SUMMIT Foundation Survey - SFD Employees
Results as of 4/1/98 Total Surveys Counted: 246 Total Surveys Delivered: 655
YEARS OF SERVICE: Average 16.354
GENDER: Male: 217 Female: 19 Not Specified: 11
AGE: Average: 41.133
_138_FIREFIGHTER _51.5_LIEUT. _20.5_CAPT. _19.5_PARAMEDIC _7_BATT. CH. _8.5_OTHER
Please answer the following questions, to the best of your ability. Feel free to make notes or commentary on the rear of any page - your feedback will be evaluated.
I look forward to going to work.
strongly agree agree no opinion disagree strongly disagree
90 97 15 42 3
I find the current hiring policies of the department to be consistent and fair.
strongly agree agree no opinion disagree strongly disagree
1 20 23 129 74
My superiors demonstrate management styles which deliver a consistent message.
strongly agree agree no opinion disagree strongly disagree
2 38 21 117 69
I believe that Chief Sewell has the best interests of myself and those I work with at heart.
strongly agree agree no opinion disagree strongly disagree
1 21 36 84 105
I believe that I am respected by my peers for my contribution to the team.
strongly agree agree no opinion disagree strongly disagree
56 169 15 5 2
I am well trained for the role I serve on the fire ground.
strongly agree agree no opinion disagree strongly disagree
25 118 27 70 7
Chief Sewell has demonstrated that he possesses the skills to manage this department's diverse workforce.
strongly agree agree no opinion disagree strongly disagree
1 8 53 92 93
I believe the Seattle Fire Department has the trust of the community.
strongly agree agree no opinion disagree strongly disagree
104 122 13 7 1
I always feel safe while on the job.
strongly agree agree no opinion disagree strongly disagree
8 81 30 115 13
Chief Sewell values my input.
strongly agree agree no opinion disagree strongly disagree
1 18 74 73 81
Survey Summary
Page 1
Seattle Fire Department is respected by neighboring fire department leaders.
strongly agree agree no opinion disagree strongly disagree
13 78 85 58 13
I believe the administration is in tune with the needs of fire fighters.
strongly agree agree no opinion disagree strongly disagree
0 8 17 136 86
The administration makes competent, informed decisions.
strongly agree agree no opinion disagree strongly disagree
0 10 24 114 99
Chief Sewell receives good advice from his advisors.
strongly agree agree no opinion disagree strongly disagree
0 14 67 82 84
My superiors are well trained for the role they serve on the fire ground.
strongly agree agree no opinion disagree strongly disagree
3 58 50 96 40
Chief Sewell is an advocate and supporter of our Medic One system.
strongly agree agree no opinion disagree strongly disagree
4 33 81 69 60
Seattle Fire Department's administration exemplifies the high moral and ethical standards of the Fire Service.
strongly agree agree no opinion disagree strongly disagree
2 12 36 94 103
Chief Sewell is a valuable asset to our department.
strongly agree agree no opinion disagree strongly disagree
1 8 66 74 98
Seattle Fire Department has well-defined organizational goals.
strongly agree agree no opinion disagree strongly disagree
1 34 41 107 64
I have implicit faith in my leaders.
strongly agree agree no opinion disagree strongly disagree
1 15 37 123 71
Chief Sewell is a progressive, fire service visionary.
strongly agree agree no opinion disagree strongly disagree
0 17 65 75 90
There is a good working relationship between city government and the department.
strongly agree agree no opinion disagree strongly disagree
0 14 61 114 58
Replacing the current Seattle Fire Department administration would be detrimental to the future of the Seattle Fire Department.
strongly agree agree no opinion disagree strongly disagree
5 15 34 98 95
Survey Summary
Page 2
I am proud to be a Seattle Fire Fighter.
strongly agree agree no opinion disagree strongly disagree
119 86 21 21 0
There is a general feeling of apathy within the department.
strongly agree agree no opinion disagree strongly disagree
60 128 20 32 7
I belong to a team.
strongly agree agree no opinion disagree strongly disagree
79 126 17 23 2
I am not retaliated against for speaking my opinion.
strongly agree agree no opinion disagree strongly disagree
9 86 58 61 32
Chief Sewell is protecting the interests of fire service personnel.
strongly agree agree no opinion disagree strongly disagree
0 11 58 97 80
Chief Sewell is protecting the interests of the citizens of Seattle.
strongly agree agree no opinion disagree strongly disagree
0 20 60 102 64
Seattle Fire Department is adequately staffed.
