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HomeMy WebLinkAboutDocumentation_Regular_Tab 6D_5/24/1990VILLAGE OF TEQUESTA Post Office Box 3273 • 357 Tequesta Drive Tequesta, Florida 33469-0273 • (407) 575-6200 FAX: (407) 575-6203 V I L L A G E O F T E Q-U E S T A S P E C I A L V I L L A G E C 0 U N C I L M E E T I N G M I N U T E S P U B L I C S A F E T Y D I R E C T O R I N T E R V I E W S M A Y 9, 1 9 9 0 I. The Tequesta Village Council held a regularly special meeting at the Village Hall, 357 Tequesta Drive, Tequesta, Florida, on Wednesday, May 9, 1990. The meeting was called to order at 9:00 A.M. by Village Manager Thomas G. Bradford. A roll call was taken by the Recording Secretary. Councilmembers present were: Mayor Joseph N. Capretta, Vice -Mayor Ron T. Mackail, William E. Burckart, Earl L. Collings, and Edward Howell. Village Officials present were: Thomas G. Bradford, Village Manager. II. QUESTIONS OF THE VILLAGE COUNC D V LAGS MANAGER BRADFORD TO PUBLIC SAFETY DIRECTOR CANDIDATE, LEONARD KELLER. GREGORY C. SPENCER 6874 Osborne Drive Lantana, Florida 33462-3854 HOWELL: Tell us about yourself and why you're interested in the job? SPENCER: I've been in Public Safety in Green Acres City since its inception in 1985. I came to them in 1979 as a Firefighter at which time their population was about 6000-6500. They were about to experience a vast amount of growth. For the past 11 years they've been a very active sommunity growing and have accomplished a tremendous amount. In 1983 I helped organize a Paramedic Program there. I have been a Paramedic since and I still am. In 1985 I was signed as Commander of the five divisions of the newly formed Public Safety Department. I have responsibilities including helping design the buildings, purchasing; I ordered everything including uniforms, vests, firearms policies, new ambulance, fire engines. I worked closely with the development of all the policies and procedures. For the past 11 years, the growth has been tremendous, and it's been very satisfying. At this time Green Acres is a relatively stable community. It has grown and we have met all the goals we set out to reach. Our Public Safety is not Village Council Special Meeting Minutes May 9, 1990 Page 2 ----------------------- only fully consolidated at this time, but all the bugs are worked out. Personally I enjoy the challenge of a growing community, and for me to sit back for the next 15 years and wait on retiring, I would not find that rewarding nor exciting. The job is still there, I am very happy with the job, I love the people of Green Acres, but the opportunity to come here to Tequesta and help you all grow and develop a Public Safety Department is what I would find more rewarding than sitting back and resting on my accomplishments. COLLINGS: If you were to be reincarnated, would you rather come back as a policeman or a fireman? SPENCER: After I've been in Public Safety, I'd rather come back as a Public Safety Officer. COLLINS: How come you know a fair amount about Tequesta? SPENCER: I was up here about a year ago, and I've been through the community at least a dozen times in the last couple of months. COLLINGS: Do you think we should have a Public Safety Program? SPENCER: I think Public Safety can work in your community. It won't be without some hardships and difficulties. It won't be challenged by many factions, so it won't come easy. But by the time you are at the stage Green Acres is five years from the time you decided to go Public Safety, I think that you'll be very happy that you went Public Safety. Aside from the benefits of the faster response time, you will have a more highly trained individual out there in the field. I'm not so sure that's going to reduce cost, at least initially, but in the long term, it should. You'll have better control over your future, and I believe it will be an excellent tool for you to accomplish the annexation plans that you have. Once you have control over the Public Safety Services, you can use that as a good sounding device for getting these pockets into Tequesta. COLLINS: From what you perceive of Tequesta, on a balance on weight, which functions of Public Safety would offer the biggest benefit, police or fire? SPENCER: The community does not have a lot of call for service for either police, fire or medical. Once you get the transition accomplished, I believe everything will fall in place. Approximately 80% of the Village Council Special Meeting Minutes May 9, 1990 Page 3 ----------------------- time will be spent in a police funcition. Another 15% of the total calls will be in medical. Maybe five percent will be fire related. I believe the biggest problem in accomplishing Public Safety is not police, fire or medical, but accomplishing the transition - taking the people you have now and incorporating them into a Public Safety Program, and deciding which Public Safety Program would be best suited for the community. COLLINGS: Which Public Safety Program? SPENCER: Public Safety is unique because it's usually adaptable to the needs of the community. There are many different types of Public Safety Programs. In Green Acres, we have chosen to go fully consolidated. Meaning, both police and fire services are delivered by one officer, and there is unity of command. One supervisor supervises the entire team. They are all responsible for police and fire, and they assist on the