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Fire chief urges succession planning, third‑party review as town and board discuss turnover
Summary
Lakeville’s fire chief told the Select Board the department is stabilizing but faces ongoing retention and paramedic staffing challenges; he urged succession planning, increased mentorship and the possible use of an outside operations review to assess staffing needs and improve retention.
Lakeville’s fire chief updated the Select Board on June 24 about department staffing, retention and succession planning and asked the board to consider commissioning an outside operations review to identify staffing, training and policy changes that would improve retention and operational resilience.
The chief described two related retention patterns. Call firefighters typically cycle through service over a few years as they take jobs elsewhere or shift family priorities; that turnover is common and expected. By contrast, the presence of senior, full‑time personnel gives stability. The chief said a shortage of paramedics across the region — and competition with private ambulance companies offering higher pay — has made it harder to recruit and retain career staff.
To address the gaps, the chief asked the town to consider three measures: stronger internal mentoring and delegation to create a pipeline of promotable personnel; a formal succession plan that reduces ‘single‑point’ dependency on particular staff; and an administrative or middle‑management position to absorb daytime administrative work and reduce overtime and strain on shift personnel.
The chief also described the benefits of a third‑party operations review — a neutral, expert assessment by an outside consultant or firm to analyze staffing needs, policies and resource allocation. Board members reacted favorably. The Select Board directed Town Administrator Andrew to research feasible vendors and options for an objective operational review and to return recommendations (costs, scope and procurement path) to the board.
Background and context
The chief noted the department has worked to expand outreach, open houses and other public engagement to improve recruitment and public perception. He said a successful long‑term goal would be a staffing structure and internal development program that enables internal promotions and more predictable operations.
Next steps
Town staff will compile options and estimates for a third‑party operations review, and the board expects to consider those proposals alongside other budget priorities in upcoming meetings.