strongly agree agree no opinion disagree strongly disagree
1 11 9 108 118
Moving to 'quints' would be beneficial to the citizens of Seattle.
strongly agree agree no opinion disagree strongly disagree
1 5 47 65 128
Effective communication is emphasized within the Seattle Fire Department.
strongly agree agree no opinion disagree strongly disagree
3 48 31 107 57
The trunked radio system has provided a substantial improvement to fire ground communications, compared with the prior radio system.
strongly agree agree no opinion disagree strongly disagree
6 45 41 89 66
With regard to the Seattle Fire Department: The citizens of the City of Seattle are getting the best deal for their money at this time.
strongly agree agree no opinion disagree strongly disagree
12 55 37 103 40
I consistently see those around me 'going the extra mile' in the performance of their duties.
strongly agree agree no opinion disagree strongly disagree
28 94 34 75 16
There are clearly defined objectives in training for advancement within the department.
strongly agree agree no opinion disagree strongly disagree
0 9 15 127 95
Administrative staff members are adequately trained in leadership and employee supervision.
strongly agree agree no opinion disagree strongly disagree
0 10 31 91 115
Survey Summary
Page 3
Seattle Fire Department is facing the future with competent leadership at the helm.
strongly agree agree no opinion disagree strongly disagree
0 8 24 98 117
Based on the current status of the Seattle Fire Department, I'd recommend that my son/daughter become a member.
strongly agree agree no opinion disagree strongly disagree
7 72 50 74 44
Write-In Comments - Only able to process approximately 5% of all notes at this time, but this provides a valid sampling of what writers had to say:
STAFFING
INCREASE STAFFING OF
5 - 4 PERSON COMPANIES
ENGINES
5 - TO 1/3
1 - STOP THE RUSH TO 4 MAN ENGINE
CO'S.
LADDERS
1 - TO 1/4
5 - MEDIC UNITS
5 - ADD MORE AID CARS FOR US TO DO OUR OWN
TRANSPORTS.
1 - FAC
1 - NEW STATION(S)
1 - BLS TRANSPORT
3 - STAFFING IN GENERAL
1 - 24 HOUR MSO'S
Survey Summary
Page 4
SUPERVISORY
5 - GET RID OF PRESENT ADMIN
1 - THE ADMINISTRATION SHOULD
ADMINISTER TO THE NEEDS OF CITIZENS
AND FIREFIGHTERS RATHER THAN THE
NEEDS OF POLITICIANS.
1 - REPLACE CURRENT ADMIN WITH ONE
WHICH WOULD RETURN FOCUS OF SFD
TO BEING THE BEST AT FIRE FIGHTING
AND EMERGENCY MEDICINE.
1 - ADMIN LEADERS NEED
RE-EVALUATION, SOME ARE EXCELLENT,
IE TAYLOR, RAMSEY, VICKERY, OTHERS
ARE HIGHLY INEFFECTIVE AND
DAMAGING TO MORALE, PRODUCTIVITY
AND SAFETY.
1 - PRECONNECT THE ADMIN STAFF OFF
THE 4TH FLOOR.
1 - REDUCE THE TOP HEAVY ADMIN.
1 - PROMOTE SOMEBODY FROM THE RANK
OF CAPT AND ABOVE TO THOSE
POSITIONS, PREFERABLY A LEOFF II
PERSON. (CH SEWELL & CH DEAN)
1 - SEWELL AND DEAN ARE JUST A
CONTINUATION OF THE OLD REGIME.
1 - WE HAVE A NEW CHIEF, BUT THE
SAME ADMIN THAT ALLOWED OUR
DEGRADATION OF SKILLS,
PROFESSIONAL DEMEANOR, REMAINS IN
PLACE.
1 - MORALE IS LOW, HAVE AN ADMIN
THAT HAS THE RESPECT OF THE RANK
AND FILE, BRING IN LEADERS WHO HAVE
RESPECT TO BEGIN WITH NOT ONES THAT
COME ALREADY DISLIKED.
1 - WE NEED A BETTER FLOW OF
INFORMATION FROM ADMIN DOWN.
1 - PROMOTE FROM WITHIN.
11 - GET RID OF CH. SEWELL
Survey Summary
Page 5
1 - DO EVERYTHING BASED UPON WHAT
IS GOOD FOR THE PUBLIC AND NOT WHAT
WILL KEEP CH SEWELL'S JOB.
1 - HIRE CH BARNES FROM COLORADO,
LIKE WE SHOULD HAVE IN THE FIRST
PLACE. HE WAS THE CHOICE OF THE
MAJORITY OF THE PEOPLE WHO SAW THE
INTERVIEWS.
