March 29, 2017

CALL TO ORDER @ 7:00 pm

ROLL CALL x Mr. Anderson x Mr. Takacs x Chief Sopko
x Mr. Donaldson x Mr. Vest x Ms. Clapp
x Mr. Gauntner x Mr. Wayman x Ms. Dame
PLEDGE OF ALLEGIANCE
SPECIAL MEETING

Mr. Gauntner announced that there would be no public portion in this meeting and will be adjourning to Executive Session to discuss the organizational structure of the District and how the Board plans to move forward in the future.

Motion to Adjourn to Executive Session to consider Personnel Appointment and Compensation @ 7:03 pm by: Mr. Takacs Seconded by: Mr. Anderson ROLL CALL: All ayes

Per Mr. Gauntner, there may be business to follow Executive Session.

Mr. Gauntner reconvened the Special Meeting @ 7:55 pm.

District Organizational Structure:

Traditional Fire Chief Model: Mr. Gauntner requested that Mr. Takacs provide more details regarding the Traditional Model he proposed at the March 15, 2017 Regular Session.

Mr. Takacs reminded everyone that the Firefighters have proposed a Shifted Fire Chief position which he has had reservations about, so last week he proposed a more traditional concept that is patterned like most fire departments in this area that include a (40) hour per week Fire Chief, (3) Captain positions, (3) Lieutenants, (6) Full Time Firefighters, (2) Part Time Shifted positions and additional Part Timers as needed.

Mr. Takacs commented that he has always thought that a (40) hour per week Fire Chief would be the face of the fire department in the community and that a Traditional Chief would have more opportunity to do just that as opposed to a Shifted Fire Chief who would have limited opportunity to interact with the public due to shifted obligations. Mr. Takacs stated, however, that after many good discussions this past week about the current staff’s unique abilities to manage without going to a traditional level, he agreed that we may be ready to give the Triad proposal a try as long as there will be (1) Chief that everyone reports to and that the Board appoints the right person with a passion for the job. He thanked the Board for their indulgence and the Firefighters for their educational input into this important decision. Mr. Gauntner thanked Mr. Takacs for all the work that went into his proposal and his commitment to the process.

Additional Board Comments and Decision:

Mr. Anderson stated that he would support the Triad proposal of promoting Lieutenants to Captains (not Battalion Chiefs) which he believes is the fair way to proceed. He thanked Lt. Baker for supplying separate Captain and Battalion Chief Job Descriptions for Board review.

Mr. Vest confirmed that Mr. Takacs is willing to support a Shifted Fire Chief and asked Mr. Gauntner if the promoted officers proposed in the Triad system, whether they be Captains or Battalion Chiefs, would be Non-Union Exempt and Overtime exempt. Mr. Gauntner stated that these two issues could obviously be a part of the Job Descriptions and the Memorandum of Understanding which would allow the Captains and/or Battalion Chiefs to return to the position they held prior to their promotion should the Board choose to go in a different direction in the future.

Mr. Wayman commented that the Shifted Fire Chief position is a bold new concept, but it makes sense and he feels that the men and women of this department will not let it fail.

Mr. Donaldson stated that he didn’t have too much to add to his position from the last meeting and, although there is potential for the Triad Structure to be a bit weak on the administrative and community engagement side, he still believes it is operationally spot on. In his opinion, the exempt status would alleviate some of his fears that necessary duties won’t get done or that an important community event is not attended by the Fire District. Mr. Donaldson stated that we will need to create positions and fine tune the Job Descriptions proposed, but that he could support the Triad plan if it allows us to find some significant savings and bring on additional staff.

Mr. Gauntner confirmed that it is the Board’s expectation that the Shifted Fire Chief and Captains will be the multiple faces of the community and will strive to maintain an abundant presence throughout the community in these Non-Union Exempt and Overtime Exempt positions.

Mr. Gauntner stated that Mr. Takacs and the other Board members have indicated that they choose to implement the Firefighter’s Triad Proposal and wish to do so in an expeditious manner.

Stacy Dame, Legal Counsel, suggested that the Board vote to approve the required Triad Job Descriptions, as amended if necessary, as soon as possible so that final documents can be generated to meet the overall desired timeline.

Implementation of the Triad Proposal:

Mr. Gauntner stated that the Board needs to move quickly and will take the following initial steps to implement the new Triad Operational Structure System:

Step 1: Finalize position details and create a Formal Shifted Fire Chief Job Description for Board approval and posting by Wednesday, April 5, 2017

Mr. Donaldson asked if the Board is comfortable that the primary responsibilities listed in the Shifted Fire Chief and Captains (Operations, Fire, EMS) Job Descriptions as proposed in the Triad approach are complete and that the Job Descriptions adequately address the individual skill sets needed by candidates for these positions. Mr. Gauntner stated that the Shifted Fire Chief is responsible for the overall operation of Fire Suppression Services, the Fire Prevention Bureau and the EMS Services provided by the department and gives him oversight in the three areas covered by the Captain positions. By general Board consensus, the basic Job Descriptions proposed are deemed acceptable for amending including the additional Fire Chief’s duties to be assigned to one of the three new positions.

Mr. Donaldson recommended that the language “ – A Non-Union Exempt, Shifted Position” be added to the header of the Fire Chief’s Job Description. In addition, the Board desires that the language “Overtime Exempt” be added to the Perform Other Related Duties section of the Fire Chief’s Job Description (or as deemed appropriate by Legal Counsel).

By Board consensus, Mr. Gauntner reiterated that the Chief and/or Captains are expected to attend as many community functions as possible to ensure that Fire District personnel are involved and accessible to the public at community events.

Mr. Donaldson motioned that the Board create a position description for a Non-Union Exempt, Shifted Fire Chief position and create a job description for same.

Motion by: Mr. Donaldson Seconded by: Mr. Takacs ROLL CALL: All ayes

Mr. Gauntner requested that Lt. Baker email the Shifted Fire Chief’s Job Descriptions and Captain’s Job Descriptions to him in Word Format at soon as possible for amendment.

Mr. Anderson stated that he would prefer to vote for approval once the final document is available for review and recommended that the Board schedule a Special Meeting on Wednesday, April 5, 2017 @ 7:00 pm to officially adopt the Shifted Fire Chief’s Job Description as amended.

Motion by: Mr. Anderson Seconded by: Mr. Vest ROLL CALL: (5) Ayes, (1) Nay

As directed by the Board, Stacy Dame, Legal Counsel is to review the final copy of the Shifted Fire Chief’s Job Description generated by Mr. Gauntner, make changes, if applicable, and email same to the Board prior to April 5th for final review and consideration for approval. Per Mr. Donaldson, if necessary, amendment(s) to the Shifted Fire Chief’s Job Description for anything missed or unknown as of the approval date can be addressed anytime between now and the actual hire date.

