparently existed for many years and the origins of it are unclear.
A big part of the perception is that the town blindly and unequivocally supported the previous
chief, even when shown that he was not correct. The tensions escalated to new levels during
the recent EMT recertification scandal. The members of the department acknowledge that this
situation gave the department a proverbial "black eye ", but the situation was made worse by
the feeling that those implicated (who were ultimately vindicated) were immediately
considered to be guilty until proven innocent. Exacerbating the situation even further is the
long -term inability of the two sides to settle a new contract and a perceived lack of
transparency by town in its dealing with the firefighters on a number of different issues.
As this report was being written, the town manager announced that he was appointing an
internal candidate, Captain John Wilson, as the new Lexington fire chief. The appointment of
Captain Wilson as the new chief will be welcomed by the rank and file within the department.
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This appointment, along with the potential creation of several additional officer positions as
recommended by this report, will create a morale boost as a number of personnel will be
promoted to positions of higher rank and greater authority and responsibility within the
department.
An upswing in morale is to be expected during a change in administration; whether this can be
sustained will be dependent on a number of factors, not the least of which is the willingness of
the firefighters and officers to commit to discarding the status quo and embrace the changes
and modernization efforts that will be required of the department in the coming months and
years.
More importantly though is the very real opportunity to build a bridge and begin to repair the
fractured relationship between the fire department and the town administration. This will
require a strong commitment on both sides to put the past where it belongs, in the past, and
instead focus solely on the future and where the department needs to head. It will take time to
rebuild trust and heal old wounds. The firefighters in particular need to stop living with what
has happened previously, move on, and prepare to follow their new leader. The very future of
the Lexington Fire Department depends upon it.
On a very positive note, across the board in our interviews with members of the fire
department, it was said that the department's greatest asset is it personnel. The members of
the department work well together, feel they do an excellent job, and despite any obstacles
that get in the way, exhibit a good sense of esprit de corps. Although the department does not
have a formal mentoring program, it was reported that the older, senior members of the
department do informally mentor the newer, younger, members and keep them on focus and
on point.
There is a concern by the members about what they perceive as a bit of a revolving door in the
department. While no one could pinpoint any specific, or even consistent, reason for it, the
department has apparently had a number of members resign over the years to go work for
other fire departments, including three in 2011. Several of these former members have gone on
to become chief officers in other departments. Potential reasons for these departures include
the additional security offered by civil service departments and additional chances for
promotion.
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Additional employee issues /concerns that were brought to the attention of the study team
include:
• The need for a third fire station to serve the developing South Lexington area.
• Serious, ongoing problems with the fire department's radio system that creates
serious communications gaps during emergency incidents that have the
potential to adversely affect member safety.
• The need for a mutually agreed upon, objective, and transparent promotional
process.
• The need for additional training.
• The need for consistency of operations. Right now it is perceived that there are
four separate fire departments (each platoon essentially functioning
independent of the others).
• The need for there to be a more collaborative "team" approach to running the
department in every area from Standard Operating Procedure (SOP)
development, to training needs assessments to developing apparatus and
equipment purchasing specifications.
During the period March 1, 2012, to April 10, 2012, MRI conducted an on -line survey
concerning attitudes of personnel within the department. Thirty -two members (58 %)
participated in the survey. Based on the concerns that the MRI study team heard during
meetings with on -duty personnel, this response rate is lower than expected. Of those, twenty -
four completed the survey in its entirety, while eight did so partially. Since it is impossible to
determine why those who only partially completed the survey chose to not answer certain
questions, key findings as listed below reflect the percentage of personnel who completed that
respective question, rather than the overall sample.
23 respondents (71.8 %) are neutral to strongly disagree that the department is
well managed.
26 respondents (78.1 %) are neutral to strongly disagree that all department
employees share a common understanding of current goals and vision for the
future. Just seven respondents (21.9 %) believe that the employees share those
common goals and vision.
Town of Lexington, MA; Fire Department Staffing Study
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June 2012
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• 24 respondents (78 %) are neutral to strongly disagree that existing department
policies and procedures provide sufficient guidance for them to accomplish their
jobs.
■ 25 respondents (78.1 %) agree or strongly agree that the department is effective
in delivering fire, rescue and EMS services to the Town of Lexington.
• 20 respondents (62.5 %) agree to strongly agree that they receive personal and
professional satisfaction from their jobs.
• 21 respondents (70 %) disagree or strongly disagree that the facility where they
work provides a clean and safe environment in which to deliver a professional
level of service.
• Just 14 respondents (46.6 %) agree or strongly agree that they receive adequate
training to perform their duties.
■ 24 respondents (82.8 %) agree or strongly agree that the department provides an
adequate level of EMS care to the citizens of Lexington.
• 18 respondents (62 %) agree or strongly agree that the department provides an
adequate level of fire prevention, inspection and public education services to the
Town of Lexington.
■ 18 respondents (62 %) agree or strongly agree that the department provides an
adequate level of fire suppression services to the citizens of Lexington.
■ 27 respondents (93.1 %) of the respondents disagree to strongly disagree that
the communications equipment used by the fire department provides effective
radio communications. Not a single respondent agreed or strongly agreed that
communication equipment provided effective radio communications.
• 14 respondents (48.3 %) agree or strongly agree that the department has
implemented adequate safety policies and procedures for emergency
operations. Nine additional respondents (31 %) are neutral in this regard.
• 21 respondents (72.4 %) agree to strongly agree that department members
follow appropriate safety procedures during emergency incidents.
• 21 respondents (80.9 %) agree to strongly agree that they are proud to be a
member of the Lexington Fire Department.
Town of Lexington, MA: Fire Department Staffing Study
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June 2012
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It is the opinion of the MRI study team that if this survey were offered again in the future, that
the results would indicate an improvement in department morale.
The MRI study team observed that the fire union appears to have a very combative and
confrontational attitude toward the town and appear to be unwilling to make any changes in
policies and procedures without impact bargaining and trying to get something in return. While
this is not unusual in Massachusetts where there is a long tradition of strong unions,
particularly in the fire service, the Lexington fire union is perceived to be particularly militant.
An example of the effect of this contentious relationship is in the area of training. At the
present time, training is only conducted on weekday, day shifts. No training is conducted at
night or on the weekend. While the members of the department strongly believe they need
additional training, the team heard several times that if the town wanted them to train on the
weekend they would need to bargain that with the union. These personnel are already getting
paid for being on duty, why should doing training need to be bargained for? This is an example
of a situation that significantly limits the flexibility and authority of the fire chief to make
strategic, tactical, operational, or management changes that could optimize fire and EMS
service delivery in the community.
