HomeMy WebLinkAbout2023.02.21 Packet - FD Staffing Workshop
AGENDA
Fire Department Staffing Workshop
City Hall Oneka Room
Tuesday, February 21, 2023
7:00 p.m.
1. Call to Order and Roll Call
2. Review of Past Workshops
3. Discussion on Council’s Priorities
4. Review of Possible Staffing Plan
5. Direction to Staff
6. Adjournment
Fire Department Staffing Needs
Total Calls from 2017-2022
Growth in call volume380 calls in 2022Increase from 263 to 380 in 6 yearsGrowth rate = 8% annually Growth is faster than city’s annual population growth rate
Type of Call from 2017-2022463146565153831361541431831851341321251271211420204060801001201401601802002017 2018 2019 2020 2021 2022Incident Type per YearFireMedicalOther
Fire Calls from 2017-2022
Fire calls53 fire calls in 2022Relatively stable from year to yearBut there are more buildings in the city each year due to growth of the city…Safer buildingsStricter building codes/fire codesIncreasing requirements for sprinklersMajority of fire calls are for mutual aid to other citiesAutomatic Mutual Aid increases volume further
Medical Calls from 2017-2022
Medical calls185 in 2022Up from 83 in 2017Growth rate is extraordinary (unsustainable?)Likely several reasons for the growthVast majority are for “medical assists” to help the ambulance companyWill be an ongoing discussion topic.
“Other” Calls from 2017-2022
Miscellaneous “other” calls142 calls in 2022.Large increase from last yearSmoke alarms, CO detectors, natural gas leaks, false alarms, “cancelled in route”
Call volume isn’t everything380 calls in 2022… But…In 2014, there were 607 calls, we helped run an ambulance service and managed duty crewsWithout a FT Fire ChiefCall volume doesn’t have a high impact on ChiefNeed is for a good response system to be in placeNo matter what happens with call volume…we need to manage a department
TO: City Council
FROM: Bryan Bear, City Administrator
SUBJECT: Staffing at the Fire Department
DATE: January 18, 2023 for the City Council workshop of January 25, 2023
BACKGROUND AND ANALYSIS:
In 2022, Council set a goal to discuss staffing needs at the Fire Department. Prior to that, during
interviews for the part-time Fire Chief position, Fire Chief Jim Compton Jr, expressed his desire
to make this discussion a priority if he were to be selected as Chief. Council has since discussed
this topic at a series of workshops in 2022. At the budget workshop in August, Council directed
staff to include funding in the 2023 Budget for a full-time Fire Chief. Although the position is
now in the adopted 2023 budget, Council has not made a decision to create the position or
advertise for it. Obviously, Council is not required to create the position simply because funds
are allocated for it in the budget.
The discussion about whether to hire a full-time Fire Chief has included information about call
volumes, discussion on City Council priorities, workloads of officers on the Fire Department,
and anticipated trends. If a full-time Fire Chief position is created, it will result in a
reorganization of responsibilities for all other officers on the Department, and will result in some
officer positions being eliminated. Currently, there are 11 total officers on the Fire Department,
including the Chief. The most recent report from the Fire Chief recommends that total be
reduced to 7 officers, including the Chief. Staff would expect the workload and level of
responsibility for each of the remaining officers to be reduced. Likewise, the officer salaries
would also be reviewed.
With this situation being uncertain at the end of 2022, the Finance Director simply added a full-
time Chief position to the 2023 budget….and also kept all 11 officers budgeted at their current
levels. Clearly, we do not expect to hire a full-time Chief and retain all 11 officers, so we expect
this funding level to be overkill in 2023 no matter what decision Council makes. The 2024 Fire
Department budget would be reduced accordingly with the Council’s decision.
RECOMMENDATIONS:
Attached to this memo is information staff recommends be reviewed prior to the workshop
including;
Updated information on 2022 call volumes and trends
Budget information as it relates to the Fire Department
CITY OF HUGO
MEMORANDUM
Chief’s memo from August, 2022, concerning the need for a full-time Fire Chief
Staff expects a discussion at the workshop starting with Council priorities, and leading to
direction to staff concerning next steps. Staff has collected notes from prior Council discussions
to help this conversation move along.
