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HomeMy WebLinkAboutItem #12 - Discussion ItemCITY OF MIAMI, FLORIDA 23 INTER -OFFICE MEMORANDUM TO: The Honorable Mayor Manuel Diaz and DATE: JUN 18 21702 FILE: Members of the City Commission FROM: Carlos A. Gimenez City Manager SUBJECT: Presentation June 27, 2002 REFERENCES: ENCLOSURES: Presentation by Mr. John Granito of a comprehensive report for the City of Miami Department of Fire -Rescue. ED 0-1) -044 643 E. LAKE ROAD 'PENN YAN, NY 14527 Phone (3 15) 536-3439 FAX (315) 536-6595 JOHN A. GRANITO c-mail:-granitofla@AOL.com Carlos Gimenez, City Manager City of Miami Miami City mon Building 444 SW 2°d Avenue, 10' Floor Miami, FL 33130 Dear Mr. Gnnenez: 2961 BOWSPRIT LANE ST. JAMES CITY, FL 33956 Phone (941) 283-2438 FAX (941) 283-2464 May 9, 2002 The following letter accompanies two copies of the Fire -Rescue study's Report plus a set of larger computer generated response maps. I understand that I will have a thirty minute time block sometime on Thursday, June 27 for a brief summary presentation to the City Commission, with a few minutes for questions. You are receiving the only copies sent to MiamL I would be happy to elaborate on any of the topics, but I'll be away from May 15 to June 3. Department members, as I told you, were very helpful and open with their participation in the Study. You have every right to be proud of the Department and its individual members; they are an outstanding group. I appreciate the opportunity to work with them. Sincerely, 0 b A. Cnanito Fire Protection Emergency & Crisis Management Corporate Security CONFIDENTIAL CONSULTING SERVICES TO GOVERMENT, BUSINESS, AND INDUSTRY JSSED (19 2-Q 1 MIAMI, FLORIDA Department of Fire -Rescue A Comprehensive Review of Organizational Structure, Selective Administrative May 2002 Practices, and Emergency Response Resources John A. Granito Table of Contents Page ExecutiveSummary ....................................................................... 1 StudyPurposes.............................................................................. 6 StudyMethodology....................................................................... 7 Miami and Needed Fire -Rescue Services ...................................... 8 Positive Factors and Attributes of the MF -RD .............................. 11 Study Subject A: Organizational Structure .................................... 13 Study Subject B: Officer Development .......................................... 16 Study Subject C: Fire Suppression Capacity .................................. 19 Study Subject D: Organizational Structure for Emergency Medical Service .................................................. Study Subject E: Policy Development Study Subject F: Station Location, Response Coverage, & NFPA Standard 1710 ........................................... 26 Study Subject G: Unit Utilization 2 Study Subject H: Dispatch, Communications, & Computer Services. 33 Study Subject I: Employee Evaluation ............................................. 35 Study Subject J: Apparatus & Equipment ......................................... 36 Study Subject K: Internal & External Publications ........................... 37 Study Subject L: Management Information System .......................... 38 Study Subject M: Increasing Non -City Income ................................. 39 Study Subject N: General Observations & Recommendations .......... 41 U S S E D 41 z Appendices Appendix A: Current Organizational Structure Charts Appendix B: Observations Concerning Current Structure Appendix C: Photo of Chief's Seminar Held in Miami Appendix D: Computer Generated Response Maps Appendix E: MF -RD Apparatus Purchase Plan Appendix F: MF -RD Station Renovation Plan Appendix G: Summary of Prioritized Recommendations Appendix H: Consultant's Resume SCUSSED Miami Department of Fire -Rescue Executive Summary This is a Report of the study requested by Miami officials to review certain aspects of the organizational structure, policy development procedures, management practices, and emergency response resources of the Miami Department of Fire -Rescue. The Department has progressed significantly in recent years as it recovers from a series of extremely tight budgets, and now is rated highly in several key areas. To continue to meet the needs of the growing city, the Department should adjust its administrative and management structure, develop several key additional support functions, complete its planning for a new communications and dispatch center, and prepare a new long-range plan. This Report presents prioritized recommendations in approximately fifteen areas. The t, various observations and recommendations of this Report are designed to assist Miami officials as they formulate a new long-range plan for their Department of Fire -Rescue, and to augment their own extensive local experience with an external consultant's view. The following listing briefly identifies each recommendation presented in the report by topic. and suggests a priority for implementation. Priority 1 (PI): Those recommendations which should be implemented without delay since they may bear directly on the efficient and effective operation of the Department. Some of these recommendations may takes months or several years to complete. but should be started as soon as possible. Priority 2 (P2): Those recommendations which are important to safety or to the efficient and effective provision of emergency services, and which should be implemented as soon as reasonable and practical. - � - Miami Department of Fire -Rescue Priority 3(P3): Those recommendations which can contribute to the continued improvement of emergency services and which should be implemented as soon as resources and operating conditions permit. Priority Ongoing: Those recommendations which encourage the continuation or strengthening of a current program. Priority List of Recommendations from Report A. Organizational Structure P1 1. Phase in new Organizational Structure B. Officer Development P2 1. Make special provisions soon P2 2. Institute a program for officers using NFPA Prof. Officer Qualification levels P2 3. Institute a formal officer development program P2 4. Officer Self -study program P3 5. Re-establish officer training program for Caribbean. Central. & S. American Chiefs C. Fire Suppression Capacity On-going 1. Retain existing protocol for automatic shifting of apparatus On-going 2. Fulfill ISO specs for 2 or more reserve pumpers P1 3. State desired suppression capacity for city P2 4. Establish 2-4 serviceable pumpers or quints as Ready Reserve P2 5. Formalize all mutual aid agreements D. Organizational Structure for Emergency Medical Service P1 1. Review and adjust existing EMS structure DIS ABED Miami Department of Fire -Rescue E. Policy Development On-going 1. Continue existing policy development processes Pi 2. Chief s staff meeting recommendations F. Station Location, Response Coverage, and NFPA Standard 1710 P2 1. Request an EMS equivalency for NFPA 1710 On-going 2. Retain existing response assignments, get 13 & 14 into CAD P2 3. Implement a geo locator system for vehicles P2 4. Deploy apparatus at 13 & 14 when constructed P3 5. Aerial Ladder in District 3 P2 6. Review reaction time for NFPA 1710 G. Unit Utilization P2 1. Get a 12 month accounting of individual units for system management H. Dispatch, Communications and Computer Services P1 1. Expert in comm and dispatch to review planned room P2 2. More provisions for changes in software and repair of equipment Pi 3. Avoid common CAD system for police and fire 1. Employee Evaluation P3 1. Construct approved custom employee performance evaulation forms J. Apparatus and Equipment P1 1. Implement both purchase and renovation plans P3 2. Consider acquisition of small quick attack truck -3 N,,, " SCSSEQ Miami Department of Fire -Rescue K. Internal and External Publications P3 1. Have internal publication be monthly, and carefully design Annual Report to be dual purposed L. Management Information System P1 1. Create MIS and Computer Services Division P1 2. Review available MIS software packages & obtain one On-going 3. Expand use of Firenet M. Increasing Non -City Income PI 1. Establish a grants/development office P2 2. Work with a fund raiser P2 3. Ask for pro bono help with fund raising, P2 4. Annual development plan be approved by city manager P1 5. Proposals to state and federal agencies P1 6. Chief take leadership role in this N. General Observations and Recommendations P1 1. Shift to new organizational structure P3 2. Use civilians in support positions P1 3. New long-range plan for Department On-going 4. Continue working with local labor group for internal policy and procedures On-going 5. Continue discussion sessions On-going 6. Continue planned meetings of Deputies, Asst Chiefs, etc. P1 7. Install interactive mobile in all response vehicles On-going 8. Continue existing system of official notices, etc. On-going 9. Continue position of Department Safety Officer P1 10. Space for new Emergency Operations Center appears too small P1 H. When time comes, use design for new Station #1 as model for D"03 SUSSED --KT-4! E M Miami Department of Fire -Rescue additional stations, or vice versa P3 12. Key personnel be assigned to visit other Departments P1 13. Seek funding for new technology P3 14. Consider 2-3 heavy ladder companies with 5 crew members each On-going 15. Continue to assign staff officers to specialized incident command teams P2 16. Obtain a video photographer P1 17. Start a self -study for accreditation On-going 18. Assign someone for information on construction problems PI 19. Use local university's advanced students for intern assistance P2 20. Locate Human Resources, Management Information, and Computer Services in same building as other Divisions -5- �,,4.a USED Miami Department of Fire -Rescue Study Purposes This comprehensive study of the Miami Fire -Rescue Department (MF -RD) was requested by the City Commission to provide a general review of the organizational structure, operations, management practices, and resources of the Department, and to provide objective recommendations as necessary. Reviews of key City departments are conducted periodically, and the last review of the MF -RD was conducted in 1995-96, when significant shifts in the field operations structure were made. Those organizational adjustments had been preceded by a long- term master plan approved by the Miami City Commission in 1977 and updated by MF -RD officials as necessary. It is anticipated that this Study will facilitate the development of a new long-range plan plus Department accreditation by the International Commission. RD: This current study was requested to review and analyze the following areas of the MF - • Functional structure • Operational planning and policy development • Management practices • Field staffing patterns • Vehicle and equipment status, and • Response station coverage The study has taken into consideration the operational safety requirements for firefighters promulgated by O.S.H.A. (Federal and state), National Fire Protection Association Standard 1710 (NFPA 1710) "Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2001 Edition", plus the newer national industry standards relating to field operations and safety. Since the MF -RD is recognized nationally as a competent, experienced, and innovative Miami Department of Fire -Rescue emergency organization with a highly respected and successful focus on emergency medical services, this Miami Study did not need to deal with debilitating problems of an immediate nature, as is sometimes the case in larger departments. Rather, it identified areas which will need strengthening or realignment over a period of several years so that MF -RD may continue to meet the needs of a dynamic and still developing major American city. Just as Miami is increasing its sky line, its levels ofeconomic, commercial, and cultural prominence, its attraction to visitors, and its diversity, so must its fire and emergency medical services be further strengthened to maintain good service delivery. Understandably, service delivery must be affordable. The Study clearly recognizes the significant