medical calls. We have a stand- alone emergency medical services division. They are not fire - certified, nor police -certified, but they are highly trained as paramedics and they deliver fire apparatus. Also, they are highly trained on water, operating the pumps, sprinkling systems, alarms, etc. So they augment the Public Safety Officer. You have a functional department where you can have the police department not neccessarily mandated to be a fully consolidated, fully trained police officer -firefighter, but has basic firefighting skills and he can work closely with a fire rescue division where those are highly trained medical firefighters. They would augment on the police end by assisting on traffic, by assisting DUI roadblocks. assiting in the public awareness programs, and you have not only functional, but partial. You can break those down by tasks. COLLINS: How big do you think the whole Department should be in this little Village? SPENCER: I have read Mr. Matarese's report. I have also gone over the calls for service with Lt. Allyson, and I met with Chief Roderick the other night. You cannot generate calls for service. That's based on crime, on accidents, on fires. You cannot create those. You can create an omni-presence of the police, but you pretty much already have that if you are fully staffed. The city is geographically small and with fully staffed three officers out there, you have the adequate number of officers. Productivity is relatively low. You can increase their effiency perhaps by directed patrol, park, walk and talk programs. You can hve them in high profile situations, enhance your crime prevention activities, Village Council Special Meeting Minutes May 9, 1990 Page 4 ----------------------- getting to the other programs for fire prevention, medical, CPR classes, heart -saver programs, etc. There's a lot that can be done to increase the presence and visibility of the Department, but you will not really be able to increase the productivity. In order to accomplish Public Safety, more personnel will be needed. There will not be an equal trade-off between the number of personnel and an increase in productivity. Tequesta's average officer has been here ten years, with 20 days off for vacation, 11 holidays, 3 personal days, plus comp. time - broken down over the entire shift leaves you with only two people on instead of three, fifty percent of the time. That will have to be beefed-up. The minimum team for putting out fires is three per shift. In order to accomplish that, I perceive five per shift, since half the time, some will be off. Remember, that is not counting sick leave, court time, or education. COLLINGS: Do you estimate a need of 15 more people? SPENCER: No. I believe you could accomplish not only police and fire, but medical, with 25 people, but that would be a functional department. I talked with North County Ambulance and they are in need of a Director right now. I would like to give North County a chance but you might have to look to hire paramedics in June for the next two years. BURCHART: How old are you, and do you have children? SPENCER: I am 36 years old. I have a nine year old daughter and a three year old daughter. BURCHART: How would you describe your management style? SPENCER: I believe in participatory management. However, being the Chief Executive Officer, I must set the goals for the organization in conjunction with policy. I do rely closely upon my key staff to implement. I firmly believe in chain of command. I believe the Director of Public Safety should be highly visible. Therefore, I have to rely heavily on the next in command. BURCHART: How would you perceive a Public Safety Program operating here in Tequesta? SPENCER: I looked at Tequesta personnel. I got profiles from Lt. Allison. In order to be a certified firefighter in the State of Florida, the requirements are very rigid. You cannot have any tobacco within one year of date of application, blood pressure Village Council Special Meeting Minutes May 9, 1990 Page 5 ----------------------- cannot be in excess of 140/80, vision cannot be any worse than 20/40 in one eye and no worse the 20/100 in the worst eye. Looking at the profiles of Tequesta's personnel, some may be older, might be out of condition, have high blood pressure, some wear glasses, and some in the Department smoke. We would not be able to certify all the personnel here. Optimally, in order to succeed, you need a fully -consolidated department. But, these people are valuable. They've come here, they work here, they know the community and apparently are doing a good job. You could probably now cerity six of your present staff. Some indicated they may leave if Tequesta switches to Public Safety. New hires would have to be dually certified. BURCKART: Would you hire people off the street? SPENCER: They would first of all have to be dual -certified, then I would look for those who are single -certified, then non -certified. But, above all that, they must be pro Public Safety. Certifications make no difference if an individual is non -supportive. BURCKART: What kind of equipment would Tequesta need? SPENCER: Matarese recommends a Quint. That's nice and relatively expensive. Since Tequesta is considering annexation, you may need ladders. The most versatile piece of equipment would be a smaller engine with more equipment. You will need a rated pumper with sufficient water