If Council is interested in hiring a full-time Chief, staff will create a job description and position
profile based on Council priorities. Establishing these priorities will help eliminate candidates
who have different objectives. Staff will also rewrite job descriptions for all the other fire
officers, establish a new organizational chart, and create a new salary structure for the
department. Staff would recommend widely advertising the position opening, and would
encourage internal candidates to apply.
If the Council decides not to hire a full-time Chief, we will pursue a discussion to re-set
expectations for the level of service being provided by the Fire Department. Setting of
expectations should make sense following our discussion on Council priorities.
One of the highest priority goals of the City’s 2021 goals is to study and address fire service staffing
needs. The City Council authorized Fire Chief Jim Compton Jr. to create a staffing plan for how to
address staffing issues within the department. Chief Compton’s vision was to grow the department with
a growing city.
The City of Hugo has a population of approximately 16,000 and encompasses 36 square miles. City of
Hugo is in Washington County, 20 miles northeast of St. Paul. The City has experienced a rapid rate of
growth, with its population growing steadily over the last decade and is projected to continue a high
growth rate to 2040. The City has a diverse landscape with rural lands, subdivisions, commercial
establishments and municipal buildings.
Background
At the present time, the department has 25 members which include 3 Chief Officers, 2 Captains, 3
Lieutenants, 1 Fire Marshal, 1 Chief Engineer, and 15 Firefighters. The Department operates out of one
fire stations and the current ISO rating is 5/5Y. The Department responds to over 355 calls annually with
an average yearly increase in call volume of 9%. Prior to 2015 the Hugo Fire department provided basic
life support on all emergency calls in the City of Hugo. In July of 2015, in order to help provide better
service to the citizens of Hugo, the fire department reevaluated the Emergency Medical Service (EMS)
partnership with White Bear Lake Fire Department. The city decided to cancel agreement with White
Bear Lake in order to provide better service, lessen the burden on the paid on call firefighters, and help
with firefighter retention. The city at that time decided to use North Memorial Ambulance for EMS
services in Hugo. In 2020, M Health Fairview took over the PSA from North Memorial, and M Health
Fairview provides EMS services in Hugo today.
The administrative duties to keep the department operating effectively is distributed amongst 11 paid
salary positions. The extra time needed to complete these duties has continued to increase year after
year, regardless of an increase or decrease of call volume. Training requirements, personnel issues,
technology updates, vehicle maintenance, fire code questions, site plan review and inspection,
equipment ordering, and personal protective equipment maintenance are just some of the areas of
duties split among the 11 paid positions. These tasks and the duties associated with them have
City of Hugo Fire Department
5323 140th Street North
Hugo, Minnesota 55038
PH: (651) 762-6362 FAX: (651) 429-3212
continued to increase and have reached a point where it is no longer sustainable for part time
employees to manage.
The emergency services are the most demanding of volunteer activities today. The physical and time
demands associated with training; responding to incidents; maintaining facilities, apparatus, and
equipment are grueling if not managed properly. In today’s hectic world, strong leadership is required to
make the fire department that will attract volunteers. Fire departments can no longer count on the
children of current members following in their parent’s footsteps. Nor can they count on a continuous
stream of community people eager to donate their time and energy to their local volunteer fire
department. Adding to the problem, departments cannot rely on members staying active in the
volunteer fire service for long periods of time.
The continued increasing difficulty in recruitment and retention of day time available firefighters has put
a strain on the day time available staff and the department response has suffered. Therefore the fire
department day time staffing needs to grow with the growing community.
Staffing Plan
The Fire Chief recommends that the department moves forward and hire a full time Fire Chief. This
position is needed with the rapidly growing community and the many hours spent on administrative
duties to keep the department operating. Routinely the part time chief spends numerous evenings and
weekends at the fire station, working on department operations. Trying to manage and run the
department while still working 40+ hours per week at a full time job, while also managing family
obligations, leaves little time for the chief to spend the needed time and effort to effectively and
efficiently manage a department of 25+ people. The fire chief routinely spends numerous hours during
their normal job work hours, conducting fire department business. Whether it is responding to emails in
a timely fashion, or responding to staff or citizen inquiries. Additionally, the fire chief is unable to work
collaboratively with other city staff or area fire departments. With the fire chief unable meet during the
day when other staff are working, this limits the collaboration the fire department can have with others.
This also limits the fire chief’s ability to effectively and efficiently manage people during the day.