addition of two new rescue units and their emergency medical crews. brought about by the City Commission's desire to have swift paramedic service throughout the City. It recognizes, also, the upgrading of fire apparatus and the station repair and maintenance work which has taken place. All of these are indicators of the Commissioners', Mayor's, and City Manager's desire to provide the City and its residents and visitors a strong level of protection. To provide a realistic process base for MF -RD strengthening, the recommendations proposed are prioritized, and the attainment of increased non -City funding is encouraged. Study 'Methodology The Study was conducted over a four month period, with six site -visits, and continuing analysis of documentation. Thirty-eight separate topics were reviewed, analyzed, and considered for recommendations. Interviews were conducted with all administrative and manap-ement personnel, with some company officers and crew members. and site visits made to the stations. the communications center, and the training center. Two staff meetings were observed and IAFF local officers interviewed. The various types of apparatus and their equipment were examined, and site visits made to several target hazards. An emergency response was closely observed, as were a number of station alarm responses. Two DIS CUSSED Miami Department of Fire -Rescue tours of the various City neighborhoods and business districts were made, and discussions held with chief officers of the County, Miami Beach, and Palm Beach County concerning mutual aid protocols in the area. The Medical Director for MF -RD emergency medical services was interviewed, and an NFPA 1710 technical staff member consulted regarding the operational structure of MF -RD emergency medical services relative to NFPA 1710 requirements. Scores ofdocuments, including job descriptions, statistical reports, program reports, response forms, organizational charts, assessment forms, etc. were read and analyzed. It is important to note that every staff member and every station responder interviewed was fully cooperative, open, and frank in responding. To the highest degree, members of the Department are dedicated and loyal and they want to provide the City and its people with VO excellent protection. Miami and Needed Fire -Rescue Services Miami is the lar,est municipality in Dade County and part of the eleventh largest metropolitan area in the United States. Although only 34.5 square miles in area, its resident population is approximately 370,000 and its week day population, with a daily in -migration of workers plus tourists, vacationers, and business visitors, certainly exceeds 425,000. SLxty percent of the residents are foreign born, and the City has a rich cultural, ethnic, and language diversity. Miami has a Mayor -Commission form of government, with a City manager to whom the various department heads report. The annual budget exceeds 320 million dollars. There are well over 135,000 households and about 150,000 housing units. The population is increasing. and significant new building starts are evident. -8- DISCUSSED Miami Department of Fire -Rescue Because older populations typically require more cr:-:ergency medical service. this Report notes that the 2000 median age of residents was 37.7 years. About 39% of the population are older than age 45, 27-28% are older than age 55, and 20% are older than 62 years. The density of certain parts of Miami, coupled with areas of older buildings, numerous high rise structures (many residential), commercial areas, pockets of light and medium industry. the port, cargo, and Miami River areas, the aircraft overflight areas, the often crowded tourist areas, the heavy vehicular traffic, the major roadways, plus the incidence of hazardous materials in storage, use, and transit make for high fire and related danger potential. Further, cities such as Miami, New Orleans, and New York—with their concentration of recreational, sporting, and cultural venues—are potential target areas for weapons of mass destruction incidents. Natural disasters such as hurricanes add to the list of hazards and risks. All of these factors, ranging from population demographics to the nature and fame of Miami, necessitate adequate protective services against fire, accidents and illnesses, and both natural and caused large scale incidents and disasters. Further, modern full-service cities use their fire -rescue departments as low cost providers of medical screening, as an "other agency' referral source, as community partners with groups such as Elderlink, as neighborhood "safe places", as citizen safety education providers, and as providers of a number of other citizen oriented safety programs and services. The MF -RD provides several of these services—such as blood pressure screening at stations, and "safe place" stations- but additional and vital community services could be phased in and would enhance the City at very marginal cost. Examples include "block prevention blitz" by the neighborhood fire companies following a serious fire, detector and battery campaigns (often done by the local union), "second chance" EMS club, house fire lock-up, community liaison -neighborhood station, program to reduce automatic alarms, selected health screening, EMS follow up calls, etc. 9 '" k�SED Miami Department of Fire -Rescue Miami needs the following basic service items from its Fire -Rescue Department: • Emergency Medical Services at the Advanced Life Support -transport level; • Pre -emergency health related aid; • Comprehensive prevention, inspection, and public safety education; • Fire suppression; • Hazardous materials mitigation; • Technical rescue; • Disaster response; and • Comprehensive emergency management, covering planning, mitigation, response, and recovery. All of these, entirely, or to some degree, are being provided currently by the MF -RD. This report presents recommendations to enhance the Department's effectiveness and broaden I its scope of services to the City. Miami is growing economically, but there are many City-wide needs to be funded. Therefore, the following characteristics appear necessary for the MF -RD to demonstrate, if it is to become stronger in what likely will be a continuing tight economic environment: • Innovates, as it has in the past; • Supports a partnership between labor and management: • Instills pride of the Department and mutual respect among members: • Seeks and attracts "non -City" funding; • Uses all available resources to the fullest; • Anticipates slow growth of the City funded resource base; • Maintains self -dependence operationally, but with outside mutual aid available; • Provides City-wide leadership for an Integrated Emergency Management System (ISMS), and the City's emergency management functions; • Organizes and staffs to provide its own computer software, hardware, and radio maintenance support services; • Operates a computer aided dispatch system (CAD) designed for fire -rescue and 1USSED Miami Department of Fire -Rescue disaster response services, rather than a system designed for law enforcement agencies, where queuing of calls is typical; and Demonstrates continuing awareness of the improved protective services of other leading-edge fire and rescue departments, and adopts improvements readily. Positive Factors and Attributes of the MF -RD The MF -RD is, in some respects, an outstanding organization. Unfortunately, the Department (along with all City departments) underwent a very severe curtailment of financial resources beginning in 1995. During the following years of economic distress the MF -RD lost a great deal of strength, although its emergency and inspection workloads continued to increase. Further, the number and varieties of service needed (and sometimes demanded) by residents expanded. Hazardous materials incidents are but one example, as is the continuous need for rapid and advanced level emergency medical services, including hospital transport. During the same time, realization grew that, among other things, public safety education programs were needed, that disaster preparedness was crucial to the City's welfare, that more fire inspections were necessary, and that in a poor economy fires often occur more frequently. While all aspects of City functioning were downsized, the Fire -Rescue Department could not cut back on emergency delivery (as a library might reduce its hours), nor could it access federal funding (as police departments did). Rather, it cut back on everything except answering alarms, and that on some rusted trucks responding from several stations badly needing repairs. Personnel took on heavier workloads, and task efforts plus the operational focus shifted to the high EMS demand. But as Miami regained its financial footing, the Department situation was improved significantly and the MF -RD resource base grew, and continues to develop. This, of course, has resulted in better service to the City and its people, the most recent example being the deployment DISCUSSED Miami Department of Fire -Rescue of two additional rescue ambulances. In essence, what was a premier Class One Fire Department became very much weakened by the necessary budget cuts, but—like the City—is now on the rise. The MF -RD exhibits many positive attributes, most due to the high quality of its personnel and the continuing understanding and support of the Commission, the Mayor, and the City Manager. This Study identified the following as significant MF -RD attributes which need to be retained: • Mission focused on serving the people; • Experienced and enthusiastic chief level officers; • Highly dedicated and experienced senior staff and support groups; • Loyal and experienced firefighters and company officers; • Improved apparatus; • Additional rescues and new hires; • Good labor-management relations; • Sense of pride in the Department; • Expectation of continued general improvement; • Hope for improvements in emergency communications, dispatch. and the emergency operations center: • The computerized Firenet system; and • The intent to achieve Department accreditation. DISCUSSED V Miami Department of Fire -Rescue Hurdles, Problems, and Challenges, with Recommendations Study Subject A: Organizational Structure Current Status: (See Appendices A and B for current status) Current Organizational Chart of MF -RD CITY OF MIAMI, FLORIDA DEPARTMENT OF FIRE -RESCUE Deputy Fire Chief Operations Preventtien Responx Trairnng O v.swn I Dms on [),vision Fnoay. March 15. 