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Home My WebLink AboutM-88-0465kt A METR 01 LITAN DADS COUNTY, PLOMDA WE•- 00W -, P" MEMO .1 OE WN i,.JF 7 P.(-)-DADE CENTER COMMUNITY RELATIONS BOARD SUITE 620 N W i st STREET '.!iA1.4, FLCPIDA 3312S-1968 005) 375-5730 I \I.Ct.TI\1 CUMN1117M The Honorai,,Ie Mayor Xavier Suarez a n t-I -liarri Cor-mission (' Members of the City of 3500 Pan American Drive -v.t T i ; r : i , FL 33133 Djnwls Dear Mayor Suarez and Commissioners: The Metro Dade Corrrunity Relations Board. (CRB) has reviewed the BOARD SILMURS f;ati6nal Investigation Panel Report To The Cit�of I"li-ari with its VIt, I F Re4er findings and recomriendations for the City of Miami Fire -Department. -The CRB commends the repot: and subsequent follow up by the City. 'idhird I. Da I.%, There is a need to move expeditiously in the adoption of the action De 1. * , F.1 -r ;.jcqu�-s Despino:�,e items drawn up by the City's Affirmative Action Office and the Fire r-t-j Dellapa Department. Specifically there is a need to put a Lime frame on Rev. John Alhoriso rvrguson these action items so that progress can be monitored and success rufjla Frazier Tere" Gj-.-Ada further ensured. luar. I lorton Kath .1, 1 apath -;teve .1.1ainster The CRB urges that the Mayor and Commissioners give strong consid VILent McGhee eration to providing the funding required to training which has I%ette Morgan Laverne Nolte been identified as necessary to help solve problems within the Fire Murin pi Mart Silee �hoce RoseDepartment. Additionally, your leadership in urging immediate im e- I.,se Villalobos mentation of those actions which require no additional fundina will PAST CHAIRPER54MN be most beneficial. One example of such cost-free implementation Tama Dawkins would be to develop a clear Fire Department policy statement which Irwin Block conforms to the commonly accepted standards set forth in federal John J. Gibson guidelines. Such a policy statement could be generated by City staff Nisgr. Bryan O. Walsh - Rabbi Herbert M. Baumgard through interdepartmental consultation and would signal that the Fit e Rev. Conrad R. Willard Department has established a forward momentum towards the completion Rev Irvin Elligan, Jr. Albe;t W. Dilthey of recommended actions. Richard A Pet-igrew George Ctioper, Jr. Alfredo C "uran Please do not hesitate to call upon the CRB if you should have need Audrey tinkelstein of our services. Joseph Robbie Edwin S. Shirley, Jr., M D. lay Janis fienry King Stanford Very truly yours, 'Harry 11. Cain *Rabb h R,1 I#r.td into the public rd fn *Archbishop Coleman F. Carroll <)erome ShevinDer.� �Braeifo *Declzavord in connection with Chairperson Chairperson CRB Police item on Community Relations & _4i� - Affirmative Action :ormittee Mctty Hirai JH/Q/#B(31erk cc: Cesar Odio, City Manager u,4 AFFIMMATIVE ACTinN DIVISION PAGE 1 AREA: Organization and Management FINDINGS AND RECOMiMENDATIONS Unmanaged Peer -Punitive -Culture Within the Department provisions for EEO/AA are perceived as external intrusions, operating as a negative outside control mechanism without clear consistent implementation as 11FRID policy. IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF HIAMI FIRE DEPARTMENT REnUIRED TASK/ACTION Issue an Administrative Order from the Fire Chief establishing Affirma- tive Action Policy, contained in departmental orders. Issue grievance procedure for discrimination comnlaini and harassment. Reornanize the Administrative Hearinq Panel to include tri-ethnic and peer representation. Include an affirmative action/ EFA review component in the performance appraisal of all mananers. Evaluate each manager annually by Chief to determine effectiveness in achieving the goals of the Affirmati Action Plan (Lieutenants rank to Chi Annually evaluate the Chief by the City Manager as required in Sec. 2D of Affirmative Action Plan. Develop and implement Fire Dent. policy prohibiting harassment based on sex, race, relicion, etc. as unlawful with penalties for violation! Internalize Affirmative Action/EEO as a way of management for MFRID. Include EEO in staff meetings, supervisory traininn, staff developmei ;s it. RESOURCES NEEDED Statement of City Policy Ordinance #1n111 Section 11 Affirmative Action Plan grievance Procedure PERSON RESPONSIBLE TARGET FIRE FOR COMPLETION DATE REF. Fire Department Chief C.H. Duke & Staff Affirmative Action Div. Fire Chief r Fire Chief Section 2 of the City of Miami Affirmative Action Plan Section 2 of the City of Miami Affirmative Action Plan Citv policy renardina Racial Harassment Under Title VII dated 1/ln/R5. Fire Chief City Manager Fire Department Fire Chief 2', 15, 16 AREA: Oroanizatinn and Manandnnnt FINDINGS