You are on page 1of 9

TOWN OF CANTON

TITLE: Chief of Police CLASS: Exempt

DEPARTMENT: Police Department DATE: September 24, 2014

POSITION DESCRIPTION
The Chief of Police provides leadership for the Police Department and ensures policies and procedures
including ethics are adhered to. The Chief of Police also performs a variety of complex administrative,
supervisory and professional work in planning, coordinating and directing the activities of the Police
Department. The Chief of Police also serves as the Town’s Emergency Management Director.

SUPERVISION RECEIVED
The Police Chief is appointed by the Board of Selectmen and reports to and works under the general
guidance and supervision of the Chief Administrative Officer.

SUPERVISION EXERCISED
The Police Chief exercises supervision over all police department staff, including dispatchers, directly or
through subordinate supervisors.

ESSENTIAL JOB FUNCTIONS

Plans, coordinates, supervises and evaluates police department operations.
Develops, implements and enforces policies and procedures to maximize department effectiveness/
efficiency.
Establishes policies and procedures in order to implement directives from the Chief Administrative
Officer and/or Board of Selectmen.
Assures safe work practices.
Supervises and coordinates the preparation and presentation of an annual budget for the Police
Department; directs the implementation of Departmental budgets.
Controls the expenditure of departmental appropriations.
Recruits, trains and develops Police Department personnel.
Handles grievances, maintains Police Department discipline and the conduct and general behavior of
assigned personnel.
Prepares and submits monthly reports to the Chief Administrative Officer regarding the Department’s
activities and prepares a variety of other reports as requested including the annual report of activities.
Communicates and coordinates regularly with appropriate individuals and entities, internal and
external, to maximize the effectiveness and efficiency of interdepartmental operations and activities.
Meets with elected or appointed officials, other law enforcement officials, community and business
representatives and the public on all aspects of Police Department activities.
Monitors national and state-wide developments in new police initiatives; evaluates their impact on
Town programs and operations.
Develops applications for grants and administers grant-funded activities, prepares and presents reports
on use of and effects from grant funding.
Consults with the Chief Administrative Officer and Department Heads on problems relating to
policing and other related services.
Ensures that laws and ordinances are enforced and that public peace and safety is maintained.
Performs the duties of subordinate personnel as needed.
Analyzes and recommends improvements to equipment and facilities as needed.
Performs related work as required or requested by the Chief Administrative Officer and/or his/her
designee.
Serves as the Towns Emergency Management Director.
Advises the Chief Executive and Chief Administrative Officer on all Emergency Management matters.
Develops, organizes, directs and coordinates the town's Emergency Management Program with the
goal of saving lives and protecting property by maintaining emergency operational capabilities that
mitigate, prepare for, respond to, and recover from any emergency or disaster.
Formulates emergency management policies and procedures related to the functioning of emergency
services during emergencies.
Plans, organizes and coordinates the Emergency Management activities of those operating
departments, agencies and offices of local government which are responsible for carrying out
response operations in an emergency.
Maintains a continuous review of the warning system and warning procedures.
Prepares requests for federal financial assistance for emergency management programs.
During emergencies, the Emergency Management Director assumes the overall responsibility for the
operation of the Emergency Operating Center (EOC) and for advising the Chief Executive on local
government emergency operations, including the execution of (1) appropriate increased readiness
measures should an international crisis occur; (2) such emergency and supporting operations plans
and procedures as are appropriate for the emergency; and (3) necessary coordination among the
operating departments of town government.
Maintains the Emergency Operations Plan, Annexes and operating procedures (SOP’s) updated as
required by the Commissioner of the Department of Emergency Management and Homeland Security.
Prepares and submits Emergency Management reports to appropriate Town, State and federal
agencies as required.
Serves as the liaison between Town, State and Federal agencies on Emergency Management matters.

