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20120718 SM2
MIAMI BEACH City Commission Meeting SUPPLEMENTAL MATERIAL 2 City Hall, Commission Chambers, 3rd Floor, 1700 Convention Center Drive July 18, 2012 Mayor Matti Herrera Bower Vice-Mayor Jorge R. Exposito Commissioner Michael G6ngora Commissioner Jerry Libbin Commissioner Edward L. Tobin Commissioner Deede Weithorn Commissioner Jonah Wolfson City Manager Kathie G. Brooks City Attorney Jose Smith City Clerk Rafael E. Granado Visit us at www.miamibeachfl.gov for agendas and video "streaming" of City Commission Meetings. ATTENTION ALL LOBBYISTS Chapter 2, Article VII, Division 3 of the City Code of Miami Beach entitled "Lobbyists" requires the registration of all lobbyists with the City Clerk prior to engaging in any lobbying activity with the City Commission, any City Board or Committee, or any personnel as defined in the subject Code sections. Copies of the City Code sections on lobbyists laws are available in the City Clerk's office. Questions regarding the provisions of the Ordinance should be directed to the Office of the City Attorney. SUPPLEMENTAL AGENDA R7 -Resolutions C7E A Resolution Approving The Settlement In The Amount Of $15,000.00 For City Liens On Property Owned By Sunset Apartments, LLC, Located At 1545 Drexel Avenue, Miami Beach, Florida, In The Original Amount Of $358,708.15, And Further Authorizing The City Manager To Take Such Action And Execute Any And All Necessary Documents To Complete Such Lien Release And Settlement. (Finance Department/City Attorney's Office) (Resolution) C7Z A Resolution Approving In Substance The Terms Of A Professional Services Agreement With The International City/County Management Association ("ICMA") For Review And Recommendations For Efficiencies For The Police And Fire Departments; Authorizing The City Manager And City Attorney's Office To Negotiate And Draft The Agreement Based Upon The Approved Terms; And Authorizing The Mayor And City Clerk To Execute The Final Agreement In An Amount Not To Exceed $120,000. (Finance Department) (Memorandum) 1 RESOLUTION NO.------- A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, APPROVING THE SETTLEMENT IN THE AMOUNT OF $15,000.00 FOR CITY LIENS ON PROPERTY OWNED BY SUNSET APARTMENTS, LLC, LOCATED AT 1545 DREXEL AVENUE, MIAMI BEACH, FLORIDA, IN THE ORIGINAL AMOUNT OF $358,708.15, AND FURTHER AUTHORIZING THE CITY MANAGER TO TAKE SUCH ACTION AND EXECUTE ANY AND ALL NECESSARY DOCUMENTS TO COMPLETE SUCH LIEN RELEASE AND SETTLEMENT. WHEREAS, the property located at 1545 Drexel Avenue, Miami Beach, Florida (the "Property") has accumulated fines, in the amount of $358, 708.15; and WHEREAS, the Property is owned by Sunset Apartments, LLC; and WHEREAS, the Property has liens recorded against it for failure to comply with the forty (40) year building re-certification requirement and for property maintenance violations; and WHEREAS, fines have accumulated in the amount of $358,708.15; and WHEREAS, the fines were reduced by Orders of the Special Master; and WHEREAS, these Orders have been appealed to the Circuit Court of the 11th Judicial Circuit in and for Miami-Dade County, Florida, Appellate Division; and WHEREAS, in review of the history of the violations; the violations were minor in nature, did not pertain to life safety issues; and the amount of the fines accumulated exceeded the appropriate penalty; and WHEREAS, the payment of $358,708.15 would be disproportionate to the nature of the violations; and WHEREAS, in light of these circumstances, the Administration recommends that the City Commission approve a $15,000.00 settlement amount for these Properties as a penalty more in keeping with the nature of the violations. 3 Agenda Item C 1 E Date 1-1 f·ll NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby approve the settlement in the amount of $15,000.00 for the City liens on property owned by Sunset Apartments, LLC, located at 1545 Drexel Avenue, Miami Beach, Florida, in the original amount of $358,708.15, and further authorizing the City Manager to take such action and execute any and all necessary documents to complete such lien release and settlement. PASSED and ADOPTED this __ day of ______ , 2012. ATTEST: CITY CLERK 4 MAYOR APPROVED AS TO fORI~ & LANGUAGE & FOR r~ECU"fiON '\ \\,\ ~-v Date COMMISSION ITEM SUMMARY Condensed Title: A Resolution Approving In Substance The Terms Of A Professional Services Agreement With The International City /County Management Association ("ICMA") For Review And Recommendations For Efficiencies For The Police And Fire Departments ; Authorizing The City Manager And City Attorney's Office To Negotiate And Draft The Agreement Based Upon The Approved Terms; And Authorizing The Mayor And City Clerk To Execute The Final Agreement In An Amount Not To Exceed $120,000 Key Intended Outcome Supported: Increase resident ratings of public safety services Supporting Data (Surveys, Environmental Scan, etc.): N/A Issue: I Whether to Adopt the Resolution? Item Summary/Recommendation: As discussed at the Finance and Citywide Projects Committee meeting of July 9, 2012, the Administration has secured a proposal from ICMA to perform a study to determine the effectiveness and efficiency of the City of Miami Beach Police and Fire Departments. This review will consider all aspects of the departments including operational and support functions. The departments' performance will be evaluated and compared to nationally accepted standards. In addition to reviewing operational activities