supply. Most of our calls can be handled with a smaller squad vehicle. It's actually a dual-axeled vehicle, with sufficient amount of equipment and has maneuverability. It is not a Quick Response Vehicle (QRV) which has a small tank of water with a high pressure hose line on the rear. It would actually be a small Mini -pumper. MAYOR CAPRETTA: Didn't you have that when I was there? SPENCER: Yes. We have QRVs. We purchased them as part of our initial Public Safety Program. We have zones that are a little further removed and we were concerned about response times since 40% of our calls came from that one area. MACKAIL: How do you see Public Safety costs, long term? Has Green Acres been cost effective? Village Council Special Meeting Minutes May 9, 1990 Page 6 ----------------------- SPENCER: Green Acres did not go into Public Safety just to reduce costs, but we were looking in 1985. We had some preliminary numbers. We were building a new fire station requiring a minimum of 13 firefighters. The Police Department also was looking for an extra patrol zone and looking for 4-5 people. They also needed support personnel in the Fire Department. Statistics showed that over the next 20 years, with the growth in Green Acres going from the current going from approximate 20,000 to 48,000. They anticipated they would need 20 firefighters instead of 20, with an equal number of police officers. They didn't want to keep incurring increasing costs for personnel; therefore, they went to combined services. Cross -training was necessary. We looked at the cost long-term, plus the efficiency of highly trained officers. The cost of Public Safety will be higher initially. MACKAIL: How would you look to fund a Public Safety Program? SPENCER: I believe it takes a year between bid speicifications, etc. to obtain fire equipment. That would probably run close to a million dollars. I would suggest funding through Bonding. You may also need new headquarters as soon as possible, allowing for future needs. Probably should allow $3.5 million for headquarters. You could float a Bond. MACKAIL: What do you think of the Tequesta Police Department? SPENCER: I believe you have a good force, hard working. The morale is poor. I believe they're doing a lot more things than they are getting credit for. They need good direction. Matarese's report was very negative. Uncertainty breed discontent. You need to have a plan. The Public Safety Director needs to work with the City Manager to be sure everyone is informed about what is going to happen. MACKAIL: What goals should there be and how would you implement those? SPENCER: There will be a turnover when you go to Public Safety. Some of the officers are adamant. I see six possibilities for conversion to Public Safety. Between October '90 and '91, I would have all my supervisory personnel fully trained for police and fire. I am an EMT instructor with contacts at South Tech. I believe we could get quickly involved in the EMT Program. I noticed the clearance rate of your detectives is exceptional at 41%. Village Council Special Meeting Minutes May 9, 1990 Page 7 ----------------------- COLLINGS: Would you hire a woman? SPENCER: Yes. Half of my paramedics are female. MACRAIL: How do you screen? SPENCER: Some things are mandated by the State. I would do a background check, polygraph, Oral Review Board. MACHAIL: Tequesta has a small tax base. How do we avoid becoming a training ground for larger municipalities? SPENCER: Your pay plan would have to be revised with increased ability. Right now the pay scale is acceptable. North Countyis a quiet area, not a high crime area. Everything about North County appears to be desirable. It's a good place to work. That's a drawing card. I would say for a Public Safety Officer with increased skills the pay scale would have to go up 15%. MAYOR CAPRETTA: A Public Safety Program will help Tequesta in their annexation. Public Safety can be tailor-made to fit the community. What kind of system would be right for Tequesta, and how would you tailor it to fit? Communicate that plan to us so we can be supportive. SPENCER: I've look at this community many times in many different ways. You are a small commuity now, but you will soon become a larger area. I believe the services you want to buy are consistent with the needs of the people around you. The uncertainty centers around North County Ambulance. I believe, initially, if we could have just the six or so that I mentioned dually certified in police and fire, you will have everyone in the Department trained at least at the auxiliary level. On top of that, constant re-training. Just because someone would say to me I am not certifiable because I smoke or whatever - if you're a part of the Public Safety Department you will be a Public Safety Officer. Maybe you won't be certified, but if a fire or emergency comes down, you're going to have to participate. It's not just rapid response of personnel, or knowing how to put on oxygen, or CPR. We're also talking about advanced life support. You need to develop a paramedic program. Village Council Special Meeting Minutes May 9, 1990 Page 8 MAYOR CAPRETTA: How many paramedics does North County have? SPENCER: Two paramedics right now, with four in school. The two who work are primarily day personnel and they do hospital transport. They are not first response paramedics. MAYOR CAPRETTA: I have trouble visualizing