Chief Daugherty has proudly served at La Pine Fire District since 1993, and served in the fire service since 1988. He previously served in the roles of Deputy Chief, Battalion Chief, and Shift Commander, and currently is responsible for providing strategic leadership and ensuring the district is well positioned to provide the best service to the community. Chief Daugherty has degrees in Emergency Medical and Fire Protection Services. He has maintained a National Registry EMT License since 1978 and Oregon Paramedic License since 1993, and continues to participate in Fire Officer Programs at the National Fire Academy and other institutions of higher education.
In short, Dan Daugherty is a truly abysmal, horrendous, Assistant Chief Officer.
He should be used as a case study/cautionary tale of what a Chief Officer should not be. An intellectually, morally and emotionally weak person, he has been able to stay in his current position because he comes across as likable. He breaks one of the cardinal rules of being an officer in that he disciplines in public, rarely praises in public, but when he does, it is in such a way that he usually tries to include himself in the accolades. Conversely, he makes it a routine to discipline subordinates as publicly as possible. When he does something negative, he will deny any involvement and will look for a subordinate scapegoat to blame. He is not above blaming subordinates for his past mistakes.
He attacks subordinates with false claims in meetings when they are not present to defend themselves. Is known not to bring up important issues at Board meetings because “he doesn’t want to get yelled at,” or “he doesn’t want to get fired.”. Instead, in the past, he’s known to direct even the most junior personnel to present plans in front of the board of directors, so he can maintain his distance.
He is known far and wide for his forgetfulness. He repeatedly omitted line items for important projects provided to him by project managers, such as ladder testing from the annual budget, but never takes responsibility. Because of this, there was no money available to test all the department’s ladders. Along with the previous chief, he famously took the department’s old ladder truck out of service for safety because of multiple cracks in the frame, but then told firefighters to use it if they felt there was a need during an emergency instead of repairing the stick.
For decades, it has been remarked by most, if not all of the surrounding Fire Chiefs/leadership that they are amazed he is still able to remain in his current role despite his incompetence. He relies on the old saying “rank has its privileges,”as a crutch to get out of as much work as possible, and has informed subordinates during performance reviews that they have to at least pretend to like him, because of his rank. He promotes the belief, through his actions, that the higher up the chain of command you go, the less accountable for your actions you become. This belief trickles down the command structure, where Captains also feel they are less accountable for their actions than the Lieutenants etc.
He lost or never had the respect of the line staff because of his habit of playing favorites, promoting specific favorites, ignoring/not disciplining serious cases involving sexual harassment, hostile workplace events, etc. most staff tolerated having him as an assistant chief because they learned that if he was brown nosed in the right way, he would allow them to get away with whatever they wanted without any oversight.
Because of his personality, work habits, and actions a large number of good line staff have quit over the years or have been run out of the department. The department will never be able to get out of its current rut until Dan Daugherty, quits or leaves.
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1 Reviews on “Dan Daugherty”
In short, Dan Daugherty is a truly abysmal, horrendous, Assistant Chief Officer.
He should be used as a case study/cautionary tale of what a Chief Officer should not be. An intellectually, morally and emotionally weak person, he has been able to stay in his current position because he comes across as likable. He breaks one of the cardinal rules of being an officer in that he disciplines in public, rarely praises in public, but when he does, it is in such a way that he usually tries to include himself in the accolades. Conversely, he makes it a routine to discipline subordinates as publicly as possible. When he does something negative, he will deny any involvement and will look for a subordinate scapegoat to blame. He is not above blaming subordinates for his past mistakes.
He attacks subordinates with false claims in meetings when they are not present to defend themselves. Is known not to bring up important issues at Board meetings because “he doesn’t want to get yelled at,” or “he doesn’t want to get fired.”. Instead, in the past, he’s known to direct even the most junior personnel to present plans in front of the board of directors, so he can maintain his distance.
He is known far and wide for his forgetfulness. He repeatedly omitted line items for important projects provided to him by project managers, such as ladder testing from the annual budget, but never takes responsibility. Because of this, there was no money available to test all the department’s ladders. Along with the previous chief, he famously took the department’s old ladder truck out of service for safety because of multiple cracks in the frame, but then told firefighters to use it if they felt there was a need during an emergency instead of repairing the stick.
For decades, it has been remarked by most, if not all of the surrounding Fire Chiefs/leadership that they are amazed he is still able to remain in his current role despite his incompetence. He relies on the old saying “rank has its privileges,”as a crutch to get out of as much work as possible, and has informed subordinates during performance reviews that they have to at least pretend to like him, because of his rank. He promotes the belief, through his actions, that the higher up the chain of command you go, the less accountable for your actions you become. This belief trickles down the command structure, where Captains also feel they are less accountable for their actions than the Lieutenants etc.
He lost or never had the respect of the line staff because of his habit of playing favorites, promoting specific favorites, ignoring/not disciplining serious cases involving sexual harassment, hostile workplace events, etc. most staff tolerated having him as an assistant chief because they learned that if he was brown nosed in the right way, he would allow them to get away with whatever they wanted without any oversight.
Because of his personality, work habits, and actions a large number of good line staff have quit over the years or have been run out of the department. The department will never be able to get out of its current rut until Dan Daugherty, quits or leaves.