REQUIRED KNOWLEDGE, SKILLS AND ABILITIES

Commitment to excellence in customer service.
Thorough knowledge of modern law enforcement principals, procedures, techniques, and equipment;
thorough knowledge of applicable federal, state, and criminal laws, local ordinances, department rules
and regulations and administrative practices.
Knowledge of Emergency Management principles and practices.
Knowledge of computer and communications equipment and/ or systems as related to policing.
Considerable knowledge of public administration principles and practices as applied to Department
operations.
Ability to analyze complex issues and problems, evaluate alternative solutions and develop sound
conclusions, recommendations and courses of action.
Ability to present proposals and recommendations clearly and logically in public meetings.
Ability to develop clear, concise and comprehensive reports, correspondence and/ or other written
materials.
Ability to deal effectively with, establish and maintain effective working relationship with volunteer
boards/commissions and/or agencies, general public, Town officials, staff, private and community
organizations, and others encountered in the course of the work.
Ability and willingness to quickly learn and put to use new skills and knowledge brought about by
rapidly changing information and/or technology.
Ability to communicate effectively, both orally and in writing; communicate orally with the public in
face-to-face one-on-one settings, in group settings, or using the telephone.
Ability to supervise, develop and monitor budgets.
Ability to collaborate with other public agencies on programs at a local, regional, state and national
level.
Ability to interpret and apply regulations, policies and procedures.
Proficient with word processing, presentation, spreadsheet and e-mail software.

REQUIRED PHYSICAL AND MENTAL EFFORT AND ENVIRONMENTAL CONDITIONS
The physical and mental demands, along with the work environment conditions, described here are
representative of those that must be met to successfully perform the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to perform the essential
functions.

While performing the duties of this job, the individual is frequently required to sit, talk or hear, stand,
walk, use hands to finger, handle or operate objects, tools or controls, and reach with hands and arms.
The individual is occasionally required to climb or balance, stoop, kneel, crouch, or crawl and taste or
smell.
The individual must frequently lift and/ or move up to 50 pounds and occasionally lift and/ or move
up to 100 pounds. Specific vision abilities required include close vision, distance vision, color vision,
peripheral vision, depth perception, and the ability to adjust focus.
Work is performed in office, vehicles, and outdoor settings, in all weather conditions, including
temperature extremes, during day and night. Work is often performed in emergency and stressful
situations. Individual is exposed to hearing alarms and hazards associated with fighting fires and
rendering emergency medical assistance, including smoke, noxious odors, fumes, chemicals, liquid
chemicals, solvents and oils.
The individual occasionally works near moving mechanical parts and in high, precarious places and is
occasionally exposed to wet and/or humid conditions, fumes or airborne particle, toxic or caustic
chemicals, risk of electric shock, and vibration.
The noise level in the work environment is usually quiet in office settings, and loud at an emergency
scene.
Ability to observe and interpret situations; read and interpret data, information and documents.
Ability to analyze and solve complex problems; use math and mathematical reasoning.
Work may include extended periods of time viewing a computer video monitor and/or operating a
keyboard.
Ability to work under stress from contact with public, demanding deadlines, and changing priorities
and conditions.
Ability to talk and hear, both in person and by telephone.
Ability to concentrate on fine detail with constant interruption.
Ability to work varied hours/days/night meetings to complete functions.
Ability to file letters, correspondence, reports, etc. in file cabinet drawers ranging from 1’ to 7’ from
the floor.
Ability to move throughout public buildings and sites.
Ability to get into and out of an automobile.
Ability to remember multiple task/assignments given to self and others over long periods of time.

REQUIRED MINIMUM QUALIFICATIONS

Graduation from an accredited college or university with a bachelor’s degree in police science, law
enforcement, criminal justice, public administration or a closely related field.
Ten years of experience in police work, four years of which must have been equivalent to police
sergeant or higher.
Equivalent combination of education and experience.
Completion of the Connecticut Police Academy or equivalent.
Must possess, or be able to obtain at time of appointment, a valid State Driver’s License.
Must possess or obtain POST certification in the State of Connecticut. Such certification process
includes, but is not limited to, physical, psychological and polygraph examination and an in-depth
background investigation.

SPECIAL REQUIREMENTS

Unless waived by vote of the Board of Selectmen, the Chief of Police must live in a town that lies within
a 30 mile radius of the Canton Police Station.

Note: Appointees will be subject to a standard probationary period.

The examples of duties are intended only as illustration of the various types of work performed. The
omission of specific statements of duties does not exclude them from the position if the work is similar,
related or a logical assignment to the position.