Additionally during this time, some salaried and hourly staff will need to remain to manage the
administrative work of the department. The duties of 11 different people would certainly overwhelm
the daily work of just 1 full time Chief. Therefore even after a full time chief position is filled, the salaries
of the Deputy Chief and the Assistant Chief should remain. Even though some of the duties that the
Deputy Chief and Assistant Chief are assigned would be completed by the Full time Chief along with the
duties of the Fire Marshal, Administrative Captain and Administrative Lieutenant. Duties that the Safety
Captain, Training Captain, Safety Lieutenant, Training Lieutenant and Chief Engineer would need to be
absorbed, and the Deputy Chief and Assistant Chief would continue to assist the Fire Chief in completion
of these duties. There would also be 2 Captains and 2 Lieutenants that would assist when needed with
the administrative duties. The Captains and Lieutenants would be paid by the hour for their time spent
working on administrative duties. By taking the extra work load off many of the officers and allowing
them to respond to emergency calls, training drill, community events, and small amounts of
administrative work as needed, is a path to help sustain the paid on call model in the City of Hugo for
years to come.
After a full transition the Fire Department would best be supported with the following positions:
Fulltime Fire Chief (salaried)
The following duties are normal for this position. These are not to be construed as exclusive or all
inclusive; other duties may be required or assigned. Paid a salary for all work performed.
Responsible for overall department operations
Responsible for HR/personnel issues within the department
Oversight of department annual budget and planning for future budget items and Capital
improvements
Grant application and management
MNFIRS reporting, payroll for paid on call staff and percentage tracking for attendance
Emergency call response
City, county, and regional meetings
Fire Marshal duties
Hiring and on boarding new firefighters
Coordinates and overseas the pubic fire prevention education programs
Technology equipment management
Paid on Call Deputy Chief (salary + hourly pay)
The following duties are normal for this position. These are not to be construed as exclusive or all
inclusive; other duties may be required or assigned. Paid a salary for administrative work, and hourly for
emergency calls and training.
Emergency call response
Provides administrative reporting duties to the Chief
Assist Fire Chief with hiring and on boarding of new hires
Gear, PPE equipment ordering and management
Assist Fire Chief with personnel issues
Manages vehicle maintenance and repairs
Paid on Call Assistant Chief (salary + hourly pay)
The following duties are normal for this position. These are not to be construed as exclusive or all
inclusive; other duties may be required or assigned. Paid a salary for administrative work and hourly for
emergency calls and training.
Responsible for emergency call response
Responsible for planning the training for the department
Managing education, certifications and MBFTE awards
Assist Fire Chief in hiring and on boarding of new hires
Building maintenance and repairs
Assist Fire Chief with personnel issues
Paid on call Captains (2) (hourly pay)
The following duties are normal for this position. These are not to be construed as exclusive or all
inclusive; other duties may be required or assigned. Paid hourly for assigned administrative work,
emergency calls, and training.
Act as a company officer on emergency call response and training drills.
Assist with small administrative tasks assigned by the Deputy or Assistant Chief.
Assist with planning and teaching fire training drills.
Assist with general administrative duties as needed or assigned.
Gain knowledge and experience to help with department succession of leadership.
Paid on call ownership in department decisions.
Paid on call Lieutenants (2) (hourly pay)
The following duties are normal for this position. These are not to be construed as exclusive or all
inclusive; other duties may be required or assigned. Paid hourly for assigned administrative work,
emergency calls, and training.
Act as a company officer on emergency call response and training drills.
Assist with small administrative tasks assigned by the Deputy or Assistant Chief.
Assist with planning and teaching fire training drills.
Assist with general administrative duties as needed or assigned.
Gain knowledge and experience to help with department succession of leadership.
Paid on call ownership in department decisions.
Department Succession
By keeping two salaried paid on call Chief positions, two hourly Captain positions, and two hourly
Lieutenants positions this helps the department with future growth in our officer structure. It also allows
individual’s to assist in the department operations and have input in its growth. This structure insures
that if one person is unavailable at any given time, there will be leadership able to step in and assist in
areas that are needed to continue the day to day operations. The Chief Officers would act as command
staff on emergency calls. The Captains and Lieutenants would also act as company officers on
emergency calls and training drills.