Implementation of the Triad Proposal:

Step 2: Finalize position details and create a formal Captain’s Job Description for Board approval and posting (date to be determined).

Mr. Donaldson motioned that the Board creates (2) Non-Union Exempt, Overtime Exempt, Shifted Captain’s position and create Job Descriptions for same.

Motion by: Mr. Donaldson Seconded by: Mr. Vest ROLL CALL: All ayes

Mr. Donaldson stated that all three positions (Chief and (2) Captains) will be required to sign and enter into an employment contract stating the above conditions.

By Board agreement, the Shifted Fire Chief Candidate Applications will be due by April 12, 2017 (Internal Candidates Only).

Board Appointment of the new Shifted Fire Chief is tentatively scheduled for the April 19, 2017 Regular Session wherein the Board may meet in Executive Session and possibly appoint a new Fire Chief in Regular Session.

Future steps anticipated (dates to be determined) include Approval of the Captain’s Job Descriptions. Once approved, the newly appointed Fire Chief will assume one of the three new positions and make recommendations to the Board to fill the (2) remaining Captain’s positions.

Motion to adjourn Special Meeting @ 8:29 pm by: Mr. Wayman
Seconded by: Mr. Anderson ROLL CALL: All ayes

___________________________ _______________________
Kenneth R. Gauntner, Jr., Chairman Nila Brass, District Clerk

March 15, 2017

CALL TO ORDER @ 7:00 pm

ROLL CALL x Mr. Anderson x Mr. Takacs x Chief Sopko
x Mr. Donaldson x Mr. Vest x Ms. Clapp
x Mr. Gauntner x Mr. Wayman x Mr. Laudato,
Legal Counsel
PLEDGE OF ALLEGIANCE
REGULAR SESSION
MINUTES:

Minutes of 02/08/17 Special Meeting (Budget Workshop)

Motion to approve as presented by: Mr. Vest Seconded by: Mr. Anderson
ROLL CALL: (5) Ayes; (1) Abstain (Wayman)

Minutes of 02/15/17 Special Meeting – Annual Records Retention Committee

*Mr. Takacs asked to be removed from the attendance list as he is not a member of the committee and had simply arrived early for the Regular Session meeting.

Mr. Vest asked if a member of the public is required to be on this committee. Mr. Donaldson stated that he believes it is no longer required that a Local Historical Society member attend meetings and that the RC-2 form is now submitted to the Ohio Historical Society with a list of records for disposal. Once the list has been reviewed, they will tell us whether certain records of “historical value” need to be retained or turned over to the Historical Society when we are done with them. He suggested that the District’s policy should be reviewed. Per the District Clerk, motion C-1 of the 2017 Reorganization meeting was approved on 01/18/17 to establish a Records Committee which is required to meet at least once a year; members to consist of Chairman, Vice-Chairman, Fire Chief, Fiscal Officer and District Clerk.

Motion to approve as amended* by: Mr. Donaldson Seconded by: Mr. Gauntner
ROLL CALL: All ayes

Minutes of 02/15/17 Regular Session

Motion to approve as presented by: Mr. Anderson Seconded by: Mr. Wayman
ROLL CALL: All Ayes

Minutes of 02/23/17 Special Meeting (Budget Workshop)

Motion to approve as presented by: Mr. Vest Seconded by: Mr. Wayman
ROLL CALL: All ayes

Minutes of 03/01/17 Emergency Meeting (Gene Lutz Separation Agreement)

Motion to approve as presented by: Mr. Anderson Seconded by: Mr. Vest
ROLL CALL: (5) Ayes; (1) Abstain (Wayman)

Minutes of 03/01/17 Special Meeting (Organizational Structure Workshop)

Motion to approve as presented by: Mr. Takacs Seconded by: Mr. Donaldson
ROLL CALL: (5) Ayes; (1) Abstain (Wayman)

BILLS & PAYROLL (February 2017):

Bills ($57,504.23) and payroll ($125,037.38) totaling $182,541.61 are motioned for acceptance and payment.

Motion to approve bills and payroll as presented by: Mr. Anderson
Seconded by: Mr. Wayman ROLL CALL: All ayes

2017 Financial Report: Joanne Clapp, CFO, detailed the February 2017 Fund Summary including Revenues and Expenditures. She reported that we received this year’s Property Tax Advance in February and will receive the balance during the first week of April.

OPENING PUBLIC PORTION: None to report.
COMMITTEE REPORTS: None to report.
OLD BUSINESS:

District Organizational Structure: The Board continues to discuss the Triad Management model proposed by District personnel and consider (2) additional models as summarized below:

1) Triad Model – (1) Shifted Fire Chief and (2) Shifted Battalion Chiefs working three (24) hour alternating shifts – (8) hours per day in Office/16 hours on duty – all (3) promoted from within (Proposed by District Personnel).
2) Traditional Model – (1) Full Time Fire Chief working (40) hours per week – (8) hours per day in Office Monday-Friday with (3) Shifted Captains or Battalion Chiefs promoted from within (Proposed by Trustee Takacs).
3) Budget Friendly Model – (1) Full Time Fire Chief working (40) hours per week – (8) hours per day in Office Monday-Friday – traditional or promoted from within – with (1) Shifted Captain promoted from within working as needed – (Proposed by Trustee Vest).

Discussion:

Mr. Takacs stated that he is pleased that everyone is reaching out and coming up with great ideas for implementing a management policy that better controls revenue and expenses. He reported that he has talked to many Fire Chiefs in Lake County about the pros and cons of the Triad system proposed by District Personnel and stated that, although he appreciates those who are trying to find ways to save the District money, he prefers a traditional Fire Chief to be the face of the department with high expectations from the Board of presenting a public focus to the Chief’s position. Mr. Takacs proposes a plan that continues to have a Fire Chief in the District Office who can be responsive to the public and address their needs and concerns.

Mr. Takacs commented that there is a weakness in our current Management system that has been identified by the Triad Model presentation which clearly shows that there needs to be a Shifted Executive Staff, past the position of Lieutenant, to assist the Administration in making good decisions. Mr. Takacs suggested that, by involving District personnel, which is a key element of the Triad proposal, the District can avoid making unilateral decisions which has wasted money in the past, and save money by making better program and policy decisions based on day-to-day realities. He proposed redevelopment of the Officer Corp that includes (3) promoted positions, whether they are Captain or Battalion Chief, whose responsibilities include administrative roles and authority to make some decisions based on certain expertise that they may have (Fire/EMS/Fire Prevention-Fire Investigation-Public Relations).