I understand that nothing in this position description restricts the Town’s right to assign or reassign duties
and responsibilities to this job at any time. I also understand that this position description reflects the
Town Administration’s assignment of essential functions; it does not prescribe nor restrict the tasks that
may be assigned. I further understand that this position description may be subject to change at any time
due to reasonable accommodation or other reasons and that this job description does not constitute an
employment between the employer and the employee.



___________________________________ _____________________________
Employee Date


___________________________________ _____________________________
Supervisor Date






To : Board of Selectmen
From : Robert Skinner, Chief Administrative Officer
Date : September 18, 2014
Re : Fire Marshal Position

Prior to Adam Libros leaving, he held both the Emergency Management Director position and the Fire
Marshal position. The total hours for both positions were 40 hours per week. Although the hours spent
on each separate duty were not tracked individually, it was stated by Mr. Libros that he believed the
breakdown would be 40% Emergency Management Director and 60% Fire Marshal. Obviously this
ratio would change depending on the circumstances, including times of significant development or
natural disasters.

Subject to Town Meeting approval, the duties of the Emergency Management Director have been
awarded to the Chief of Police. Therefore, the issue is what to do with the prior Fire Marshal/EMD
position.

In determining the amount of time necessary to complete the Fire Marshal responsibilities, a couple of
issues need to be addressed. The first is how many units are there to inspect and how long should it take
to accomplish the inspections. I also compared the units needed to be inspected in other towns with the
amount in Canton and then the amount of time it took to perform the inspections. When I received the
amount of units from other Towns it at first appeared that Canton had significantly more units. For
example, the Fire Marshal in Granby stated that he had approximately 90 units that he had to inspect
annually, but when we looked at the list provided from Canton’s prior Fire Marshal it indicated the
Town had 541 units of which 293 units had to be inspected annually. When Mike Yacovino (acting Fire
Marshal) reviewed the list he stated the reason for the discrepancy was that Canton broke down every
apartment or duplex as a separate unit, where apparently the norm is to consider each building as a
separate unit regardless of how many apartments are in each building. When you break down the units
this way, the Town has 178 units that need to be inspected annually.

The other issue is the amount of time to do each inspection. According to the prior Fire Marshal it takes
an average of seven hours to inspect each unit. So if there is a four unit duplex it would take 28 hours.
According to the current acting Fire Marshal, it should take on average about two hours for the entire
building (depending on the size of the building). I went over every step of a typical inspection with Mr.
Yacovino, from measuring the height of step risers, measuring the size of windows for egress to the
location of smoke alarms and I would agree that on average seven (7) hours does appear excessive.
Also, unless there are any changes in the code or the building, the following year’s inspection should be
quicker because you have already measured all the essentials. Mr. Yacovino also mentioned that retail
commercial establishments take even less time. This is consistent with Mr. Libros’s own inspection logs
because between March 16
th
and 17
th
2010, Mr. Libros inspected 35 retail establishments at the Shoppes
and in Collinsville.

!"#$ "& '($!"$
"#$% &'%()* +*%))*
,-#- .#/ 012
3#4456+7544)8 3#66)3*53$* 919::;9012

"&&)'* "& '+)*& (,-)$).!/(!)0* "&&)'*/

Mr. Yacovino thought that performing the Fire Marshal duties would take approximately 25 hours a
week. This includes the other duties of the position, such as reviewing subdivision and building plans,
open fire and blasting permits and fire prevention training.

Assuming there are 178 units to be inspected annually, that means there are on average 3.5 inspections
to perform a week. Even if you were to assume each inspection took four hours including documentation
and necessary follow-up that would take less than 15 hours per week.

Therefore, if the position consisted of 25 hours per week, there would be sufficient time to complete the
inspections and perform the other duties of the position. Also, this would be consistent with the prior
Fire Marshals position that about 60% of his 40 hour week or 24 hours was spent on Fire Marshal duties.

The next issue is whether the position should remain full time and utilize the remaining hours to perform
another function. For several years, the Board of Selectmen have discussed the need for additional
administrative services for the Fire Department. This could take the form of a Business Manager or even
a Purchasing Agent. Since many, if not most Fire Marshals have Fire Department experience, it would
make sense to combine the positions.