AND RECOMMENDATIONS Non performers should be dealt with Positively through appropriate train - inn and supportive reassignments. If documented performance remains unsatisfactory, individuals should be discharged by responsible managers Negative horseplay should not be tolerated and stopped by management. Where it persists perpetrators should be disciplined and if need be, summarily dismissed. Substitute positive work assignments for horseplay including between station athletic teams, public service, personal and physical development, education, and equipment maintenance. Adverse Action Adverse Actionsdisproportionately affect Blacks and Hispanics. m m IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT REnUIRED TASK/ACTION Conduct minimum of 2 seminars annuall on EEO/AA for manaqers. Develop and conduct exit interviews by an employee outside of the Dent. of Fire or MFRID Affirmative Action Officer. Develop written policy on discipline. Centralize disciplinary action Establish responsibility for positive work assignment at station with department oversite. Evaluate station officers on manage- ment skills. Develop clear guidelines on discipli with progressive penalties to be administered by central administrati *tardiness *drug use *absenteeism *missing a run Apply consistently without regard to race, sex, seniority, or union membe ship. PERSON RESPONSIBLE RESOURCES NEEDED I FOR COMPLETION Exit interview form Written Procedure Written Policy Performance anpraisal to include manaaement comoonent. Written Policies on discipline rAtit C Fire Department Affirmative Action Div. Affirmative Action Advisory Board Fire Department Personnel Management Affirmative Action Div. Fire Department Fire Department TARr,ET (FIRE DATE REF. q - 4 6 5 5 6,33 7 Is IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Organization and Management PAGE s FINDINGS AND RECOMMENDATIONS (Adverse Action cont.) REnUIRED TASK/ACTION Periodic review of statistics to RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TA11,ET DATE FIRE REF. k determine adverse impact of discinlin ry actions. Develop performance annraisal which Citv of Miami Performance Fire Department G is uniform and follow established Anoraisal (mananerial/confidentia Personnel Management format developed by Personnel Manane- professional staff). , ment. Reevaluate annecdotal record as too , subjective, and replace with an objective format developed in con- junction with Personnel Management. Adverse Action/Inequitable Treatment The retention rate of minorities Citv of Miami Police Department Fire Chief Panel noted adverse actions in retention of minorities. could be improved by eliminatinq Background Division subjectivity in the selection and training Process. Separate the backqround, selection and training functions. Reorganize the traininn division so that the traininn officers do not conduct background, make the selectia of trainees and train those they help recruit and select. Reevaluate annecdotal records used to evaluate recruits. Develop objective Fire Department evaluation procedures. Personnel Management k• IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE nEPARTMF.NT AREA: Organization and Management PACE 4 FINDINGS AND RECOMMENDATIONS REnUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TARGET DATE FIRE REF. x Develop criteria for selection factor!, driving records, employment history, Police Department Policies for ouidelines. Fire Training Staff drug standards, etc. to ensure Personnel Management objectivity and consistency. Develoo written procedure for selec- tion process. Polygraph* administra- Written policies and Procedures Fire Department tion, background investigation, and Personnel Management staff qualifications and composition. - * Reevaluate polygraph. Consider replacinq with osycholonical battery as used by the Police Department, developed specifically Approximate Cost: $185.00 up for fire fighters. Selection factors to be included: theft, drug tendency screen, stress tolerance, and tolerance of cultural differences. Provide a pre -selection formal, ohysical trainins nroaram Fire College Trainino Facility Fire Dent. Staff in with special attention to the needs of and Staff conjunction with women' Community Organizations such as City of Miami Commission on the Statu of Women. Workforce Assignments :4.1 vidence of negative, racially -based assignment practices. Eliminate practice of voting by Written Procedure Fire Department 89 81, station members on accepting personne * A slight disproportionate cluster assigned to stations. of minorities in rotating and temporary assignments. IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Orqanization and Management VAI+t 9 FINDINGS AND RECOMMENDATIONS REnUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TARGET DATE' FIRE REF. * Establish procedure for deter- Written Procedures Fire Department mining assiqnments, to be admin- istered by manaaers. (Station Staffinn Allocation Management assinnments, driver ennineer, System rescue). Prohibit favoritism, nepotism, Written Departmental Policy racism and sexism. R Presence of behavior which reflects Provide cross-cultural, interpersonal Sufficient fundinn (new, reallo- City Commission 5,.4 neciative racial, sexual, insensi- relations training for all members cation, or nrant) to nrovide City Mananer's Office 20, tivity, avowed bias and meanness. of the Fire Department. on-noinn traininn for all member Affirmative Action Div. of the Fire Department. Estirnatf d Affirmative Action cost based on scone of services Advisory Board $18,000 - $100,000. Utilize appointments and exempt Dade County Fire Department Fire Department positions to include more minorities Reornanization Ausjust 1987 in mananement hiearchy. (Executive Assistants, District Chiefs, Others) Civilianize too -level positions to Dade County Fire Department achieve affirmative action noals Reorganization Aunust 1987 i.e. Finance, personnel management, information systems. Provide rotational assignments and Seminars, workshops, in service Fire Denartment equitable traininn and development traininn. opportunities. V 3 g u VAUL V IMPLEMENTATION OF FINDINGS AND RECOP"4ENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Organization and Management FINDINGS AND RECOMMENDATIONS RErUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TAtr,ETFIRE OVE REF. s Central Administration City of Miami The City Commission needs to reaffinn Reissue Ordinance #10111 reaffirm- Ordinance #10111 City Manager 10 its position regarding the Affirmati a inn the City's nolicv on Affirma- Affirmative Action Action Program. tive Action adopted by the City Advisory Board Commission on June 12, 1986. Current qoals and timetables to Reissue Ordinance #9140 which Guidelines on Hires and Promo- Citv Manager implement the Affirmative Action establishes 80% hirinn coal for tions memorandum from Su.ian S. Affirmative Action 10 Program should be identified by fire fighters adopted by the City Chhabra to C.N. Duke dated Advisory Board the City Manager and presented to Commission July 24, 1980. September 15, 1987. the City Commission. With Commission support, a reaffirme Require the Fire Department to Affirmative Action Procedures City Manager affirmative action directive incor- follow the Affirmative Action for Hires and Promotions Affirmative Action poratinq the adopted goals and Review process by the Deoartment Advisory Board timetables must be issued by the of Internal Audits b Reviews on City Manager to all city departments hiring and promotion as provided City departments must incorporate for in City Manager's directive. the qoals and timetables of the Affirmative Action Program into their manaaement systems and effec- tively communicate this information to city personnel. The City Manager must clearly define Maintain an organization plan which Table of Organization Citv Manager the top staff responsibility for establishes a line relationship Affirmative Action managing and enforcing the Affirma- between Dept. of Internal Audits Advisory Board tive Action Proqram within the city and Reviews (Affirmative Action structure. The organization res- Division) and the City Manager's ponsible for the program must act Office. directly in the name of the City Manaaer. PAGE 7 i IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF NIAMI FIRE DEPARTMENT AREA: Organization and Management FINDINGS AND RECOMMENDATIONS REnUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TARnET DATE FIRE REF. Issue an executive order by the City Executive Order City tanager Manager clearly confirmina authority Affirmative Action for the Affirmative Action Program Advisory Board to an administrator in Internal Audits and Reviews in the name of the Citv Manager. The central organization resoonsible Issue an annual report by the Deoart- 61 Affirmative Action Div 10 for the Affirmative Action Program ment of Internal Audits and Reviews Affirmative Action must Place consistent emphasis on clarifying Consent Decree goals and Advisory Board clear, professional communications timetables to the Fire Department. with all department directors and A. officers and other employees who A. Develop a revised Affirmative Proposal for Voluntary Affirmati a City Mananer are subordinates to executive levels. Actioo Plan. Action Plan -Memo from Su.ian S. Affirmative Action Top appointed officers must work 1. Conduct Workforce Utilization Chhabra to Cesar Odio dated Division together as a team for collaborative Analysis 2/5/R7. Affirmative Action implementation of EO/AA. 2. Utilize -and incornorate find- Carry out contract with Thomas Advisory Board ings of National Panel Reoort Houston Associates and the Citv 3. Develop goals and timetables of Miami which implements step 4. Follow all established stens 1 of required task/action. 5. Adoption by City Commission Provide adequate funding for B. Provide adequate staffing level consultants, traininn, etc. to for the Affirmative Action Div. comnlete development of the plan to support the accomplishment of Aoorox. $10,000. this task. B. Memorandum from Manohar Surana to Cesar Odin dated April/87 Provide fundinn, anoroximately $50,000. to imnlement recommen- dations. I" IMPLEMENTATInN OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Organization and Management NAhL K FINDINGS AND RECOMMENDATIONS REQUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMOLETIOM TAR:ET 'FIRE OATS REF. C. Appoint a responsible civilian C. Fire Chief employee as EEO officer to Section 2D of City of Miami implement and monitor plan, Affirmative Action Plan investigate grievances of dis- crimination. Weaker administrative services Reorqanize present orqanizational Fire Chief 117 component of the Department's structure by enhancing Administrative organizational management as Services component to include Train - compared to the operational ino and Safety Division while main- comnonent. taining operational effectiveness. Use and strengthen the management team concept developed by the Oar process. Create exemnt positions at the level just below Division Chief. i i - 60 IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF f1IAMI FIRE DEPARTMENT AREA: Staffing PAGE 9 FINDINGS AND RECOMMENDATIONS rvi REnUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TARf.ET DATE FIRE REF. Entry Level Staffing 24,2' Increase pool of qualified Provide programs of outreach to the Fire Department Personnel Management applicants. community and ornanizations which Fire Department attract youth, for example: Affirmative Action a) Promote departments museum and Advisory Board fire traininn center; , 6) Develon recruitment brochure Fire Department to include specific guides for Araohics/Printino Assistance Personnel Management physical training reouirements and locations/orograms for assistance. c) Sunnort valid city residence Consent Decree Mandate Fire Denartment requirements. Sec. 2 Recruitment d) Provide test-takinv skills, Funding to provide community training for prospective candi- collene instruction. dates, entry and promotional. e) Provide outreach activities Fundinn, Co-sponsors Fire Department yearly/quarterly/semi-annually, such as: -Open House -Community Events National Fire Safety Week -Dissemination of Informa- tion -Press Releases -Sponsor Athletic Teams f) Develop a Fire Service Aide Vacant Positions, Fire Department Program and/or Hiah School approval from City Mananer Personnel Management Cadet, modeled after Public S Aid 0 e ce a rogram N IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Staffing PAGE 10 FINDINGS AND RECOMMENDATIONS REQUIRED TASK/ACTION RESOURCES NEEDED PERSON RESPONSIBLE FOR COMPLETION TARSET DATE FIR] REF Promotional Examinations and Ppoi ntments 23',, Enhance understandin4 of the Issue a clear statement of support Consent Decree Fire Department Promotional process and implementation of promotional Civil Service Rule Section R Personnel Management procedures which comply with the 'koointments, Promotions and Affirmative Action. Affirmative Action Program, Consent Advancements Division Decree qoals and City of Miami oolicv. Affirmative Action Statement should outline the promo- Advisory Board tional process to be followed by the Fire Department in conjunction with Personnel Management. Offer a Pre -test Orientation for Civil Service Rules Sections-5, Fire Department promotional candidates to include, 6, 7, and 8 Personnel Management but not limited to: Personnel Policy Manual -Examination Procedures Chanters 18, 19, 20, 21.2 -Seniority APM-2-81 -Tie Scores, etc. Consent Decree -Certification Procedure Department may with to present -Rule of 8 this information in other forms such as written nrocedures, -Chiefs latitude to make information packets, video, selections, no considerations slides, taoes, etc. for rank -Test Integrity -Book Committee - 4) !6 IMPLEMENTATION OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE OEPARTMFNT AREA: Staffing PAGE 11 FINDINGS AND RECOMMENDATIONS REnUIRED TASK/ACTInN RESOURCES NEEDED PERSONRESPONSIBLE FOR COMPLETION TARGET DATE FIRE REF.. Provide opportunities for training, Develop inhouse management trainee/ Fire Deoartment 17 rotational assignments and service internship program Personnel Manaaement in exempt positions. Imalement similar or modified version of Dade County P.eornanization Plan to brina more minorities and women Reorganization Plan into management positions (consider substitutina education for experience R Physical arrangement for orivacy in Renovate bath facilities in fire Memorandum from C.H. Duke to General! Services Adm. 31 Fire Stations. Baths are needed. houses for privacy Donald Cather dated Nov. 4, 1987 Public Works Sub.iect: Ferule Bathroom Facilities I i i 2 IMPLEMENTAT19N OF FINDINGS AND RECOMMENDATIONS FOR THE CITY OF MIAMI FIRE DEPARTMENT AREA: Other Matters PAGE I2' FINDINGS AND RECOMMENDATIONS i REnUIRED TASK//!CTION I RESOURCES NEEDED PERSON RES091151BLE FOR COMDLETtOrt TARrE1 DATE FIRE REF. A. Local 587 IAFF opposes the Rule of Clear statement by City Mananer and Statement of City Policy City Mananer 'ZT Eight. the Fire Chief reaffirminq the City's Ordinance #10111 Fire Chief 'Affirmative Action Policy and sunnort Executive Order Affirmative Action of the Consent Decree and intent to Advisory Board ; implement the Rule of Einht. f lighly disruptive incidents perceived Exert stronoleadershin by the IAFF IAFF `Z8`,3 3; generated by union activists in- to reduce racial tensions t volved in union related activities. Provide visible involvement by ( IAFF minorities in Local 587 Committees, Executive Board and station represen- tatives. Appointment to the Affirmative Action Affirmative Action Board. IAdvisory Board a reoresentative who Advisory + supports implementation of the City's Affirmative Action Plan. xclusion of PBFFA from Local 587 Cease all attempts to remove PBFFA IAFF 29' members from the union and ennaae an outside mediator. I I( t J M INVESTIGATIVE PANEL PROBLEMS AND RECOMMENDATIONS PROBLEMS LISTED BY PANEL 1. Unmanaged peer punitive culture. 2. Active disapproval and efforts to subvert.the department's EEO/AA Program and Consent Decree obligations. 3. Females are subjected to continuing lack of support. u. Racial epithets and slurs persist. Pressures for narrow cultural and linguistic conformity. RECOMMENDATIONS TO THE FIRE CHIEF A. Administrative policy statement. B. Officer training. A. Administrative policy statement. B. Officer training. A. Officer training. B. Immediate modification of facilities for all females.. OR A. Administrative policy statement. B. Officer training. C. Human relations training. 5. Horseplay that exceeds the bounds of A. Administrative policy statement. good taste. B. Officer training. 6. Inequitable treatment. A. Administrative policy statement. B. Officer training. 7. Selective discipline, such as, write-uDs A. Administrative policy statement. and bringing of charges on minor actions. B. Officer training. C. Eliminate company punishment. D. Centralize and standardized disciplinary actions. 0) W page. 2 PROBLEMS LISTED BI PANEL RECOMMENDATIONS TO THE FIRE CHIEF 8. Disproportionate number of females and A. Establish a staffing allocation management system. i minorities in Rescue Division. 9. Assignment of Driver Engineeers considered A. Administrative policy statement. desirable. Minorities and females are not B. Establish a staffing allocation management system. assigned or get few opportunities for this C. All recruits are to receive Driver Engineer training at the position. recruit level. D. Civil Service classification for Driver Engineers. 10. Unclear and diffused EEO/AA commitment A. This problem must be addressed by Chief Executive Officer. below the political level. 11. High number of blacks assigned to rotating A. Administrative policy statement. and temporary duty. B. Establish a staffing management system. 12. Laizzezfaire non -management. A. Officer training to develop pro -active management system. 13. :he Department resembles 36 departments A. Administrative policy statement. more than one at field level. B. Officer training. 14. Geographical clustering by race in A. Administrative policy statement. permanent assignments. B. Establish a staffing allocation management system:. C. Eliminate permanent station assignments with a possibility of rotating crews from station to station. ci page 3 PROBLEMS LISTED BY PANEL 15. EEO/AA operates as a negative outside mechanism without clear, consistent implementation as Miami Fire Department policy. 16. Within the Department, provisions for equal employment/affirmative action are perceived as external intrusions, not as line -management responsibilities. 17. Weaker administrative services component of the Department's organizational management as compared to the operational component. 18. Executive staff linkages are inadequate. 19. Management training and development is adequate. RECOMMENDATIONS TO THE FIRE CHIEF A. Develop a departmental policy consistent with City policy, Consent Decree, Memorandum of Understanding . B. Civil Service rules be put on promotional exams.. A. Publish a policy that should hold officers accountable. B. Officer training. C. Include on evaluation report. A. Reorganize present organizational structure by enhancing Administrative Services component to include Training and: Safety Division while maintaining operational effectiveness. B. Use and strengthen the management team concept developed by the Oar process. C. Create exempt positions at the level just below Division Chief. A. Redefine the Chief Fire Officer's role as it relates to management responsibilities. B. Locate divisions that work together in the same place. C. Strengthen the Management Team. D. Enhance staff -field interaction through required continuous staff visits. E. Conduct semi-annual "Road Show". A. Expand the Oar process. B. Team building training. C. Officer development and Officer Candidate School. page 4 PROBLEMS LISTED BY PANEL 20. Cross-cultural and human relations training is inadequate. 21. Quality-of-worklife practices are inadequate. 22. Our technical -based chain of command system perpetuates established control including a culture of racial separation. 23. Entry level staffing, promotional exams and selection. 24. Departmental outreach and support for neighborhood athletic and conditioning programs not visible. RECOMMENDATIONS TO THE FIRE CHIEF A. Secure funding and supply training for human relations training. B. Seek out non -budgeted human relations alternatives. A. Administrative policy statement. B. Officer training. C. Increase moral. D. Eliminate non-professional behavior and accentuate the positives. A. There was considerable discussion with regards to recommenda- tions to alleviate this problem, but there was no consensus of opinion with one recommendation to continue the chain of command system but strengthening that system by holding officers accountable to assure complaints progress through the chain of command. B. Another recommendation was to establish a departmental EEO/AA Officer to hear and facilitate the investigation of complaints, and to also use that officer in the capacity of an Employee Assistance Program Officer. There is a Citywide EEO/AA Officer available at Internal Audits. A. Develop consistent policy for hiring and promotion.. A. Open and staff the gym for neighborhood children. B. Establish a deparmental athletic league. 1W, page 5 PROBLEMS LISTED BY PANEL RECOMMENDATIONS TO THE FIRE CHIEF 25. General outreach to community A. Implement an Explorer Program. organizations to develop and attract B. Establish a Volunteer Fire Fighter Program much the same as the minority youths to the Department was Police Department. not observed. C. Establish a Fire Fighter Public Service Aide Program. 26. Promotions. A. Develop a consistent policy for hiring and promotions. 27. Local 587's position on the promotion A. Formal request by Fire Chief to Local 587 to� change their ..policy and Rule,of Eight. policy. 28. The attitude of Local 587 toward racial A. A policy is needed to handle harassment. incidents and harassment by a few individuals who were promoted under Rule of Eight. 29. Conflicts between the 1AFF Local 587 and A. High" level outside mediator. the PBFFA., 30. Minorities have not gained visible A. Not in our purview to make a recommendation. .involvement in Local 587 committees.lob- c . �.. d'�'��.e�'.� tiY✓�,jv't�.Ye?•L4ii�ah�..3L... .e s.: .i __._. _ __ 0 0 M page 6 PROBLEMS LISTED BY PANEL 31. Lack of physical arrangements for female employees in some fire stations. 32. Workforce assignments reflect racial and ethnic considerations. 33• Adverse actions have disproportionately impacted Blacks and Hispanics. m 0� RECOMMENDATIONS TO THE FIRE CHIEF A. Physical arrangements for female fire fighters are in the planning stages with Stations 2, 6, and 8 to be completed within the year. A committee should be formed with female fire fighters to visit all fire stations to make recommendations for quick fix, inexpensive modifications to accomplish female fire fighter's privacy. The department will look at interim trailer female bathroom facilities to be located at fire stations until permanent facilities be installed. A.. Administrative policy statement. B. Establish a staffing allocation management system. A. Administrative policy statement. B. Officer training. C. Centralize and standardized disciplinary action_ I* I*