Mr. Vest asked Mr. Takacs to elaborate on his vision of what the promoted positions would entail. Mr. Takacs stated that, since his proposal calls for a Traditional Chief’s position rather than a Shifted Chief’s position, he envisions a Captain or other promoted officer for each of the three shifts with essentially the same clear lines of responsibilities and authority as outlined in the Triad proposal. He acknowledged that it is a long reach between the Lieutenants position, which is a first line supervision position, to a Fire Chief position and that the District seems to have a gap of Administrative responsibility that he feels can be carried out by the talent we have in-house.

Mr. Takacs further acknowledged that promoting (3) Captains or (3) Battalion Chiefs will not save the District money in the short run, but predicts, down the road, that money can be realized by better decision-making especially on big ticket items. He agreed that, in the past, we have wasted some money by purchasing items that did not have the ability to provide the services that we want for this group. Perhaps we can avoid those kinds of decisions with a better Administrative structure.

Mr. Vest stated that, although he feels in all likelihood we have a qualified Fire Chief candidate within the District, due diligence dictates that we advertise and at least look at what’s available to us. Whether the Board approves the Triad Proposal or the Traditional Proposal, Mr. Vest feels that we need to look at it from an objective point of view. He further stated that, with all due respect to District personnel, he has to account to the public and, at least, be able to say we looked in all areas.

Mr. Vest commented that District personnel have voiced the opinion that the Fire Chief needs to be more “hands-on” and “in-the-trenches”. He stated that he doesn’t know if it’s possible to find a Fire Chief candidate that is willing to haul the hose and do what needs to be done and keep the Board updated on major issues. He commented that he feels that there has been a lack in communications between the Board and the men since the District’s Captain position has been vacant. Per Mr. Vest, the Captain and the Chief were that voice and, since we do have to stay within the confines of the budget, he proposed that the Board consider adding just (1) Captain who would have contact with all shifts over the course of a month whether it be every day or every week or whatever is necessary to keep the lines of communication between the Board, the Administration and the men viable.

Mr. Vest commented that, in all honesty, his reluctance to the Triad proposal is that there is not a lot of experience among the men into the Administrative side. When it comes to disciplinary issues like dismissing an employee, Mr. Vest stated that it is not an easy job and he is not aware of anyone with that kind of experience. He also stated that it is difficult to separate oneself from the membership and step into an Administrative role (the other side). These kinds of issues make him a little uneasy.

Mr. Wayman disagreed and stated that stepping into that role has been going on for years and he is more than willing to try the new Triad system. Even though it is a new concept, he stated that he liked the way it was presented and thinks it will work. If, in a year or two, it doesn’t work out, the Board can easily go back to the old system.

Per Wayman, the District has some quality people and that advertising for a Chief from outside the District would be wrong. He further commented that he doesn’t think there is person in the community that would complain or criticize for hiring from within, and it would, in fact, be a slap in the face of the men in this department if we went outside. They have kept this department afloat for quite some time.

Mr. Anderson commented that he is traditional and is not a fireman. He knows about saving money, but doesn’t know how the Triad system is going to work and feels that we already have the quality people here. He would like to see a traditional Chief with some Captains or Assistant Chiefs selected from within the District.

Mr. Donaldson stated that he is the new guy on the Board and is looking at this issue a little differently. He acknowledged that he does not have an innate understanding of fire department operations and the work that is done. He reported that he comes from the Administrative side of government. Mr. Donaldson commented that he thinks that the Triad Management concept with Battalion Chiefs is an inspired idea and seems to be spot on to what the District needs for this operation. He stated that he sees a lot of value in the Triad model with (3) Battalion Chiefs or Captains assuming the proposed segregated responsibilities and the whole idea of one of the three positions being here every day in the role of Fire Chief. He stated that District employees know what is needed to run the operation and do your jobs and the Captains (or Battalion Chiefs) can help to relay information from the Operational side to the Board and Chief on the Administrative side.

Mr. Donaldson stated that, although he is not convinced that this is a major concern, the Triad system feels a little weak on the Administrative side for things like applying for Federal Grants and other tasks conducted by Battalion Chiefs. The District has a (4) million dollar budget and it is his opinion that if we want a Fire Chief, we can come up with $100,000. He acknowledged that the firefighters may not need a Chief operationally, but as a new member of the Board, the Board needs a Chief here (8) hours a day and the community needs that, too. The legacy problems of the District are Administrative problems, not operational problems and the right Chief, whether internal or external, can help with that.

Mr. Gauntner commented that it is a tough decision, but he believes in trying things that are a little different. He commented that Mr. Takacs’ proposal has some merit and he understands Mr. Donaldson’s point about past Administrative issues. The key to the Triad system is who is chosen for the Executive Chief position. He agrees with Mr. Wayman that the District already has a lot of people qualified to serve in that position and does not believe we need to go outside the department to find somebody. In fact, Mr. Gauntner stated it was a bad idea to go outside. In the 1980’s, he witnessed the turmoil caused by a Fire Chief who did not fit in and did not understand the people or the community. He was well qualified and had some great ideas, but was too progressive for this community. Madison has struggled with Fire Chiefs ever since.

In Mr. Gauntner’s opinion, the Board and the people who make this department work must work closely together. He stated that he watched the Lieutenants pick up the pieces last year, run the department and balance the budget. He agrees with Mr. Wayman that the Triad proposal is unique and definitely worth a try. If it doesn’t work then we do something else, although the traditional chief concept has not been successful in Madison for decades. The Battalion Chief concept saves a lot of money and puts another duty crew member on shift which is desperately needed at this point. We have to think outside the box and do things a little bit differently.

Mr. Gauntner and Mr. Donaldson stated that the Board must keep moving forward in order to meet the deadline specified in the (90) day Interim Chief Resolution.

Mr. Donaldson and Mr. Vest agreed that we need to immediately generate draft job descriptions for Shifted Chief, Full Time Chief, Battalion Chief and Captain depending on what path is chosen. Memorandum of Agreements for each position will need to be drafted including details of what will happen if the Board decides to return to a traditional model if an alternative model is chosen and then does not work out.

Mr. Gauntner asked Lt. Baker to develop and submit detailed job descriptions for the Shifted Fire Chief and Shifted Battalion Chief’s positions in the Triad proposal as well as a “starting point” of information that will be desired with respect to a Memorandum of Agreement for both positions.