2002 FIRE CHIEF Aatninestrati% DIRECTOR Assistant ti IministratiY66 aWb Fus Assistant t Chlef I AQmmtatra:ton Accountant Supervisor F�swt � ASSgtBnt Executive Assistant to the F re Chet anagement SupPc� Techrncat D sas:er Services Services On` Servxzs ;o, g rt d ic Dtasion Otvis on Drvtston Pubirc A"a rs Observation: The current structure, with no second -in -command executive officer, forces the Chief to spend most time on internal issues, while outside funding contacts and related leadership and planning tasks have to be neglected. The "Operations Deputy" does not have responsibility for all "operations". Fire prevention, as a most crucial function for City safety, is not highlighted. Disaster Management and Public Affairs total too high a workload in often unrelated areas. Training is a support function, just as is "communications". Further, a number of essential -13- EQ Z ¢i h Miami Department of Fire -Rescue needs such as planning and research are not assigned directly, but are parcelled out to staff and light duty personnel. Recommendation Al: Phase in the following organizational structure, or a close approximation of it. Begin by appointing an Executive Deputy Chief, then phase in "Grants and Development ", "Research and Planning", and "Public Relations and Information ". Shift all emergency response functions to what is now the Operations Deputy, and administrative and support functions to the other Deputy. Each would have various Assistant Chiefs and program heads reporting. Separate the Fire Marshal's operation from these. Naturally, liaison is necessary between the support groups and the emergency response and Fire Marshal's groups. (See additional related observations and recommendations following.) Chief of Department Executive Assistant Public Relations & lnfortnarloo Executive Deputy Chief Grants & Research & Development Plasaing Deputy Chief ForDeputy Chief For Admin. Emergency Response & Support Services 'ire Suppression Asa't Chief & Fire Marshal Emergency Communications Fire Prevention Division & Dispatch mergtatcy Medica! Services Plan Review Training & Officer Special09eraDevelopment tiotu, lrtspectiorts Technical Rescue, & Hazardous Materials Business Management Permin Services disaster Response, USA}i. `Public Safety Facility, App-, & Emergency Management Educationui Equipment Management Human Resource Management MOS & Computer Services -14- DISCUSSED Miami Department of Fire -Rescue Supporting Statement: There are three major functions in fire -rescue departments: emergency response; comprehensive prevention, inspection, and public safety education; plus administration and support services. Each of these three functions needs to be separate but in frequent and full cross -consultation. Four or five major sub -functions under each Deputy and the Fire Marshal are sufficient for good span of control. Three additional important functions (public information and relations, grants and development, and research/planning) are necessary and should report to higher levels. An Executive Deputy Chief would have a span of control of five, and would function as the second in command/executive officer, freeing the Chief Officer to perform requisite leadership functions. �SSED ... Miami Department of Fire -Rescue Study Subject B: Officer Development Current Status: Because of the desirable focus on providing EMS, there are perhaps onl} four "fire suppression" Lieutenant positions in the Department. Recruits are necessarily placed on rescue ambulances in most cases, and because almost all who are promoted to Lieutenant are assigned to rescues, it is very common to find newly promoted Captains with only brief fire suppression experience. However, Captains are, indeed, the suppression line officers. Adjustments are needed to provide additional suppression experience for ranks below Battalion and District Chief. Most officer responsibility is directed at the supervision, management. and training of firefighters, but relatively little (and infrequent) training and education in those areas is provided for company or district officers. Additionally, chief level officers need specialized training in topics ranging from planning to technical writing and from evaluation methods to budget control, and certainly in advanced leadership techniques. These learning and personal advancement opportunities appear much too infrequently. As the older officers retire—those with years of broad experience—more care must be taken that their replacements have the necessary skills to carry the work load successfully. The best departments have the best people, and the strength of the officer core is very directly related to department success. Recommendation Bl: work: Make the following types of provisions to ensure proficiency in suppression and related • Enhance suppression training—typically done through simulation: Miami Department of Fire -Rescue • Rotate rescue Lieutenants to suppression apparatus to learn from experienced Captains; • Eventually house a pumper or quint in each of Stations 13 and 1-1, staff those stations with four crew members each, and deploy the two vehicles in each of those stations, as needed, as "shared" or 'Jump " vehicles; • Arrange for Rescue Lieutenants to visit, as suppression "ride along interns ", in Cities with high suppression workloads; • Allocate a significant portion of both the Lieutenant and Captain promotional exams to suppression and related issues; • Design and implement a suppression self -study and discussion program using the various suppression articles in fire journals as its base. Recommendation B2: Institute within the Training Division a program for officers and officer candidates bused on the NFPA Professional Officer Qualification 1, 11, and 111 Level packages. Recommendation B3: Implement in the Training Division, using available video and print materials, plus visiting experts (who would be video taped), an officer development program in supervision and management, self -paced and self -study for most of the learning modules. Buse mune promotional questions on it. Recommendation B4: Establish u requirement that has companv and station officers spending a time block each duty div engaged in the Officer Development Self -Study Program. Recommendation B5: As part of the long-range plan, reestablish the Miami Officer Training Program for Caribbean, Central and South American fire -rescue officers that was run at one time by the -17- SCUSSED Miami Department of Fire -Rescue International Fire Administration Institute. (See Appendix Q Supporting Statement: Officers at all levels require proficiency in both technical and administrative subjects, and the skill sets to function as both managers and leaders. MF -RD gradually will lose through retirement the existing officer cadre, and programs to remediate should begin soon. Since most officer challenges involve supervision and personnel issues as well as technical tasks, training in those matters should be emphasized and on-going. The MF -RD Training Division does provide some officer training, but a more defined, structured, and continuing program of development appears needed. Personnel at the officer level should be directed and encouraged to engage in professional self -study, and should know that promotional examinations will reflect that. Miami is the natural focal point of the western hemisphere for the home and base of operations of an international officer development program. It is likely that a Miami based college or university would partner such an endeavor. USSED ar��r.s Miami Department of Fire -Rescue Study Subject C: Fire Suppression Capacity Current Status: The MF -RD has responded to an average of 8 actual fires each day over the past 3 years, of which more than 3 each day were working structure fires. Three civilian fire deaths have occurred in each of those years. During 2001, the busiest engine company (# 11) answered 1876 alarms, and Quint 4—the busiest ladder company—answered 2047 alarms. The total number of fire apparatus runs to alarms in 2001 was 12,945, or more than 35 per day. This equates to an average of a fire apparatus responding "with red lights and siren", somewhere in the City, approximately every 41 seconds, night and day. Response to fires continues to be a significant portion of the MF -RD workload. MF -RD currently deploys eleven engines (pumpers) from its fourteen stations, including the specialized foam pumper. Also, it deploys two aerial ladders, and four "Quint" apparatus (which are shorter aerial ladders with water pumping ability). These seventeen vehicles constitute the total firefighting vehicle force of Miami. The Insurance Services Office (ISO), which rates fire departments nationally for insurance premium purposes and which rates Miami on the average of its current five year fire loss, specifies that Miami should have two annually tested reserve pumpers "to replace first line pumpers which are out of service for maintenance or repair." A basic test of whether any city has a sufficient number of firefighting vehicles is to calculate how many working fires or fire calls can be responded to at approximately the same time. Using the MF -RD standard Class 3 building assignment to a working fire, MF -RD would need the following vehicles to handle two fires, each at the second alarm level: 8 engines (32 crew) 6 aerials or quints (24 crew) 4 rescues (12 crew) 4 chiefs (4) Miami Department of Fire -Rescue In addition, two engine crews would be needed as the mandated "Rapid Intervention Teams." Therefore, two simultaneous multiple alarm fires would leave the City with one pumper, no aerials or quints, and no on -duty field Chiefs. Two multiple alarm fires (or some equivalent) occurring at approximately the same time certainly is a credible event in the City, and therefore provisions for added coverage are needed. At this time, Miami is dependent upon outside aid from the County or other departments. While credible events do not often occur, a policy decision is needed from City officials addressing the distinct possibility that a large scale event would strip the City of its own fire defenses and place it under the protection of other municipalities. This Report notes that the City likely would still have more than 15 rescue ambulances and 45 qualified medic -firefighters and Lieutenants on duty, plus two shifts of off-duty firefighters and officers, with perhaps one free pumper for them to use. Recommendation Cl: Retain and enforce the existing Department protocol which calls for the automatic shifting of available apparatus or rescues and crews form one district to another when u district's resources full below 2 pumpers or I aerial quint or 3 rescues. Recommendation C2: Continue to fulfill the ISO specification for two or more annually tested pumpers of am age as.fill-ins for pumpers undergoing repairs. Recommendation C3: Develop a pol icy stating the desired suppression capacity for the City and identifying the source(s) of any needed resources. Recommendation C4: DISCUSSED Miami Department of Fire -Rescue Establish, at the first opportunity, at least two to four serviceable pumpers and quints which typically would be "traded -in " , fully equip them, and identify them as Ready Reserve apparatus (RR -9) to be crewed by shifted Rescue crews and/or recalled off-duty firefighters. These would become auxiliary first-line apparatus strategically deployed (possibly at Stations #13 and 14) to provide Miami crewed and supervised response trucks in the event they are needed to cover the City. Mutual aid from outside departments would be used as needed, both at any incidents and to cover additional stations. Recommendation C5: Plan in detail and formalize in writing, all mutual aid agreements. This is always advisable, but more so under existing national concerns. Recognize worst case scenarios. -21- 'SED H Miami Department of Fire -Rescue Study Subject D: Organizational Structure for Emergency Medical Service Current Status: The administrative and quality control provisions for emergency medical services appear somewhat disjointed. Several persons from different units and sub -units have EMS responsibilities, and the public -contact point may vary with the nature of the problem. The quality assurance program will be conducted in part by 36 station Captains overseen by the quality management group in the Technical Services Division. The Quality Management Committee is composed of some persons who are well qualified, such as the Medical Director and the EMS Trainer, but others who have positions only tangentially related to medical quality assurance. The two staff persons assigned to "medical quality management" will be (or now are) augmented by 36 station Captains and a committee of eight others. The three shift ENIS Battalion Captains currently report to the EMS Chief, who reports to the Assistant Chief of the Emergency Response Division, who in turn reports to the Deputy Chief of Operations. In addition, there are now three District Chiefs in charge of the three Districts, and a Shim Commander Battalion Chief who oversees the Districts. Other personnel who relate to the EMS operation include the medical priority dispatchers (who have their own Quality Assurance Coordinator) and the EMS Instructor for infection control, plus the EMS Trainer, who are housed in the Training Division. The Department answers more than 63,000 EMS calls annually. Recommendation DI: Using expert and experienced assistance, review the existing EM.S udministrutive. .,supervisory, and control structures anti redes•ign/reussign as needed to produce u streamlined, cost-effective, and tightly coordinated EMS operational and support group. As the largest -22- DISCUSSED 40400; .9 OIL--- E Miami Department of Fire -Rescue workload by far of MF -RD, EMS needs careful structuring and a clearly recognized position. Supporting Statement: No