1 - REPLACE WITH NEW, COMPETENT
BLOOD WHICH IS FREE OF AGENDAS.
1 - FIND A FIRE CHIEF WHO HAS MORE
INTEREST IN THE GOOD OF THE DEPT AND
ITS PERSONNEL THAN HIS OWN
POLITICAL FUTURE.
1 - GIVE CAPTAINS THEN FIREFIGHTERS
MORE SAY WHO BECOMES CHIEF
2 - PROMOTE NEW CHIEF FROM WITHIN
(VICKERY).
2 - REPLACE CH SEWELL WITH CH'S FROM
WITHIN THE SFD
1 - HIRE A CHIEF WHO REALLY CARES TO
MAKE THE SFD A BETTER DEPT, NOT A
POLITICAL YES MAN.
1 - THIS SURVEY IS POINTED! I DON'T
AGREE WITH A LOT OF ISSUES THAT CH
SEWELL HAS DECIDED, BUT AT THE SAME
TIME I HAVE TO GIVE PEOPLE TIME AND
UNDERSTAND WHAT HIS POSITION IS
WITH THE CITY AND THE SFD. HE HAS
MADE SOME GOOD AND BAD DECISIONS.
8 - GET RID OF CH. DEAN
1 - IN PARTICULAR, CHIEF DEAN WHO
HAS SOMEHOW ESCAPED PUNISHMENT
FOR PERJURY, SELLING AND USING
DRUGS.
1 - REPLACE CH DEAN WITH CH'S FROM
WITHIN THE DEPT.
1 - GET RID OF CH DEAN AND ALL THE
MISTRUST.
Survey Summary
Page 6
1 - GET RID OF CH DEAN. HE HAS PROVEN
OVER AND OVER AGAIN HIS
INCOMPETENCE. HE HAS MADE
DISASTROUS DECISIONS IN ADMIN AND
PERSONNEL ISSUES. HE WAS A POOR
ADVISOR TO CLAUDE HARRIS AND WILL
CONTINUE TO GIVE POOR ADVICE THAT
WILL HURT SFD AND ITS MEMBERS.
3 - GET RID OF CH. TAYLOR
2 - I WOULD MAKE CH TAYLOR THE CHIEF
OF THE FIRE DEPT.
1 - GET RID OF CH. BRADEN
1 - GET RID OF CH. DOUCE
3 - GET RID OF SESTRICH
1 - GET RID OF ROBERTS
1 - GET RID OF BROWN
1 - GET RID OF BRADEN
1 - GET RID OF ALL CIVILIAN POSITIONS
1 - REINSTATE B-1
1 - OR BE GIVEN A DAMN GOOD REASON
WHY IT WAS DISCARDED.
1 - GIVE MORE DISCRETION AND AUTHORITY TO
STATION CAPTAINS.
1 - I WOULD ACTIVELY SEEK AN UPPER LEVEL
ADMINISTRATION THAT WOULD BE WILLING TO MAKE
THE HARD DECISIONS REGARDING SAFETY.
TRAINING
3 - NEW FACILITY
1 - TRAINING FACILITY FOR OUR 1000 MEMBER DEPT IS
A PARKING LOT AT AN OLD STATION
1 - EMPHASIZE REALISTIC TRAINING GOALS - BASIC
SKILLS, MORE AID TRAINING.
1 - MORE INCENTIVE FOR IMPROVED PHYSICAL FITNESS
7 - MORE FUNDING
Survey Summary
Page 7
1 - AN OFFICER TRAINING ACADEMY
1 - COMPLETE LACK OF TRAINING FOR
FUTURE OFFICERS
1 - OFFICER CANDIDATE TRAINING
1 - PRACTICAL TESTING TO BE AN
OFFICER.
1 - SELF-STUDY OFFICER'S COURSE AND
CLASSES WITH MANDATORY
ATTENDANCE TO BE PROMOTED.
1 - INPUT FROM DEPT MEMBERS ON
CANDIDATES FITNESS TO BECOME AN
OFFICER.
2 - TRAINING IS LACKING IN OUR DEPT. NEED AN
ONGOING TRAINING SYSTEM.
1 - WE HAVE COMPUTERS, BUT DON'T KNOW HOW TO
USE THEM.
2 - LIVE-FIRE TRAINING
1 - CONTINUATION OF CROSS TRAINING BETWEEN
ENGINE & TRUCK COMPANIES.