Mr. Gauntner asked Mr. Takacs to submit his proposal in writing. Mr. Takacs agreed to do so, but questioned the wisdom of setting aside a vote for another two weeks instead of choosing a model at this meeting. He stated that the proposals have been clearly presented – pros and cons have been discussed and nothing is going to change in the next two weeks – and suggested that the Board vote between the basic concepts of Traditional vs. Non-Traditional and narrow the field so as not to bog down the process by doing twice as much work to get to the same goal. Mr. Gauntner agreed stating, “We can’t keep kicking the can down the road”.

Mr. Wayman asked Terry Sopko, Interim Chief to weigh in on the topic. I.C. Sopko stated that he has been in the office for 15 days and has returned about (10) phone messages. He reported that he signed (12) bills in conjunction with the people who are responsible for those areas and, as HIPPA Officer, approved (3) run report requests for publication that took about 20 minutes. He commented that 95% of the office time has been spent doing the work he is responsible for as a Lieutenant (Inspections, Plan Reviews) and, as a tax payer, does not see the need to spend $120,000 – $140,000 on a Traditional Fire Chief that is doing nothing for getting people in the streets.

I.C. Sopko also commented that he believes the Board is not fully aware of what the Lieutenants do. If the Board called Chief Lutz with an Inspection question and he didn’t know the answer, he called me (Sopko) and then called the Board back with the answer. If the Board had a Vehicle question, Chief Lutz would contact Lt. Henry for the answer and call back. None of that is going to change. District personnel all have specific skill sets and
expertise in certain fields. I.C. Sopko stated that he does not match wits with Lt. Baker with respect to the Budget and Lt. Baker does not match wits with him on Fire Prevention issues. “The Officers have been responsible for these areas since before Captain Kloski started. All job duties have been divided up among Officers and District personnel for many years – this is not anything new. The goal with the Triad Management Model is to recognize the skill sets of each employee and do whatever can be done to save money. At the end of the day, what are we out if over the next couple of years we can save a few hundred thousand dollars?”

In response to Mr. Vest’s questioning the Lieutenant’s experience with respect to firing, I.C. Sopko stated that the Lieutenants are the ones who make the recommendation to the Fire Chief on who stays and who goes. The Lieutenants are in attendance when the Chief lets them go and, many times, the Lieutenants are the ones to let personnel go after the Chief has been updated.

I.C. Sopko further stated that he knows Mr. Vest is concerned whether the Battalion Chiefs will be in the Union and commented that that was not as important right now as getting people in place and getting the shifts headed down the road the right way. Mr. Vest replied, “Yes, until there is a grievance”. To which I.C. Sopko replied, “And the Fire Chief will be there to handle it with (2) Officers working with him. The communication is there now. Officers do whatever it takes to successfully transfer from one shift to the next and there are phone conversations throughout the day, every day”.

In response to Mr. Donaldson’s comments regarding a lack of Administrative experience, I.C. Sopko reminded him that it was the Group that solved the Budget problems, not the appointed Administrator.

Per I.C. Sopko, under the Triad Model, there is a Full Time Fire Chief and it gives the Board the one point of contact that they want, however, in the last 15 days he has been in the office, I.C. Sopko reported that he met with Mr. Takacs for three hours and Mr. Gaunter for one hour. He commented that some people want a single face of the organization, but the community sees multiple faces when we are out there doing what we do.

I.C. Sopko stated that he honestly believes that the Board should do whatever it takes to put more people on the streets. The Group has identified that we need to watch the Budget. While he agreed with Mr. Takacs that there are a few places where we can watch the spending, the Group is firm on the answer that there is not a lot of wiggle room left. Everyone agrees that we need to plan for future purchases like Vehicles, Radios and Squads and put the money aside when we have it, and that asking the residents for more tax money is not the way to go about it. They have supported us and we need to get as much out of it as we can.

Mary Ann Guy requested, and was granted, permission to address the Board. She asked if the Battalion Chiefs would be Union members and if annual contract wage increases would apply to them, and, if so, asked where the money savings were in that regard, especially after a few years of increases. Lt. Baker answered that the cost saving comes from the elimination of one Full Time Fire Chief. Mr. Gauntner further explained that if the Board approves promoting Lieutenants to Battalion Chiefs, they will be outside the Bargaining Unit and that the Board would enter into a Memorandum of Understanding which would outline pay and other items such as what will happen if the Board goes back to a traditional management system and the Battalion Chiefs return to the position they held prior to their promotion.

Secondly, she asked if these Battalion Chiefs are shifted, which is (53) hours per week, would they get (40) hours of regular pay and (13) hours of overtime? Lt. Baker answered that they would be paid (53) regular hours the same as the firefighters.

Mr. Wayman made a motion that the Board adopt the Triad Management Model proposed by District Personnel.

Motion by: Mr. Wayman Seconded by: Mr. Anderson
ROLL CALL: Mr. Gauntner-aye Mr. Takacs-nay
Mr. Vest-nay Mr. Wayman-aye
Mr. Anderson-nay Mr. Donaldson-aye

Motion voted down – No Management System Changes.

Motion made to schedule a Special Meeting on March 29, 2017 at 7:00 pm to discuss the District Organizational Structure.

Motion by: Mr. Wayman Seconded by: Mr. Anderson ROLL CALL: All ayes

Mr. Gauntner requested that Lt. Tod Baker finalize the proposed Battalion Chief and Executive Chief’s Job Descriptions and email them to the Board at his earliest convenience.

Mr. Wayman and Mr. Gauntner requested that Mr. Takacs email his proposal to the Board as well.

Mr. Vest questioned, again, if the Board wanted to advertise for a Full Time Fire Chief and, by Board consensus, they agreed that they would have to wait until an official job description has been finalized.

Resolution #17-12 – 2017 District Annual Appropriations:

This resolution provides for the current expenses in the Budget of the Madison Board of Trustees during the fiscal year ending December 31, 2017. Joanne Clapp reported that this resolution does not include unappropriated funds which will need to be approved by the Fire Board, by resolution, at a later date prior to the expenditure occurrence.

Motion to approve by: Mr. Vest Seconded by: Mr. Wayman ROLL CALL: All ayes

Mr. Gauntner thanked Mr. Takacs for his input in finalizing this year’s Appropriations.

Resolution #17-13 – Child Abuse Prevention Month:

This resolution recognizes National Child Abuse Prevention Month, a nationwide and local level effort to help raise public awareness of the problem of child abuse.

Motion to approve by: Mr. Anderson Seconded by: Mr. Donaldson ROLL CALL: All ayes

CHIEF’S REPORT:

1) Fire Inspector Training: Per I.C. Sopko, FF/Paramedic Ben Erdani will be attending Fire Inspector School from May 8-25, 2017 at Willoughby Fire. Mr. Donaldson asked I.C. Sopko to forward the total cost of this training, including overtime costs, at his earliest convenience.

