DEPARTMENT: Police Department DATE: September 24, 2014
POSITION DESCRIPTION The Chief of Police provides leadership for the Police Department and ensures policies and procedures including ethics are adhered to. The Chief of Police also performs a variety of complex administrative, supervisory and professional work in planning, coordinating and directing the activities of the Police Department. The Chief of Police also serves as the Towns Emergency Management Director.
SUPERVISION RECEIVED The Police Chief is appointed by the Board of Selectmen and reports to and works under the general guidance and supervision of the Chief Administrative Officer.
SUPERVISION EXERCISED The Police Chief exercises supervision over all police department staff, including dispatchers, directly or through subordinate supervisors.
ESSENTIAL JOB FUNCTIONS
Plans, coordinates, supervises and evaluates police department operations. Develops, implements and enforces policies and procedures to maximize department effectiveness/ efficiency. Establishes policies and procedures in order to implement directives from the Chief Administrative Officer and/or Board of Selectmen. Assures safe work practices. Supervises and coordinates the preparation and presentation of an annual budget for the Police Department; directs the implementation of Departmental budgets. Controls the expenditure of departmental appropriations. Recruits, trains and develops Police Department personnel. Handles grievances, maintains Police Department discipline and the conduct and general behavior of assigned personnel. Prepares and submits monthly reports to the Chief Administrative Officer regarding the Departments activities and prepares a variety of other reports as requested including the annual report of activities. Communicates and coordinates regularly with appropriate individuals and entities, internal and external, to maximize the effectiveness and efficiency of interdepartmental operations and activities. Meets with elected or appointed officials, other law enforcement officials, community and business representatives and the public on all aspects of Police Department activities. Monitors national and state-wide developments in new police initiatives; evaluates their impact on Town programs and operations. Develops applications for grants and administers grant-funded activities, prepares and presents reports on use of and effects from grant funding. Consults with the Chief Administrative Officer and Department Heads on problems relating to policing and other related services. Ensures that laws and ordinances are enforced and that public peace and safety is maintained. Performs the duties of subordinate personnel as needed. Analyzes and recommends improvements to equipment and facilities as needed. Performs related work as required or requested by the Chief Administrative Officer and/or his/her designee. Serves as the Towns Emergency Management Director. Advises the Chief Executive and Chief Administrative Officer on all Emergency Management matters. Develops, organizes, directs and coordinates the town's Emergency Management Program with the goal of saving lives and protecting property by maintaining emergency operational capabilities that mitigate, prepare for, respond to, and recover from any emergency or disaster. Formulates emergency management policies and procedures related to the functioning of emergency services during emergencies. Plans, organizes and coordinates the Emergency Management activities of those operating departments, agencies and offices of local government which are responsible for carrying out response operations in an emergency. Maintains a continuous review of the warning system and warning procedures. Prepares requests for federal financial assistance for emergency management programs. During emergencies, the Emergency Management Director assumes the overall responsibility for the operation of the Emergency Operating Center (EOC) and for advising the Chief Executive on local government emergency operations, including the execution of (1) appropriate increased readiness measures should an international crisis occur; (2) such emergency and supporting operations plans and procedures as are appropriate for the emergency; and (3) necessary coordination among the operating departments of town government. Maintains the Emergency Operations Plan, Annexes and operating procedures (SOPs) updated as required by the Commissioner of the Department of Emergency Management and Homeland Security. Prepares and submits Emergency Management reports to appropriate Town, State and federal agencies as required. Serves as the liaison between Town, State and Federal agencies on Emergency Management matters.
REQUIRED KNOWLEDGE, SKILLS AND ABILITIES
Commitment to excellence in customer service. Thorough knowledge of modern law enforcement principals, procedures, techniques, and equipment; thorough knowledge of applicable federal, state, and criminal laws, local ordinances, department rules and regulations and administrative practices. Knowledge of Emergency Management principles and practices. Knowledge of computer and communications equipment and/ or systems as related to policing. Considerable knowledge of public administration principles and practices as applied to Department operations. Ability to analyze complex issues and problems, evaluate alternative solutions and develop sound conclusions, recommendations and courses of action. Ability to present proposals and recommendations clearly and logically in public meetings. Ability to develop clear, concise and comprehensive reports, correspondence and/ or other written materials. Ability to deal effectively with, establish and maintain effective working relationship with volunteer boards/commissions and/or agencies, general public, Town officials, staff, private and community organizations, and others encountered in the course of the work. Ability and willingness to quickly learn and put to use new skills and knowledge brought about by rapidly changing information and/or technology. Ability to communicate effectively, both orally and in writing; communicate orally with the public in face-to-face one-on-one settings, in group settings, or using the telephone. Ability to supervise, develop and monitor budgets. Ability to collaborate with other public agencies on programs at a local, regional, state and national level. Ability to interpret and apply regulations, policies and procedures. Proficient with word processing, presentation, spreadsheet and e-mail software.
REQUIRED PHYSICAL AND MENTAL EFFORT AND ENVIRONMENTAL CONDITIONS The physical and mental demands, along with the work environment conditions, described here are representative of those that must be met to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the individual is frequently required to sit, talk or hear, stand, walk, use hands to finger, handle or operate objects, tools or controls, and reach with hands and arms. The individual is occasionally required to climb or balance, stoop, kneel, crouch, or crawl and taste or smell. The individual must frequently lift and/ or move up to 50 pounds and occasionally lift and/ or move up to 100 pounds. Specific vision abilities required include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. Work is performed in office, vehicles, and outdoor settings, in all weather conditions, including temperature extremes, during day and night. Work is often performed in emergency and stressful situations. Individual is exposed to hearing alarms and hazards associated with fighting fires and rendering emergency medical assistance, including smoke, noxious odors, fumes, chemicals, liquid chemicals, solvents and oils. The individual occasionally works near moving mechanical parts and in high, precarious places and is occasionally exposed to wet and/or humid conditions, fumes or airborne particle, toxic or caustic chemicals, risk of electric shock, and vibration. The noise level in the work environment is usually quiet in office settings, and loud at an emergency scene. Ability to observe and interpret situations; read and interpret data, information and documents. Ability to analyze and solve complex problems; use math and mathematical reasoning. Work may include extended periods of time viewing a computer video monitor and/or operating a keyboard. Ability to work under stress from contact with public, demanding deadlines, and changing priorities and conditions. Ability to talk and hear, both in person and by telephone. Ability to concentrate on fine detail with constant interruption. Ability to work varied hours/days/night meetings to complete functions. Ability to file letters, correspondence, reports, etc. in file cabinet drawers ranging from 1 to 7 from the floor. Ability to move throughout public buildings and sites. Ability to get into and out of an automobile. Ability to remember multiple task/assignments given to self and others over long periods of time.
REQUIRED MINIMUM QUALIFICATIONS
Graduation from an accredited college or university with a bachelors degree in police science, law enforcement, criminal justice, public administration or a closely related field. Ten years of experience in police work, four years of which must have been equivalent to police sergeant or higher. Equivalent combination of education and experience. Completion of the Connecticut Police Academy or equivalent. Must possess, or be able to obtain at time of appointment, a valid State Drivers License. Must possess or obtain POST certification in the State of Connecticut. Such certification process includes, but is not limited to, physical, psychological and polygraph examination and an in-depth background investigation.
SPECIAL REQUIREMENTS
Unless waived by vote of the Board of Selectmen, the Chief of Police must live in a town that lies within a 30 mile radius of the Canton Police Station.
Note: Appointees will be subject to a standard probationary period.
The examples of duties are intended only as illustration of the various types of work performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.
I understand that nothing in this position description restricts the Towns right to assign or reassign duties and responsibilities to this job at any time. I also understand that this position description reflects the Town Administrations assignment of essential functions; it does not prescribe nor restrict the tasks that may be assigned. I further understand that this position description may be subject to change at any time due to reasonable accommodation or other reasons and that this job description does not constitute an employment between the employer and the employee.
___________________________________ _____________________________ Employee Date
___________________________________ _____________________________ Supervisor Date
To : Board of Selectmen From : Robert Skinner, Chief Administrative Officer Date : September 18, 2014 Re : Fire Marshal Position
Prior to Adam Libros leaving, he held both the Emergency Management Director position and the Fire Marshal position. The total hours for both positions were 40 hours per week. Although the hours spent on each separate duty were not tracked individually, it was stated by Mr. Libros that he believed the breakdown would be 40% Emergency Management Director and 60% Fire Marshal. Obviously this ratio would change depending on the circumstances, including times of significant development or natural disasters.
Subject to Town Meeting approval, the duties of the Emergency Management Director have been awarded to the Chief of Police. Therefore, the issue is what to do with the prior Fire Marshal/EMD position.
In determining the amount of time necessary to complete the Fire Marshal responsibilities, a couple of issues need to be addressed. The first is how many units are there to inspect and how long should it take to accomplish the inspections. I also compared the units needed to be inspected in other towns with the amount in Canton and then the amount of time it took to perform the inspections. When I received the amount of units from other Towns it at first appeared that Canton had significantly more units. For example, the Fire Marshal in Granby stated that he had approximately 90 units that he had to inspect annually, but when we looked at the list provided from Cantons prior Fire Marshal it indicated the Town had 541 units of which 293 units had to be inspected annually. When Mike Yacovino (acting Fire Marshal) reviewed the list he stated the reason for the discrepancy was that Canton broke down every apartment or duplex as a separate unit, where apparently the norm is to consider each building as a separate unit regardless of how many apartments are in each building. When you break down the units this way, the Town has 178 units that need to be inspected annually.
The other issue is the amount of time to do each inspection. According to the prior Fire Marshal it takes an average of seven hours to inspect each unit. So if there is a four unit duplex it would take 28 hours. According to the current acting Fire Marshal, it should take on average about two hours for the entire building (depending on the size of the building). I went over every step of a typical inspection with Mr. Yacovino, from measuring the height of step risers, measuring the size of windows for egress to the location of smoke alarms and I would agree that on average seven (7) hours does appear excessive. Also, unless there are any changes in the code or the building, the following years inspection should be quicker because you have already measured all the essentials. Mr. Yacovino also mentioned that retail commercial establishments take even less time. This is consistent with Mr. Libross own inspection logs because between March 16 th and 17 th 2010, Mr. Libros inspected 35 retail establishments at the Shoppes and in Collinsville.
Mr. Yacovino thought that performing the Fire Marshal duties would take approximately 25 hours a week. This includes the other duties of the position, such as reviewing subdivision and building plans, open fire and blasting permits and fire prevention training.
Assuming there are 178 units to be inspected annually, that means there are on average 3.5 inspections to perform a week. Even if you were to assume each inspection took four hours including documentation and necessary follow-up that would take less than 15 hours per week.
Therefore, if the position consisted of 25 hours per week, there would be sufficient time to complete the inspections and perform the other duties of the position. Also, this would be consistent with the prior Fire Marshals position that about 60% of his 40 hour week or 24 hours was spent on Fire Marshal duties.
The next issue is whether the position should remain full time and utilize the remaining hours to perform another function. For several years, the Board of Selectmen have discussed the need for additional administrative services for the Fire Department. This could take the form of a Business Manager or even a Purchasing Agent. Since many, if not most Fire Marshals have Fire Department experience, it would make sense to combine the positions.