1 - TRAINING DIV/RECRUIT RUN BY CONSCRIPTS WHO
AREN'T TRAINED IN TEACHING
1 - EMPHASIS PLACED ON NEGATIVE RE-INFORCEMENT.
1 - HARD TO LEARN CONSTRUCTIVELY WHEN YOU ARE
MADE TO BE IN FEAR OF LOSING YOUR JOB OVER
ANYTHING (ESPECIALLY IF YOU ARE A WHITE MALE.)
1 - MORE IMPORTANCE PLACED ON THE BASICS.
5 - MORE TRAINING
1 - WASH OUT RATE IN DRILL SCHOOL TOO HIGH.
1 - RECRUITING IS IMPROPER, CONSIDERING NUMBER
WHO APPLY.
1 - MORE EMPHASIS ON FIRE GROUND SKILLS, LESS ON
BOOK SMARTS
1 - TOO MUCH PAPERWORK
1 - MONITOR PROGRESS WITH AN OUTSIDE AGENCY.
1 - SEATTLE FIRE DEPARTMENT HAS NOT HAD A CLASS
IN INCIDENT COMMAND SYSTEM FOR OVER 5 YEARS.
THIS IS PUTTING OUR FIRE FIGHTERS IN DANGER.
Survey Summary
Page 8
1 - OUR FIREFIGHTERS NEED TO RELY MORE ON THEIR
EMT TRAINING/SKILLS TO PROPERLY TRIAGE PATIENTS.
TOO MANY NON-LIFE THREATENING PATIENTS ARE
BEING SEEN BY OUR HIGHEST TRAINED MEDICS. THIS
IS TIME CONSUMING AND ASSET MISUSE.
1 - STRONG TRAINING PROGRAMS TO SUPPORT
DRIVERS AND LT'S.
DRILLS
1 - MAKE CERTAIN ALL DRILLS ARE ACTUALLY DONE,
NOT JUST ON PAPER.
1 - I HAVE WITNESSED FALSIFICATION OF TRAINING
RECORDS IN EVERY STATION I HAVE BEEN IN AT ONE
TIME OR ANOTHER - SOME ROUTINELY, SOME
OCCASIONALLY.
1 - ALL OF THE TESTS GIVEN IN THE CO ARE 'OPEN
BOOK.' WE ARE NOT REALLY REQUIRED TO KNOW
ANYTHING. THERE SHOULD BE TESTS AND
CONSEQUENCES.
EXPERIENCE
1 - MOVE THE EXPERIENCE (CAPT, CH, ETC.) CLOSER TO
THE EMERGENCY SCENE.
1 - TRY TO USE A PERSON'S EXPERTISE AS THEY GET
PROMOTED.
COMMUNICATIONS
MUTUAL AID
1 - BETTER COORDINATION W/ OTHER FD'S TO STOP
'REINVENTING THE WHEEL' ON PROPOSED PROJECTS,
TEC.
CONTRACT ISSUES
1 - DO AWAY WITH DEBIT DAYS
1 - BLIND OBEDIENCE TO THE O&I REQUIRED EXCEPT BY
THE SFD
3 - STREAMLINED O&I
DISPATCHING
1 - REMOVE PRINTERS FROM DISPATCHING TO
INCREASE RESPONSE TIME.
Survey Summary
Page 9
INSPECTIONS
1 - SEND CCS OF NOV'S TO THE OCCUPANCY'S
INSURANCE CO THAT FAIL TO COMPLY.
1 - STOP NH INSPECTION AND DO PREFIRE INSPECTIONS
INSTEAD.
1 - TOO MUCH PAPERWORK.
1 - LIGHTEN THE WORKLOAD FOR THE INSPECTION
PROGRAM (INSPECTORS FROM LIGHT DUTY STATUS,
SPECIAL INSPECTORS, ETC.)
RECRUITMENT, PUBLIC RELATIONS & PERSONNEL
1 - ADVERTISE - SPD AND CITY LIGHT DO.
1 - RECRUIT FEMALES PHYSICALLY CAPABLE OF MORE
THAN MINIMUM CURRENT STANDARDS.
1 - PR PROGRAM WHICH EMPHASIZES ALL THE SFD IS
WILLING TO DO FOR ITS CITIZENS.
1 - WHERE IS THE IDEOLOGY THAT PEOPLE ARE OUR
MOST VALUABLE ASSET OR TAKE CARE OF THE PEOPLE
THAT TAKE CARE OF MRS. SMITH.