area of potential exposure exceeds EMS operations. Additionally, the public, department and City officials, and others need a well-designed and readily identified and accessible entry point to the service and its overseers. EMS is a prime MF -RD service and it needs a clearly defined set of positions in the organizational structure. k. DISCUSSED OftmaNd a e Miami Department of Fire -Rescue Study Subject E: Policy Development Current Status: Under the existing procedures, higher level policy requests are brought to the City Commission by the City Manager, after thorough discussion with the Fire Chief. This is appropriate and appears to work well, as evidenced by the recent deployment of two additional rescues in areas of the City needing enhanced EMS. Policy which would be internal to the MF-RD—for example, the assignment of light duty personnel or the automatic shifting of apparatus to empty stations during a large fire, is developed initially at the Division level and then discussed by the Division head with that Division's Deputy Chief. Each of the two Deputy Chiefs meets with the Fire Chief on a weekly basis, and possible new or amended policy statements are discussed. Deputies meet with their Assistant Chiefs and project heads as necessary. If discussions are positive, the proposed statement can be brought to a weekly staff meeting for discussion by the entire group of Division heads plus executive assistants. If consensus agreement is reached, an appropriate person is assigned to prepare a final draft, which then may (and typically) is reviewed by all, or by those on staff whose areas of responsibility will be impacted. After final approvals, the policy is brought to the Department members bv appropriate means and—most important—entered on the Firenet, the Department wide computer accessed official communication system available to all. The weekly staff meetings, which may not be held on that basis, appear to facilitate 'announcements" by the Chief, the Deputies, and the Assistant Chiefs. Discussion of these announcements or mini -reports may occur, but typically not at length. The general desire appears to be one which urges brevity. Recommendation E1: Continue the existing policy development process, and build in increased emphasis on 24 `7172"USSED N Miami Department of Fire -Rescue short and mid-term feedback concerning its efficacy, possibly prompting adjustments. Additionally, pre -establish a long-term review time for each policy to determine whether it should be continued, modified, or eliminated in recognition of a changed environment. Recommendation E2: Because of the experience and lead positions of the Chief's staff, and the opportuniry to meet weekly, the following are recommended: • Limit the Divisional reports to one hour, unless a major issue emerges. • Devote one additional hour to discussions of either department -wide import, or to the formulation of a section of the new long-range strategic plan. • One meeting per month should be devoted to a group "problem solving " session of a Department challenge, or major issue, in recognition of the group's senior position. Supporting Statement: The staff Chiefs and other key personnel would, as a composite group, represent immense experience and problem solving ability, if relieved momentarily of Divisional responsibility and directed to address Department wide issues. This function is necessary for the Department as a whole and for its mission. -2;_ USED Miami Department of Fire -Rescue Study Subject F: Station Location, Response Coverage, and NFPA Standard 1710 The following must be taken into account when considering response coverage: • all sections of the City should receive reasonably equitable protection for fire, special operations, and emergency medical incidents; • time is of the essence in responding to community fire, rescue, and emergency medical needs; • the safety of responding personnel should not be compromised except under the most extenuating circumstances, and responders should not face undue risk as a matter of course or because of limited resources; • municipal risk management strives to provide reasonably adequate protection, with public acknowledgment of limitations; • neither stations nor apparatus can save lives or property --only trained personnel in sufficient numbers arriving within the 'effectiveness time window' can; • the concept ofdepartment capability refers to the ability to respond with adequate numbers quickly enough to attain life and property -saving goals safely; • the concept of department capacity refers to the ability to respond and protect the municipality safely with an initial response team of reasonable size and to provide- -possibly with mutual aid --for continuing attack, multiple alarms, and simultaneous calls: • station location relates directly to the time required for response to the incident. and since personnel from more than one station generally are required for initial response, the time required to assemble the initial work group is critical; DISCUSSED Miami Department of Fire -Rescue • the following national `industry" response standards are extant- - The Insurance Services Office (ISO) calls for an engine company within 1.5 road miles of every built upon area, and an aerial ladder company within 2.5 road miles of every area needing one. Note: Miami is ISO rated by experience only and not by the Standard ISO methodology; -NFPA Standard 1710 requires the first -due pumper to have a running time of no more than 240 seconds (90% of incidents) and/or the entire first alarm assignment to have a running time of no more than 480 seconds (90% of incidents); -NFPA Standard 1710 requires that a minimum of 15 personnel constitute the initial full alarm fire assignment, for the lowest type of hazard; -the NFPA Fire Protection Handbook calls for a minimum response of two engine companies, one ladder company, and an Incident Commander to the lowest type of hazard, with at least 15 personnel, with significantly more needed for medium and high hazard occupancies; -for emergency medical calls, NFPA 1710. the American Heart Association. and the American Medical Association call for a basic life support response in no more than 240 seconds running time, and an advanced life support response in no more than 480 seconds (with four trained personnel present at least 90% of the ALS incidents); -the "Standards of Cover" (response capability) endorsed by the Commission on Fire Accreditation International parallel NFPA handbook requirements for initial fire attack. 27_ U S S E D J Miami Department of Fire -Rescue Briefly stated, the least a municipality may do and still meet riational industry initial response standards is: • respond to all EMS calls with a basic life support unit within 240 seconds 90% of the time, and have an ALS unit on the scene when needed within 480 seconds running time (4 certified personnel total as a minimum on ALS calls), unless an equivalent level of service is present; • have an engine company within 1.5 road miles of the built -upon areas, and an aerial ladder within 2.5 miles of wherever needed; • have the first due engine on the scene within 240 seconds running time. 90% of the calls, and/or the entire first alarm group within 480 seconds, 90% of the calls; • typically not make entry into a fire structure unless a minimum of four personnel are present (OSHA "2in - 2out" rule). The following summarizes some aspects of NFPA Standard 1710: • Four minutes or less for the arrival of the first arriving engine company at a fire suppression incident (4 person minimum to 5 or 6 for higher hazards) and,'or • 8 minutes or less for the deployment of a full first alarm assignment at a fire suppression incident. UNFPA 1710, Section 4.1.2.1.1 (2)J • Four minutes or less for the arrival of a unit with first responder or higher level capability at an emergency medical incident. UNFPA 1710, Section 4.1.2.1.1 (3)J -? 8- n1czr- )SSE Miami Department of Fire -Rescue • Eight minutes (480'seconds) or less for the arrival of an advanced life support unit at an emergency medical incident, where this service is provided by the fire department. [NFPA 1710, Section 4.1.2.1.1 (4)] With regard to the response time objectives cited above, the standard stipulates a performance objective of not less than 90% for the achievement of each response time objective. The following are response time and staffing objectives cited from NFPA 1710 relative to emergency medical services (EMS): • The fire department's EMS for providing first responder with an automatic external defibrillator (AED) shall be deployed to provide for the arrival of a first responder with AED company within a 4 -minute response time to 90 percent of the incidents as established in Chapter 4. [,VFP.4 1710, Section 5.3.3.4.2] When provided, the fire department's EMS for providing advanced life savi LY (ALS) shall be deployed to provide for the arrival of a first responder with AED company within a 8 -minute response time to 90 percent of the incidents as established in Chapter 4. [A'FPA 1710. Section 3.3.3.4.3] • Personnel deployed to ALS emergency responses shall include a minimum of two members trained at the emergency medical technician -paramedic level and two members trained at the emergency medical technician -basic level arriving on scene within the established response time. [IVFPA 1710, Section 3.3.3.4.41 Current Status: The MF -RD meets the national standard for three crew members and an officer on each fire apparatus, but it does not have increased staffing on the quint vehicles or on vehicles responding as first due in higher hazard alarms. However, the three personnel on each rescue are fully qualified ss SSED �'�' _ 7 Ts Ott Miami Department of Fire -Rescue and equipped firefighters. Since at least one rescue and usually two respond to even low hazard occupancy alarms along with the necessary three fire apparatus, then each company of four can be augmented on the scene immediately. A Class 2 building alarm is assigned 2 engines, one ladder, one chief, and 2 rescues for a total of 19 persons, which meets both NFPA 1710 and NFPA Table 19-2A requirements, so long as the Miami SOP is followed, which calls for a RIT group and a Safety Officer for a working fire. Class 3 occupancies receive an additional ladder (truck) company, and a second alarm draws two additional engines, one ladder, and an additional chief. Therefore, a high hazard occupancy, drawing a second alarm would have a total response of 38, which is in compliance, assuming a Safety Officer, an RIT group, and an Incident Command Aide, as called for in NFPA 1500. 