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 Equipment, trucks, facilities and staffing as existing and planned are sufficient <br /> Fire response and Rescue are top priority <br /> Retain strong positive culture that exists within the HFD <br /> <br />When discussing Council priorities, the subcommittee focused largely on department culture, <br />based on feedback presented from firefighters concerning the importance of culture. They also <br />recognized that the HFD might function somewhat differently from other Fire Departments, and <br />those differences are intentional. <br /> <br />Among multiple options for department reorganization, discussion has recently focused on two <br />basic options: <br /> <br />Option 1: Keeping things as they are. <br /> <br />When discussing this option, the subcommittee recognized some drawbacks within our current <br />model. Among them, there are two primary drawbacks. The first includes lack of availability of <br />a part-time chief. A part-time Chief typically has a separate Full-Time job and is not routinely <br />available when needed. Firefighters mentioned availability of the Chief as a concern. Lack of <br />availability also becomes a concern when an unexpected event happens within the Department. <br />Such an event could mean a serious injury to a firefighter, a disciplinary matter, other <br />administrative and HR needs, a complicated fire investigation, or issues with trucks or <br />equipment. While the Fire Department is typically resourceful and capable, there are specific <br />needs that arise when leadership cannot allocate sufficient time to address matters efficiently. <br /> <br />The other primary drawback involves the time commitment for effectively and responsibly <br />leading the Department. While the position includes a part-time salary, this time commitment is <br />more than most can commit, and it has a limiting effect on qualified applicants for the position. <br />Burnout is also a possible concern as a Fire Chief will need to balance this important part-time <br />position, with a full-time job along with any personal and family obligations. There is a real <br />possibility that with any future job opening for Part-Time Fire Chief, the City might expect to <br />receive no applicants. <br /> <br />Option 2. Hiring a Full-Time Chief. <br /> <br />The drawbacks with this option surround retaining the existing culture. Firefighters are <br />concerned that hiring a Chief from the outside might bring unfavorable cultural elements from <br />the outside. There was also a concern that a Full-Time Chief might try to make fundamental <br />changes to the Department operating structure, and that leadership opportunities that now exist <br />could disappear. <br /> <br /> <br />RECOMMENDATION: <br /> <br />Based on the above analysis and subcommittee discussion, it is my recommendation that Council <br />proceed with the hiring of a Full Time Fire Chief. Staff asks for Council direction to write a job <br />description and position profile. This information will include Council’s priorities, which <br />incorporate feedback from within the Department. Of primary importance is creating a system <br />that retains and strengthens a positive and collaborative working environment. Instrumental to <br />this is the retention of an officer’s hierarchy, with some responsibility for duties and