2) St. #2 Bay Heaters Replacement: I.C. Sopko reported that the (2) replacement heaters in St. #2 Bay were installed this date.

3) Eastern Lake County Station Alerting System: I.C. Sopko reported that Chief McDonald, Perry Fire, obtained a FEMA grant for the East End Fire Departments to get Fire Station Alerting. Originally, the departments were advised that upgrades to the system boxes would be approximately $8,000 that would be split between (13) East End Stations and Central Communications.

Central is currently updating their Consoles to Windows 10 to maintain certification level and Motorola has quoted $88,000 for the upgrade. Chief McDonald spoke to a member of Motorola’s Executive Staff and threatened to write a letter to FEMA and return the equipment if the cost was not reduced. Motorola approved completing the update for $8,800. Madison Fire District’s cost will be $1,257.26 ($628.58 times (2) stations). The final contract will be available soon.

Surplus Equipment: Madison Fire District Officers met for three hours on Saturday, March 4, 2017 to address the Board’s request that the Officers compile a list of equipment, etc. that is no longer needed and should be marked as surplus. I.C. Sopko presented a list of (19) items for Board consideration (Exhibit A) and recommended that the District try to sell some of the items on GovDeals, and either give away or scrap the remainder for cash. He specifically discussed item #19 – (1300’) of 5” Rubber Hose that cannot be sold and must be disposed of (or given away for free) pursuant to FEMA Grant rules which prohibits the sale of equipment marked as out of service that has been replaced by Grant money. Per I.C. Sopko, additional items will be recommended for surplus later in the Spring once the weather breaks.

Mr. Vest asked that the Stryker Bariatric Cot (item #3) be sold on GovDeals with a reserve amount of $5,000 which was verified as a fair price by Lt. Baker. In addition, he asked that the (2) 5500kw Portable Generators (item #8) be sold on GovDeals with a reserve amount that was determined by Lt. Van Kramer to be $100 each.

Mr. Takacs asked if all the hose on the list (except the 1300’ of 5” Hose noted above) has been pressure tested and passed. I.C. Sopko replied that it has.

Mr. Vest asked that the cell phones be donated to a veterans group, if possible.

Resolution #17-14 – Surplus Equipment: This resolution declares certain equipment owned by the Madison Fire District as surplus, not needed for public purpose, and obsolete, and authorizing the Fire Chief to put surplus equipment specified in Exhibit A attached for public sale on GovDeals, or sold for scrap value, or given away.

Motion by: Mr. Anderson Seconded by: Mr. Wayman ROLL CALL: All ayes

Resolution 17-14 was adopted by caption and is to be generated by legal counsel at a later date.

5) Madison Township Police Department: Chief Byers of the Madison Township Police Department has requested that the District consider loaning them (7) WT Portable Radios, (2) APX Mobile Radios and a bank charger from District excess stock. The Township PD would be responsible for maintenance, repairs and purchasing batteries for these radios. A Memorandum of Understanding has been created, including serial numbers, permitting the Madison Township Police Department to use said radios until the system becomes obsolete, at which time they will return the Radios and Bank Charger to Madison Fire District when no longer needed. This arrangement is virtually the same as one between the Madison Village Police Department and the Madison Fire District some years back. I.C. Sopko committed to emailing the Memorandum of Understanding to Legal Counsel and the Board for their review and approval.

6) Extra Radios: I.C. Sopko reported that the District Officers decided at the March 4, 2017 meeting to equip all personnel with radios from District excess stock which was the intent when they were originally purchased in 2010. He strongly urged employees to leave these radios at the District with their gear when not on shift.

I.C. Sopko reported that the District has not purchased batteries for these radios since the system was put into place in 2010. Lt. Van Kramer has set up a purchase request for $4,864 (signed by Mr. Gauntner) to purchase (76) batteries from an online company to put these radios in service.

7) I.C. Sopko handed out a new monthly report format for Board review and consideration which details statistics pertaining to Payroll, Call Activity, Staffing, Vehicles, Committee Reports and Current Open Issues. By Board consensus, the new format was approved and asked that he continue to produce the report for the Board on a monthly basis.

8) I.C. Sopko recognized FF Jim Turek for (35) years with the Madison Fire District (03/16/82) and thanked him for his service.

9) Crews responded to a fire on Wood Rd. in Madison, (2) AMA to Geneva and (1) AMA to Willoughby.

10) The Computer and IT Committee met on 03/15/17 with Lake County IT to discuss computer, internet and server issues that need to be addressed and resolved.

11) I.C. Sopko reported that the District still maintains (6) telephone lines and requested that the Board consider removing the call boxes in front of the stations. Due to changes in manning at each station and the public’s use of cell phones, the Board agreed to disconnect and remove the call boxes to save on costs.

Motion to disconnect call boxes at old St. #1 and St. #2 by: Mr. Donaldson
Seconded by: Mr. Anderson ROLL CALL: All ayes

12) The Training Committee (Lt. Henry, Lt. Baker, FF Rought) met on March 9, 2017 to discuss the training layout for the remainder of 2017 and plan to use more integrated technologies to make training more available.

13) Inspection report – in Board Folder for review.

Mr. Vest asked who was handling fire investigations now that Chief Lutz has retired. I.C. Sopko reported that the District has ten to twelve Level 1 and Advanced investigators who are able to respond to FIU calls.

2018 District Budget: Joanne Clapp reported that she is beginning to work on the 2018 District Budget which is due July 19, 2017. The public hearing is scheduled for June 21, 2017 so the Budget Committee needs to schedule a meeting soon to get started.

District Humana Insurance Renewal (Dental/Vision/Life): Joanne Clapp reported that the Dental premium will be increasing by 6% and the Life premium will be increasing by 10%. Aggie Jedlicka with Dawson Companies will be available to answer questions and address concerns that the Board may have beginning in April for the May 1, 2017 renewal. Ms. Clapp has asked Ms. Jedlicka to look into having the Humana Insurance renewal changed to coincide with the District Medical Insurance policy at the end of the year rather than in the middle of the year. She asked if, and when, the Board would like to meet with Ms. Jedlicka to review and approve the renewal.

Mr. Donaldson and Mr. Vest commented that an early April meeting would not give the Board enough time to shop other options, and Mr. Takacs stated that it is his understanding that Dawson Companies is responsible for exploring alternative structures, various available insurance packages and recommending an Insurance Company/Policy to the Board well in advance of the renewal date.