costs for Tequesta, unless we could integrate North County. If we could integrate them, maybe their costs would be lowered to us. SPENCER: A two-tier system is more expensive, but they do provided excellent service in the sense that if you had a serious accident, they would respond with two EMT's, a paramedic who could work on the most serious injury - there would be 3-4 people involved. You would have to be involved in their day-to-day operations, or unless they come under your umbrella of Public Safety. It would be interesting to have your Director of Public Safety also be the Director of North County Ambulance. BURCKART: How is North County's equipment? SPENCER: Adequate. It meets State requirements. I have not had a tour of their facility. BRADFORD: Explain to us your understanding of "collective bargaining", and what you see as the current major issues pertaining to Public Safety services, what your position is on the same, and what your perception of management's rights in a Labor Agreement are. SPENCER: Collective bargaining has to do with wages and benefits. It does not have to do with policy. Men may organize themselves into a bargaining unit and bargain with management for wages and benefits. They don't set policy - the tail doesn't wag the dog. I believe it creates an adversarial relationship. With good sound management, that shouldn't happen. There should be a good relationship between the Village Manager and the Public Safety Director. BRADFORD: Tell us what you believe the components of discipline to be and how you would develop a sound disciplinary program, and what kind of a relationship should exist between the Department and citizens who complain about a Public Safety Officer's conduct? Village Council Special Meeting Minutes May 9, 1990 Page 9 ----------------------- SPENCER: Discipline should be uniform and progressive. Discipline for repeated violations should be more severe. The Personnel Manual should spell out discipline. Investigation should be part of discipline. All citizens complaints should be investigated. BRADFORD: How would you protect against a person protecting a fellow officer? SPENCER: In law enforcement, one has to separate their personal feelings from those which are by law. An officer's integrity would have to be beyond reproach. Village Council Special Meeting Minutes May 9, 1990 Page 10 ----------------------- JOHN F. D'ARIANO 7979 South Military Trail Lake Worth, Florida 33643 (407) 964-4807 HOWELL: Tell us about yourself and why you would like the job of Public Safety Director for Tequesta. D'ARIANO: I have spent 18 year in consolidated Public Safety programs. I am experienced in every phase of Public Safety. I am expert in my field. I offer Tequesta my vast experience. I have hands-on experience in all alternatives. It's a challenge to me fit existing personalities into a consolidated program. The benefits outweight the deficits. HOWELL: Did you read our consultant's report? How did you find it? D'ARIANO: Yes, I read it. I found it very critical. I read in the report a lack of management and poor coordination. I agree with his Public Safety finding. COLLINGS: Tequesta is small. Should we go to Public Safety? D'ARIANO: The alternatives will be cut and dried. The Village should provide EMS services with ALS, preferably with North County - a two- tier systm. I would get a commitment from North County Ambulance. Otherwise the Village should have response vans. All personnel should be certified as EMTs. Medical emergency should be the primary concern. Establish the best medical delivery service available. COLLINGS: Should we have Rescue - Police - Fire, in that order? D'ARIANO: Not necessarily in that order. Rescue is the primary concern of the citizen. You have to look at the potential hazard, depending on an incident basis - prepared for the worst. You have to determine what risks you're willing to take versus what costs you are willing to meet. It's a tradeoff. We determine and calculate the risks. COLLINGS: Are you Public Safety Officer of the School Board? D'ARIANO: On the School Board, I am a Security Specialist. I have sole responsibility for several campuses within the Palm Beach County School System. I do the actual investigative work, I advise the staff and administration of each school on security matters. Village Council Special Meeting Minutes May 9, 1990 Page 11 ----------------------- COLLINGS: Why do you want to leave Ocean Ridge? D'ARIANO: I was appointed Director of Public Safety in the City of Ocean Ridge. Through matters beyond my control, one of my subordinates was appointed over me. The City Manager resigned over the matter. I remained there for five months, doing the best I could do. However, the person who WAS appointed was, in my opinion, not a professional, and I could not work under some of the guidelines he set up. Therefore, I moved over to the School Board. BURCKART: Describe your management style. D'ARIANO: I believe strongly in a team effort. I also incorporate other management styles within the team management. Decisions ultimately remain with the Chief Administrataive Officer of the Division for the Department. We try to encourage input from subordinates. I am a strong believer in community and media relations. We launched "Crime Stoppers". The community is our employer. I keep their best interests in mind. Internally, it is more regimented with