RECOMMENDATIONS
14.1 Chief Wilson should develop a formal process for developing a long -term vision for the
fire department and, if necessary, to revise the department's mission statement to
properly and accurately reflect the department's overall mission within the
community.
14.2 The town manager and board of selectmen should take an active role in setting
appropriate goals and a vision for the fire department. Town officials should include
residents and a cross - section of department personnel in an open and honest discussion
within the goal setting process.
14.3 One of Chief Wilson's first, most important, and ongoing priorities should be to attempt
to rebuild the critical bridge between the fire department and the town administration.
Both sides need to put past acrimony behind them, open a frank and honest discussion,
seek REASONABLE common ground, and be willing to compromise for the common
good... that is the department's customers, the citizens and taxpayers of Lexington.
14.4 The town manager and the board of selectmen should establish an annual goal- setting
workshop with the fire chief to develop the sense of common vision necessary to
improve the department and the quality of fire and EMS services the town receives.
14.5 The fire department and the town should publicly recognize the achievements of the
department in reaching the various established goals as they are accomplished.
Town of Lexington, MA: Fire Department Staffing Study Page 130 I'
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June 2012 Municipal
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14.6 The town manager, board of selectmen, fire union, and the fire chief must come to a
REASONABLE agreement on the proper role of the union when it comes to the
operations, management, and administration of the Lexington Fire Department. Unions
have a lawful and legitimate say on issues of benefits and working conditions for the
members they represent. However, there must also be an acknowledgment of the rights
of management in dealing with management, administrative, and operational matters
that do not fall within the purview of the union negotiation process. This includes issues
such as REASONABLE increases in training, inspections, etc. during normal working
shifts. Once a working consensus is achieved, agreement to live within its bounds must
be acknowledged, and most importantly, maintained.
14.7 Morale within the Lexington Fire Department must continue to be improved. Efforts to
develop a new sense of vision, maintaining open lines of communication, attempting to
address the issues identified in this report and through the on line survey, delegating
responsibility and authority, and instituting training and professional development
programs will all help to instill an increased sense of pride in the organization.
14.8 An updated manual of department policies and procedures is one of the keys to
achieving a shared vision for department operations. This process should be a team
effort that involves input and participation from a cross section of the department's
internal stakeholders. Once completed, all personnel must be trained on the contents of
the manual and held accountable to accomplish department goals by established
means. Lieutenants must supervise, captains must administer and manage, and the fire
chief and his assistant fire chiefs must provide leadership.
Town of Lexington, MA: Fire Department Staffing Study
Prepared by Municipal Resources, Inc.
June 2012
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CHAPTER 15
BUSINESS COMMUNITY PERCEPTIONS
The MRI study team interviewed several business owners in Lexington, as well as the executive
director of the Lexington Chamber of Commerce. The purpose of the interviews was to identify
the concerns and perceptions of the business community relative to the services provided by
the fire department.
MRI found that there is universal agreement that the level of care provided for EMS is excellent.
Fire department EMS is well trained and is highly praised by the citizens. However, there is a
concern that the recent scandal involving EMS re- certifications has tarnished the reputation of
the department. At least one interviewee expressed the need to contract with an outside
agency to oversee the certification and training of paramedics.
The representatives of the business community believe that morale in the fire department has
improved since the arrival of Interim Chief Hoyle. There is a concern about the inability of the
fire union and management to come to agreement on numerous issues and about the large
number of grievances that have been submitted by the fire union.
Other issues that were identified by the business community include the following:
• Is it necessary to send a fire truck AND an ambulance to every motor vehicle crash?
• The aerial ladder delayed in responding to a condominium fire several years ago
because it was not fully staffed. Why couldn't the truck respond with a driver and utilize
the personnel on scene?
• The fire department does not appear to have made wise choices in the acquisition of
capital equipment. The most recent fire pumper purchases and the two -way radio
system were cited as examples.
• The cost of purchasing radio call boxes when the municipal fire alarm system was
discontinued placed a financial burden on numerous businesses.
• There is a perception that the fire department and the fire department leadership are
isolated from the community. Community outreach is minimal.
• The fire department no longer tours buildings on a regular basis for familiarization and
orientation purposes.
Town of Lexington, MA: Fire Department Staffing Study
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June 2012
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There is a perception that in comparison to other towns and cities in the region, Lexington is
not a "business- friendly" community, which is an issue that is not restricted to just the fire
department. The MRI study team was told that the town's multi- agency design review team is
assembled only to review major projects. New small businesses find that the plan review and
permit process is not smooth and is difficult to navigate.
Members of the business community believe that the annual liquor license renewal process is
used to put excessive "last- minute" pressure on business owners who may not be totally in
compliance. According to interviewees, there has been a pattern of closing down businesses in
December, which can be a peak period for restaurants and other venues with liquor licenses.
MRI has not been able to verify if licenses are revoked or suspended for critical safety violations
or for minor compliance issues that could be handled through an administrative process.
RECOMMENDATIONS
15.1 Fire department management (fire chief and assistant fire chief) should each join and
participate in the activities of a community service organization, such as the Rotary,
Kiwanis or Lions Clubs. Each of these organizations provides the opportunity to interact
both formally and informally with the business community.
15.2 Fire department management should regularly attend meetings and events sponsored
by the Lexington Chamber of Commerce.
15.3 The town should meet with the leadership of the Chamber of Commerce to discuss
issues of mutual concern, such as the liquor license renewal process and the new
business approval process.
15.4 Revocation or suspension of permits is an onerous penalty that should only be exercised
for serious safety violations or when all other avenues for gaining compliance with
minor safety or administrative violations have failed. The town should review its
policies for permit and license renewals to ensure that adequate notice and adequate
time frames are provided to business owners to gain compliance.
15.5 As is discussed in other sections of this report, the fire department should perform
regular pre -fire planning inspections of businesses in order to maintain a high level of
familiarity of buildings in the community.
Town of Lexington, MAC Fire Department Staffing Study
Prepared by Municipal Resources, Inc.