Mr. Vest asked if the Full Time Union has reviewed the proposed renewal policy and Mr. Takacs commented that Dawson Companies has been presenting different option to the group for their review. Ms. Clapp advised that they, too, will need to be a part of the early April discussions. Mr. Anderson committed to meeting to review the renewal and address the issue of changing the renewal date as discussed herein. Mr. Gauntner requested that, once a date has been schedule, Lt. Faulhammer be contacted to ensure that the Union is included in the meeting.

State Auditors Training: Joanne Clapp advised the Board that she would be attending the State Auditors Training from April 11-13, 2017 in Columbus. She reported that all the training sessions on April 12th will be dedicated to Fire District Training.

Per Ms. Clapp, effective immediately, all invoices will be reviewed and approved by the appropriate Lieutenant, if applicable (i.e. vehicle maintenance, etc.) and the Fire Chief prior to payment.

CLOSING PUBLIC PORTION: Jim Turek, 2555 Townline Rd., asked Mr. Takacs what the projected expenses will be for his proposed Traditional Fire Chief/Captains Management Model including the Fire Chief’s salary with benefits and the wage increase for the Captains.

Mr. Takacs answered that he was unable to quote a cost because the Board has not yet decided what the salary range will be for the Fire Chief or the promoted positions past Lieutenant, nor can he speculate what insurance coverage the successful Chief candidate will require. Mr. Takacs acknowledged that his proposal will be more than the Triad proposal and will not save money, and may in fact cost more.

Mr. Turek asked why the Board is willing to approve a proposal when they do not know what the expense is. He commented that we knew what dire straits the District was in before we passed the Levy and he believes that the Board approved the purchase of a rescue squad prior to the Levy being approved which would have put us in a world of hurt if the order had not ultimately been cancelled. Mr. Turek stated that estimates have been projected for the current system which is how we know that the Triad system will save us a lot of money. Mr. Turek commented that before the Board votes on something that is going to cost us a lot more money, we need to know how much more.

Mr. Takacs stated that he would provide an estimate for his Traditional Fire Chief proposal to the Board or anyone else who requests it, but until the Board gives direction on the Chief’s salary and promoted Officers increases, he can’t provide an estimate. He stated again, that with his plan, the District is not going to realize a savings that the Triad plan will and he is not pretending or insinuating that it will. He stated that the Chief’s salary is proposed to be less and the wage increase to Lieutenants will be more so what we are paying currently will probably be a wash or a little bit more with his proposal.

Mr. Turek asked how the Board can be ready to select and vote on a program when we don’t know what the expenses are.

Mr. Gauntner commented that he is calling for a vote because we need to move forward and Mr. Takacs has made it clear that his proposal will not save the District money. Mr. Gauntner confirmed that the Board has not decided what to pay in any of the positions and stated that his immediate goal is to determine what concept we are going to go with so that wages and other issues can be further addressed and decided.

Lt. Brian Faulhammer, Madison Fire District Officer and Madison Taxpayer, commented that Mr. Takacs had presented a well laid out plan that has worked for old traditional fire departments. He has talked to many Fire Chiefs in the area and their only concern with the Triad proposal was convincing old traditional Firemen of getting away from the old traditional Fire Chief. Lt. Faulhammer stated that the Triad plan saves us money and put more guys on the ground which will improve both employee safety and community safety. He reported that, due to illness, last Sunday there were only (4) Firemen in the entire town of Madison which included only (1) Paramedic. He recommended that the Board end some of the suffering by getting away from old traditional ways and concentrating on a new plan and what is best for the safety of Madison Firefighters, Paramedics, and the Community.

Lt. Faulhammer reported that he is in charge of new employee application processing and that no one is applying in Madison because of the pay and the structure. He commented that we need to change our culture and admonished the leaders of Municipalities as a whole to take a good hard look on how they are spending the taxpayer’s dollar and whose safety they are putting at risk.

Mr. Donaldson asked how often the District only has (4) people on shift. I.C. Sopko stated that minimum manning is (5) and the reason we dropped to (4) was because one person became very ill during the shift and had to go home. Chief Sopko remained in constant contact with the Shift Officer for the duration of the shift.

Lt. Faulhammer stated that it does not happen very often and that there are NFPA standards set it place, but we just aren’t meeting those standards and have once again sacrificed by dropping minimum manning to (5) to help the District out. And if the Board throws money away on a (40) hour a week Fire Chief instead of approving a plan that will save money that can be used to increase staffing, we will continue to sacrifice. “Two employees should not be asked to lift a (400) pound patient”.

Mr. Takacs asked how the organization works when we go below minimum manning and not having a system of ordering people back into work. I.C. Sopko replied that there is a standard for covering shifts, but if you call and they won’t answer the phone, there not much that can be done. Mr. Takacs asked how far down minimum manning has to drop before people here take the responsibility of saying, “Hey, I gotta help out”.

Lt. Baker replied that the men and women of the Madison Fire District have been taking responsibility for years – that’s why there was $80,000 in overtime. We just continue to NOT fix the problem.

Lt. Faulhammer stated that the fix is to hire more people. “People used to be lined up at the door – not anymore. We are so far behind the eight ball in Lake County in wages that no one is applying.”

Lt. Baker commented that it was interesting to hear everyone’s perspective on what they think the leadership should be moving forward. He stated that the one thing he asked the Board to consider when making their decision is to be sure we have accountability with the Board, the Fire Chief and the Firefighters. “The only place there has been accountability in the last twenty years is with the Firefighters and the Board has the luxury of knowing that the guys will get it done.” “We’ve always had one leader…and there is a culture in Fire Chiefs that limits accountability, and autonomy sometimes leads to complacency.” “We have to have some system of accountability. Most of the time, the Board meets once a month for 30 minutes and that’s not enough accountability.

Per Lt. Baker, a big part of the Triad Model is accountability. Lt. Baker explained that he speaks to the Lieutenants and various other Firefighters every day and that communication amongst the men is here and essential is to success. He asked the Board if they are willing to spend the money to have one person be the face of an organization when the public only cares about the faces that come off a fire truck or out of an ambulance. For the last two decades, we have continued to rob from the “back” to keep the “front” the way that it is. Lt. Baker agreed with Mr. Vest that the District needs somebody who can help the men instead of sitting at a desk and totally disagreed with anyone who thinks we need “one face” because we don’t do anything in “ones”, we do everything as a team and as a family unit. In his opinion, we have had twenty years of unilateral dictatorship with little accountability from the Board and recommended again that the Board approve a leadership team that will hold each other accountable. The demand on EMS services continues to increase and the right decision made by the Board will empower us to do our job when someone dials 911 and we have adequate resources to respond.

