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.
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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
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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
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�,,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.
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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
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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
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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
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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
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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,
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Corhor.tt� SC:urtcv DISCUSSED
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C0NFIDE:NTIAL CONSULTING SERVICES TO GOVERMENT, BUSINESS, AND (N DL STR�
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