Although I concur with this need, I would suggest that at this time the position remain only with the
part-time Fire Marshal responsibilities. There are several reasons for this. One is that the additional
duties are not currently budgeted (although if the position was critical I would support the transfer of
funds to create the additional position). Another reason is that the Fire/EMS department will be coming
to the Board in a couple of months with a proposal which may include adding additional staff or
services. It may be beneficial to acquire that information prior to adding any additional Fire Department
staff, even if only part-time. Finally, by leaving the position part-time it gives Town officials the chance
to monitor the position and if necessary add more hours. I find it infinitely easier to add hours to a part-
time employee than it is to take away hours from a full-time employee. Also, if necessary, the Town
does have the opportunity to increase funding for the Deputy Fire Marshals thereby keeping the Fire
Marshal position part-time. It is similar to the Building Official, which used to be full time, now
averages about 14 hours a week, but if construction picks up, those hours will have to be increased. It
would also decrease the overall number of benefited full-time employees.







V. CONSIDERATION OF OLD BUSINESS
A. Review of Fire Marshal position- R. Skinner shared that he’s still reviewing
possible changes to the position and comparing the same position in similar Towns.
However, preliminary information states it should take less time to do inspections.
No MOTION.
B. Review and appoint Police Chief Chris Arciero as the Emergency Management
Director- R. Skinner highlighted Chief Arciero’s training from the memo in the BOS
packet. He mentioned he spoke to Thomas Gavaghan, Area 3 Region Coordinator
at CT Department of Emergency Services and Public Protection, about the
requirements of the EMD grant and job description for the position. From that
conversation it looked like Chief Arciero had the required training. However, T.
Gavaghan would be verifying the requirements and following up with R. Skinner
tomorrow morning. R. Skinner named some other towns that had the Police Chief
and EMD in dual roles. R. Skinner also relayed his complete confidence in Chief
Arciero for this role and made it clear that the Chief is willing to take any additional
classes necessary. T. Sevigny communicated that the dual role is working in
Farmington. He shared that he discussed Chief Arciero taking over this role with
other qualified people and they recommended he take some additional courses. T.
Sevigny expressed his support of Chief Arciero taking on the dual role but strongly
recommends the additional training be a requirement. D. Gilchrist relayed that he is
not concerned with Chief Arciero taking on the EMD role due to Chiefs strengths and
the strengths of the second in command at the Police Department. D. Gilchrist also
voiced that he agrees with T. Sevigny on the additional training requirements. L.
Humphrey also agreed with T. Sevigny and D. Gilchrist however he thinks the pay
increase should be less and he gave his reasons why. R. Barlow stated he has been
concerned about the lack of services coming out of the Fire Marshal’s office. He
believes appointing the Chief as EMD would be more beneficial to the community.
R. Barlow stated that although he shared an appreciation for L. Humphrey feedback
on the salary increase he believes what has been presented for an increase is fair.
D. Gilchrist thanked B. Lockwood for his feedback and stated he respected his
credentials. MOTION: R. Barlow moved to conditionally approve Police Chief Chris
Arciero as the Emergency Management Director for the compensation as indicated
in the memorandum from the Chief Administrative Officer and that we refer the salary
and position adjustment to the Board of Finance for consideration. D. Gilchrist
seconded the motion. The motion passed, 3-1-0 with L. Humphrey objecting.