CLOSING BOARD COMMENTS:

Mr. Vest, Mr. Gauntner and Mr. Anderson thanked I.C. Sopko for the excellent monthly report handed out at the meeting and stated that they learned a lot that they did not know. I.C. Sopko stated that it was a group effort.

Mr. Vest stated, with all due respect, that it is hard for him to believe that a simple change in command would have eliminated the staffing problem last Sunday and how will it fix the other problems in the District. He further stated that if the Board goes with the Triad plan and it doesn’t work, everyone goes back to their original positions, nobody’s is going to be happy, everybody will be begrudging the Board and it will be war again!

I.C. Sopko replied, “If it doesn’t work then that will be on us”.

Lt. Faulhammer stated that the cost of last administrator put us in that predicament and asked, “What’s going to happen if the Board decides to put another traditional Fire Chief in place and we run out of money and have to go back to the taxpayers in two years and have to lay people off if the levy doesn’t pass? We are going to angry then, too. Given those terms, if you give us a chance, we will never let it fail.”

Motion to adjourn to Executive Session to discuss Personnel Compensation and District Individuals for Fire Chief Position @ 9:14 pm by: Mr. Donaldson
Seconded by: Mr. Vest ROLL CALL: All ayes

Attendees: Board, Interim Chief, CFO, Legal Counsel

There may possibly be Regular Session business to follow the Executive Session.

Mr. Gauntner reconvened Regular Session @ 10:00 pm.

Motion to adjourn Regular Session with no further business @ 10:00 pm by: Mr. Vest Seconded by: Mr. Anderson ROLL CALL: All ayes

___________________________ _______________________
Kenneth R. Gauntner, Jr., Chairman Nila Brass, District Clerk

March 1, 2017 WS

WORKSHOP
CALL TO ORDER @ 6:34 pm

ROLL CALL x Mr. Anderson x Mr. Takacs - Chief Lutz
x Mr. Donaldson x Mr. Vest x Ms. Clapp x Mr. Gauntner – Mr. Wayman - Ms. Dame

SPECIAL MEETING

Think Tank Workshop – District Organizational Structure:

*Mr. Gauntner called for a Recess @ 6:35 pm due to Lt. Baker responding to a District call.
*Mr. Gauntner reconvened the Workshop @ 6:41 pm upon Lt. Baker’s return to the station.

Lt. Baker gave a Power Point presentation from the Think Tank group detailing an overview for a purposed District Organizational Structure which stresses efficiency and economics. Topics include:

Executive Fire Chief/Battalion Chief Concept:

Lt. Baker reported the Traditional vs. non-Traditional hours of the Fire Chief and the benefits of increased administrative presence by an Executive Fire Chief (and Battalion Chiefs) working regular (24) shifts instead of only 8.0 hours a day, Monday through Friday. A Part Time shift will be added M-F during the Executive Chief’s office hours to support the duty crew to adequately service the community. The goal is to get away from the traditional concept of unilateral decision-making and unilateral leadership by implementing an organizational structure that has an Administrative support staff which increases communications and employee interaction, promotes teamwork and accountability, and develops a logical succession plan. There will still be a clear leader, but communication should explode due to Administrative Support Staff and personnel who are fully engaged.

Candidate Considerations:

Because existing staff are already vested in the community and understand past and current staffing, operational protocols and financial challenges, the group recommends that an Executive Fire Chief and (2) Battalion Chiefs be selected from within the District to fill Administrative positions. Currently, Officers are available for calls and when larger scale calls or mutual aid calls come in, Shift Lieutenants are calling MABAS alarms and assuming command and control. Shift Lieutenants also have (4) years of experience covering for each other and will cover for Battalion Chiefs in case of sickness or vacation leave the same as they currently do (which may require an overtime mandate).

Cost Savings:

If this new structure is approved, there will not be a need to add a Chief’s salary into the budget which, including pension and benefits, is approximately $134,000/year. Per Lt. Baker, it simply is not cost effective for a small District like Madison. There will also not be a need to have a dedicated Chief vehicle which will be an additional savings. The small wages increase and additional pension costs to appoint (3) Chief Officers from within the District will be approximately $24,205 because these employees are already included in the healthcare insurance plans, and already receive longevity pay and uniform allowances, etc. The estimated cost savings will be $110,000.

Per Lt. Baker, the public wants government to be more efficient and this is absolutely more efficient. Today, District Firefighters are being asked to do more with less and the increase in work- related injuries is proof that the District needs more duty crew support. This new command structure puts a greater presence in the station because Chief Officers would respond to calls during the day as needed, as well as join the duty crew after office hours. Implementing the new Organizational Structure would augment staffing and keep Officers grounded and focused on how to spend the cost savings to ensure that the Firefighters and Paramedics have what they need.

The Selection Process: Lt. Baker suggested that the selection process be implemented one of three ways:
1) The Fire Board appoints an Executive Fire Chief and (2) Battalion Chiefs.
2) The Fire Board appoints an Executive Fire Chief and the Executive Fire Chief appoints (2) Battalion Chiefs.
3) The District body nominates persons for Fire Board consideration and the Fire Board selects an Executive Fire Chief and Battalion Chiefs from the body’s nominations.

Per Lt. Baker, any of the above processes could be implemented quickly and meet the Board’s 30-60 day goal.

Lt. Baker affirmed that he is confident that Collective Bargaining Agreement vs. Memorandum of Understanding issues should not be a deal breaker and is equally confident that the Board will be able to conduct knowledgeable and equitable agreements with the new Chief Officers.

The Roles and Responsibilities of the (3) Chief Officers:

The proposed Executive Fire Chief and (2) Battalion Chiefs would each hold one of three departmental responsibilities listed below and manage as a team:

Department Job Description (incomplete-to be determined at a later date)

1) Chief of Operations Budget, Training, Policy, SOP’s, Building & Fleet Maintenance, Personnel, Computers/IT, Public Relations.
3) Chief of Fire Fire Equip/SCBA, Inspections, Plan Review, Fire Investigations,
Vehicles, Scheduling, Hoses, Hydrants, Gear.
4) Chief of EMS EMS Equipment, Vehicles, EMS Protocol, EMS Equipment
Contracts, Radios/Communications, Water/Ice Rescue, HazMat,
Public Education.

Per Lt. Baker, he suggests that once the three Chief Officers have been matched with a departmental assignment based on their particular skill set strengths, one would be appointed Executive Chief and be assigned additional Administrative job responsibilities.