Benefits
As a result of implementing the Fire Chiefs recommendations, the City staff, the Fire Department and
the citizens living in the City should realize significant benefits needed to justify the recommended
investment:
Improve the confidence and abilities of emergency response personnel to handle emergency
incidents, by increasing the time spent on improving the Hugo Fire Department operations and
administration policies and procedures.
Provide a long-term approach to operational and capital needs for the City to use as a planning
guide for budgetary and operational considerations. This approach improves efficiencies by
reducing repetitive processes and provides for a structured management plan.
Provide a pro-active approach to planning for the future development of the community by
detailed evaluation of the fire department services, which is then revisited periodically.
Improve coordination of information between the fire department and city hall staff, city
council, other fire departments, adjacent municipalities, the Sheriff’s Office, public works
departments, business’, and other organizations.
Increase and improve the level of service to citizens by providing staff with the ability to have
quicker response to any requests or inquires.
Provide the City management with timelier accurate information and decision-making tools,
which should result in improved and effective policy decision making.
Increased time and resources spent on grant applications. Providing possible budget savings
from offsetting costs for equipment and personnel with grant funds.
Professional leadership of the department.
Lessens the burdens on paid on call firefighters and officers, which will result in more time for
the firefighters to focus their energy on emergency response.
Continuous visible leadership for the fire department.
Timelier handling of Human Recourse issues, personnel matters, and Workers Compensation
paperwork.
Improved interdepartmental communications.
Point of contact for the department.
Completing work that otherwise may not get done.
Daytime emergency responder.
Budget Impact
The budget impact to hire a full time chief would be done by eliminating 8 of the officer salaries
to offset the cost of the full time chief’s salary and benefits. Currently the fiscal year 2022
budgeted officers’ salaries that would be eliminated are $51,060. The Fire Chief position would
be a Police/Fire PERA plan position.
The salary range was based on departments of similar size within the metro area. The salary
range, plus benefits would be between $181,418 and $194,580.
Therefore a total budget impact for fiscal year 2023 would be within the range of $130,358 and
$143,520.
Salary of Deputy Chief and Assistant Chief to be determined based on job description expectations
and responsibility.
Trigger Points for Future Full Time Staffing
Call volume increase during hours paid on call staff have limited availability.
Call volume increase that is creating burnout for paid on call firefighters.
Paid on call staff numbers drop to unsustainable levels to operate safely, effectively, and
efficiently.
Administrative workload increases to a level that requires more help.
Building construction in commercial and residential developments in Hugo continues at a rate
that requires more help with plan review and fire inspections required for certificate of
occupancy per the Minnesota Building Code.
Population increase to a level that requires more work from the fire department to manage
community engagement and involvement.
City council policy changes in response and staffing levels.
Current Fire Department Chain Of Command Structure
Fire Chief
Compton
Deputy Chief
Jensen
Assistant
Chief
Emans
Engineers
Gregoire, Esch,
Kaspazak, Roettger
Training
Captain
Palmquist
Admin
Captain
Hoernemann
Admin
Lieutenant
Kindelberger
Safety
Lieutenant
Drew
Training
Lieutenant
Nadeau
Fire Marshal
Duncanson
Chief
Engineer
Millard
Safety Captain
Hoernemann
Firefighters
D. Albertson, S. Albertson, Bieniek, Guareschi, Jorgenson, Koll,
Kriegshauser, LeGros, A. Nadeau, Olson, Raschick
Proposed Fire Department Chain of Command Structure
Fire Chief
Full Time
Deputy Chief
Paid on Call
Assistant Chief
Paid on Call
Engineers
Paid on Call
Captain
Paid on Call
Lieutenant
Paid on Call
Lieutenant
Paid on Call
Captain
Paid on Call
Firefighters
Paid on Call
April 2022-August 2022
In April 2022 I was unable to work at my full time job and as a result I spent at least 30 hours
a week in the office at the fire station. While in the office I was able to work on several things
that otherwise would just sit and wait for me to get time to complete it. During this time the
my stress level was down due to the fact I wasn’t working my full time job and doing my Fire
Chief job at the same time. I was able to get more sleep and spent time at home with my
wife. Soon this will change back when I return to my full time job.
Some example of what I was able to work on and the department benefited from during this
time are:
Improve communication with the entire department.
Improve communication with other City of Hugo employees.
Improve communication with the Sheriff’s Office, area fire departments, and M
Health Fairview EMS.