VI. CONSIDERATION OF NEW BUSINESS
A. Review and possibly approve Fiscal Year 2013-2014 end of year budget
transfers- R. Skinner stated there was good news. The expenditures came out with
a surplus of $61,026.16 There was also a surplus in additional revenue of
$380,154.32 R. Skinner shared there was enough revenue to offset our total use of
fund balance for last fiscal year and still have $67,000 left over. The bad news is
under the EMS special revenue account there was a deficit of $58,771.17. R.
Skinner gave three explanations for this which was a reduction in revenue, increase
in the cost of first aid supplies and an increase in the use of Vintech. He explained
that a Town meeting will have to be scheduled to appropriate those additional funds
because it is a special revenue fund. R. Skinner also communicated there was a
small deficit of $7000 in the special revenue for Parks and Rec. However, there is
more than enough money in the fund balance for Parks & Rec to cover that. L.
Humphrey asked what the EMS revenue correlated to and if the calls in had
decreased resulting in lower revenue. R. Skinner replied that based on the
information he had the calls had not decreased but the budget was based on the
previous year which was higher than normal. D. Gilchrist asked about the newer
software that had been added a few years earlier to assist billing for EMS. R.
Skinner replied that the software was more to track calls and the personal
responding to those calls. R. Barlow stated the bottom line is that we are off and we
need to find out why in order to improve next year and forecast better. He pointed
out the important thing to the Board is that revenues were in excess of $380,000 and
a surplus of $61,000 which is very good. D. Gilchrist asked about the CAO budget.
There was a consultant bill that was over budget for $14,000. R. Skinner informed
him that was for the Hydro consultant. D. Gilchrist than asked about the Police
Administration miscellaneous that was 5X’s over budget and about the Police fuel
budget being over 1.5X budget. R. Skinner stated he was looking into that and
would relay the information when he had it. Lastly D. Gilchrist asked about the
employee benefits and insurance employee leave. There was not a budget but there
was almost $43,000 spent to which R. Skinner replied that it had to do with
severance pay.
1. MOTION: D. Gilchrist moved to authorize the re-appropriation of fund within
and between the departments of the unexpended balances detailed be the
Chief Administrative Officer in a memorandum dated September 5, 2014 in
accordance with Town Charter section 6-4(b) and T. Sevigny seconded the
motion. The motion passed unanimously, 4-0-0.
2. MOTION: T. Sevigny moved to refer to the Board of Finance the request for
the additional appropriation of funds in the amount of $58,771.17 to fund the
FY 2013-14 Emergency Service Special Revenue Fund deficit and D.
Gilchrist seconded the motion. The motion passed unanimously, 4-0-0.

VII. MINUTES OF PREVIOUS MEETINGS
A. Approval of Board of Selectmen Minutes: 08-27-2014 Regular Meeting-
MOTION: L. Humphrey moved to approve Board of Selectmen Minutes: 08.27.14
Regular Meeting and D. Gilchrist seconded the motion. The motion passed
unanimously, 4-0-0.

VIII. COMMUNICATIONS FROM THE CAO, TOWN AGENCIES, OFFICIALS AND/OR
OTHER GOVERNMENTAL AGENCIES AND OFFICIALS
A. First Selectman’s Report- R. Barlow shared that he drafted a letter from the
Farmington Valley Collaborative which was sent to the State Water Planning Council
indicating that we were concerned about the lack of funds that have been
appropriated to do the state water plan as provided by legislation in the last general
assembly and the concern of having UCONN senior administrative leadership
provide administrative support to the planning process as UCONN is a major
stakeholder in the water plan.
B. CAO Report- R. Skinner mentioned that Sam Collins Day is Sept 20
th
and the Town
will have a booth there. R. Skinner stated that they are working on finalizing the
contract for the Highway Garage. He also stated the Hydro Project has a letter of
intent. R. Skinner shared that the Town employees are engaged in a Wellness
Program that involves voluntary Weight Loss and Pedometer Challenges. R.
Skinner communicated that our current Land Use Coordinator, Lynn Charest Beach,
is leaving and moving to Vermont. R. Skinner also shared that Chris O’Herron who
is the Asst. Town Clerk and Asst. Assessor has asked to go back to part time. He
will be working solely as the Asst. Town Clerk part time and that he is considering
eliminating the Asst. Town Assessor position. Lastly, R. Skinner mentioned that he
is still working with the town attorney to create the Veteran ordinance discussed at
the last BOS meeting.
C. Correspondence-David Kubas- R. Barlow stated that he did respond to D. Kubas
letter. He informed him that the Board has certainly made one of their goals to
improve river access with the relocation of the highway garage.

XI. REMARKS BY SELECTMEN- T. Sevigny mentioned the Konover property on Lawton
and the bike path is over grown and needs landscaping. R. Skinner agreed and stated he
would talk to Neil Pade about it. D. Gilchrist asked if the Police Dept. asks for or plans to ask
for surplus military equipment. R. Skinner replied he is unaware of getting any surplus from the
military but is aware of a time we received surplus equipment from the state police. R. Skinner
did share that we will be looking at getting body cameras in the future.

XII. ADJOURMENT- MOTION: D. Gilchrist moved to adjourn the regular meeting of the
Board of Selectmen at 8:03 pm and T. Sevigny seconded the motion. The motion passed
unanimously, 4-0-0.