►
Description
San Bruno City Council Meeting March 11, 2014
10f. Add an Administrative Fire Battalion Chief Position
A
B
B
I,
basically
stated
that
the
current
infrastructure
that
we
were
working
on
it
could
probably
last
12
to
18
months,
and
that
was
due
to
the
three
workers
comp
three
payrolls
through
three
different
budgets:
ten
different
mo
use
that
were
working
under
and
in
doing
so,
we
have
been
meeting
with
the
city
managers
monthly.
All
four
city
managers
from
all
four
of
the
cities
in
December
met
with
the
force
city
managers
as
usual,
and
we
were
discussing
an
eight-month
basically
analysis
that
I
had
put
together
that
I
presented
to
them
and
said
here.
B
We
are,
with
eight
months
basically
half
way
through
that
12
to
18-month
process.
There
were
three
areas
of
concerns
that
we
had.
One
was
budget
issues,
one
was
ray
representation
with
chief
officers
and
staffing
concerns
that
we
had,
and
the
other
was
labor
employee
relations
that
we
had
for
the
most
part,
the
the
last
two
that
we
discussed
were
the
representation,
staffing
concerns
and
labor
of
employee
relations
and
oversight
had
to
do
primarily
with
san
bruno
areas
that
we
were
working
with
and
primarily
do
because
of
the
events
that
took
place.
B
The
tragic
events
that
took
place
in
2010
the
draw
on
the
staff
required
to
deal
with
whether
it's
a
community
meetings
meetings
with
agencies
to
try
their
further
the
safety
of
the
community.
There's
been
just
a
draw
on
staff
time
so
with
that
san
bruno
in
2006,
when
they
started
sharing
services
with
millbrae
at
before
that
time,
san
bruno,
we
employed
five
full-time
chief
officers
that
were
not
shared
at
the
current
time.
We
employ
two
chief
officers
that
are
both
currently
shared,
so
there's
total
of
thirteen
chief
officers
in
our
administrative
merge.
B
Two
of
those
are
san
bruno
employees,
so
about
fifteen
percent
and
the
chief
officers
bring
to
the
table
and
to
tional
knowledge.
That's
important,
both
at
staff
meetings.
When
we
have
our
command
staff
together
and
also
in
the
community
when,
where
you
are
participating
at
events
or
at
community
meetings
for
input,
the
last
one
is
the
labor
oversight
issue.
B
Currently
San
Bruno,
we
work
under.
We
have
a
handful
of
policies,
we're
in
the
process
of
adopting
about
a
hundred
and
sixty
policies
that
will
be
put
into
place
for
basically
on
how
to
do
daily
business
and
how
things
are
to
be
run
with
that
those
policies
to
be
put
in
place,
the
daily
oversight
that
is
needed
to
make
sure
that
we
instill
that
those
policies
are
being
consistently
enforced
and
that
they're
being
compliant
and
folks
are
doing
what
they're
supposed
to
do.
B
The
last
piece
of
it
is
the
emergency
preparedness
position
that
the
council
and
staff
staff
brought
to
council
and
budget
of
last
year
and
was
approved
by
council,
and
we
have
not
yet
filled
it.
We're
in
the
process
that
we've
been
discussing
the
position
in
january-february
met
with
see
manager,
miss
Jackson,
Tammy,
Yuki,
the
HR
director
and
the
police
chief
in
lil
Telford
and
we've
sat
down.
B
We
discussed
some
different
options
on
how
to
address
not
only
the
emergency
preparedness
position
but
as
well
as
additional
the
issues
that
we're
having
as
far
as
in
the
fireside
and
was
there
an
answer
that
we
could
go
ahead
and
address
all
of
the
concerns
under
one
umbrella,
and
in
doing
so,
we
thought
the
most
appropriate.
Cost-Effective
manner
was
the
placement
of
an
administrative
battalion
chief
to
take
on
the
roles
of
emergency
preparedness
and
also
the
oversight
that
we
need,
as
well
as
a
representation
that
is
needed.
