Panel recommendations for Boston Fire Department

November 30, 2007 11:46 AM Email| Comments (0)| Text size – +

Random drug and alcohol testing

The panel urges random testing be instituted for all BFD personnel in safety-sensitive positions, from the Fire Commissioner down to entry-level firefighters;
Members of the Department who receive a positive test result should immediately be removed from duty and referred to the Department’s Employee Assistance Program;
In its report, Review Panel members say, random drug testing “will be worthless if it is not actively supported by the Department and the union”;
(Current BFD policy permits drug and alcohol testing pre-employment, randomly during a firefighter’s first year of employment, following a critical incident, or if there is a reasonable suspicion of substance abuse while on duty);
Random drug testing needs to be negotiated with the firefighters union to be implemented.

Creating three high-level civilian management positions

Three Deputy Fire Commissioner positions would be created to be held by civilians; These three civilian managers would focus on administration and finance, planning and organizational development, and responsibilities related to labor and management; This recommendation would require the hiring of one new civilian and would require reconfiguring two current civilian administrative positions.

Establishment of a permanent Strategic Planning Committee

Establish a Committee of representatives from the BFD leadership team, the union, and the City of Boston;
The Committee initially should be chaired by the Fire Commissioner and focus on the recommendations in this report;
Eventually, the Committee should be chaired by the Deputy Commissioner for Planning and Organizational Development and would provide a report every three months on the progress of this report’s recommendations. Within two years, the Committee would provide a comprehensive report to the public.

Re-emphasizing firehouse management policies

Day-to-day management and administrative polices which have languished over the years should be reinstituted;
Daily activities must be consistently followed at all firehouses, including, daily roll calls and requiring supervisors to oversee the swapping of shifts among personnel.

Implementing new management tracking programs and reports

The Fire Commissioner should issue an annual "State of the Boston Fire Department" report; The Deputy Commissioner for Administration and Finance should create and distribute an annual operating budget for every division and staff element; Updates should be done for personnel reporting databases and the time/attendance reporting system should be automated; Weekly community fire prevention activities should be mandatory for every fire station; Multi-level working groups should be created to focus on issues of concern; Formal monthly personnel inspections should be conducted, focusing on such things as firefighter gear and facilities.

Creating new professional training programs to help managers

A credentialed professional development academy program should be established with specific curriculum developed for company and battalion-level officers; All current officers and all officers upon promotion should participate in this training; An in-house exam preparation program should be established so that members of the BFD who seek promotions will receive assistance; The BFD should redouble efforts to diversify its membership and its leadership ranks.

Implementing new health and fitness policies

There should be annual physicals and more regular fitness testing, including a fitness test at the time of promotion;
There should be pre-employment psychological testing;
Each fire station should have a designated fitness officer, exercise equipment, and a specific fitness program.
In order to implement annual physicals, ask the membership to participate in other types of medical diagnostics, or require a fitness test for promotions, the City of Boston would need to get union approval at the bargaining table.