June 2012
Page 133
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CHAPTER 16
ABOUT MRI
Founded in 1989, MRI has two (2) principals, a staff of eleven (11) full -time professionals, four
(4) administrative support staff, ten (10) part -time professionals, and a large group of
professional affiliates from which it can draw for consulting services as necessary.
MRI is committed to providing innovative and creative solutions to the problems and
issues facing local governments, school districts, and community based organizations
throughout New England. MRI is a New Hampshire Corporation operating from a
primary office location in Meredith, New Hampshire, with field offices in Camden,
Maine; Northampton, Massachusetts; and Harrisburg, Pennsylvania.
Our seasoned management staff can tailor services to specific client needs. Our clients realize
that we have been in their shoes; we have the experience, sensitivity, and desire that it takes to
develop and deliver services that specifically meet their needs.
MRI is committed to providing innovative and creative solutions to the problems and issues
facing local governments and the agencies that serve them. Combined staff experience in the
operations of local government, coupled with the realities of today's economic, regulatory, and
political environments, gives MRI a unique capability which can significantly help elected and
appointed local officials address the problems and challenges of organizing, managing, and
delivering core community services.
The depth of MRI's experience is reflected not only in the experiences of its associates, but in
the scope of services it provides its clients, from organizational and operational assessments of
individual organizations to ongoing contracted services for various town government and
school business support activities, you will find that we approach every assignment with
enthusiasm, responsiveness, creativity, and absolute integrity. We are very proud of our record
and reputation for supporting quality local government services through better organization,
operation, and communication.
THE STUDY TEAM
The following MRI personnel participated in the study:
Donald P. Bliss is a senior public safety consultant and project manager with MRI. He is the
past President and Chief Operating Officer of the National Infrastructure Institute Foundation
(N12) where he directed the activities of the N12 Center for Infrastructure Expertise, a not -for-
profit applied research group dedicated to strengthening the security and resiliency of the
Town of Lexington, MA: Fire Department Staffing Study
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June 2012
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nation's built critical infrastructure and key resources. Bliss also served as the New Hampshire
State Fire Marshal from August 1992 until November 2003. In the wake of the tragic events of
September 11, 2001, Bliss took over responsibility for New Hampshire's emergency
management and homeland security efforts. From 1983 to 1992, Bliss served as the fire chief in
Salem, New Hampshire and from 1980 to 1983, he served as the director of the University of
Connecticut Fire Department and as fire marshal for the University of Connecticut system. He
began his career with the Durham -UNH Fire Department in 1970, rising from call firefighter to
fire marshal /deputy chief. Bliss has served in leadership roles in numerous professional
organizations, including National Association of State Fire Marshals, the National Fire Protection
Association, and the New Hampshire Association of Fire Chiefs. He is a past president of the
New Hampshire Association of Fire Chiefs and a former chair of the New Hampshire Emergency
Medical Services Coordinating Board. He served as President of the National Association of
State Fire Marshals and chair of the association's Consumer Product Safety Task Force. Bliss
chaired the National Fire Protection Association's (NFPA) Uniform Fire Prevention Code
Technical Committee and served two terms on the NFPA board of directors. He chaired the
National Electrical Code (NEC) panel on homeland security and mission critical facilities and
currently chairs NEC Code Making Panel 13 (emergency systems). He also serves on the NFPA
Technical Committee on Emergency Management and Business Continuity. He is an adjunct
professor in the Master of Public Administration program at the University of New Hampshire
and currently serves as the chair of the New Hampshire Building Code Review Board and as a
governor's appointee to the New Hampshire School Building Authority. Bliss is a subject matter
expert on critical infrastructure protection with the Mobile Education Team of the U.S. Naval
Postgraduate School. Bliss received a Bachelor of Arts in political science and a Master of Public
Administration degree from the University of New Hampshire and he has completed numerous
courses at the National Fire Academy in Emmitsburg, Maryland.
Peter J. Finley, Jr. most recently served as Chief of the Winslow Township Fire Department in
New Jersey, where he was responsible for the planning, establishment, and initial deployment
of the career component of the department. He previously served for 4 %Z years as the Chief of
Department for the City of Vineland, New Jersey Fire Department where he initiated significant
changes within the department including updating and modernizing equipment, providing the
department's first ever formal officer training, and significantly increasing the capabilities of the
regional hazardous materials response team. During his tenure, the department received more
than one million dollars in various grants. He formerly commanded the Vineland Rescue Squad
gaining significant EMS operations and command experience, as well as completing an overhaul
of that organization's operations. Chief Finley serves as an Adjunct Professor in the Fire Science
Program at Camden County College. Chief Finley received his Associate in Applied Science
degree from Atlantic Community College in New Jersey, and earned his Bachelor of Science
degree in Fire Science /Administration from the University of Maryland. He is a graduate of the
National Fire Academy's Executive Fire Officer Program, earning perfect scores on three of his
four Applied Research Projects. He was awarded an Outstanding Research Award for his 2002
paper titled, "Residential Fire Alarm Systems: The Verification and Response Dilemma ". Chief
Town of Lexington, MA: Fire Department Staffing Study
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June 2012
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Finley holds nearly two dozen state and national certifications and is a member of a number of
fire service organizations, including achieving the prestigious Chief Fire Officer designation from
the Center for Public Safety Excellence. He is a member of a number of fire service
organizations and in November 2009 completed a two -year term as President of the New
Jersey Career Fire Chiefs Association where he has been involved in the development and
administration of fire service promotional examinations. From 2003 -2005 he served on the
Training and Education Committee of the Governor's Fire Service and Safety Task Force. He
also previously served on the state committee that developed New Jersey's first Firefighter I
Instructor Manual.
Christopher J. LeClaire serves as the Fire Chief /Emergency Management Coordinator for the
City of Portsmouth, NH, and has over 25 years of experience in fire protection, EMS, emergency
management and law enforcement. He holds a degree in fire protection, and is one of only a
few to be designated as a Chief Fire Officer by the Center for Public Safety Excellence. He has
several strategic and management certificates from the New Hampshire Fire Academy and the
National Fire Academy. He is a senior instructor for the New Hampshire Fire Academy, and
serves on the Governor's Council on Emergency Preparedness and the Homeland Security
Grants Committee. He serves as the President of the Seacoast Chiefs Mutual Aid District and
chairs the Portsmouth Area Emergency Planning Team. Chief LeClaire is certified as a Fire
Instructor II and Fire Officer IV. He is also a Past - President of the New Hampshire Association of
Fire Chiefs. Chief LeClaire has served as a subject advisor to MRI since 2011 and will
occasionally work on a project team.