Work on a renumbering system for all Hugo Fire equipment to create unit ID
numbers that are in line with other City of Hugo pieces of equipment. This allowed
our city mechanic to have better records system for maintenance. It also allows the
finance department a better system for the future where truck numbers will not
change when Washington County changes the dispatch numbers again. (They have
changed our numbers 4 times in 20 years and are likely to do so again soon).
Attend important Washington County Fire Improvement Team (FIT) meetings during
the day to help influence the direction of the dispatch center. This is important to the
city as it likely comes with a cost and at times we have no input in those decisions.
Visibility of the Chief at daytime calls, around the station, and in the community at
events. (Friday’s with Firefighters, and daycare fire safety talks, etc.)
Less stress on the chief other fire officers due to the time available to do the needed
work.
Availability to respond and work with city staff, the community, and insurance
companies requesting information from the fire department.
Point of contact for the department in many cases.
Work with repair companies and the city mechanic on timely repairs to our
equipment.
Work with city staff on budget and CIP for upcoming years while they are working
their normal hours.
Work on full time Chief proposal.
Work on future staffing and response ideas, looking towards the future.
Approve invoices and payroll in a timely manner for the finance department.
Work with Public Works on building repairs, parking lot signage, and other needed
improvements.
Work closer with fire department personnel on their personal development.
Helps with moral when chief is around! I’ve heard many times from firefighters how
this helps with their attitude here.
Short notice media interview - The Fire Department was given the opportunity to do
an interview with a local news channel to promote a positive story regarding how we
handle stressful emergency calls we encounter. I was also able to promote our
Friday’s with Firefighter’s event during this interview.
CITY OF HUGO
2023 GENERAL FUND EXPENSE BUDGET
LINE ACCOUNT 2023 NOTES TO LINE ITEMS
NO. DESCRIPTION BUDGETED
240 Fulltime Fire Chief 114,925$ Pay Grade 11 Minimum
241 Pera 20,342$ 17.7% of regular salary
242 Fica 7,125$ 6.20% of wages
243 Medicare 1,666$ 1.45% of wages
244 Worker's Compensation 14,240$ $114,925/100*$12.39
245 Health Insurance 31,741$ HealthPartners High-Deductible Plan
246 Contribution to Employee HSAs -$ Offset Higher Deductible
247 Dental Insurance 1,760$ Delta Dental
248 Fire Chief Salary 26,125$ 4.5% increase
249 1st Asst Chief Salary 12,049$ 4.5% increase
250 2nd Asst Chief Salary 12,049$ 4.5% increase
251 Fire Marshal Salary 6,835$ 4.5% increase
252 Training Captain Salary 3,172$ 4.5% increase
253 Safety Captain Salary 3,172$ 4.5% increase
254 Administrative Captain Salary 3,172$ 4.5% increase
255 Chief Engineer Salary 3,172$ 4.5% increase
256 Training Lieutenant Salary 2,571$ 4.5% increase
257 Safety Lieutenant Salary 2,571$ 4.5% increase
258 Administrative Lieutenant Salary 2,571$ 4.5% increase
259 Fire Call Wages 86,500$ Includes increased retention step increases
260 Administrative Wages 2,323$ Admin tasks performed by non-officers
261 Basic Life Support Ambulance Pay 55,705$ Switched to Fairview in 2020
262 Drill Pay 95,070$ Includes increased retention step increases
263 Conference Attendance Pay 7,800$ $156/day (prorated by a quarter of a day)
264 Burning Permit Pay 375$ Offset by permit revenue (15 X $25)
265 Maintenance Wages 1,130$ Pay for special services
266 Special Event Pay 14,250$ Per special event policy
267 College Training Pay 9,500$ Pay for college classes attended by firefighters
268 Training Bonus Reimbursement 12,000$ Contingent on passing fire classes (3 x $4000)