B
So
the
budget
impact
on
that
is
about
two
hundred
and
twenty-two
thousand
dollars
for
the
position.
There
is
a
hundred
and
one
thousand
seven
hundred
twelve
dollars
that
has
already
been
approved
by
the
council
for
the
emergency
preparedness
position.
So
there's
about
a
hundred
and
twenty
thousand
dollars
in
additional
annual
costs
for
over
two
year
period.
B
240,000
I
did
fail
to
mention
that
this
position
would
be
a
temporary
position
of
two
years
to
address
it.
We
think
we
can
address
the
concerns
and
get
something
up
and
running
at
what
the
council
had
probably
initially
the
directed
as
far
as
emergency
preparedness
and
also
have
the
oversight
issues
in
the
representation
issues
taken
care
of
as
well.
So
with
that,
if
there's
any
questions
at
all,
I'd
be
more
than
happy
to
answer
those
any.
C
Thank
you
so
one
of
the
one
of
the
questions
I
had
for
our
city
manager
earlier
it
was
just
around
where
we
are
with
overall
merging
of
the
departments
and
could
this
position
have
been
avoided
if
the
consolidation
had
gone
faster
and
I
know,
there's
a
lot
of
reasons
why
it
hasn't
gone
faster.
But
is
this
something
this
position,
something
that
it
means
that
one
of
the
reasons
why
it's
temporary
are
we
looking
at
a
two
year
horizon
now
for
being
farther
along
in
the
consolidation
or
all.
B
B
Now
that
will
be
coming
to
a
close
in
the
next
45
days.
We
should
have
some
answers
on
that
piece.
I
do
think
that
the
the
events
that
took
place
in
2010
that
when
we
initially
started
talking
about
that
had
not
yet
taken
place
and
in
doing
so
I
think
there
was
an
unexpected
draw
and
trying
to
maintain
the
safety
for
the
community
and
the
involvement.
There's
just
been
a
large
drawn,
the
chief
officer
staff.
B
So
we
see
that
over
a
two-year
period,
this
being
able
to
cover
that
and
I
also
think
that,
yes,
as
far
as
we
are
expecting
out
of
our
13
chief
officers
in
the
next
five
years,
not
including
this
one,
not
knowing
who's
going
to
fill
it
if
it
passes,
we
will
lose
all
13
chief
officers
in
the
next
five
years.
So
we
are
trying
to
address
address
succession
planning
as
well.
So
I
think
we
are
looking
at
eventually
cutting
back
on
chief
officers,
but
in
the
interim
I
think.
C
Could
you
kind
of
explain
a
little
bit
how
a
temporary
position
like
that
would
be
staffed
with
somebody
be
promoted
into
the
position
and
then
at
the
end
of
the
two
years,
if
we
decided
not
to
continue,
then
that
person
would
be
demoted
back
to
their
previous
position
or
moved
into
another
comparable
position.
So.
B
I
think
we
have
the
options
to
do
both
of
the
above
that
you
mentioned,
since
we
are
going
to
have
so
much
turnover
that
is
going
to
be
taking
place
more
than
likely
in
san
bruno.
We
have
nine
captains
and
we
have
two
chief
officers.
So
that's
eleven
positions
of
those
11
position.
Seven
of
them
will
be
retiring
in
the
next
four
years,
so
there
will
be
a
place
for
this
individual.
B
C
And
as
I
recall,
the
last
time
we
approved
an
administrative
type
position,
there
had
to
be
some
sort
of
an
adjustment
to
sort
of
compensate
for
loss
of
overtime
and
I'm
wondering
that
factor
is
built
into
the
number
that
we're
looking
at
today
and
what
happens
to
that
person's
salary
when
he
goes
from
administrative
to
non-administrative,
basically
in
the
field,
and
then
I
mean
how
do
we
handle
adjustments?
Sort
of
down
that
it
seems
easy
to
ratchet
someone
up?
Probably
a
lot
harder
to
ratchet
and.
B
So
actually,
we've
done
it
a
few
times
in
a
few
areas
and
I'm
not
sure.
As
far
as
then,
the
last
one
that
took
place,
but
usually
there
is
an
adjustment
I'm
not
sure.
As
far
as
being
is
loss
of
overtime
is
probably
one
of
the
issues,
there's
usually
eight
with
a
ten
percent
adjustment,
five
to
ten
percent
adjustment
for
individuals
that
are
on
shift
that
go
two
days
because
of
not
nurse
said
over
time,
but
they
also
lose
other
personal
issues
as
far
as
in
pay.
B
D
You
go
to
the
chair,
Thank
You,
mr.
real,
quick,
the
mayor
and
I
did
meet
as
a
the
subcommittee
with
the
chief
and
manager
and
to
even
further
explain
to
my
colleague
to
a
succession.
Planning
was
a
concern,
because
obviously,
is
that
I
was
going
to
bring
up
the
numbers
of
retirees
it's
also
about
having
sanburne
represented
when
they
have
the
command
staff
that
meets.
Currently
we
have
to.
D
We
have
one
bc
chief
who
works
ten
days
based
on
the
shift,
and
so
therefore
it
affords
a
person
that
can
help
also
streamline
and
collaborate
when
it
comes
to
the
administrative
policies
and
trying
to
merge
the
the
three
agencies
together,
the
four
cities
would
they
need
more
of
that.
So
it's
a
matter
of
the
succession
planning
the
representation
not
only
for
the
community,
the
residents
but
also
the
department.
It
was
something
that
I
thought.
Also
we
needed
what
the
preparedness,
that's
something
that
we've
already
approved.
It
should
be
going
forward.
D
So
we
could
take
that
as
far
as
savings
and
merge
those
two
tasks
into
one.
So
that's
why
the
cost
is
not
as
as
much
and
again
with
dispossession
planning.
We
could
see
that
position
either
maintaining
in
a
chief
level
operation
or
in
something
else.
So
the
mayor
and
I
did
meet
and
we're
in
support
of
this
recommendation,
and
we
talked
about
it
long
and
hard,
but
I
think
for
the
betterment
of
the
department
and
the
residents.
This
is
a
good
Avenue
to
go
down.
D
C
B
There
are
other
chief
officer
positions,
there
is
not
a
similar
position,
that's
doing
emergency
preparedness
solely.
We
do
have
chief
officer
that
are
handling
emergency
preparedness
and
but
they're
also
they're
doing
fire
prevention
duties
as
well.
So
they
have
some
other
duties
that
they're
handling
as
well.
F
Expand
on
that
answer,
the
the
greater
organization,
particularly
the
central
county
organization,
has
other
people
not
at
the
rank
of
administrative
battalion,
chief,
whose
sole
responsibility
is
emergency
preparedness.
So
the
I
think
the
answer
to
your
question
is:
there
is
no
other
administrative,
the
sea
level
individual.
There
are
other
positions
that
fill
varieties
of
the
functions
in
the
duties
that
are
contemplated
for
this
position.
They're
called
different
things,
but
generally
those
that
bundle
of
services
is
covered
with
different
positions
and.
C
So
it
makes
it
sound
and
it
helped
me
understand
sit
it
makes
it
sound
like
there
are
cheaper
ways
to
do
what
we
want
to
do.
We
had
funded
a
lower
cost
position
to
do
some
of
these
duties,
clearly,
not
all
of
them,
but
other
cities
have
found
ways
to
do
the
the
preparedness
with
employees
other
than
somebody
at
this
level,
and
so
this
this
solution
gets
us
where
we
want
to
be
in
that
arena.
But
it
is
a
more
expensive
solution
overall
than
what
we
had
initially
envisioned
and.
F
I
would
respectfully
say
it
actually
differently.
This
is
the
most
cost
effective
solution
to
the
multiple
staffing
issues
that
we
are
attempting
to
address.
It
is
correct
that
the
emergency
services
emergency
preparedness
coordinator
position
as
identified
in
the
current
year
operating
budget,
would
represent
a
full-time
position
at
a
lower
cost.
However,
that
position
and
no
other
position
in
our
organization
would
be
available
to
cover
the
fire
administration,
labor
relations
and
other
issues
that
the
chief
has
identified
in
the
fire
service.
F
So
our
recommendation
to
you
tonight
represents
the
most
cost-effective
means
by
which
we,
in
fact
what
we
did
was
we
said:
okay,
you're
there
is
an
identified
need
for
a
at
least
close
to
a
full-time
position
in
the
fire
service.
What
could
we
do
to
make
that
need
filled
as
cost
effectively
as
possible?
And
that
is
what
prompted
our
recommendation
to
consolidate
the
emergency
services
coordinator
position
with
the
need
within
the
fire
service
in
order
to
try
and
bundle
that
in
the
most
cost
effective
way.
F
It
provides
a
lower
amount
of
time
available
for
emergency
preparedness
at
a
higher
level
of
capacity.
In
other
words,
the
individual
integrated
into
the
fire
service.
At
the
rank
of
battalion
chief.
We
would
expect
to
be
able
to
perform
sufficiently
to
meet
the
city's
need
with
respect
to
emergency
preparedness
and
to
provide
the
additional
coverage
and
issues
that
the
that
the
chief
has
outlined
and.
C
In
terms
of
skill
set
would
with
somebody
at
that
level,
perhaps
maybe
be
a
little
too
broad
or
broader,
in
ability
than
somebody
who
would
would
be
specifically
dedicated
to
doing
preparedness,
and
maybe
that's
all
they
do.
That's
all
they
know
versus
somebody
at
the
chief
level,
who
has
to
be
more.
They
have
to
be
capable
in
a
lot
more
things,
not
the
jack
of
more
trades.
Rather
than
now
a
specialist
and.
B
B
It
could
be
handled
at
this
lower
rank
at
a
more
cost,
effective
manner,
I
think
to
get
the
city
of
San
Bruno
to
the
level
that
we
needed
to
be
at
I
think
having
an
individual
that
has
experience
in
the
background
in
both
the
fire
side
of
it,
because
most
of
these
positions
are
held
within
the
fire
department
are
managed
under
fire
department.
I
think
you
two
to
address
it
would
would
be
best
under
that
position
and.
F
D
I
was
gonna
also
say
for
myself,
who
attends
the
Emergency
Services
Council
quarterly
to
represent
the
city
at
the
county.
I
was
gonna
just
bring
up
that
example
that
I
see
the
staff
that
sits
in
the
audience
and
they
have
the
white
shirts
and
the
gold
badges,
and
it's
not
to
say
that
anybody
else
can't
represent
I.
Think
that
you
would
a
having
an
internal
promotion.
So
obviously
a
person
has
tenure
here.
They
understand
the
history
of
San.
D
Bruno
God
knows
that
they've
been
here
when
we
had
our
disaster,
so
they've
seen
first-hand
up-close
something
that
only
people
could
read
about
they've
somehow
had
some
engagement
and
to
understand
where
we
can't
do
better
than
what
we
need
to
do
better.
Other
cities
do
have
resources
that
are
of
higher
cost
to
the
organization
to
have
that
representation.
So
I
think
we
do
ourselves
best
by
having
somebody
internal
succession
and
get
the
preparedness
on
the
ground.
D
F
You
mr.
mayor,
if
I
might
just
correct
something
I
just
for
the
purpose
of
public
information,
I
think
the
chief
accidentally
use
the
figure
of
220,000
as
salary
I
just
want
to
be
very
clear:
that's
not
salary!
That
is
total
cost
of
the
position,
which
is
which
is
a
different
number.
So
my
apologies.