day- to-day activities. Most of the Director's time is spent with public contact. A Public Safety Department should encourage volunteerism. Launching Public Safety is a 24-hour, 7-day per week job. BURCKART: Explain your delegation of authority to cover emergencies in your absence. D'ARIANO: Regarding a shopping mall fire, a typical response would be for the apparatus to respond to the fire scene, the zone car responds to the scene. As Chief Administrative Officer, I would immediately be called and advised of the situation. My second in command would be required to respond. While on my way to the scene I would be in constant radio contact. I would make the determination as to whether mutual aid was needed. BURCKART: What type of equipment needs do you foresee for Tequesta? D'ARIANO: If you go into paramedic services, you will need a minimum of two response vans. I am speaking from a quick overview of Mr. Matarese's report and my view of the Village, and my professional background. I believe you could justify an aerial, Quint -type vehicle. You would need ladders and a Class A Pumper. BURCKART: What kind of equipment would be required for cars? D'ARIANO: Full bunker gear would be needed; breathing apparatus; fire extinguishers; forceable entry tools regarding lifesaving. A garden hose with a brass nozzle I have always found to be convenient. Village Council Special Meeting Minutes May 9, 1990 Page 12 ----------------------- BURCKART: How does Tequesta compare to Ocean Ridge? D'ARIANO: Ocean Ridge is smaller than Tequesta. The population is about 1500 - in season, maybe 3000. However, their Public Safety system does not service solely Ocean Ridge. We provide both fire and police services to Manalapan, Briney Breezes, Gulfstream, and South Palm Beach. We used aerials for rescue operations. The per capita income is high there, comparatively. BURCKART: How many officers are there? D'ARIANO: There are 12 full-time officers, 2 part-time officres, plus volunteers. COLLINGS: What is the age balance of Ocean Ridge? D'ARIANO: Sixty's - lots of 40's - a good mix. MACKAIL: What did you mean when you said Tequesta's Police Department suffers from a lack of management? How did you draw that conclusion? D'ARIANO: I failed to find any stated objectives for the Department. There seems to be a sincere interest in the Department, and everyone appears to be doing their best. They are working on a Manual of Rules and Regulations. I assume that is a result of the consultant's study. That Manual should have been developed long before this. Communications appear to be lacking within the Department. One of the current things bothering the Department now, from my understanding, is the members of the current Department have not been apprised of what is taking place with Public Safety and how it will affect them. Some of the procedures that are being followed are not concurrent with State Laws presently in effect. Certain things could put them in a liableous position. The intent is good but there is a lack of knowledge. No administrator has been groomed to really run the agency. MACKAIL: How would you make the men more informed and increase morale? D'ARIANO: I would work primarily on determining the staffing requirements of the proposed Department, establish the certifications required for each position, form a team to evaluate and review the qualifications of existing personnel, the goal being to formulate a plan to integrate existing personnel into the proposed Public Safety Department. There may be some who don't fit in. There is no room for those who are not functioning to full capacity. You can't bury people within the bureaucracy. I would have to do what is best for the Village. There are minimum staffing requirements for a Public Safety Department. Village Council Special Meeting Minutes May 9, 1990 Page 13 ----------------------- MACKAIL: How many men would it take to develop the Program? D'ARIANO: Mr. Matarese was not far off with 24 officers, which includes staff and line personnel. You may need fewer than that. MACKAIL: How would you deal with citizens' complaints and pressure from Councilmembers? D'ARIANO: A situation should never be allowed to get to that point. If there are ordinances on the books, they need to be enforced. Complaints should not get to the citizen or Councilmember level. MACKAIL: What are your feelings on recruitment of Public Safety personnel as far as age, height, intelligence, ethnic background, sex, etc.? D'ARIANO: Recruiting qualified Public Safety personnel is very difficult. Applicants with dual certification are hard to find. The requirements of State Law are stringent. I usually go by those. The normal route to take is training personnel. Paramedics are hard to get; you have to offer them an appetizing package. An effort could be made to attract dual certifieds, but it is not usually easy. MACKAIL: How do you feel about budgets and cost containment? D'ARIANO: Like every other administrator - the most difficult time of the year is budget time. We do the best we can do to trim down the budget, keeping it as lean as possible, then go to the meetings to discuss the requirements and what is established, and we're asked to cut more. I do the best I can do. I believe in cost-effective management. COLLINGS: The Villages like our Police Department - they offer quick response, and do a pretty good job. The reason for the