Although I concur with this need, I would suggest that at this time the position remain only with the part-time Fire Marshal responsibilities. There are several reasons for this. One is that the additional duties are not currently budgeted (although if the position was critical I would support the transfer of funds to create the additional position). Another reason is that the Fire/EMS department will be coming to the Board in a couple of months with a proposal which may include adding additional staff or services. It may be beneficial to acquire that information prior to adding any additional Fire Department staff, even if only part-time. Finally, by leaving the position part-time it gives Town officials the chance to monitor the position and if necessary add more hours. I find it infinitely easier to add hours to a part- time employee than it is to take away hours from a full-time employee. Also, if necessary, the Town does have the opportunity to increase funding for the Deputy Fire Marshals thereby keeping the Fire Marshal position part-time. It is similar to the Building Official, which used to be full time, now averages about 14 hours a week, but if construction picks up, those hours will have to be increased. It would also decrease the overall number of benefited full-time employees.
V. CONSIDERATION OF OLD BUSINESS A. Review of Fire Marshal position- R. Skinner shared that hes still reviewing possible changes to the position and comparing the same position in similar Towns. However, preliminary information states it should take less time to do inspections. No MOTION. B. Review and appoint Police Chief Chris Arciero as the Emergency Management Director- R. Skinner highlighted Chief Arcieros training from the memo in the BOS packet. He mentioned he spoke to Thomas Gavaghan, Area 3 Region Coordinator at CT Department of Emergency Services and Public Protection, about the requirements of the EMD grant and job description for the position. From that conversation it looked like Chief Arciero had the required training. However, T. Gavaghan would be verifying the requirements and following up with R. Skinner tomorrow morning. R. Skinner named some other towns that had the Police Chief and EMD in dual roles. R. Skinner also relayed his complete confidence in Chief Arciero for this role and made it clear that the Chief is willing to take any additional classes necessary. T. Sevigny communicated that the dual role is working in Farmington. He shared that he discussed Chief Arciero taking over this role with other qualified people and they recommended he take some additional courses. T. Sevigny expressed his support of Chief Arciero taking on the dual role but strongly recommends the additional training be a requirement. D. Gilchrist relayed that he is not concerned with Chief Arciero taking on the EMD role due to Chiefs strengths and the strengths of the second in command at the Police Department. D. Gilchrist also voiced that he agrees with T. Sevigny on the additional training requirements. L. Humphrey also agreed with T. Sevigny and D. Gilchrist however he thinks the pay increase should be less and he gave his reasons why. R. Barlow stated he has been concerned about the lack of services coming out of the Fire Marshals office. He believes appointing the Chief as EMD would be more beneficial to the community. R. Barlow stated that although he shared an appreciation for L. Humphrey feedback on the salary increase he believes what has been presented for an increase is fair. D. Gilchrist thanked B. Lockwood for his feedback and stated he respected his credentials. MOTION: R. Barlow moved to conditionally approve Police Chief Chris Arciero as the Emergency Management Director for the compensation as indicated in the memorandum from the Chief Administrative Officer and that we refer the salary and position adjustment to the Board of Finance for consideration. D. Gilchrist seconded the motion. The motion passed, 3-1-0 with L. Humphrey objecting.
VI. CONSIDERATION OF NEW BUSINESS A. Review and possibly approve Fiscal Year 2013-2014 end of year budget transfers- R. Skinner stated there was good news. The expenditures came out with a surplus of $61,026.16 There was also a surplus in additional revenue of $380,154.32 R. Skinner shared there was enough revenue to offset our total use of fund balance for last fiscal year and still have $67,000 left over. The bad news is under the EMS special revenue account there was a deficit of $58,771.17. R. Skinner gave three explanations for this which was a reduction in revenue, increase in the cost of first aid supplies and an increase in the use of Vintech. He explained that a Town meeting will have to be scheduled to appropriate those additional funds because it is a special revenue fund. R. Skinner also communicated there was a small deficit of $7000 