The presentation by Dave Houghton from Municipal Resource Incorporated highlighted a series of critical recommendations aimed at improving the Westfield Fire Department’s operational framework. A point was the proposed establishment of a non-union assistant chief role to alleviate the burden on existing deputy chiefs. Houghton noted that in cases where a deputy chief is unavailable, the fire chief must assume additional responsibilities, potentially compromising overall departmental efficiency.

Houghton spotlighted the absence of updated Standard Operating Procedures (SOPs) as a concern. He recommended that the department review its SOPs biennially to ensure they reflect current practices and allow for on-scene judgment calls by officers. The report underscored the distinction between SOPs and rules, emphasizing that SOPs should not be punitive but serve as a protective measure for personnel.

Further exacerbating operational challenges is the lack of supervisory presence at Station Two, where it was suggested that assigning at least a lieutenant could enhance accountability and effectiveness. The report also called attention to the overloaded Inspection Services, recommending additional personnel to handle inspection requests. This staffing shortage is particularly problematic when the single full-time inspector is unavailable, leading to disruptions in service continuity.

Discussions extended to the inadequacy of the city’s training facilities, which currently lack realism necessary for effective firefighter preparation. Suggestions were made to explore the possibility of establishing a dedicated training and maintenance facility on land behind Station Two, which would offer a safer and more practical environment for personnel.

A spatial needs study for the fire headquarters was proposed to address the inadequacies of the current facility in accommodating a growing workforce. The need for a multi-year program to assess current and future spatial requirements was emphasized, with the goal of identifying possible upgrades to the existing structure.

The meeting also touched on the lengthy hiring process within the fire department, which poses a significant hurdle in attracting qualified candidates. It was suggested that the mayor’s office might expedite this process to prevent potential recruits from seeking faster employment opportunities elsewhere. Additionally, the discussion included the possibility of removing the fire chief position from the civil service framework, allowing for a broader pool of candidates and a more efficient recruitment process.

Attention was drawn to the department’s fee schedule for inspections and ambulance services, with recommendations to adjust these based on Medicare and Medicaid rates. This adjustment, it was argued, could help offset operational costs, although fees alone would not suffice to cover all expenses.

The importance of pursuing grant opportunities was underscored, with a call for a skilled grant writer to assist in securing federal and private funding. A comparative analysis revealed that while Westfield’s fire department excels in certain areas, it faces significant challenges, such as high fire loss and insufficient mutual aid utilization.

The report contained 140 recommendations, intended to guide the department’s future development and improvement. Houghton urged against letting the report “sit on the shelf and collect dust,” advocating for its use as a tool to enhance firefighter safety and departmental operations. The presentation concluded with an invitation for feedback and participation from all stakeholders, stressing the importance of collaboration in addressing the department’s challenges.