Suzanne M. Prentiss NREMT -P, CMO, earned a BA from Saint Michael's College and holds a
Certificate in Paramedic Education Program from the Elliott Hospital in Manchester NH. Ms.
Prentiss has served as Chief of the Bureau of Emergency Medical Services for the NH
Department of Safety since 2002, where she is responsible for planning and implementing all
activities related to the statewide EMS and Trauma System. Prior to assuming the role of Chief
of the Bureau she served as Trauma Coordinator where she directed the development of a
statewide adult and pediatric trauma system. She also has experience as Director of the
Woodsville NH Rescue Ambulance Service, a third party municipal ambulance services that
served 8 communities in NH and VT. She is certified as a paramedic the National Registry of
Emergency Medical Technicians; and by the American Heart Association for Advanced Cardiac
Life Support; for Pediatric Advanced Life Support and CPR for the Health Care Provider. Suzanne
is a member of the Board of the NE Council of EMS; the National Association or EMS Officials;
the National Association EMTs and serves as the NAEMSO Liaison to the International
Association of Fire Chiefs. She has written and presented on many topics related to EMS and is
widely recognized as an expert on the subject.
Town of Lexington, MA: Fire Department Staffing Study
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June 2012
Page 136
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Survey: Lexington Fire Survey
Survey Status
Status:
Deploy Date:
Closed Date:
Report: Default Report
Respondent Statistics
Closed Total Responses:
03/01/2012 Completes:
04/10/2012 Partials:
1.
My position with the department is:
Supervisor (Captain, Lieutenant): ► 1
Firefighter - Paramedic:
Firefighter -EMT:
Points Summary
32 Max Attainable.
0
100%
24 Highest:
0
0%
8 Lowest:
0
0%
Average:
0
0%
Median:
0
0%
Responses Percent
Py position with the department Is: 80 Faefighter•Pararnedic tt ®Frafip W.EMT
Itj
la III
[e■
21
Supervisor (Captain. Lieutenant)
Firefighter- paramedic
Flreflghter•EMT
SurveyMethods.com Page 1
13
40.62%
8
25%
11
34.38%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total:
32
100%
Py position with the department Is: 80 Faefighter•Pararnedic tt ®Frafip W.EMT
Itj
la III
[e■
21
Supervisor (Captain. Lieutenant)
Firefighter- paramedic
Flreflghter•EMT
SurveyMethods.com Page 1
2. My department is a well managed organization.
Strongly Agree:
Agree: ►
Neutral: i
Disagree: L _d
Strongly Disagree: 6m j
Additional Comments: - --- — - - •+
Responses Percent
Is a well managed organization. 04111111 Shortgly Agree 9 CMI Agree a fl 3 NeL" 13=D 2l3 Szi ugly Dh gros
FIN
Ill
U1
2
1
g
Strongly Agree Agree
Neutral blsegrae Strongly Disagree
SurveyMethods.com Page 2
0
0%
9
28.12%
8
25%
13
40.62%
2
6.25%
12
37.5%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total:
32
100%
Is a well managed organization. 04111111 Shortgly Agree 9 CMI Agree a fl 3 NeL" 13=D 2l3 Szi ugly Dh gros
FIN
Ill
U1
2
1
g
Strongly Agree Agree
Neutral blsegrae Strongly Disagree
SurveyMethods.com Page 2
3. There is a high level of mutual respect across all ranks within the department.
ail
ti
ere is a high level of mutual respect across all ranks within the 2 M3 strongly Agree 9 m Neutral z C=11 Stunoy Disagree
pertinent. t2t3Agree 7M Disagree
Strongly Agree
Agree Neutral Disagree strongly Disagree
SurveyMethods.com Page 3
Responses
Percent
Strongly Agree: L
2
6.25%
Agree: 6__
12
37.5%
Neutral; ka,__
9
28.12%
Disagree: l
7
21.88%
Strongly Disagree: k
2
6.25%
Additional Comments: D
7
21.88%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total;
32
100%
ere is a high level of mutual respect across all ranks within the 2 M3 strongly Agree 9 m Neutral z C=11 Stunoy Disagree
pertinent. t2t3Agree 7M Disagree
Strongly Agree
Agree Neutral Disagree strongly Disagree
SurveyMethods.com Page 3
4. All department employees share in a common understanding of current goals and a vision of the future.
Responses
Percent
Strongly Agree: ij
1
3.12%
Agree: t t
6
18.75%
Neutral: L
11
34.38%
Disagree: 1.
10
31.25%
Strongly Disagree: 6..jd�
4
12.5%
Additional Comments:
4
12.5%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total:
32
100%
Strongly Apse Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 4
S.
The expectations that the department has for my on- the -job performance have been made clear to me.
Responses Percent
Strongly Agree:
3
9.38%
Agree:
13
40.62%
Neutral: r
7
21.88%
Disagree:
9
28.12%
Strongly Disagree:
0
0%
Additional Comments:
5
15.62%
Total Responded to this question: 32
100%
Total who skipped this question: 0
0%
Total: 32
100%
4 j€he expectations that the department has for my on- the -job performance 3= WNgyAgree 7M Neutral 0 Strongly Disagree
1 have been made dear to me. 13 t3 l
Agree 9 ® Deagree
iii
ai
strongly Agree
t
Agree Neutral Disagree Strongly Disagree
5urveyMethods.com Page 5
6.
The existing policies and procedures of the department provide sufficient guidance tome in accomplishing my job.
Responses Percent
Strongly Agree: 0 0%
Agree: 8 25%
Neutral: 13 40.62%
Disagree: 8 25%
Strongly Disagree: 3 9.38%
Total Responded to this question: 32 100%
Total who skipped this question: 0 0%
Total: 32 100%
(fhe existing policies and procedures of the department provide sufficient aIM °vbASree 13M Neutral am Strongly Disagree
41suidance to me in accomplishing my job. s C:I) AWM a t3 rxmnree
21 t
aI
rim
Strongly Agree
Agree Neutral Olsagrae Strongly Disagree
5urveyMethods.com Page 6
7.
The utilization of internal discipline for policy and rule violations is administered in a fair and consistent
manner by captains.
Responses
Percent
Strongly Agree:
0
0'
Agree: r
9
30%
Neutral: 1-
33.33%
Disagree: l.