fire/rescue thoughts coming up in the first place is the cost factor from the County, the way we are served by North County Ambulance, and the concern that Tequesta is going to pay a lot for that service. A lot of study has been done on costs. What is your position on that? Village Council Special Meeting Minutes May 9, 1990 Page 14 ----------------------- D'ARIANO: It appears to me the Village is trying to maintain some control over their costs. I am not sure the Village is ready to make the commitment to go into Public Safety. It appears you want to develop a plan, then be laid back and sit there and wait to determine when and if you are going to launch the project. That's not a problem with me. That's one viable solution to your current predicament. The County costs will continue to rise. I believe eventually municipalities will go to Public Safety or become unincorporated. Public Safety is a good alternative. One of the benefits of a small Department is a relationship is built with the community. MAYOR CAPRETTA: I am concerned about how many of Tequesta's officers are willing and capable of going to Public Safety, and how does the Village manage the integration of paramedic support? D'ARIANO: I have given some consideration to an overall plan of action for implementation of Public Safety. The first issue to be resolved is the one of EMS services. The first step would be to examine the alternatives. If an outside provide would be considered, some definite assurances would be needed of the capabilities and continued existence. If the Village stays in control, they can control their own destiny. Ocean Ridge has a contract with the City of Boynton Beach. MAYOR CAPRETTA: Is it economically feasible for Tequesta to have a 1-tier system, or is 2-tier better? D'ARIANO: If Tequesta has a 1-tier system, they would still be required, when they transport, to have additional personnel to handle additional calls while the other unit is out of service. With a 2- tier system, that likelihood of requiring the additional man to respond decreases. You would need a medic who is triple certified. In a 1-tier system, it is conceivable that that would not be sufficient. Medics are the biggest drawback to the whole program: most difficult to attract and maintain. There is a lot in your employee package that would help to attract people. MAYOR CAPRETTA: Would you say it's conceivable to consider the Public Safety Director of Tequesta and the Director of North County Ambulance to be the same person? D'ARIANO: I believe that's conceivable. You would have the best of both worlds. But, if North County disappears, Tequesta would be in a bad situation. I'm not sure how much control the Director of North County Ambulance has over the decisionmaking policies. I don't think Tequesta could afford to maintain it. Village Council Special Meeting Minutes May 9, 1990 Page15 ----------------------- COLLINGS: If EMS is number 1 to be resolved, what is number 2? D'ARIANO: Number 2 is to establish total staffing requirements. That is second because of the third point in the first phase, which is to develop a plan to integrate existing members of the Tequesta Police Department into the overall program. Phase 2 is drawing up the implementation plan. Phase 3 is the actual implementation of the program. By December 1, 1990: Complete Phase I (EMS options, staffing requirements, and handling existing personnel). By June 1, 1991: Complete Phase II. (Develop the actual implementation plan) October 1, 1991: Initiate implementation plan. October 1, 1992: Launch Public Safety. BRADFORD: What do you believe the components of discipline to be; how would you develop a sound disciplinary program? What kind of a relationship do you feel is proper between the Department and citizens who complain about officer behavior, etc.? D'ARIANO: There are specific guidelines in handling disciplinary problems. There are legal requirements which must be met. If the Village does not follow the Federal guidelines, they are placing themselves in a very precarious position - including when citizens complaints are received about officers or employees. We not only have to consider the citizen, but the rights of the employee as well. It is critical that a comprehensive Operations Manual be available. The Manual should detail the expectations of each officer, outlining the duties and responsibilities, how discipline should be handled within the Department. Discipline should be progressive. BRADFORD: What professional or personal weaknesses do you perceive in yourself, if any? D'ARIANO: I depend too much on perception. I try to perceive the outcome through alternatives. Sometimes this slows down progress, but I find it avoids last minute changes in emergency situations. I become overly concerned with dotting the "i's" and crossing the "t'sto. My primary strength lies in organization and planning, followed by interpersonal skills. I have a good ability to establish goals and objectives for myself and others - to fix priorities and schedules. I am good at following through. I am sensitive to people's needs. Village Council Special Meeting Minutes May 9, 1990 Page 16 ----------------------- II. OTHER MATTERS There being no other matters, the meeting was adjourned at 11:20 A.M. Respectfully submitted, Fran Bitters Recording Secretary ATTEST: Bill C. Kascavelis Finance Director/VIllage Clerk DATE APPROVED: