Hillsborough County Fire Rescue Employee Survey

Hillsborough County Fire Fighters, IAFF
QUESTIONS
[---]
Survey: HCFR Employee Engagement Survey
HCFR Employee Engagement Survey
Brothers and Sisters:

You are being invited to participate in our HCFR Engagement Survey. Approximately 1000 employees will be asked to complete this
survey that asks questions to get a better understanding of employee morale, satisfaction, and engagement within Hillsborough
County Fire Rescue. It will take approximately 10 minutes to complete the questionnaire. Please be thoughtful, honest, and candid
when you complete the survey.
The survey was developed and is being managed by an independent third party, Dr. Crysta Metcalf who has been contracted by
Local 2294. The survey will be hosted on the Internet and she will collect your responses online. All responses will remain strictly
anonymous. We will not be able to trace individual responses back to any person. Local 2294 will only see combined data for the
total respondents statistically individualized by specific demographic groupings.
The survey will be open for the next 14 days ending on 04/03/18. Local 2294 will be sharing and analyzing the results, once
completed, with both the membership and Hillsborough County officials. The Executive Board will be discussing afterwards the
best way to improve the culture and performance issues identified within the survey.
We would like to get 100% participation in order to ensure that each and every employee's voice is heard. When you receive the
survey request please give it your prompt attention. Thank you very much for your time and support. Please start the survey now
by clicking on the NEXT button below.
* Rank in the department:
-- Select --
* Age:
-- Select --
* Sex:
-- Select --
* I have been on the force for:
-- Select --
HCFR Morale Survey

I believe:
Neither Agree nor

Strongly Agree Agree Disagree Strongly Disagree
Disagree
* The morale in the department as a

whole is good
* We have clear communication between

the field and the department
administration
* The workload for my crew is at a

manageable level
* I am appreciated by the department

administration
* The call volume for my crew is at a

manageable level
* Camaraderie in the department as a

whole is good
* The issue of PTSD is being addressed

in an appropriate fashion by the
department administration
* Camaraderie in my firehouse is good
* The issue of PTSD is being addressed

in an appropriate fashion by the Union
* I have been or would be treated fairly in

disciplinary actions by the department
administration
Neither Agree nor

Disagree
* Camaraderie on my crew is good
* My fellow firefighters and paramedics

have been or would be treated fairly in
disciplinary actions by the department
administration
* The morale in my firehouse is good
* My crew’s equipment resources are

appropriate for the job
* Staffing levels are appropriate for the

amount of work we do
* My crew’s equipment resources are in

good repair
* Morale on my crew is is good
* I make a difference in Hillsborough

County
* In my current role, my knowledge, skills,

experience and abilities are fully utilized
HCFR Morale Survey

I believe the fire chief and his administration are taking the best approach in each of the following areas:
Neither Agree Strongly

Strongly Agree Agree Disagree
nor Disagree Disagree
* Prioritizing the reduction of the department's spending
* Managing/communicating with the press
* Reducing response times
* Managing call load per unit
* Addressing station repairs
* Purchasing additional transport units
* Increasing Hillsborough County firefighters’ and

paramedics' mental health and well-being
* Addressing grievances
* Promoting personnel
* Increasing Hillsborough County firefighters’

and paramedics' physical health and well-being
Neither Agree Strongly

Strongly Agree Agree Disagree
nor Disagree Disagree
* Purchasing additional firefighting equipment
* Improving ALS availability
* Increasing Hillsborough County firefighters’ and

paramedics' pay and benefits
* Hiring additional personnel
* Purchasing additional firefighting equipment
* Addressing equipment repairs
* Increasing the number of stations
* Addressing dispatch system upgrades
* Compensating for lack of BLS availability
* Filling vacancies from inside the department
* Mentoring
* Reducing firefighter and paramedic fatigue
* Addressing radio communication deficiencies
I have confidence in the Union's Principal Officers to negotiate in the member's best interest for:
Neither Agree nor

Disagree
* Wages
* Drug testing policies
HCFR Morale Survey

* Work schedule
* System for promotions
I have confidence in the Union's Principal Officers to represent the member’s best interest for:
Neither Agree nor

Disagree
* Disciplinary actions that may result in

an Informal or Formal Counseling or
Written Reprimand
* Disciplinary actions that may result in

Suspension, Demotion or Termination
I have confidence in the Union's Principal Officers to:
Neither Agree nor

Disagree
* Address physical safety concerns
* Maintain relationships with Hillsborough

County politicians
* Address mental health and wellness

concerns
* Build community relationships
* Ensure proper promotions
* Address grievances
* Communicate to the rank and file

members new initiatives and goals of the
Union
* Manage political situations
* Act as a proper steward of the

organization’s assets
* Set strategic planning goals for the

Union
* Manage the press
* Self-evaluate for organizational change
* Communicate to the rank and file

members the basic activities of the Union
I am satisfied with:
Neither Agree nor
HCFR Morale Survey

Neither Agree nor
Disagree
* The recognition I receive for my

achievements by the department
administration
* My access to mental health support
* The physical support/help I receive from

colleagues on my crew
* The training I have received for the

position I am in
* My pay
* The recognition we receive in the press

for the department’s achievements
* My overall benefits
* The grievance resolution process
* The promotion process
* The amount of mentoring I have

received
*
I can vote my conscience on all contracts without fear of retaliation from management.
Yes
No
*
If I had an employment opportunity with equal pay and benefits, I would leave HCFR today.
Yes
No
Neither Agree nor

Disagree
I believe this survey will be helpful in

communicating my concerns.
HCFR Morale Survey

Comments/Suggestions:
HCFR Morale Survey

6859(<
[ANSWERED]
EMPLOYEE
ENGAGEMENT
SURVEY
LOCAL 2294
Crysta J. Metcalf Ph.D.

AGENDA
Methods Overview
•  Questions and Answers
•  Descriptive Statistics
•  Correlational Statistics
Results Overview
•  Engagement and Morale
•  Answers Correlated with Morale
•  Qualitative Results
My Conclusions
Appendices
METHODS OVERVIEW
QUESTIONS AND
ANSWERS
77 questions
958 total population

596 completed surveys
Response rate = 62.2%
Confidence level = 97% +/- 3%
With a representative sample.

REPRESENTATION
EXAMPLE
Population Survey
Battalion Chief Battalion Chief
Fire Captain Fire Captain
Driver/Engineer Driver/Engineer
Firefighter Firefighter
Firemedic Firemedic
Lieutenant Lieutenant
Paramedic Paramedic
Dispatch Dispatch
Inspection Inspection
Training Training
DESCRIPTIVE
STATISTICS
Descriptive statistics are simply numbers and percentages.
Since this is a representative sample, we can be 97% (+/- 3%)

sure that those who didn’t take the survey would answer the
same way.
CORRELATIONAL
STATISTICS
Correlational statistics help us determine
relationships between answers to questions.
We start with a hypothesis that two sets of attitudes/answers are

unrelated. (For example: morale is unrelated to appreciation.)
Then we test that hypothesis with something called a chi-square

test.
•  The results are expressed in “probability of being unrelated”
or a p value.
•  If the probability of them being unrelated is less than 5
percent or (p<.05), we can say that they are, indeed, related
(or correlated) at a statistically significant level. If p<.01 they
are strongly correlated.
RESULTS OVERVIEW
EMPLOYEE
ENGAGEMENT
According to the survey, approximately 4 in 10 respondents
would leave their jobs today if they could find another
employment opportunity with equal pay and benefits.
•  39.4% answered yes
•  60.6% answered no
The lower someone perceives morale in their station/division

the more likely they are to be willing to leave. p<.05
MORALE
I believe…
•  Morale in the department is good: 92.5% disagree
•  60% strongly disagree; 32.5% disagree
•  2.5% agree or strongly agree
•  *Morale in my firehouse/division is good: 45.8% disagree
•  14.3% strongly disagree; 31.5% disagree
•  Morale on my crew is good: 39.2% disagree
•  9.6% strongly disagree; 29.6% disagree
ANSWERS CORRELATED
WITH MORALE
#1 ISSUE = APPROACH
TO INCREASING PAY AND
BENEFITS
The fire chief and administration are taking the right
approach to increasing pay and benefits:
•  94.3% disagree or strongly disagree (74.3% strongly
disagree)
•  3.4% neither agree nor disagree
Correlated with morale. p<.01
Not correlated with age, sex, time in department, or rank.

#2 = COMMUNICATION
AND TRUST
There is clear communication between the field and the department administration:
•  88.7% disagree or strongly disagree (52.2% strongly disagree)
•  4.45% believe there is clear communication
49.8% of respondents do not believe they can vote their conscience on a contract
without fear of retaliation from management
I believe my fellow firefighters and paramedics have been or would be treated fairly in
disciplinary actions by the department administration:
•  77.6% disagree or strongly disagree
•  17% neither agree nor disagree
ADMINISTRATION
ACKNOWLEDGEMENT
Appreciation:
•  77.9% of respondents indicated that they disagreed or strongly
disagreed that they were appreciated by the department administration
•  15.6% neither agreed nor disagreed
•  6.5% felt they were appreciated
Recognition:
•  54.6% were unsatisfied with the department administration recognition
they get for their achievements
•  34% were neutral
•  11.4% were satisfied with the recognition they got from the department
administration
HEALTH 1
The fire chief and department administration are taking the right
approach to reducing firefighter, paramedic and dispatch fatigue:
approach to increasing Hillsborough County firefighters’, paramedics’
and dispatchers’ mental health and well-being:
HEALTH 2
The issue of PTSD is being addressed in an appropriate fashion by the
department administration:
approach to increasing Hillsborough County firefighters’, paramedics’
and dispatchers’ physical health and well-being:
SPENDING 1
The fire chief and administration are taking the right approach
purchasing additional transport units:
•  5% agree or strongly agree
approach to improving ALS availability:
Correlates with morale. p<.01
SPENDING 2
*The fire chief and administration are taking the right approach to
addressing dispatch system upgrades:
approach to prioritizing the reduction of the department’s spending:
WORKLOAD
STATISTICS 1
The fire chief and administration are taking the right approach to increasing
the number of stations:
Correlated with morale. p<.01 Correlated with managing call load. p<.01
The fire chief and administration are taking the right approach to managing
call load per unit:
WORKLOAD
STATISTICS 2
The fire chief and administration are taking the right approach to
reducing response time:
Correlated with morale. p<.01 Correlated with staffing levels. p<.01
Staffing levels for the crew/division are appropriate for the amount of
work:
•  18% agree or strongly agree
MENTORING
approach to mentoring:
Correlated with time in department (p<.01), with those in the

department longer being less satisfied. Not correlated with
age, sex, or rank.
HIRING
approach to filling vacancies from inside the department:
•  77.3% disagree or strongly disagree (50.6% strongly
disagree)
MISCELLANEOUS
addressing radio communication deficiencies:
managing communication with the press:
QUALITATIVE
RESULTS
This is the data from the comments section. It provides
sentiment, but statistics from it are not representative.
In order to analyze it, every comment has to be read and

coded for content. For example:
“Pay me what I am due according to current contract. Do not
change operations based on a contract that has not passed yet.
Administration should appear to be our advocate not our
enemy.” [Pay, Cont, Adm]
229 respondents wrote comments

Resulting in 18 pages, and 9714 words
VOICES
39 respondents (17%) commented in a way that expressed their
strong desire to be heard.
Some were glad about the survey:

“Appreciate this survey & the opportunity to convey thoughts on work & Union
issues. Thank you.”
But a number were frustrated (and maybe angry) because they still wanted to
convey more:
•  “300 characters isn't enough to voice my displeasure”
•  “…this section is only 300 characters!? Come on, are you kidding me?! So
much to say, but....”
•  “This contract failed because good people have been targeted…[snip]…
belittled, bullied, and harassed by the current administration. The lack of
respect for field personnel has been unprecedented. 300 characters is not
nearly enough. Thank you.”
ADMINISTRATION
88 respondents (38.4%) commented on the department
administration, all but 2 were negative comments
“I have personally seen a great fall in the moral of HCFR in the last two years, and for
the first time in my career have absolutely no confidence with the present
administration. It saddens me to see the department that I love be subjected to the
mistrust that we are experiencing now”
“When it comes to Dispatch: Management is so far out of touch with the needs of the
citizens that access 911. The priority of management is being under budget. That is the
ONLY thing that matters. The priority should be the callers in need of help.”
“From what I've seen I can honestly say that morale is at all time low with this new
administration. It has taken the joy from doing a job we think is important and that gives
us a way to help our community. Reducing the budget has taken priority over our
citizens and personnel.”
ADMINISTRATION
INTIMIDATION
More than one person commented on “vulgar” language and
“profanity” being used by department administration personnel
“when dealing with members.”
“Undermining subordinate officers and degrading their integrity with

threats of firing is not a way for success.”
“…them telling us there are 40 other stations we can go work at.”
Fear of retaliation was also brought up:

•  “It seems that this administration is focused on retaliating on
members who express concerns about our organization. They
believe in leading by fear not by example.”
•  “This is the closest that most of the employees will come to voicing
their opinions because of fear of retaliation.”
ADMINISTRATION
LACK OF RESPECT
Throughout the comments there is a theme: the members of
HCFR do not feel respected by the department administration.
“The Fire Chief has dismissed the rank and file…”
“The confidence that our efforts are appreciated by our administration is

grossly lacking.”
“I feel as though my department has been hijacked. No longer do I feel like

I'm an asset, I feel like I am just a number and a dollar sign has been placed
upon my existence.”
“This chief's lack of communication and attempt to assimilate this

department into looking like the city is extremely demeaning.”
PAY
41 people commented about pay specifically. A few
people were happy with it. Most wrote about it in
terms of the contract:
“They have not brought our pay back up to a livable wage

since the raise freeze that lasted 6 years.”
“There are many things that need to be discussed when

negotiations resume. The main topic should be the pay and
step plan along with other wage issues.”
“I think future contract negotiations should hold strong on

the 5% step increase.”
CONTRACT AND
DRUGS
12 people commented on drug testing and contract negotiation.
None of them expressed opposition.
“I'm drug free, test whenever. Don’t ask me to work more hours, for less
money in the long run (step increase).”
“Increase our pay and benefits. We are not afraid to be drug tested.”
“Drug testing..bring it on! Just don't like the smear campaign our
administration has been doing to push their agenda in our contract.”
“The drug policy wasn’t the reason I voted down the contract.”
WITH ALL THAT
SAID…
“I don't want to leave HCFR, just want things to get
better.”
“I wouldn’t leave this job for money or benefits. I love

my job! And for the most part I Love my department as
a whole. We need to work together and become a great
community of civil servants”
“I would not leave this department because I believe we

are in a great department. I love my station and my
crew….[snip]…But I believe we are being bullied by the
administration and enough is enough.”
DESIRE TO EFFECT
CHANGE
“We must find common ground with intelligent dialogue taking place, in
regards to the plethora of issues that are plaguing our department and
union. This survey is a step in the right direction, in order to pinpoint
our shortcomings.”
“I hope this survey provides both our Union, as well as our

administration, with an accurate consensus of the wishes of the field
personnel when it concerns the future of this department and our
careers.”
“Let's see what The Union, and more importantly The Administration
and The County do with this.”
“I certainly hope this survey effects change with HCFR”

CONCLUSIONS
CONCLUSIONS 1
•  Pay is the number one issue (not drug testing) likely
because of the current contract negotiations.
•  Perception of lack of respect by the department
administration is the number two issue (and might
be number one if contract negotiations were not
going on). Discontent with recognition and
acknowledgement is probably a manifestation of
perceived lack of respect.
•  Mistrust of the department administration (probably
closely associated with dissatisfaction with
communication and exacerbated by perceived
intimidation) is the number 3 issue.
•  The Union also has issues to address, but they are
nowhere near as severe.
CONCLUSIONS 2
Other issues correlated with morale also have a
significant affect.
There is a perceived emphasis on reducing
spending at the expense of safety. Both employee
safety and citizen safety.
•  Dispatch and fire suppression equipment
upgrades.
•  Additional stations, call volume, and response
times.
•  Mental (and physical) health support for fire
suppression and dispatch, training, inspection.
CONCLUSIONS 3
The employees of HCFR clearly love their jobs
and believe they make a difference in the lives
of Hillsborough County citizens.
There is a strong desire for change in the

relationship between the department
administration and the Union. There also
seems to be a willingness to work for that
change (but this will probably only be possible
if the issues of respect and trust are addressed
first, or in concert).
AND THE LAST WORD
“I love being a fire fighter. I am proud to

serve my community. I am very proud to
work with my brothers and sisters. I believe
we can work together to right this ship.”
DISCUSSION AND/OR
QUESTIONS?
Thank You.
APPENDICES: POSITIVE
PERCEPTIONS
CLOSE COLLEAGUES
83.3% of respondents believe camaraderie in their firehouse/
division is good.
•  42.9% strongly agree
•  42.6% agree
81% of respondents are satisfied with the physical support/help

they receive from their colleagues.
•  35.8% strongly agree
•  45.2% agree
PERSONAL
CONTRIBUTION
69.5% of total respondents agree or strongly agree that they
make a difference in Hillsborough County.
•  6% disagree
•  4.1% strongly disagree
These are probably the three most important factors in the

perceptual differences.
EQUIPMENT
RESOURCES
53.3% of Fire Suppression personnel believe that their
equipment resources are appropriate for the job (agree or
strongly agree).
•  23.3% disagree
51.4% of Fire Suppression personnel believe their equipment

resources are in good repair (agree or strongly agree).
•  22.9% disagree
TRAINING AND
HIRING
Training:
•  51.6% are satisfied with their training
•  16.8% neither agree nor disagree that they are satisfied
•  31.6% disagree or strongly disagree that they are satisfied

approach to hiring additional personnel:
•  48.7% agree or strongly agree (43.2% strongly agree)
APPENDIX: ISSUES NOT
CORRELATED WITH
MORALE
ADMINISTRATION STATS
NOT CORRELATED TO
MORALE
Attitudes about whether the department administration is taking appropriate
action in promoting personnel is not correlated with their reports on morale.
p>.05
Overall satisfaction with the promotion process is not correlated with their
reports on morale. p>.2
Attitudes about whether the department administration is compensating for

lack of BLS availability is not correlated with their reports on morale. p>.05
Satisfaction with the recognition they get in the press for the department’s
achievements is not correlated with their reports on morale. p>.2
Satisfaction with the grievance resolution process is not correlated with

their reports on morale. p>.05
CREDENTIALS
CRYSTA METCALF, Ph.D. crysta.metcalf@gmail.com
117 W. North St., Tampa FL 33604 (847) 321-0049
PROFILE
Over 20 years in applied social science research for innovation and organizational change, conducting
and overseeing rigorous generative and evaluative research. Deep experience working on and leading
diverse and cross-functional teams, with a proven track record of high productivity and on-time goal
achievement. Highly proficient in nurturing cross-organizational relationships and forging strong public-
private partnerships. Expertise in organizational leadership, goal setting, and strategic planning.
Extensive public speaking experience in national and international forums. Excellent writing and
presentation abilities.
PROFESSIONAL EXPERIENCE
Independent Consultant, Tampa, FL 2016-present
Conducting meticulous data collection and analysis for organizations interested in product innovation and
data driven design, social media and technology mediated communication, organizational change, and
organizational behavior and leadership.
Layer3TV: Voice of the customer research included overall experience/satisfaction with the device, user
interface, and customer care vehicles (website and call center); assisted with efforts to improve call
center workflow and productivity.
Hillsborough County Fire Fighters Union Local 2294: Morale survey and analysis for organizational
improvement. Achieved 62.2% response rate and confidence interval of 97 +/- 3%.
Motorola Mobility Inc., Applied Research Center, Libertyville, IL 2000-2013
Senior Manager (E12) and Director (E13) of Interactive Media User Research, Distinguished
Member of the Technical Staff (2008-2013)
Drove the knowledge and technology transfer from the team’s research on human behaviors to the
business groups and strategy and product teams. Led and managed a team of multi-disciplinary
research scientists, aligning team’s strategy with company’s strategy, budgeting, coordinating project
relevance, and communicating research implications to product teams and senior management. Focus
included managing multiple relationships with universities, research institutes and other public partners.
Contributed to larger applied research & technology roadmap, influencing overall product strategy and
technology direction, and collaborating with other managers to facilitate effective joint research across the
organization and encourage wider team-building. Consulted for various business units, conducted market
research for the Chief Technology Office, and developed action plans for dynamically addressing
organizational challenges. Gave presentations and invited talks within and outside enterprise.
Communicated with the media, such as the Chicago Tribune and WTTW public television.
1
Principal Staff Anthropologist (E10) (2006-2008)
Supervised design, execution, and analysis of all naturalistic research in the lab, for exploratory
innovation as well as concept testing. Established and maintained strong and productive university
relationships such as with The University of North Texas. Mentored other research scientists, translating
results into useful and usable products, and communicated the research results within and outside the
enterprise through presentations and publications.
Senior Staff Anthropologist 1 (E08) & 2 (E09) (2000-2006)
Worked on various multidisciplinary teams, utilizing and teaching ethnographic-style research methods &
analysis techniques to assist in the creation of new technologies and technology
applications/experiences. Led the research on many projects and leveraged a variety of research
methodologies. Within Motorola, pioneered use of grounded-theory affinity techniques for team-based
analysis of large quantities of qualitative data.
Eckerd College, St. Petersburg, FL; University of South Florida, Tampa, FL 1994-2000
Adjunct Faculty
Taught numerous courses at both colleges while finishing doctoral data collection, analysis and
writing of the dissertation.
Wizdom Systems Inc., Naperville, IL 1993-1995
Principal Field Researcher
Contract field research sponsored by Armstrong Laboratories, Wright Patterson AFB, Dayton, OH.
Human Issues in the Implementation of Information Technology: United States Air Force
Collected, analyzed and presented social and cultural data (collected from over 200 individuals in 8 Air
Force organizations) about implementation and use of office automation technology; examined aspects of
organizational culture affecting IT usage levels; project became PhD dissertation.
Wayne State University, Detroit, MI 1990-1993
Teaching Assistant
PATENTS AND PUBLICATIONS
Over 15 published papers in peer-reviewed professional journals and 8 granted US patents.
A complete list of published papers, speaking engagements, and USPTO granted and filed patents can
be provided upon request.
2
VOLUNTEER WORK
• Keep Tampa Bay Beautiful cleanup coordinator for Epps Park, Tampa FL, current.
• 3 year appointment to the Committee on Practicing, Applied and Public Interest Anthropology, a
working committee of the American Anthropological Association, 2012 - 2015
• Board member of W.O.M.E.N. (Women’s Organization for Medical Emergency Needs, a non-
profit 501c3 organization), Tampa, FL, 1994-2010
• Martin Luther King Jr. - Cesar Chavez - Rosa Parks: College Day Mentor Program, Detroit Public
Schools, Detroit, MI, 1992
• Speaker in Detroit City Schools, Detroit, MI - Elementary Education in Anthropology, 1991-1992
MEMBERSHIP IN PROFESSIONAL ORGANIZATIONS
• Society for Applied Anthropology, Fellow – elected 2007