7
23.33%
Strongly Disagree: 1_ -
4
13.33%
Additional Comments:
8
26.67%
Total Responded to this question:
30
93.75%
Total who skipped this question:
2
6.25%
Total:
32
100%
(rhe uUilzation of internal discipline for policy and rule violations is a W Srrm,gly Agree I0 ® Neutral 4 IIED Strongly peapree
administered In a fair and consistent manner by captains. std Agree 7® Deagree
N
2
v
Strongly Agree Agree
Neutral Disagree Strongly Disagree
SurveyMethods.com Page 7
8.
When considering the department and structure as a whole, I believe that it is effective in delivering fire, rescue and EMS
services to the Town of Lexington.
Strongly Agree: L i
Agree: 1,
Neutral:_ �!
Disagree:
Strongly Disagree:
Strongly Agree Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 8
Responses
Percent
13
40.62%
12
37.5%
5
15.62%
2
6.25%
0
0%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total:
32
100%
Strongly Agree Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 8
9.
Overall, 1 receive personal and professional satisfaction from my job with the department.
Responses Percent
Strongly Agree: i..
4
12.5%
Agree: t. — -- -__ — - - -
16
50%
Neutral:
5
15.62%
Disagree: WMI11111111111M
5
15.62%
Strongly Disagree: 6A
2
6.25%
Total Responded to this question: 32
100%
Total who skipped this question: 0
0%
Total: 32
100%
Strongly Ague Agree Neutral p�sagree Strongly Disagree
SurveyMethods.com Page 9
10.
As a firefighter or lieutenant, I receive timely feedback from my supervisor(s) concerning my on-the-job performance.
Responses
Percent
Strongly Agree: k
5
16.67%
Agree: V.._ „_. _
10
33.33%
Neutral: L ,
4
13.33%
Disagrees 1
5
16.67%
Strongly Disagree: 1
4
13.33%
Not Applicable: Its
2
6.67%
Total Responded to this question: 30
93.75%
Total who skipped this question: 2
6.25%
Total: 32
100%
Strongly Age Agree Neutral Disagree Strongly Disagree Not Applicable
SurveyMethods.com Page 10
11.
Department employees are treated fairly and equitably when it comes to shift assignments and specialty
positions.
Responses
Percent
Strongly Agree: u
1
3.12%
Agree:
_ _«
15
46.88%
Neutral:
J
11
34.38%
Disagree:
5
15.62%
Strongly Disagree:
0
0%
Total Responded to this question:
32
100%
Total who skipped this question:
0
0%
Total:
32
100%
Hit
z
T
n
irtment employees are treated fairly and equitably when it comes to t IIIIIIII Agnm I t W Neutrel e m Shy Disagree
assignments and specially positions. 15O Agree s® Ones ee
Strongly Agree
Agree Neutral DaeQree Strongly Dlwgree
SurveyMethods.com Page 11
12.
The facility where I work provides a clean and safe environment in which to deliver a professional level of service.
Responses Percent
Strongly Agree: 0 0%
Agree: m- 6 20%
Neutral: 3 10%
Disagree: la.._ ._ _ _ , 9 30%
Strongly Disagree: t j 12 40%
Total Responded to this question: 30 93.75%
Total who skipped this question: 2 6.25%
Total: 32 100%
Strongly Agree Ayres Neutral 0 ee Stringy Disagree
SurveyMethods.com Page 12
13.
In order to enhance the functionality and safety of the central fire station I recommend the following changes.
Responses: r,- -,may _ _ j
Total Responded to this question:
Total who skipped this question:
Total:
Graph /Chart function not relevant for this question type.
Responses Percent
26
100 .:
26
81.25%
6
18.75%
32
100&"',b
SurveyMethods.com Page 13
14.
In order to enhance the functionality and safety of Station 2, 1 recommend the following changes:
Responses Percent
Responses: ►_` j 20 100
Total Responded to this question: 20 62.5%
Total who skipped this question: 12 37.5%
Total: 32 100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page 14
15. 1 receive adequate training to perform my duties as an employee of the department.
Responses Percent
Strongly Agree: ►
3
10%
Agree: 1_ _
11
36.67%
Neutral: i^.� �«
8
26.67%
Disagree: a _
8
26.67%
Strongly Disagree:
0
0%
Total Responded to this question:
30
93.75%
Total who skipped this question:
2
6.25%
Total:
32
100%
Strongly Agree Agree Neutral Disagree Sumgly Disagree
SurveyMethods.com Page 15
16. Training opportunities are distributed on a fair and equitable basis.
Strongly Agree: h
Agree: b__ ,
Neutral:
Disagree:
Strongly Disagree:
Additional Comments: e- r
Responses Percent
Strongly Agree Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 16
2
6.67%
9
30%
it
36.67%
8
26.67%
0
0%
5
16.67%
Total Responded to this question:
30
93.75%
Total who skipped this question:
2
6.25%
Total:
32
100%
Strongly Agree Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 16
17.
1 need more guidance or training in the following areas (please check all that apply):
Responses Percent
Basic firefighting skills: I,-
9 34.62 "'a
Basic EMS skills: _ e
9 34.62`,,
ALS skills: Y: a
10 38.46%
Technical rescue: F- -
13
50%
SCBA:
8 30.77%
Ground and aerial ladders: L s
10 38.46%
Vehicle operation /driver training:
11 42.31%
Pump operations: `. _
13
50%
ICS: G
11 42.31%
Supervision and personnel t
u
14 53.85 /0
management:
Public fire safety education: _.__.,,__ ;.
,
12 46.15%
Inspection and codes: k
i 23 88.46%
Incident reports (fire and /or EMS):
m
15 57.69%
Occupational health and safety: 6 - - - _ _ _
12 46.15%
Customer relations /customer`
9 34.62%
service:
Equipment evaluation and purchase: 66 _ _
12 46.15%
Budgeting: C - -. _.. _�. __
18 69.23%
If other, please specify: r, _,
m
11
42%
Total Responded
to this question: 26 81.25%
Total who skipped
this question: 6 18.75%
Total: 32
100%
9E3Baskfimfohirlskills
14 CDSupervdion and p ^_rsorMmanagement
9 CD Basic EMS sUls
12 11111111 Public fire safety ed.:at�n
10 CD ALS sws
23 W lnspad on and codes
13 CD Teduical rescue
15 CD Irmi dent meparts (fire a dfor EMS)
id
1 need more guidance or training In the fdkwving areas
training
8 CD sC.Bk
12 C 1 occvpa timml heakh and safety
(please check that apply)
10C31 Gmu d and aerial ladders
9 m Cuatane. rdah..b st. sennca
11 CD Vehids gmmhmwri%w hahmmg
12 CD Egmpnwd evaluation and pod a.
13 CD Pump operations
1 am Budgeting
11 Ef ICS
11 CD If cow plesse specify
1
CO
d ,iv i
Ile
G?� R
SurveyMethods.com Page 17
18.