269 Fica 22,451$ 6.20% of salaries and wages
270 Medicare 5,251$ 1.45% of salaries and wages
271 Worker's Compensation 49,078$ 16,071/100*305.38
272 Office Supplies 2,000$ Office supplies, computers
273 Instructional & Promotional Supplies 4,500$ Fire Prevention & open houses
274 Operating Supplies 30,000$ Fire foam, tools, supplies, computers…
275 - 7 Pagers, Service Plans & Batteries 5,500$ 7 Pagers, Service Plans & Batteries
276 - COVID 19 Supplies -$ COVID 19 Supplies
277 - CAD System 10,000$ CAD licenses & CAD equipment upgrades
278 Motor Fuels 16,480$ Cyclical commodity
279 Medical Supplies 3,000$ Supplies for local vehicles
280 Gear & Apparel 15,000$ Uniforms, boots
281 - Shirts, Sweaters, Jackets, Caps, Badges… 4,800$ HFD branded apparel
282 - Replacement Turnout Gear 20,800$ 4 sets of replacement turnout gear x $5,200
283 - New Hire Turnout Gear 15,600$ 3 sets of new turnout gear for new hires x $5,200
284 - New Hire Uniforms 1,500$ 3 sets of uniforms for new hires x $500
285 Repairs & Maintenance 31,500$ Truck & equipment maintenance
286 Building Repairs & Maintenance 19,500$ Building repairs, maintenance & security system supplies
287 - Security System Annual Support 1,500$ Card & Fob Software upgrades
288 Firefighter Physicals & OSHA Testing 6,000$ OSHA fittings & pre-employ evaluation
289 - New Hire Physicals 3,000$ Psychological & medical evaluations 3 x $1000
290 Health and Wellness Program 1,000$ Gym memberships reimbursements
291 Grant Application Assistance 1,000$ Grant writing assistance
292 Building Cleaning Services (Contractual) 6,300$ $525/month
293 Computer Technical Support - Metro Inet 22,326$ 9 of 43 computers
294 Telephone System Support - City of Roseville 1,429$ 19% of annual cost
295 Fire Station Phone 1,080$ Fire station main phone lines
296 Cellular Phone Charges 13,200$ Verizon Wireless = $1,100/month
297 800 Mhz Radio Fees 18,000$ Washington County
298 Code Red Mass Emergency System Fees 1,250$ Washington County
299 Business Internet - Comcast 2,340$ $195/month (Comcast)
300 Travel & Training 16,000$ Professional development
301 College Training/Tuition Reimbursement 8,000$ Continuing Education Courses
302 - New Hires 8,000$ Basic firefighting classes
303 Property Insurance 6,360$ Assumes no year-end dividends
304 Automobile Insurance 5,792$ Assumes no year-end dividends
CITY OF HUGO
2023 GENERAL FUND EXPENSE BUDGET
LINE ACCOUNT 2023 NOTES TO LINE ITEMS
NO. DESCRIPTION BUDGETED
305 Electric Utilities 11,040$ Rate Filing: 15% increase
306 Vehicle Heating Cost Reimbursements 1,498$ Rate Filing: 15% increase
307 Gas Utilities 15,985$ Rate Filing: 49% increase
308 Refuse Disposal 3,300$ Monthly service + large items
309 Weed Control 1,200$ Annual service bids
310 Copier Overage Charges 350$ Copies over the base rate + color copies
311 Copy Machine Lease 2,520$ $210/month
312 Dues 850$ Annual constant
313 Office Furniture & Equipment 4,000$ Non-electronic equipment
314 Fire Department 974,191$
Pay Grade Minimum Step 1 Step 2 Step 3 Step 4 Step 5 Maximum11 114,925$ 120,095$ 125,501$ 131,147$ 137,048$ 143,218$ 149,716$ Fulltime Fire Chief 114,925$ Pay Grade 11 MinimumPera 20,342$ 17.7% of regular salary Fica 7,125$ 6.20% of wagesMedicare 1,666$ 1.45% of wages Worker's Compensation 14,240$ $114,925/100*$12.39 Health Insurance 31,741$ HealthPartners High‐Deductible Plan Contribution to Employee HSAs‐$ Offset Higher DeductibleDental Insurance 1,760$ Delta Dental191,799$ Fire Chief Salary 26,125$ 1st Asst Chief Salary 12,049$ 2nd Asst Chief Salary 12,049$ Fire Marshal Salary 6,835$ Training Captain Salary3,172$ Safety Captain Salary 3,172$ Administrative Captain Salary 3,172$ Chief Engineer Salary 3,172$ Training Lieutenant Salary 2,571$ Safety Lieutenant Salary 2,571$ Administrative Lieutenant Salary 2,571$ 77,459$ 2023 Salary Step StructureFulltime Fire Chief Budget ImpactYearly Officer Salaries