• American Anthropological Association
• National Association for the Practice of Anthropology
• Society for the Anthropology of Work
EDUCATION
Ph.D., Business and Organizational Anthropology, 1999, Wayne State University, Detroit, MI
Chair: Dr. Marietta Baba
Title: “Cultural influences on the adoption and use of information and communication technologies
in organizations”
M.A., Business and Organizational Anthropology, 1991, Wayne State University, Detroit, MI
B.A., Anthropology, 1988, University of South Florida, Tampa, FL

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Hillsborough County Fire Fighters, IAFF

Brothers and Sisters:

* Rank in the department:

* I have been on the force for:

HCFR Morale Survey

Neither Agree nor

* The morale in the department as a

* We have clear communication between

* The workload for my crew is at a

* I am appreciated by the department

* The call volume for my crew is at a

* Camaraderie in the department as a

* The issue of PTSD is being addressed

* Camaraderie in my firehouse is good

* The issue of PTSD is being addressed

* I have been or would be treated fairly in

Neither Agree nor

* Camaraderie on my crew is good

* My fellow firefighters and paramedics

* The morale in my firehouse is good

* My crew’s equipment resources are

* Staffing levels are appropriate for the

* My crew’s equipment resources are in

* Morale on my crew is is good

* I make a difference in Hillsborough

* In my current role, my knowledge, skills,

HCFR Morale Survey

Neither Agree Strongly

* Prioritizing the reduction of the department's spending

* Managing/communicating with the press

* Reducing response times

* Managing call load per unit

* Addressing station repairs

* Purchasing additional transport units

* Increasing Hillsborough County firefighters’ and

* Increasing Hillsborough County firefighters’

Neither Agree Strongly

* Purchasing additional firefighting equipment

* Improving ALS availability

* Increasing Hillsborough County firefighters’ and

* Hiring additional personnel

* Purchasing additional firefighting equipment

* Addressing equipment repairs

* Increasing the number of stations

* Addressing dispatch system upgrades

* Compensating for lack of BLS availability

* Filling vacancies from inside the department

* Reducing firefighter and paramedic fatigue

* Addressing radio communication deficiencies

Neither Agree nor

* Drug testing policies

HCFR Morale Survey

* System for promotions

Neither Agree nor

* Disciplinary actions that may result in

* Disciplinary actions that may result in

I have confidence in the Union's Principal Officers to:

Neither Agree nor

* Address physical safety concerns

* Maintain relationships with Hillsborough

* Address mental health and wellness

* Build community relationships

* Ensure proper promotions