1710, and Table 10-2A. A computer generated response map set of 23 maps (each of the 14 stations plus the three Districts plus the City as a whole) is in Appendix D of this Report. These maps illustrate that each of the three MF -RD districts have a configuration of stations which meets the requirements of NFPA Standard 1710 for both the 4 minute and 8 minute time Games (90% of incidents). Further, the City as a whole has 96.2% four minute coverage and 100% eight minute coverage. Recommendation Fl: Apply to the three relevant Authorities Having Jurisdiction (.AHJ) (NIF-RD Nfedicul Director, Florida State EUS authority, and Miami City Commission) under the provisions of NFPA 1710 section 1.3 -Equivalency I., and request an equivalency agreement asfollotitis: "The MF-RD11eet of 23'ALS rescue ambulances deployed from 14 stations 2.1/7 to cover the 34.3 square miles of the City's territory, each minimally staffed with two certified paramedic level -3U- DISDUSSED Miami Department of Fire -Rescue personnel and one EMT certified crew member, and thus able to cover 96.2% of the city in four minutes running time and 100% of the City in eight minutes running time, constitutes an equivalency of the EMS service level called for under NFPA 1710 Chapter S, Section 5.3 and following. " Recommendation F2: Retain the existing response assignments, both for fire and EMS incidents, and get stations #13 and 14 built into the computer aided dispatch system as soon as it can be forced. Recommendation F3: Implement a geo vehicle locator system as soon as possible. This will assist, especially, in promoting the quickest possible rescue response. Recommendation F4: Deployfire apparatus at Stations n13 and 14 when those stations are constructed. Recommendation F5: Display a full length aerial ladder in District 3 as soon as possible. This could he u quint. Recommendation F6: Although maximum travel times of emergency vehicles in Miami conform to .NTPA 1710 requirements, total response times often are somewhat long, likely due to the time it takes crews to exit their stations. A brief review of this "reaction " time is needed and any possible adjustments made. Future station design needs careful attend paid to this issue. Miami Department of Fire -Rescue Study Subject G: Unit Utilization L Current Status: Approximate utilization rates for both fire suppression and rescue units were calculated. In 2001, seven of the rescue units exceeded or came close to exceeding the run rates typically used to prompt the addition of an additional ambulance. Ten others will need review at the end of 2002. However, the addition of two additional units is anticipated not only to speed response, but to help balance unit run workloads. Many fire departments estimate that a 5% annual time block for fire vehicles to be on an emergency call is an acceptable usage rate. Ten ofthe 17 primary fire response vehicles in Miami exceeded 8% usage rate in 2001, and five were at the 10% rate. Recommendation G1: % A Avelve month statistical accounting of individual unit "out of service, emergency run times is needed. Supporting Statement: Exact utilization rates would assist with system management and would verity that an appropriate number of vehicles is deployed in each of the three Districts. -32- CSI O'1..1SSED �y �,. I. A Miami Department of Fire -Rescue Study Subject H: Dispatch, Communications, and Computer Services Current Status: The existing computer aided dispatch (CAD) software is inadequate, as is the radio system and the available provisions for upgrading the CAD system and the radio equipment. The Department is awaiting a new radio system and is negotiating with the Police Department for a new CAD system. A physical move is expected for the Fire Dispatch Center, from the Police facility to a room at the Fire Training Center. Recommendation Hl: An expert in fire emergency communication and dispatch should be asked to spend a day or two inspecting the allocated space at the Training Center and make recommendations as to what udditionul space, stand-by emergency generator, and other general space and equipment items will be necessary. Supporting Statement: The room projected for the new Fire Dispatch Center appears to be inadequate unless office space, storage space, and equipment space also is allocated. Recommendation H2: More adequate provisions than currently exist are needed to have changes made in suJiware, and repair of equipment carried out. As a heavy user of ' CAD and Firenet. the Department might well be serviced by an internal source, rather than GSA. which is overlouded with work. Recommendation H3: Since there are significant differences between the requirements of police and fire dispatch, it is unlikely that a common CAD system will be able to do what is needed. A fire- -33- I Oe"' QED Miami Department of Fire -Rescue based CAD and data system should be required to handle the approximately 80, 000 emerQencl calls the fire dispatch handles annually. DISCUSSED W Miami Department of Fire -Rescue Study Subject I: Employee Evaluation Current Status: Under Civil Service Rule 13, all employees in the classified service not on probation are to be evaluated annually. A "Miami Fire Department Annual Evaluation Worksheet" provides instructions, a worksheet, and an accompanying Performance Appraisal Form. Because performance requirements in fire -rescue departments differ somewhat from other departments (dormitory living, dangerous tasks, absolute teamwork, medical aid, etc.) standard forms often are not as effective as custom designed forms. Further, fire officers sometimes are hesitant to formally and in wTiting rate as unsatisfactory those with whom they must live in a station and on whose skill their lives may depend. The opportunity to mark "satisfactory" without details (or without even conducting any evaluation) is tempting. Ifevaluations are to be helpful instruments in employee improvement. rather than simply as "satisfactory or not" statements, then they need to be designed specifically around each type of job and rank and reviewed in detail with each person, typically with a self-evaluation having been done first. Recommendation I1: After discussions with the Civil Service Department and the LA FF Locul. constitute a team to design an MF -RD specific employee performance system and nevi, evaluation_ orms based on job tasks plus the desirable characteristics needed for Department and personal suc'c'ess. -35- D C'SSED Miami Department of Fire -Rescue Study Subject J: Apparatus and Equipment Current Status: There have been very positive gains relative to apparatus, but some specialized vehicles still are needed and the regular vehicle replacement plan can easily fall significantly behind and result in another costly catch up program Appendix E presents the Departments current five year apparatus purchase plan, which was reviewed in detail and concurred with. Appendix F presents the station rehabilitation plan, which appears reasonable. Department equipment on apparatus is appropriate and essentially complies with NFPA and ISO specifications. Recommendation J1: Continue to implement both the apparatus purchase and station renovation plans. Recommendation J2: Consider the acquisition of a pick-up truck with compressed air foam capability cis an attack truck for parking garages, alley ways, etc. U S S E D Miami Department of Fire -Rescue Study Subject K: Internal and External Pubiu-ations Current Status: An internal and attractive newsletter ("Emergency Dispatch) is now published quarterly. An annual report for 2001 is being prepared. Recommendation K1: The internal publication is a fine start, but a monthly newsletter is recommended. The Annual Report is recommended as both an informative and a support -gathering document. Supporting Statement: Sample publications from a similar department will be provided to the Department. Miami Department of Fire -Rescue Study Subject L: Management Information System Current Status: The existing MIS is disjointed, and contributed to by a variety of staff. The Firenet computer system can become a very valuable MIS tool. It currently facilitates the distribution of the excellent Standard Operating Guidelines of the Department (which can be a model for many departments) and it has the capacity for much more usefulness. All Department planning and much of its decision making, budget preparation, and resource deployment is best based on a good MIS. Recommendation L1: Create the recommended MIS and Computer Services Division, and assure that the creation and maintenance of a most useful MIS becomes its primary concern. Recommendation L2: Review and assess the several available MIS software packages designed for fire department use, and consider acquiring one to serve as the base for the new MI system. Recommendation L3: Expand and encourage the use of the Firenet system as an information resource to all personnel. -39_ DISCUSSED w `� Miami Department of Fire -Rescue Study Subject M: Increasing Non -City Income Current Status: Department special project income has been bolstered by several sizeable federal grants, so it is evident that this avenue for extra funding is available. The Solid Waste and Fire Assessment has allowed significant gains in the Department's resource base, and EMS billing income also has been of great assistance. Other income, but much less, comes from the issuance of special permits, inspections, and fire safety permits. The Department needs to tap into the contributions regularly made by foundations, corporations, and individuals interested in public safety. Also, it needs to become much more active in grant seeking. Recommendation M1: .4 grants and development office needs to be established, staffed by an experienced fund raiser. Recommendation M2: .411 Divisions will need to work with the fund raiser in identifying sources and preparing appeals. Recommendation M3: Fund raising, grant preparation, and institutional development workshops must be attended and the development staff of a local University or hospital asked for pro bono guidance. Recommendation M4: An annual "development " plan and individual activities and appeals must be approved by the City Manager to avoid conflict with other City efforts. -39- t�Ary`Z" USSED Miami Department of Fire -Rescue Recommendation M5: With necessary clearances, state and federal political assistance must be sought to assist with proposals to state and federal agencies. Recommendation M6: The Chief will need to take the leadership role in these efforts, with an increased focus on appropriate agencies, corporations, foundations, service organizations, etc. Supporting Statement: Over the next two to five years the NT -RD will need more funding than will be available from the City. The concept of fund raising for a municipal agency is parallel to that of a State University obtaining some of its funding from non -state sources. -40- DISCUSSED Miami Department of Fire -Rescue N. General Observations and Recommendations This Report lists several recommendations for additional work that is needed, but for which few personnel are readily available. Indeed, if the Department's light duty worker program stumbled, a number of important tasks and projects would collapse. The Department has become very expert in doing more with less, but appears now to be about at its limit. Recommendation N1: Begin the new development process by shifting as soon as possible to the recommended organizational structure, beginning with those steps which will free some of the Chief's time and initiate public information and development efforts. The Department needs a 'jump start" in those area. Recommendation N2: As unpopular as it often is, consideration needs to be given to using civilians in additional support positions as a cost-saving measure. Recommendation N3: A new long-range plan for the Department is necessary to focus attention, time, and energy in the most productive way. Hopefully, sections of this Report will assist in initial efforts. Recommendation N4: Most internal policy and procedures are formed by Department administration in conjunction with the local labor group. This is most helpful and should be continued, even though items of absolute disagreement may occur. Recommendation N5: The discussion sessions held in the Districts and the support centers which have the Chief and key staff interacting with the station and support groups are excellent and should be continued. Miami Department of Fire -Rescue Recommendation N6: The various planned meetings of the Deputies, the Assistant Chiefs and Battal ion/District Chiefs are excellent communication devices and should be continued. Recommendation N7: Interactive mobile, wireless, vehicle computers supported by an appropriate software system should be installed in all response vehicles, and linked with the new CAD system. These could vastly augment the "tear and go " FAX sheets. Recommendation N8: The existing system ofofficial notices, special notices, territorial notices, and emergency operations directives is excellent and should be continued. Recommendation N9: The position of Department Safety Officer, as currently defined, appears to be working well and should be continued. Recommendation N10: The space allocated for the new Emergency Operations Center appears much too small for the needs of the City. A floor plan should be carefully reviewed. Recommendation N11: If the opportunity appears to construct a new station #1, its design should be the model for any additional new stations, even if they are downsized to reflect fewer apparatus bays. Recommendation N12: Key personnel should be assigned to visit carefully selected other Departments, seeking ideas and improvements, and prepare and present a detailed report with local application upon return. This type of -project might well be attractive to outside funding sources. -42-! 'USSED Miami Department of Fire -Rescue Recommendation N13: New technology, once it is judged to be useful to MF -RD, should be sought from non - City funding sources. Thermal imaging cameras are an example, as were deftbillators in their early stages. Recommendation N14: Once the new stations are completed and decisions have been made concerning Ready Reserve apparatus, consideration should be given to establishing two or three "heavy" ladder companies with five crew members each, and placing them in stations near where the high hazard occupancies are located. These might be tillered aerials, which will need two drivers each. A five person truck company team allows for a roof team, a search team, and an officer, all from one unit. Recommendation N15: Staff officers should continue to be assigned to the specialized incident command team positions at larger incidents. Recommendation N16: The Department needs a video photographer to assist with training and to film emergency operations for critique purposes. Recommendation N17: Although the Accreditation effort likely will take two years, achieving accreditution by working through a detailed self -study will be extremelyuseful to the Department and its strategic planning. Recommendation N18: If large construction projects continue, especially those which block streets, remove bridges, etc., someone may need to be assigned the task of daily or weekly gathering and -43- vSCiU S SED Miami Department of Fire -Rescue disseminating to stations vital information concerning response routes, water supply, alternate routes, etc. This is already being done in Miami to a good degree, but not in a formal more fail- safe way. (In Boston this person is identified as the "Big Dig" officer.) Recommendation N19: Graduate student interns at the Masters and Doctoral levels should be recruited from local Universities in such fields as computer software, technical writing, grant writing, newsletter publication, etc. Recommendation N20: All administrativefunctions, including Human Resources Managementa ndManagement Information and Computer Services, should be located in the same building. The Training, Communication, and Apparatus/Facility Maintenance functions necessarily must be located elsewhere, but the other Divisions should be housed in close proximity. The Emergency Operations Center—which likely will be space limited—would be open during exercises and incidents, but regular office space for staff would not appear to be available on the Training Center Mezzanine floor. -44- DISCUSSED APPENDICES A Current Organizational Structure Charts B Observations Concerning Current Structure C Photo of Chiefs Seminar Held in Miami D Computer Generated Response Maps E MF -RD Apparatus Purchase Plan F MF -RD Station Renovation Plan G Summary of Prioritized Recommendations H Consultant's Resume `SSEQ Appendix A Current Organizational Structure Chart of MF -RD DISCUSSED CITY OF MIAMI, FLORIDA DEPARTMENT OF FIRE -RESCUE FIRE CHIEF Administrative DIRECTOR Assistant iI Deputy Fite 6 Administrative Deputy Fite Assistant S Operations Administration Accountant Executive Supervisor ft"o stant to tie tFife Fiscal Assistant Fue Emarpency Prevention Response Management Support Taau+n Services Services s ethnical Services *aster MgentB Drvisror Dasion I Division Division D vis on Puouc alta rs Friday March 15. 2002 DISCUSSED �J DEPARTMENT OF FIRE -RESCUE FIRE PREVENTION BUREAU Assistant Chief (Fire Marshal) Deputy Fire Marshal Captain Hospital/ Code Senior Fire Institution EnforcementSafety Spec. nspectorto Inspector Inspector[,Haz--Mat 9':�. Ifi: South District Coordinator LT District Inspectors (7) North District Coordinator LT. Ulstr ict Inspectors (9) Water Supply/ Plans Review LT. Plans Review Inspectors (3) Administrative ; Aide I Arson Coordinator LT Fire Investigator Lt (3) Special Assistant to the Fire Marshal New Construction Inspectors (3) Special Events Coordinator LT. C. U, Coordinator LT. DEPARTMENT OF FIRE -RESCUE EMERGENCY RESPONSE DIVISION Assistant Chief Special] ERD Operations Battalion Chief Staff Officer LT. Safety Officer is L ]i Operations EMS Chief Officer C Captain Officer Captain A,B,C Chief k EMS Battalion Captains A,B,C Station 1 A,B,C . I.. Station 2 A,B,C Station 3 A,B,C Station 4 A,B.0 District 1 A,B,C District Chief District 2 A,B,C District Chief Station 5 A,B,C — Station 6 A,B,C — Station 9 A,B,C Station 12 A,B,C District 3 FSecretary 11 A,B,C District Chief I Station 7 A,B,C Station 8 A,B,C Station 10 A,B,C Station 11 A,B,C USAR Coordinator C m 0 DEPARTMENT OF FIRE -RESCUE Driver Engineer Instructor TRAINING DIVISION Assistant Chief Training Coordinator Administrative _ Aide I Candidate Training Instructors (4) Secretary III In -Service EMS Instructor Training Infection Control Instructors (2) DEPARTMENT OF FIRE -RESCUE MANAGEMENT SERVICES DIVISION Assistant Chief Executive Assistant Typist Clerk II , Personnel 0 1-1 �.') DEPARTMENT OF FIRE -RESCUE SUPPORT SERVICES DIVISION Assistant Chief Quality _N Management Typist Clerk 11 '1 Fiscal Assistant Officer 1A Superintendent Heavy Equipment Mechanic Supervisors Heavy Equipment Mechanics Heavy Equipment Mechanic Helpers Respiratory Air Program 01 Personnel N A,B,C Deputy of Support Services TZ Logistic Officer Facilities Coordinator is QUarterniasters Maintenance Mechanics Communications Technical Coordinator W DEPARTMENT OF FIRE -RESCUE COMMUNICATIONS DIVISION Assistant Chief FCIO (1 Capt.) (2 Lt.'s ) 41.:,, ... _ Communications Center Superviso Communications Operator Supervisors Communications Operators Communications Operators Temp Quality Assurance Coordinator L DEPARTMENT OF FIRE -RESCUE TECHNICAL SERVICES DIVISION Staff Officer LT. uuanty Management Coordinator Quality Management Officer Lt. A CD C) C Q) 0) M 0 Assistant Chief Administrative Assistant I Typist Clerk II __J Payroll Supervisor Administrative Aide II Administrative Aide 1 (2) DEPARTMENT OF FIRE -RESCUE DISASTER MANAGEMENT & PUBLIC AFFAIRS DIVISION Administrative _ Aide II Hazard Mitigation & Staff Auditor Recovery Principal Specialist L Assistant Chief Division Manager Photographer Fire and Life Safety Education Specialist Instructor (2) Appendix B Observations Concerning Current Structure Current Operating Divisions Fire Prevention Bureau: The Assistant Chief in charge is Miami's Fire Marshal. A Deputy Fire Marshal (Captain) supervises four specialized inspectors (schools, hospitals, re -inspections, and hazardous materials) The Fire Marshal supervises: a south district coordinator (Lieut.) of 7 fire inspectors: a north district coordinator (Lieut.) of 9 fire inspectors; a water supply and building plans review Lieutenant (who supervises 3 plans review personnel); an arson coordinator (who supervises 3 fire investigators); a special events coordinator who issues permits; and a "certificate of use" issuance coordinator. A Special Assistant to the Fire Marshal supervises 3 new construction inspectors. Observations: • A typical self -inspection program for selected occupancies would help reduce the workload of 28,000 annual inspections. • The forthcoming handheld inspection computers will help reduce workload. • The planned computer transfer (dump) arrangement to the Building Department will be useful. • Night inspections should be considered for an increase. • A licensed Fire Protection Engineering firm should be officially on-call. • The planned movement of certificate issuance to the north and south districts should be implemented. • Liaison with the neighborhood Enforcement Teams must be continued. • The arson and fire investigators should have an interrogation room and a secure evidence locker. 'SED '� • Public Safety Education should be transferred to the Fire Prevention Bureau, given a staff of certified personnel, and a full program designed. Prime audiences are school children, the elderly, economically disadvantaged, and new arrivals to the City. • A long-term program of civilianization of certain positions should be considered. • Volunteers such as retired school teachers could be recruited for public safety education presentations. • An all-risk education program, such as NFPA's "RiskWatch" should be implemented. • Corporate and foundation financial sponsorships should be sought for safety education programs. • A second, Deputy Fire Marshal's position would reduce the existing span of supervision of the Fire Marshal and to enable the Fire Marshal to supervise the public safety education program. • The charges applied to the various permits, re -inspections. and multiple unnecessary automatic alarms should be reviewed. Emergency Response Division: This Division, headed by an Assistant Chief, supervises the field responses of the rescue vehicles, the fire apparatus, and the technical rescue teams such as the dive crew and the hazardous materials team. The deployment of rescues appears appropriate at the 13 stations- with Station 411 covered part-time by a rescue and full-time by the paramedic Engine 11. Stations 413 and 14 eventually should house fire apparatus as well as rescues. Each of the three Districts is supervised by a district Chief on each of the three shifts. One of those District Chiefs, or the fourth District Chief on each shift is given the responsibility of shift command and is termed "Battalion chief." That person's daytime hours are spent at the department's administrative office, while nights are spent at a District Office. Each District also has an EMS "Battalion Captain" in charge of those operations for each of the three shifts. -2- DICUSSED Observations: • The hierarchy terminology appears confusing. The City is divided into three districts, but together they are called a Battalion. Why not simply call the selected District Chief the "Shift Commander"? • District 3 should eventually be considered for a long aerial quint. • The Special Operations Chief's position needs clarification. Is that a line or staff/instructional position, or both. Should that position have USAR responsibility? • The Lieutenant "Staff Officer" position responsibilities may need more precise clarification. • Field response to cover the District Chief/shift commander's duties during the administrative hours could become a valuable —training experience" for Captains, if considered as such. • Under the recommended organizational structure, fire suppression, EMS, special operations and technical rescue, plus USAR would be overseen and coordinated by the Deputy Chief for Emergency Operations, and not the Assistant Chief for Emergency Response, as is currently the case. That Assistant Chief would, under the recommended structure, oversee fire suppression, special operations, USAR. and haz mat heads, plus the Department's Safety officer for Field Operations. Emergency Management, as now, would have an Assistant Chief as the Director of the Office of Emergency Management, as would Emergency Medical Services. Training Division: This Division currently has responsibility for all training, including EMS. video production, and Urban Search and Rescue (USAR). Observations: • The training facility should be scheduled for a cleaning, rehab, and interior painting. Its appearance is not one which motivates. -3- L Jjriej� of USAR functions, in the recommended structure, are operational, not `training". • A section devoted to officer development is recommendW. • Someone experienced in teaching -learning techniques, curriculum development, and self -study would be a most useful addition. This Division's leadership needs more than extensive firefighting experience. The Training Division should be an educational operation with broad based activities. • The supervision of in -station training should be carried out by the District Chiefs. Station officers should be certified at the Instructor I level. • All recruit training in the County might be conducted by a separate training agency under contract to all County Departments, and overseen by a high level "users' committee." It appears that Miami training is spending too much time and too many resources on recruit preparation. • Modern technology can make Miami training more effective and more time and dollar efficient. Management Services Division: With the establishment of a separate Communications Division, this Division is now responsible only for personnel actions. These include the handling of grievances, discipline, light and limited duty checking and assignments, employee assistance program substance abuse. annual physical exam schedules, and internal investigations. Department records maintenance also is a responsibility. Projects such as the acquisition of mobile data terminals and a new station alerting system likely will become Communication Division responsibilities. In essence, the Assistant chief and the Executive Assistant for personnel now hinction as the Department's human resource (or personnel) office, but without responsibility for such areas as payroll or training. Even aided by a person on light duty and the typist clerk, not all areas which need to be covered can be. Some Workman's Compensation issues, for example, and certain aspects of risk management that normally would be covered in a private business of this --tn I 1,7� (Co" U S S E - ti size are not. Other areas, such as recruitment, need continuing attention. Observations: • This Division needs to become the recommended Human Resource Management operation for the Department. Support Service Division: This Division, headed by an Assistant Chief, is responsible for the Department's apparatus acquisitions, maintenance and repairs, plus station maintenance, plus the self-contained mask breathing air. A quartermaster section handles the disbursement of equipment and protective gear. The Division projects expenditures for station renovation over each five year period. It also projects apparatus replacement costs over a five year period. Observations: • Both the five year -station plan and the five year (and prioritized apparatus) plans were reviewed with the Division head. Both plans are quite well formulated and should be supported. • A concern was voiced by personnel in two stations that a more efficient schedule for the periodic break times of mechanics might be useful. They report that minor apparatus repairs or adjustments are sometimes unduly delayed because of a common break time in the garage. • This Division is recommended to be carried over intact into the recommended new organizational structure. Technical Services Division: This Division. headed by an Assistant Chief, has responsibility for payroll and associated records plus the handling of payroll questions and complaints (2200 in 18 months), EMS "quality management", and purchasing. -5- fl"*f USSED In addition to the payroll and purchasing functions, a large portion of this Division's workload is related to the quality management (or quality assurance j program for the Department's EMS operation. Observations: • This Division could be given the responsibility for all business management and directly related services, including records maintenance, budget development at state 1, accounting, generating financial projections and financial reports, clerical office systems, and budget implementation, in addition to purchasing and payroll in the recommended new structure. It is identified there as "Business Management Services (Division)". Disaster Management and Public Affairs Division: This Division, under an Assistant Chief, currently is responsible for disaster management, grant writing, public information, the accreditation project, and fire and life safety public education. These are all very crucial efforts, but beyond the capability of a small staff and not functionally related directly. Disaster Management (or "emergency management", as it is typically called) is a eery broad area of prime concern to Miami. This Division should cover and coordinate all aspects of emergency management and disaster response and should manage the (non existent) Emergency Operations Center. Observations: • A "Disaster Response and emergency Management Division" is recommended for the new structure. The functions of grant preparation, public information, and public fire and life safety education should be moved as recommended earlier in this Report. Communications Division: This is the newest Division, and one with immense challenges that are discussed earlier in the Report. Observations: This Division should be moved intact into the recommended structure. z USED WHI 0 co 77 IV., TF! cn (n 'hic I",. "t•illill't I I Idd 111 N11:11111 Nt Appendix D Computer Generated Response Maps # 1. Base map showing location of 14 stations, Districts marked, water and rail lines indicated. The larger map also has street names. 42. Coverage of NFPA Standard 1710 at 25 mph for 4 minutes from all stations in District # 1. Data indicates 32.6% of City is covered. #3. Coverage of NFPA Standard 1710 at 25 mph for 8 minutes from all stations in District #1. Data indicates 71.2% of City is covered. 44. Coverage of NFPA Standard 1710 at 25 mph for 4 minutes from all stations in District #2. Data indicates 44.2% of City is covered. #5. Coverage of NFPA Standard 1710 at 25 mph for 8 minutes from all stations in District #2. Data indicates 69.8% of City is covered. 46. Coverage of NFPA Standard 1710 at 25 mph for 4 minutes from all stations in District #3. Data indicates 44.4% of City is covered. 7. Coverage of NFPA Standard 1710 at 25 mph for 8 minutes from all stations in District 3. Data indicates 65.4% of City is covered. 4. NFPA Standard 1710 Running Time from Station #1 at 25 mph in increments of 0-4 minutes. 4-8 minutes, and greater than 8 minutes. 99. NFPA Standard 1710 Running Time from Station #2 at 25 mph in increments of 0-4 minutes. 4-8 minutes, and greater than 8 minutes. #10. NFPA Standard 1710 Running Time from Station #3 at 25 mph in increments of 0-4 minutes. 4-8 minutes, and greater than 8 minutes. 411. NFPA Standard 1710 Running Time from Station 94 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. CUSSED # 12. NFPA Standard 1710 Running Time from Station #5 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. #13. NFPA Standard 1710 Running Time from Station #6 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. #14. NFPA Standard 1710 Running Time from Station #7 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. 915. NFPA Standard 1710 Running Time from Station #8 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. #16. NFPA Standard 1710 Running Time from Station #9 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. 417. NFPA Standard 1710 Running Time from Station #10 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. 18. NFPA Standard 1710 Running Time from Station #11 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. 419. NFPA Standard 1710 Running Time from Station #12 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. #20. NFPA Standard 1710 Running Time from Station #13 at 25 mph in increments of 0-4 minutes, 4-8 minutes, and greater than 8 minutes. 1. NFPA Standard 1710 Running Time from Station #14 at 25 mph in increments of 0-4 minutes. 4-8 minutes, and greater than 8 minutes. x-22. Coverage of NFPA Standard 1710 at 25 mph for 4 minutes from all stations in all Districts. Data indicates 96.2% of City is covered. 423. Coverage of NFPA Standard 1710 at 25 mph for 4 minutes from all stations in all Districts. Data indicates 100% of City is covered. -2- DISCUSSED m District #1 District #3 -r-- Miami Fire Department Base Map Map Layers --streets — Railroad Water Area 0 .80 1.6 2.4 Miles DPrepare Q Ch Qt, 002 Miami Fire Department Coverage of NEPA Standard 1710 at 25 mph for 4 Min In District #1 District #3 District #2 -#4 - _ District #1 32.6% City Covered -r NFPA Standard 1710 Coverage at 25 mph for 4 Minutes i From Stations in District #1 Coverage in 4 Minutes 0 1 2 3 Miles ---._._ ---- __---- _ n—l- Pre areas o Gran' oeiates.2002 Miami Fire Department Coverage of NFPA Standard 1710 at 25 mph for 8 Min In District #1 District #2 3 - ;.�71-4-- - District #1 District #3 -� r--�4— -- _ x --�_ T 71.2% of City Covered NFPA Standard 1710 Coverage at 25 mph for 8 Minutes From Stations In District #1 Coverage In 8 Minutes 0 1 2 3 Miles Prepared by Granito Associates, 2002 3 0 Miami Fire Department Coverage of NFPA Standard 1710 at 25 mph for 4 Minutes,-- In inimIn District #2 District #2 :x�.;�. -� District #1 District #3 — - 1N r 44.2% of City Covered NFPA Standard 1710 Coverage at 25 mph for 4 Minutes From Stations in District #2 Coverage in 4 Minutes 0 1 2 3 Miles — Prepared by Granito Associates, 2002_ D I SDU SEED ,,.�.-�•-- y Miami Fire Department Coverage of NFPA Standard 1710 at 25 mph for 8 Mi In District #2 District #2 #2 -71 N33� District #1 District #3 69.8% of City Covered NFPA Standard 1710 Coverage at 25 mph for 8 Minutes From Stations in District 92 Coverage In $ Minutes 0 1 2 3 Mlles _ Prepared by Granito Associates, 2002 0 Miami Fire Department Coverage of NFPA Standard 1710 at 25 mph for 4 Min In District #3 -7- -#7 77 7=. District #1 L; 1 Lrict a �44 7- 7- 44.4% of City Covered NFPA Standard 1710 Coverage at 25 mph for 4 Minutes From Stations in District #3 Coverage In 4Minutes 0 . 2 3 IIi Miles - Preparedbgq� nito Associates, 2002 __ SUSSED Miami Fire -Department Coverage of NEPA Standard 1710 at 25 mph for 8 Min In District #3 District #2 -District District #3 65.4% of City Covered i NFPA Standard 1710 Coverage at 25 mph for 8 Minutes From Stations in District #3 Coverage In 8 Minutes o 2 3 i Miles Prepared by Granito Aaso I Miami Fire Department NFPA Standard 1710 Running Time From Station #1 at 25 mph inti District #3 District #2 District NFPA Standard 1710 Running Time At 25 mph from Station #1 0 to 4 minutes running —4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 ....-NEEMENEML— I Miles Associates, 2002 ni,sCUSSED PPA El Miami Fire Department NFPA Standard 1710 Running Time From Station #2 at 25 mph 4 District #2 District #1 I N NFPA Standard 1710 Running Time At 25 mph from Station D2 0 to 4 minutes running -4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 - - Miles --�^ ti Miami Fire Department NFPA Standard 1710 Running Time From Station #3 at 25 mph District #2 District #3 - - 7 - District #1 NFPA Standard 1710 Running Time Aat 25 mph from Station *3 0 to 4 minutes running - -- 4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Miles Prepared by Grantto Associates_ 2002 DISCUSSEDw z Miami Fire Department NFPA Standard 1710 Running Time From Station #4 at 25 mph District #2 District #3 &V 757W District # NFPA standard 1710 Running Time At 25 mph from Station 0 to 4 minutes running 4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Miles w Miami Fire Department NEPA Standard 1710 Running Time From Station #5 at 25 mph District #2 W I- District #3 District #1 NFPA Standard 1710 Running Time At 25 mph from Station #5 0 to 4 minutes running ---4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 nISCU SED Miles 2 Miami Fire Department NFPA Standard 1710 Running Time From Station #6 at 25 mph District #2 District #1 NFPA Standard 1710 Running Time At 25 mph from Station $6 0 to 4 minutes running - ---4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 IJSSED Miles District #3 Y`-7,ry - District #1 NFPA Standard 1710 Running Time At 25 mph from Station $6 0 to 4 minutes running - ---4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 IJSSED Miles 12 Miami Fire Department NFPA Standard 1710 Running Time From Station #7 at 25 mph District #3 District #2 DISCUSSED -- 0 Miami Fire Department NFPA Standard 1710 Running Time From Station #8 at 25 mph District #2 District #3 N L i NFPA Standard 1710 Running Time At 25 mph from station #8 0 to 4 minutes running 4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Miles o S USSEDOirr"77"aw— Miami Fire Department NFPA Standard 1710 Running Time From Station #9 at 25 mph District #2 District #3 DISCUSSED District #1 Miami Fire Department NFPA Standard 1710 Running Time From Station #10 at 25 mph District #2 District #3 #3 District #1 Miami Fire Department NFPA Standard 1710 Running Time From Station #11 at 25 mph _ District #2 District #1 District #3 NFPA Standard 1710 Running Time At 25 mph from Station #11 0 to 4 minutes running —4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Miles 0 Miami Fire Department NFPA Standard 1710 Running Time From Station #12 at 25 mph District #2 District #3 District #1 Miles .,, � Miami Fire Department NFPA Standard 1710 Running Time From Station #13 at 25 mph District #2 District #3 r1� District #1 .... it IV nun1ony Imre At 25 mph from Station #93 0 to 4 minutes running —4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Mll Miles DISCUSSED.w_ "' n n N" a w Miami Fire Department NFPA Standard 1710 Running Time From Station #14 at 25 mph--- - District #2 �...J- .iii � ■ --=--�..----.-�-= - XC'� District #3 District #1 N NFPA Standard 1710 Running Time At 25 mph from Station $14 0 to 4 minutes running -4 to 8 minutes running Greater than 8 minutes 0 .90 1.8 2.7 Miles Prepared by Granito ASioelates, 2002 /. 0 t Miami Fire Department Coverage of NEPA Standard 1710 at 25 mph for 4 Minutes From All Stations in All Districts - - #9 District #2 yk #G #2 #7 #*4 District #1 V4 #10 District #3 � N f #8 96.2% of City Covered DICUSS[D Q.�•3.9-- NFPA Standard 1710 Coverage at 25 mph for 4 Minutes From All Stations Covered in 4 Minutes Not Covered in'4 Minutes 0 2 3 Miles Prepared by Granito Associates. 2002 KI Miami Fire Department Coverage of NEPA Standard 1710 at 25 mph for 8 Minutes District #3 #8 yt #7 #*4 #44 District #1 100% of City Covered NFPA Standard 1710 Coverage at 25 mph for 8 Minutes U S S E D From All Stations . �. Covered in S Minutes 0 4L Miles Prepared by Granito Associates. 2002 Lw Appendix E Emergency Appar s Five Year Purchase Plan Prioritized Purchase List Priority Vehicle Type status Units Unit Cost Total Cost 1. Air Truck (I)Purchasing 1 5225,000 $225,000 2. Refurbish Scooters S1,473,000 4 $12,000 $48,000 3. New Scooters (2)Waiting PO 2 $30,000 $60,000 4. Tillered Aerial Total S1,250,000 Year Four of Five -Year Plan 2 $6001000 $1,200,000 5. Squirts (3)Purchasing 4 $375,000 $1,500,000 6. Foam PU9225n 3 $350,000 $1,050,000 7. Pumpers 4 $300,000 $1,200,000 8. Rescue (4)In Production 10 $130,000 $1,300,000 9. Heavy Rescue 1 $300,000 $300,000 10. Rehab Vehicle 1 $175,000 $175,000 11. Command Vehicle 1 $250,000 $250,000 Total $7,308,000 Year One of Five -Year Plan Vehicle Units Unit Cost Total Cost Air Truck 1 $225,000 $225,000 Refurb Scooters 4 $12,000 $48,000 Tillered Aerial 2 $600,000 $1,200,000 Rehab Total S1,473,000 Vehicle Units Unit Cost Year Two of Five -Year Plan Vehicle Units Unit Cost Total Cost New Scooters 2 $30,000 $60,000 Squirts 4 $375,000 $1,500,000 Rehab f 1 $175,000 Total S1,560,000 Year Three of Five -Year Plan Vehicle Units Unit Cost Total Cost Pumpers 3 $300,000 $900,000 Foam Pumper 1 $350,000 $350,000 Total S1,250,000 Year Four of Five -Year Plan Vehicle Units Unit Cost Total Cost Pumpers 1 $300,000 $300,000 Foam Pum 2 $350,000 $1,050,000 Heavy Rescue 1 $300,000 $300,000 Rehab f 1 $175,000 $175,000 Total S1,475,000 Year Five of Five -Year Plan Vehicle Units Unit Cost Total Cost Rescues 10 $130,000 $1,300,000 Command 1 $250,000 $250,000 Total S1.550,000 fivus mak Muds 15. 2002 DISCUSSED i Im Appendix F Projected (5Yr) Ezpe, Itures for Station Renovations FY 98-99 Station Project Unit Cost $1,000 Total Cost $1,000) 7 A/C 40K 40K 4,9,Shop Roof 50K 150K 2,5 Storm Shutters 25k 50k All less 12 Kitchen Reno 7K 77K 1,2,3,8,11 Emergency Gen 7K 35K 1,2,3,8,11 Electrical Upgrade 30K 150K Total 502K FY 99-00 Station Project Unit Cost $1,000) Total Cost ($1,000) 4 Emergency Gen 7K 28K (4) Electrical Upgrade 30K 150K 1,2,3,4,6 Automatic Gates 3K 15K 3) Painting 35K 105K Total 268K FY 00-01 Station Project Unit Cost $1,000 Total Cost ($1,000) (2) Painting 35K 70K (3) Biohaz Decom 12K 36K (3) Smoke Evac 40K 120K (5) Interior Renovation 5K 25K Total 251K th 5yrmtrx 3/15/02 FY 01-02 "Excellence through Service" 'SCUSSED Projected (5Yr) Ezpei aures for Station Renovations Station Project Unit Cost $1,000 Total Cost ($1,000) 3 Painting 35K 105K 3 Biohaz Decom 12K 36K 3) Smoke Evac 40K 120K Fire College St /Fire Pump 60K 60K F.C./F.G. Alarm System Total 261K FY 02-03 Station Project Unit Cost ($1,000) Total Cost ($1,000) (2) Biohaz Decom 12K 24K 2 Smoke Evac 40K 80K 8) Interior Renovation 5K 40K Fire College St /Fire Pump 60K 60K F.C./F.G. Alarm System 20K 40K 3,4,6,7,9 Landscaping 4K 20K Total 264K "Excellence through Service" 5yrmtrx DISCUSSED 3/ 15/02 s Appendix G Priority List of Recommendations from Report A. Organizational Structure P1 1. Phase in new Organizational Structure B. Officer Development P2 1. Make special provisions soon P2 2. Institute a program for officers using NFPA Prof. Officer Qualification levels P2 3. Institute a formal officer development program P2 4. Officer Self -study program P3 5. Re-establish officer training program for Caribbean, Central, & S. American Chiefs C. Fire Suppression Capacity On-going 1. Retain existing protocol for automatic shifting of apparatus On-going 2. Fulfill ISO specs for 2 or more reserve pumpers P1 3. State desired suppression capacity for city P2 4. Establish 2-4 serviceable pumpers or quints as Ready Reserve P2 5. Formalize all mutual aid agreements D. Organizational Structure for Emergency Medical Service P1 1. Review and adjust existing EMS structure E. Policy Development On-going 1. Continue existing policy development processes P1 2. Chief s staff meeting recommendations r�USSE® T " F. Station Location, Response Coverage, and NFPA Standard 1710 P2 1. Request an EMS equivalency for NFPA 1710 On-going 2. Retain existing response assignments, get 13 & 14 into CAD P2 3. Implement a geo locator system for vehicles P2 4. Deploy apparatus at 13 & 14 when constructed P3 5. Aerial Ladder in District 3 P2 6. Review reaction time for NFPA 1710 G. Unit Utilization P2 1. Get a 12 month accounting of individual units for system management H. Dispatch, Communications and Computer Services P1 1. Expert in comm and dispatch to review planned room P2 2. More provisions for changes in software and repair of equipment P1 3. Avoid common CAD system for police and fire I. Employee Evaluation P3 1. Construct approved custom employee performance evaulation forms J. Apparatus and Equipment P1 1. Implement both purchase and renovation plans P3 2. Consider acquisition of small quick attack truck K. Internal and External Publications P3 1. Have internal publication be monthly, and carefully design Annual Report to be dual purposed -2- is r.USSED no L. Management Information System P1 1. Create MIS and Computer Services Division P1 2. Review available MIS software packages & obtain one On-going 3. Expand use of Firenet M. Increasing Non -City Income P1 1. Establish a grants/development office P2 2. Work with a fund raiser P2 3. Ask for pro bono help with fund raising, P2 4. Annual development plan be approved by city manager P1 5. Proposals to state and federal agencies P 1 6. Chief take leadership role in this N. General Observations and Recommendations P1 1. Shift to new organizational structure P3 2. Use civilians in support positions P1 3. New long-range plan for Department On-going 4. Continue working with local labor group for internal policy and procedures On-going 5. Continue discussion sessions On-going 6. Continue planned meetings of Deputies, Ass't Chiefs, etc. P1 7. Install interactive mobile in all response vehicles On-going 8. Continue existing system of official notices, etc. On-going 9. Continue position of Department Safety Officer P1 10. Space for new Emergency Operations Center appears too small PI 11. When time comes, use design for new Station 41 as model for additional stations, or vice versa P3 12. Key personnel be assigned to visit other Departments P1 13. Seek funding for new technology DI'' U S SED ,a P3 14. Consider 2-3 heavy ladder companies with 5 crew members each On-going 15. Continue to assign staff officers to specialized incident conunand teams P2 16. Obtain a video photographer P1 17. Start a self -study for accreditation On-going 18. Assign someone for information on construction problems Pl 19. Use local university's advanced students for intern assistance P2 20. Locate Human Resources, Management Information, and Computer Services in same building as other Divisions -4- DISCUSSED -- ff 643 E. LAKE ROAD PENN YAN, NY 14527 Phone (3 1 5 ) 5 36-3439 FAX (315; 53G-6595 JOHN A. GRANI k i e-mail: granitofla@AOL.com January 2002 Resume 2961 BOWSPRIT LANE ST. JAMES CITY, FL 33956 Phone (239) 283-2438 FAX (239; 253-2464 John A. Granito is a consultant in fire -rescue services and emergency management. He is fire -rescue consultant to Hughes Associates, Inc., and principal public safety consultant to the MMA Consulting Group, Inc. of Boston, Massachusetts. John has served as safety consultant to the Port of New Orleans since 1991 and has been consultant to the IBM Corporation, the Strategic Air Command, the Agency for International Development, the International City Management Association (ICMA), the Department of Energy (DOE), the National Emergency Management Institute, the National Fire Protection Association (NFPA), the Department of Defense (DOD), the National Aeronautical and Space Administration (NASA), the Federal Emergency Management Agency (FEMA), the Public Entity Risk Institute, several airports, and more than 350 municipal fire -rescue departments. Urban cities studied include Boston, Providence, Pittsburgh, Charlotte, Rochester, New Orleans, Montreal, Jersey City, Toronto, and Winnipeg. In addition to his consulting activities, Dr. Granito has been an instructor at the National Staff and Command School, and has served as an instructor and exercise controller in municipal protection at the National Emergency Training Center. He has instructed more than 800 teams of officials in emergency planning. He has analyzed protection needs abroad in such diverse environments as Chernobyl, London, Caracas, Seville, Melbourne, Berlin, and Johannesburg. He has been lead instructor for the University of Maryland's course in fire department leadership. and lectures nationally. John is the author of more than 200 chapters, technical monographs, reports, articles, and books on the organization and management of municipal fire/rescue protection programs and emergency management organizations. He has authored the chapter on planning and evaluating community fire protection in the last four editions of the NFPA Fire Protection Handbook. He is lead editor for the forthcoming ICMA "Greenbook" Managing Fire and Rescue Services and was series editor for the Brady-IFSTA textbook series. He is author of the section of the Fire Chiefs Handbook which addresses the future of fire protection. John is coordinator of the Urban Fire Forum. an organization composed of chief executive officers from the fire departments of 30 of the largest cities in the United States. Canada, Great Britain. Germany, and Australia. Dr. Granito's understanding of the fire service and of community obligations has made him a pivotal contributor to a number of standards issued in recent years by the NFPA. He was technical advisor to the NFPA's Fire Department Analysis Project and has been involved with the development of NFPA 1201, 1500, 1710 and other fire department management standards. He has been Chair of the National Fire Protection Association's 1200 technical committee on the Organization. Operation. Deployment. and Evaluation of Fire and Emergency Medical Services, and has been a member of the International Disaster Research Committee. He has served as Supervisor of Fire Training for New York State, and is a member of the International Association of Fire Chiefs, the New York State Fire Chiefs Association, and the Florida Fire Chiefs Association. He holds a doctoral degree in leadership studies and is Professor emeritus and retired as Vice President for Public Service and External Affairs of the State University of New York, Binghamton. Earlier he served as Dean of the Graduate School of Professional Education at the same institution. Prior to that he was Vice President at a research institute in New York City. Firc Procictiot, limrr�: ncc & Cri"I" M.uiabrnunr ( i �E� Corhor.tt� SC:urtcv DISCUSSED I` U C0NFIDE:NTIAL CONSULTING SERVICES TO GOVERMENT, BUSINESS, AND (N DL STR� rd eTi7�T""i