The Leadership Triad would meet monthly (or as needed) to review organizational responsibilities, create goals, review policy and procedures, identify areas for improvement, review staffing needs/performance and review budget considerations. It is Lt. Baker’s opinion, unless the Executive Chief is involved in the day-to-day operations, how will he know that we are meeting the end goal of providing service to the public?

In conclusion, Lt. Baker declared that the Executive Fire Chief will be ultimately responsible for the Chief Officers and the overall operation as they continue to face funding, staffing and planning challenges for the District and the residents of Madison. In his opinion, if we want to stabilize the budget, increase staff to a more acceptable level, give raises and get vehicles replaced, we have to do something different – we cannot continue to do the same thing. We cannot cut Manning any more – it is only a matter of time before somebody get hurts. We need to have a plan. The leadership plan presented is a cost effective alternative that gives us more administrative presence which will boost morale. Our mission is a passion for the community and our core values talk about having the ability to respond and the knowledge to perform. The savings can be put back into the staff that are doing that job and serving the community. “Cost and Value” must be our primary Budget considerations and Lt. Baker offered to attend another workshop to review the best options.

Workshop – Board Questions and Comments:

Mr. Donaldson asked what Lt. Baker thinks might be the major downfall of the proposed system. Lt. Baker speculated that a lack of communication within the leadership team and personal agendas are the only things he can see that might make it fail, but the checks and balances will be in place that should stop that.

Mr. Takacs asked, “If the Lieutenants already do all the work, and the proposed structure will be a seamless transition without adding any manpower except a part timer to fill an 8 hour shift, why do we need Battalion Chiefs? What can a Battalion Chief do that a Lieutenant cannot?

Lt. Baker affirmed that Madison Fire District Lieutenants have no real administrative authority and reported that, although he spends hours and hours a day doing a budget as a Lieutenant, it’s not a Lieutenants job. “That’s an administrative function and if the Board is expecting staff to do these things, you need to give them the authority and the title to do it. A Lieutenant is a line officer who works with a crew. A Captain is typically over a station or manages multiple crews. A Battalion Chief manages multiple stations and has administrative functions. The District does not have a valid organizational structure, it has a Chief and (6) Lieutenants who are all equals and who have no administrative authority. There is no Senior Lieutenant and now that the Executive Captain is gone, there is a glaring gap between the Chief position and everybody else. Everything has to be funneled through the Fire Chief and all purchases have to be approved by the Chief. If a vehicle breaks down, Lieutenants do not have the authority to call a tow truck.”

Mr. Takacs asked if Lieutenants fix vehicles when the Chief is out of the area. Lt. Baker replied, “Not without getting in touch with the Chief”. Mr. Takacs stated that that is a failure of the system and is unacceptable. In his opinion, Shift Lieutenants should have the responsibility and the authority to run the shift and keep things in order. He confirmed that he was not aware that Madison Lieutenants did not have full authority to run their shifts. Mr. Donaldson commented that it sounds to him like the Board assumed that the Lieutenants had a lot more authority than they actually have. Many Board members agreed.

Workshop – Board Questions and Comments (cont.): 03-01-17

Mr. Gauntner reported that when the Executive Captain left, Mr. Anderson advised that we needed to “fix it” and we didn’t fix it. The Chief just took on more unilateral authority and didn’t spread the Captain’s job amongst the Lieutenants. Lt. Baker commented, though, that life at a fire station happens outside of 9 to 5 so a Monday – Friday Captain does not fill the voids and is not really a solution.

Lt. Baker explained that they are trying to come up with an alternative method that not only saves money, but also includes a support staff who is actively involved on a day-to-day basis so it doesn’t take another (7) years to detect problems. “We don’t have the time to do that again for the third time. We have talked about this again and again, but because we have a unilateral structure – it’s an hour glass – we had issues that never got to the Board, and the Board had issues that never got to us.” Lt. Baker commented that the Think Tank group has put an extraordinary amount of effort in the last 12 months to get us back on track. “Unfortunately, we don’t get to vote – the decision on how this department moves forward belongs to the Board. If you don’t want Battalion Chiefs and you want Lieutenants to have the autonomy to run their shifts in the District’s best interest, then we really need to revisit how the operation works because that is not how it currently works.” Mr. Vest and Mr. Takacs stated emphatically that that is how it should work and they have no problem initiating a discussion and giving the Lieutenants, especially in the absence of the Fire Chief, full authority and responsibility to run their shifts. Mr. Takacs stated that he expects that there is a command structure here that simply knows their role and is given the responsibility to do that. “We are all learning something here and you are pointing out the breakdowns.”

Lt. Baker affirmed that their goal is to eliminate breakdowns. “Our current organizational system is set up to fail and it did. There needs to be a clear person to go to every day that can resolve whatever the issue is, and we don’t have that. There needs to be a group of people that can make operational decisions so the system is seamless. Our plan addresses that and saves money. Madison Fire Lieutenants should be able to fix a tire without the Chief’s permission! Mr. Takacs stated that regardless of what structural change the Board makes, a change has to happen.

The Board thanked Lt. Baker and the Think Tank group once again for their excellent presentation. Mr. Gauntner stated that the Board needed to have this discussion and that more discussions are needed. He speculated that members of the Board did not know many of the issues discussed tonight and the problems identified herein need to be solved – the sooner, the better. Mr. Vest exclaimed that maybe we can finally solve some problems with a new budget structure and a new organizational structure! More discussion will be conducted at the March 15, 2017 Regular Session.

Meeting adjourned @ 8:36 pm (Vest, Anderson – All ayes).

Minutes are “For the Record Only” – no business was conducted.

__________________________ _______________________
Kenneth R. Gauntner, Jr., Chairman Nila Brass, District Clerk

March 1, 2017

EMERGENCY MEETING

CALL TO ORDER @ 6:30 pm

ROLL CALL x Mr. Anderson x Mr. Takacs - Chief Lutz
x Mr. Donaldson x Mr. Vest x Ms. Clapp x Mr. Gauntner – Mr. Wayman - Ms. Dame

PLEDGE OF ALLEGIANCE

Resolution #17-10 – Chief Gene Lutz’s Separation Agreement:

This resolution authorizes and approves the Separation Agreement Upon Retirement between the Madison Fire District and Eugene C. Lutz, Jr. effective March 1, 2017 and authorizes payment as required under said agreement.

Motion to approve by: Mr. Vest Seconded by: Mr. Anderson ROLL CALL: All ayes

Motion to adjourn Emergency Meeting @ 6:33 pm by: Mr. Takacs
Seconded by: Mr. Donaldson ROLL CALL: All ayes

_________________________ _______________________
Kenneth R. Gauntner, Jr., Chairman Nila Brass, District Clerk