If given the opportunity, how would you improve the delivery of training to meet the department's needs over the next 5 years?
Responses: a
Total Responded to this question
Total who skipped this question
Total
Graph /Chart function not relevant for this question type.
Responses Percent
24
100 ::;
24
75%
8
25%
32
100%
SurveyMethods.com Page 18
19.
1 believe that the department provides an adequate level of emergency medical care to the citizens of Lexington.
Responses
Percent
Strongly Agree: L-
12
41.38%
Agree: . _.__ _. _
12
41.38%
Neutral:
4
13.79%
Disagree: W
1
3.45%
Strongly Disagree:
0
0%
Total Responded to this question: 29
90.62%
Total who skipped this question: 3
9.38%
Total : 32
100%
Strongly Agree Agree Neutral DAngres Strongly Disagree
SurveyMethods.com Page 19
20.
If given the opportunity, how would you improve the level of emergency medical care provided by the department over the next
5 years?
Responses Percent
Responses: 1 20 100%
Total Responded to this question: 20 62.5%
Total who skipped this question: 12 37.5%
Total: 32 100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page 20
21.
1 believe that the department provides an adequate level of fire prevention, inspection, and public education services to the
citizens of Lexington.
Strongly Agree:
Agree: k _
Neutral:
Disagree: arlr.rrrrrrrYl
Strongly Disagree:
Responses Percent
believe that the department provides an adequate level of fire prevention, s®ShonglyAg" sm Neulrai oCZO shy Disagree
4 Inspection, and public education services to the citizens of Lexington. 13 C:D Agme 3O DhWm
QI
III
n
Strongly Agree
Agree Neutral DAagree Strongly Disagree
SurveyMethods.com Page 21
5
17.24%
13
44.83%
8
27.59%
3
10.34%
0
0%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
believe that the department provides an adequate level of fire prevention, s®ShonglyAg" sm Neulrai oCZO shy Disagree
4 Inspection, and public education services to the citizens of Lexington. 13 C:D Agme 3O DhWm
QI
III
n
Strongly Agree
Agree Neutral DAagree Strongly Disagree
SurveyMethods.com Page 21
22.
If given the opportunity, how would you improve the level of fire prevention, inspection and public education services that are
provided by the department?
Responses: o. __ _ _- -- _ .A
Total Responded to this question:
Total who skipped this question:
Total:
Graph /Chart function not relevant for this question type.
Responses
Percent
20
100%
20
62.5%
12
37.5%
32
100%
SurveyMethods.com Page 22
23.
1 believe that the department provides an adequate level
of fire suppression services to the citizens of
Lexington.
Responses
Percent
Strongly Agree: yy
4
13.79%
Agree: b=
14
48.28%
Neutral: k, ,
7
24.14%
Disagree: t _:
3
10.34%
Strongly Disagree:
1
3.45%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
believe that the department provides an adequate level of fire suppression 4 M strongly Agree 760 Neutral 1 m strongly Dwgree
15 services to the citizens of Lexington 14 t3 A" 3 10 Disagree
14
14
13 1
12 J{
11
10
9
B
7
6
5
4
3
2
1
0
SU-Vly Agree Agree Neutral ulsagree strongryurSagrea
SurveyMethods.com Page 23
24.
If given the opportunity, how would you improve the level of fire suppression services that are provided by the department
over the next 5 years?
Responses: L - —
Total Responded to this question
Total who skipped this question
Total
Graph /Chart function not relevant for this question type.
Responses Percent
23
100'.,
23
71.88%
9
28.12%
32
100%
SurveyMethods.com Page 24
25.
Looking ahead to the next 5 to 10 years, what are the most significant apparatus and equipment needs of the Lexington Fire
Department?
Responses:
Total Responded to this question:
Total who skipped this question,
Total:
Graph /Chart function not relevant for this question type.
Responses
Percent
26
100.1-
26
81.25%
6
18.75%
32
100%
SurveyMethods.com Page 25
26.
The vehicle fleet of the department is well maintained and provides safe transportation for employees.
Responses Percent
Strongly Agree: 6_1
1
3.45nr'is
Agree: 11,
5
17.24%
Neutral: L
10
34.48%
Disagree: L.
9
31.03%
Strongly Disagree: r.. i
4
13.79%
Total Responded to this question: 29
90.62%
Total who skipped this question: 3
9.38%
Total: 32
100%
vehicle fleet of the department Is well mainterned and provides safe t III St�aiy Agrae 1OM Neutral a M Sbw#y Dlagree
isportation for employees. 5 C--B Apee 9 m Disagree
Strongly Agree
+xTyep Neutral Dkew- SiroigyDisagree
SulveyMethods.com Page 26
27.
If given the opportunity, how would you improve the department's vehicle maintenance system over the next 5 years?
Responses Percent
Responses: 1 23 104510
Total Responded to this question: 23 71.88%
Total who skipped this question: 9 28.12%
Total: 32 100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page 27
28.
The incident command system (ICS) is used effectively by the department.
Responses Percent
Strongly Agree: L__— _ :=
4
13.79%
Agree: � _
__j
15
51.72%
Neutral: o _
8
27.59%
Disagree: Lj
1
3.45%
Strongly Disagree: Id
1
3.45%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
The incident command system (ICS) Is used effectively by the department. at3 Agree y Agree a Neutret t t StmrtQty orsap�ae I
15 t� Agree t = t7brapree
Ili
4
3
2
1
0
Strongly Agree Agree
Neutral o lsilgrre Strongly utsagree
SurveyMethods.com Page 28
29. The communications equipment (mobile, base, portable radios) used by the department provide effective radio
communications.
