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Facilities <br /> 5. We recommend HFD work with its Fire Captains to develop a system to compile and <br /> maintain a master list of work order items. <br /> <br /> Where appropriate, HFD should leverage its economy of scale into CIP projects, including <br /> but not limited to: <br /> • Central AC installs <br /> • Roof repairs <br /> • Overhead door repairs <br /> • Exhaust systems <br /> • Generator installs <br /> • Review lease agreements to verify landlord obligations regarding facilities <br /> maintenance. <br /> <br />Staffing <br /> 6. We recommend HFD pilot a relief pool program to control overtime expenditures while <br /> better meeting N FPA Standards. <br /> <br /> 7. We further recommend HFD follow and enforce internal controls to limit rank-for-rank <br /> overtime to ninety-six hours for each quadrimester. <br /> <br /> 8. We further recommend HFD follow and enforce the non-emergency overtime policy. <br /> <br />Financial <br /> 9. We recommend HFD develop budgeting benchmarks to assist county management's <br /> understanding of budget requests. <br /> <br />Deployment <br /> 10. We recommend HFD evaluate its volunteer program to: <br /> • Enhance the incentive for participation <br /> • Develop organizational structure and support roles <br /> • Invest into volunteer infrastructure and training, especially those servicing rural <br /> communities who often represent the first line of defense. <br /> <br />Training <br /> 11. We recommend HFD earmark a set number of training hours annually for each employee <br /> based on their position title and training needed to maintain proficiency. <br /> <br /> 12. We further recommend HFD develop a tracking mechanism to measure: <br /> • Participation <br /> • Certifications held <br /> • Renewal dates <br /> <br /> <br />2 P a g e <br />