in the special revenue for Parks and Rec. However, there is more than enough money in the fund balance for Parks & Rec to cover that. L. Humphrey asked what the EMS revenue correlated to and if the calls in had decreased resulting in lower revenue. R. Skinner replied that based on the information he had the calls had not decreased but the budget was based on the previous year which was higher than normal. D. Gilchrist asked about the newer software that had been added a few years earlier to assist billing for EMS. R. Skinner replied that the software was more to track calls and the personal responding to those calls. R. Barlow stated the bottom line is that we are off and we need to find out why in order to improve next year and forecast better. He pointed out the important thing to the Board is that revenues were in excess of $380,000 and a surplus of $61,000 which is very good. D. Gilchrist asked about the CAO budget. There was a consultant bill that was over budget for $14,000. R. Skinner informed him that was for the Hydro consultant. D. Gilchrist than asked about the Police Administration miscellaneous that was 5Xs over budget and about the Police fuel budget being over 1.5X budget. R. Skinner stated he was looking into that and would relay the information when he had it. Lastly D. Gilchrist asked about the employee benefits and insurance employee leave. There was not a budget but there was almost $43,000 spent to which R. Skinner replied that it had to do with severance pay. 1. MOTION: D. Gilchrist moved to authorize the re-appropriation of fund within and between the departments of the unexpended balances detailed be the Chief Administrative Officer in a memorandum dated September 5, 2014 in accordance with Town Charter section 6-4(b) and T. Sevigny seconded the motion. The motion passed unanimously, 4-0-0. 2. MOTION: T. Sevigny moved to refer to the Board of Finance the request for the additional appropriation of funds in the amount of $58,771.17 to fund the FY 2013-14 Emergency Service Special Revenue Fund deficit and D. Gilchrist seconded the motion. The motion passed unanimously, 4-0-0.
VII. MINUTES OF PREVIOUS MEETINGS A. Approval of Board of Selectmen Minutes: 08-27-2014 Regular Meeting- MOTION: L. Humphrey moved to approve Board of Selectmen Minutes: 08.27.14 Regular Meeting and D. Gilchrist seconded the motion. The motion passed unanimously, 4-0-0.
VIII. COMMUNICATIONS FROM THE CAO, TOWN AGENCIES, OFFICIALS AND/OR OTHER GOVERNMENTAL AGENCIES AND OFFICIALS A. First Selectmans Report- R. Barlow shared that he drafted a letter from the Farmington Valley Collaborative which was sent to the State Water Planning Council indicating that we were concerned about the lack of funds that have been appropriated to do the state water plan as provided by legislation in the last general assembly and the concern of having UCONN senior administrative leadership provide administrative support to the planning process as UCONN is a major stakeholder in the water plan. B. CAO Report- R. Skinner mentioned that Sam Collins Day is Sept 20 th and the Town will have a booth there. R. Skinner stated that they are working on finalizing the contract for the Highway Garage. He also stated the Hydro Project has a letter of intent. R. Skinner shared that the Town employees are engaged in a Wellness Program that involves voluntary Weight Loss and Pedometer Challenges. R. Skinner communicated that our current Land Use Coordinator, Lynn Charest Beach, is leaving and moving to Vermont. R. Skinner also shared that Chris OHerron who is the Asst. Town Clerk and Asst. Assessor has asked to go back to part time. He will be working solely as the Asst. Town Clerk part time and that he is considering eliminating the Asst. Town Assessor position. Lastly, R. Skinner mentioned that he is still working with the town attorney to create the Veteran ordinance discussed at the last BOS meeting. C. Correspondence-David Kubas- R. Barlow stated that he did respond to D. Kubas letter. He informed him that the Board has certainly made one of their goals to improve river access with the relocation of the highway garage.
XI. REMARKS BY SELECTMEN- T. Sevigny mentioned the Konover property on Lawton and the bike path is over grown and needs landscaping. R. Skinner agreed and stated he would talk to Neil Pade about it. D. Gilchrist asked if the Police Dept. asks for or plans to ask for surplus military equipment. R. Skinner replied he is unaware of getting any surplus from the military but is aware of a time we received surplus equipment from the state police. R. Skinner did share that we will be looking at getting body cameras in the future.
XII. ADJOURMENT- MOTION: D. Gilchrist moved to adjourn the regular meeting of the Board of Selectmen at 8:03 pm and T. Sevigny seconded the motion. The motion passed unanimously, 4-0-0.