1 - STUDY PHOENIX, AZ. THEY ARE THE LEADERS IN
THE FIRE SERVICE FOR BEING AWARE OF THE
COMMUNITY'S AND MEMBER'S NEEDS.
1 - DIVERSITY IS IMPORTANT IN A WORKPLACE, BUT IF
YOU ANALYZE THE EXTRA MONEY SPENT ON
RECRUITMENT, PRE RECRUIT CLASS, HAVING
MINORITIES COME BACK THROUGH RECRUIT SCHOOL
AFTER FAILING THE FIRST TIME, YOU JUST MAY FIND
ENOUGH MONEY TO TRAIN HIGH TEST SCORING
CANDIDATES. WE HAVE FIRE FIGHTERS WHO PASSED
RECRUIT SCHOOL AND HAVE BEEN PROMOTED
THROUGH THE RANKS BECAUSE OF RACE/GENDER.
OUR MISSION STATEMENT CURRENTLY SHOULD READ:
TO PROVIDE EMPLOYMENT TO WOMEN/MINORITIES - IT
IS OUR FIRST CONCERN, EVEN OVER SAFETY AND
SERVICE.
1 - INCREASE PHYSICAL TEST STANDARDS FOR
ENTRANCE TO DEPT.
HIRING POLICIES
Survey Summary
Page 10
1 - REMOVE QUOTAS AS METHOD OF HIRING.
1 - HIRING UNQUALIFIED INDIVIDUALS.
1 - WE NEED MORE INDIANS AND LESS CHIEFS.
PROMOTIONAL PROCESS
3 - PROMOTION PROCESS IS UNFAIR
1 - DESIGN PROMOTIONAL EXAMS WHICH SELECT
CANDIDATES WITH PROVEN APTITUDE, ABILITY TO
LEAD BY EXAMPLE AND PROVEN EXPERIENCE IN
COMBAT.
1 - CURRENT PROCESS FOR PROMOTION IS A SIMPLE
CONTEST OF WILLINGNESS TO SACRIFICE TIME TO
MEMORIZE BOTH PERTINENT AND NON-PERTINENT
INFORMATION.
1 - YOU CAN'T CHOOSE LEADERS WITH MULTIPLE
CHOICE TESTS.
1 - YOU CAN'T PROMOTE PEOPLE ON THE BASIS OF
POLITICAL CORRECTNESS AND EXPECT THEM TO BE
EFFECTIVE OR RESPECTED.
1 - PROMOTING UNQUALIFIED INDIVIDUALS.
1 - PROMOTING BASED UPON 'SOCIAL CORRECTNESS'
NOT SKILLS.
1 - LACK OF CLEAR PROMOTIONAL GOALS &
REQUIREMENTS.
1 - THE WAY THE CHIEF IS PROMOTING NEW OFFICERS
SHOULD BE AGAINST THE LAW. CHIEF SEWELL
DOESN'T CARE ABOUT THE CIVIL SERVICE EXAM, HE
DOES HIS INTERVIEW AFTER THE EXAM AND MAKES UP
HIS MIND ABOUT PROMOTING YOU, BEING #1,2,3,4,5
DOESN'T GUARANTEE A PROMOTION.
3 - REQUIRE TIME IN GRADE TO BE ABLE TO PROMOTE.
4 - 10 YEARS
1 - PERFORMANCE EVALUATION SYSTEM NEEDS TO BE
PUT IN PLACE.
1 - SOME WAY OF ALLOWING SUBJECTIVE INPUT FROM
FF'S TO GRADE THE LEADERSHIP ABILITIES OF
OFFICERS BEFORE PROMOTION.
1 - ENCOURAGE PEOPLE W/ EXPERIENCE TO BECOME
LEADERS.
Survey Summary
Page 11
MORALE
1 - DEVELOP ESPIRIT DE CORPS AMONG THE MEMBERS.
1 - CAN'T BUILD MORALE BY CONSISTENTLY
DEVALUING THE CONTRIBUTIONS OF THE MAJORITY OF
YOUR WORK FORCE, EVEN IF THEY AREN'T THE
FLAVOR OF THE MONTH.
2 - TREAT EMPLOYEES WITH RESPECT.
1 - MORALE IS POOR FOR SEVERAL REASONS, MAINLY
LACK OF GOOD FAITH BARGAINING BY THE CITY WITH
LOCAL 27 AND LEGACY OF POORLY QUALIFIED,
INCOMPETENT LEADERSHIP FROM THE CLAUDE HARRIS
ERA.
1 - LEOFF II MEMBERS ARE NOT COVERED IF THEY ARE
HURT PERMANENTLY WHILE ON-SHIFT.
SAFETY
1 - CHIEF SEWELL HAS BEEN PUTTING FIRE FIGHTERS
IN CHARGE OF LADDER AND ENGINE COMPANIES
WITHOUT BEING ADEQUATELY TRAINED OR QUALIFIED.
HE HAS BEEN PUTTING FIRE FIGHTERS WITH AS LITTLE
AS 1 YEAR IN THE DEPARTMENT INTO SUPERVISORY
ROLE ON COMPANIES. THIS IS AGAINST WASHINGTON
SAFETY STANDARDS FOR FIRE FIGHTERS WAC
296-305-04001.
MINORITY ISSUES
1 - WORK ON MINORITY TREATMENT.
1 - REMOVE AFFIRMATIVE ACTION
1 - DISCONTINUE ALL DIVISIVE ACTIONS SUCH AS
AFFIRMATIVE ACTION, SELECTIVE CERTIFICATION IN
HIRING AND PROMOTIONAL PRACTICES - NO QUOTAS.
HIRE AND PROMOTE THE MOST ABLE AND RESPECTED
PEOPLE REGARDLESS OF ETHNICITY OR GENDER.
Survey Summary
Page 12
1 - IMPLEMENT AN IN-DEPTH STUDY OF WOMEN IN THE
FIRE SERVICE, EXAMINE COSTS OF CHANGES, TRENDS
IN DISABILITIES, USE OF BENEFITS AND THE OVERALL
COST EFFECTIVENESS OF WOMEN AS FIREFIGHTERS.
THIS FACTS FINDING MISSION IS NECESSARY TO STUDY
THE IMPACTS, WHETHER NEGATIVE OR POSITIVE, AND
WILL ASSIST IN FUTURE DECISIONS OF HIRING THE
BEST QUALIFIED PERSONNEL TO OPERATE EFFECTIVELY
IN ALL REALMS OF FIREGROUND AND EMERGENCY
MEDICAL CONDITIONS. THIS OCCUPATION IS STILL A
VERY ATHLETICALLY BASED ACTIVITY. WE ONCE
REFERRED TO THIS VERY ACTIVITY AS COMBAT
OPERATIONS. NOW MANY OF US ARE DEMORALIZED AS
"FIREGROUND TECHNICIANS" WHO MERELY
"SURROUND AND DROWN." MANY ADMINISTRATIVE
TYPES FEAR THIS SUGGESTION OF DISCOVERY, IT
WOULD BE TOO REVEALING.
OTHER
1 - WASH OUT THE DEAD WEIGHT AND HIRE PEOPLE
WHO WANT TO BE HERE.
1 - NOT ALLOW THE CH THE FINAL SAY WITHOUT SOME
FORM OF UNION AND WORKING MEMBER PANEL
1 - SAFE WORKING CONDITIONS FOR FIRE FIGHTERS
1 - FORGET ABOUT QUINTS.
1 - FORGET ABOUT THIS REORG AND CONCENTRATE ON
MORALE ISSUES.
1 - A CLEAR TRANSFER PROCEDURE.
1 - IMPROVE EQUIPMENT & APPARATUS.
1 - CHIEF SEWELL ELIMINATED BATTALION 1 THE ONLY
ON DUTY DEPUTY CHIEF THAT IS IN CHARGE OF
OPERATIONS IN THE CITY. BATTALION ONE IS THE
ONLY CHIEF IN THE DOWN TOWN AREA THAT
RESPONDS TO ALL FIRES. THIS LEAVES THE MOST
POPULATED PART OF THE CITY WITHOUT A CHIEF
OFFICER. CHIEF SEWELL GAVE ALL THE CHIEFS 9% PAY
RAISE ON THEIR LAST CONTRACT TO ACCEPT THIS. BY
DOING THIS HE ELIMINATED 2 CHIEFS POSITIONS.
1 - CONTINUE TO SURVEY THE RANK AND FILE,
EXTRACTING THE CONSENSUS, AND ACT UPON NEEDED
CHANGES
1 - DISCONTINUE THE ANNUAL DISPLAY OF FIRE
APPARATUS BEING PARADED WITHIN THE GAY RIGHTS
AGENDA. YOUTH SHOULD NOT WITNESS CANDY AND
CONDOMS BEING THROWN FROM ANY APPARATUS OR
BY ANY UNIFORMED MEMBER OF A CITY DEPARTMENT.
Survey Summary
Page 13