�a communications equipment ( mobile. base, portable radios) used by the Oi �+➢lyAww 2® Neutral 17C� stix y deagree
department provide effective radio communications. o m Apnea 10 ® Dbagree
4i
ic1
11
Strongly Agree
Agree Neu'tal LlisV- Stringy Disagree
SurveyMethods.com Page 29
Responses
Percent
Strongly Agree:
0
0%
Agree:
0
0%
Neutral: L__j
2
6.9%
Disagree: i
, 10
34.48%
Strongly Disagree: R_ _ -
� 17
58.62%
Additional Comments: +_
y _ -� 22
75.86%
Total Responded to this question: 29
90.62%
Total who skipped this question: 3
9.38%
Total: 32
100%
�a communications equipment ( mobile. base, portable radios) used by the Oi �+➢lyAww 2® Neutral 17C� stix y deagree
department provide effective radio communications. o m Apnea 10 ® Dbagree
4i
ic1
11
Strongly Agree
Agree Neu'tal LlisV- Stringy Disagree
SurveyMethods.com Page 29
30. Our dispatch /communications operation performs its function effectively.
Responses Percent
Strongly Agree:
0
0%
Agree: k W
3
10.34%
Neutral: t
11
37.93%
Disagree: L
13
44.83%
Strongly Disagree: himmW
2
6.9%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
Our dispatchlcommunicallons operation performs Its function effectively 3 C3 strongly Agee 1 t m Disagree
2 m stroryd y Disagree
3 Agree . _ 73 Disagree
HI
1�n
Strongly Agree
Agree Neutral Disagree Strongty Disagree
SurveyMethods.com Page 30
31.
If given the opportunity, how would you improve the dispatch /communications system over the next 5 years?
Responses Percent
Responses: L_4 74 1041/0
Total Responded to this question: 24 75%
Total who skipped this question: 8 25%
Total: 32 100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page 31
32.
The department is keeping up with the technological advances necessary to provide a modern, professional level of service to
the public. Note: please consider all types of technology (not just computers) that are utilized in the fire/EMS service.
Responses
Percent
Strongly Agree:
0
0%
Agree: t _,
8
27.59%
Neutral: r_
9
31.03%
Disagree: 1-.o-
5
17.24%
Strongly Disagree: 1
7
24.14%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
e department is keeping up with the technological advances necessary to provide a OM Sna,gly Agrae
s m Disagree
modem, professional level of service to the public Note please consider all types of 6 t3 Agree
7I3 strongly Disagree
technology (not just computers) that are utilized in the firelEMS service 9 ® Neutral
F
Strongly Agree Agree Neutral Disagree Strongly Disagree
SurveyMethods.com Page 32
33.
If given the opportunity, what technology advances would you like to see implemented over the next 5 years?
Responses:
Total Responded to this question
Total who skipped this question
Total
Graph /Chart function not relevant for this question type.
Responses Percent
17
10011,
17
53.12%
15
46.88%
32
100%
SurveyMethods.com Page 33
34.
The department has implemented adequate safety policies and procedures for emergency operations.
Responses Percent
Strongly Agree: L .:
2
6.9%
Agree: onsh6teaj
12
41.38%
Neutral:
9
31.03%
Disagree:
6
20.69%
Strongly Disagree:
0
0%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
e department has implemented adequate safety policies and procedures for 21111111110 shy Agree 9M Neutral a t3 Sba+Bly DtsaBree `
lergency operations. 12 (3 Agrw 6 (ti Onagree
Strongly Agree
Agree Neutral ursftr" s>br gry uisagree
SurveyMethods.com Page 34
SurveyMethods.com Page 35
35.
Department members follow the appropriate safety procedures during emergency incidents.
Ell
iii
11
Responses Percent
Strongly Agree: j.._,
2
6.9%
Agree:
_ _;
19
65.52%
Neutral:
6
20.69%
Disagree:
2
6.9%
Strongly Disagree:
0
0%
Total Responded to this question:
29
90.62%
Total who skipped this question:
3
9.38%
Total:
32
100%
members follow the appropriate safety pnacedures during 2 strongly Apes 6 ® Neutral o ® strongly peagree
Incidents. 1 g M Agree 2 tIED Disagree
Strongly Agree
AgreE Neutral Plsegree Strongly Disagree
SurveyMethods.com Page 36
36.
The department has implemented adequate safety procedures for routine fire department activities (e.g., station duties,
training, inspections, etc.).
Responses Percent
Strongly agree: ► ,
3
11.54%
Agree:
18
69.23%
Neutral: ._ r
4
15.38%
Disagree:
1
3.85%
Strongly disagree:
0
0%
Total Responded to this question:
26
81.25%
Total who skipped this question:
6
18.75%
Total:
32
100%
Strongly agree Agree Neural Disagree Strongly disagree
SurveyMethods.com Page 37
37.
Department members follow the appropriate safety procedures during routine fire department activities (e.g., station duties,
training, inspections, etc.).
Department members follow the appropriate safety procedures during routine fire
department activities (e g., station duties, training, inspections, etc.).
111
Mll
x�1
Strongly agree
3 t€3 Strongly Agree 3 tip Disagree
15 M Agee 0 M Strongly D-9-
Neutral
Agree Neutral Dl: a Strongly Disagree
SurveyMethods.com Page 38
Responses
Percent
Strongly Agree: hall
3
11.54%
Agree: 1
y 15
57.69%
Neutral: ►
5
19.23%
Disagree: :
3
11.54%
Strongly Disagree:
0
0%
Total Responded to this question: 26
81.25%
Total who skipped this question: 6
18.75%
Total: 32
100%
Department members follow the appropriate safety procedures during routine fire
department activities (e g., station duties, training, inspections, etc.).
111
Mll
x�1
Strongly agree
3 t€3 Strongly Agree 3 tip Disagree
15 M Agee 0 M Strongly D-9-
Neutral
Agree Neutral Dl: a Strongly Disagree
SurveyMethods.com Page 38
38.
The department has implemented adequate standard operating procedures (SOPS) and /or standard operating guidelines
(SOGs).
III
I
Strongly Agree: 6
Agree: 4
Neutral: 6_ _
Disagree: i.
Strongly Disagree: 6M,"
iartment has implemented adequate standard operating procedures 1 r any Awea 12 M Neutral 21= Strongly Ow.
and/or standard operating guidelines (SOGs). 5 t3 agree 6 M Ohegree
Strongly agree
Agree Neutral a g Strongly Disagree
SurveyMethods.com Page 39
Responses
Percent
1
3.85%
5
19.23%
12
46.15%
6
23.08%
2
7.69%
Total Responded to this question:
26
81.25%
Total who skipped this question:
6
18.75%
Total:
32
100%
iartment has implemented adequate standard operating procedures 1 r any Awea 12 M Neutral 21= Strongly Ow.
and/or standard operating guidelines (SOGs). 5 t3 agree 6 M Ohegree
Strongly agree
Agree Neutral a g Strongly Disagree
SurveyMethods.com Page 39
39.
If given the opportunity, how would you improved the Lexington Fire Department in the next five to ten years?
Responses:
Total Responded to this question
Total who skipped this question
Total
Graph /Chart function not relevant for this question type.
Responses Percent
16
100 - -:
16
50%
16
50%
32
100%
SurveyMethods.com Page 40
40-
Do you feel that the department has any weaknesses in its ability to provide fire, rescue and EMS services to the community? If
so, what are they and how would you improve them over the next 5 years?
]o you feel that the department has any weaknesses in its ability to provide free, rescue and EMS services to the community? If 14 8 Yea
so, what are they and how would you Improve them over the next 5 years? W
SurveyMethods.com Page 41
Responses
Percent
Yes:_ _
14
73.68%
No: ice.
5
26.32%
Additional Comments: 6 —
13
68.42%
Total Responded to this question:
19
59.38%
Total who skipped this question:
13
40.62%
Total:
32
100%
]o you feel that the department has any weaknesses in its ability to provide free, rescue and EMS services to the community? If 14 8 Yea
so, what are they and how would you Improve them over the next 5 years? W
SurveyMethods.com Page 41
41.
Please identify three things that you think the department does very well.
Responses Percent
1.: y 1
19
100%
2. y
18
94.74%
3: i
14
73.68%
Total Responded to this question:
19
59.38%
Total who skipped this question:
13
40.62%
Total:
32
100%
Graph /Chart function not relevant for this question type.
5urveyMethods.com Page 42
42. 1 have felt threatened or intimidated by co- workers or supervisors:
Responses Percent
Never (0 Points): 16 64%
Occasionally (0 Points): Lam_ 7 28%
Often (0 Points): l_ 2 8%
Additional Comments: i 5 20%
Total Responded to this question: 25 78.12%
Total who skipped this question: 7 21.88%
Total, 32 100%
Points Summary:
Highest: 0 Lowest: 0 Average: 0 Median: 0
if have fell threatened or intimidated by cD- workers or supervisors: teta Never 7C:D Occ=*raoly 21M often )
Ili
81 7
4i
all
6a
Ommlonally
Often
SurveyMethods.com Page 43
43.
If you have felt threatened or intimidated on the job, did you report the incident to a supervisor or management?
Responses
Percent
Yes: e , 4
25%
No: `_ - - -�- 12
75%
Total Responded to this question: 16
50%
Total who skipped this question: 16
50%
Total: 32
100%
have felt threatened or intimidated on the job, did you report the Incident to a supervisor or management? 4 ® Yes 12EM No
SurveyMethods.com Page 44
44.
If the answer to the above question is "yes ", was the matter addressed appropriately by the supervisor or management?
Yes: c
No:
Total Responded to this question:
Total who skipped this question:
Total:
Responses
If the answer to the above question Is 'yes ", was the matter addressed appropriately by the supervisor or management?
Percent
28.57':6
5 71.43%
7 21.88%
25 78.12%
32 100%
2= Yes
5f No
5urveyMethods.com Page 45
45. 1 am proud to be a member of the department.
41
Hl
11
Strongly Agree:
Agree: t.
Neutral: s_
Disagree: 6sm
Strongly Disagree: 4_1
Additional Comments:- _
em proud to be a member of the department. 1410 strongly Agree 7 M Agree 2M Neutral 2C3 Disagree 1 C31
Strongly Agree
Agree Neutral asao— rY Disagree
SurveyMethods.com Page 46
Responses
Percent
14
53.85%
7
26.92%
2
7.69%
2
7.69%
1
3.85%
3
11.54%
Total Responded to this question:
26
81.25%
Total who skipped this question:
6
18.75%
Total:
32
100%
em proud to be a member of the department. 1410 strongly Agree 7 M Agree 2M Neutral 2C3 Disagree 1 C31
Strongly Agree
Agree Neutral asao— rY Disagree
SurveyMethods.com Page 46
46. 1 believe the community values the services provided by the department.
a
Responses Percent
Strongly Agree: t
7
28%
Agree:,
9
36%
Neutral:,
5
20%
Disagree: ��
3
12%
Strongly Disagree: iii
1
4%
Additional Comments: y r
7
28%
Total Responded to this question:
25
78.12%
Total who skipped this question:
7
21.88%
Total:
32
100%
Strongly Agree Agree Neutral Disagree Sti gly Disagree
SurveyMethods.com Page 47
47.
The captains provide quality guidance and support to employees.
Strongly Agree:
Agree:
Neutral:
Disagree:
Strongly Disagree:
Additional Comments:
captains provide quality guidance and support to employees,
II
4
3 Ir
1.
2,
1
U
Slrangy Agree Agree
t o i• Strongly Apse 2 = Neutral t (3 shingly Daag"
12 (ED Agree o 111111111 Onagree
NatsrW Disagree Strongly Disagree
SurveyMethods.com Page 48
Responses
Percent
10
40%
12
48%
2
8%
0
0%
1
4%
3
12%
Total Responded to this question:
25
78.12%
Total who skipped this question:
7
21.88%
Total:
32
100%
t o i• Strongly Apse 2 = Neutral t (3 shingly Daag"
12 (ED Agree o 111111111 Onagree
NatsrW Disagree Strongly Disagree
SurveyMethods.com Page 48
48. Please list the three things you like best about working for the department.
Responses Percent
1.: s-+ _ — _ _ I
17
100%
2.: !.�_ - -- — — - -- - - - -- — — 1
15
88.24%
3.: N
13
76.47%
Total Responded to this question:
17
53.12%
Total who skipped this question:
15
46.88%
Total:
32
100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page 49
49.
Please list the three things you dislike most about working for the department.
Responses Percent
1.:
19
100%
2.:
18
94.74%
;.:
14
73.68%
Total Responded to this question:
19
59.38%
Total who skipped this question:
13
40.62%
Total:
32
100%
Graph /Chart function not relevant for this question type.
SurveyMethods.com Page SO