ICMA will analyze the internal functions of the agencies. This will include review of internal documents such as policies and procedures, internal affairs issues, training, discipline, community relations, etc. ICMA's local government technical assistance includes workload and deployment analysis, using Operations Research techniques and credentialed experts to identify workload and staffing needs as well as best practices. ICMA has conducted approximately 140 such studies in communities ranging in size from 8,000 population Boone, lA to 800,000 population lndianapotis, IN. The proposed study is presented in six phases with the total timeline approximating six months from start to written report presentation. The estimated cost is not to exceed $120,000 for the study plus travel expenses which are proposed at $1 0,000 and a cost of $1,000 per person plus travel for presentations. Advisory Board Recommendation: Financial Information: Source of Amount Funds: 1 $135,000 f2· I 2 3 OBPI Total Financial Impact Summary: Cit Clerk's Office le islative Trackin Finance and Citywide Projects Committee Si n-Offs: Department Director POW MlAMIBEACH 5 Account Operating Contingency Includes study, travel and presentation expense KGB AGENDA ITEM _t'-7._·:z.. __ DATE 7-/3-)z_ ~ MIAMI BEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachR.gov MEMO# TO: FROM: DATE: COMMISSION MEMORANDUM Mayor Matti Herrera Bower and Members of the City Commission Kathie G. Brooks, Interim City Manager /~ jt- July 18, 2012 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CiTY OF MIAMI BEACH APPROVING IN SUBSTANCE THE TERMS OF A PROFESSIONAL SERVICES AGREEMENT WITH THE INTERNATIONAL CITY /COUNTY MANAGEMENT ASSOCIATION ("ICMA") FOR REVIEW AND RECOMMENDATIONS FOR EFFICIENCIES FOR THE POLICE AND FIRE DEPARTMENTS ; AUTHORIZING THE CITY MANAGER AND CITY ATTORNEY'S OFFICE TO NEGOTIATE AND DRAFT THE AGREEMENT BASED UPON THE APPROVED TERMS ; AND AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE THE FINAL AGREEMENT IN AN AMOUNT NOT TO EXCEED $120,000 ADMINISTRATION RECOMMENDATION: Adopt the resolution BACKGROUND The International City/County Management Association (ICMA) is a 100 year old, non- profit professional association of local government administrators and managers, with approximately 9,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to its citizens in an efficient and effective manner. Their work spans all of the activities of local government-parks, libraries, recreation, public works, economic development, code enforcement, Brownfield's, public safety, etc The ICMA Center for Public Safety Management (ICMAICPSM) is one of four Centers within the US Programs of ICMA, providing support to local governments in the areas of police, fire, EMS, Emergency Management and Homeland Security. In addition to providing technical assistance in these areas ICMA also represents local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. ICMA's local government technical assistance includes workload and deployment analysis, using Operations Research techniques and credentialed experts to identify workload and staffing needs as well as best practices. ICMA has conducted approximately 140 such studies in communities ranging in size from 8,000 population Boone, lA to 800,000 population Indianapolis, IN. 6 ICMA Center for Public Safety Management acts as an objective and trusted broker tapping into the knowledge of the association's membership base and combining expertise from other appropriate experts to offer innovative ideas, lessons learned, and leading practices to communities. The program provides practical advice and resources that local government managers and staff need to improve services and service delivery in their communities. ANALYSIS As discussed at the Finance and Citywide Projects Committee meeting of July 9, 2012, the Administration has secured a proposal from ICMA to perform a study to determine the effectiveness and efficiency of the City of Miami Beach Police and Fire Departments. This review will consider all aspects of the departments including operational and support functions. The departments' performance will be evaluated and compared to nationally accepted standards. In addition to reviewing operational activities ICMA will analyze the internal functions of the agencies. This will include review of internal documents such as policies and procedures, internal affairs issues, training, discipline, community relations, etc. Methodology The ICMA team follows a standardized approach to conducting analyses of police, fire, and EMS departments. They have developed this standardized approach by combining the experience sets of dozens of subject matter experts in the areas of police, fire, homeland security and EMS. They begin projects by extracting calls for service and raw data from an agency's computer aided dispatch system. The data are sorted and analyzed for comparison to nationally developed performance indicators. These performance indicators (response times, workload by time, multiple unit dispatching, etc.) are valuable measures of agency performance. The findings are shown in tabular as well as graphic form and follow a standard format for presentation of the analyzed data. While the format will be similar from community to community, the data reported are unique to the specific community. Due to the size and complexity of the documents, this allows for simple, clean reporting. The reports generated from analyzing the data serve as the basis for many accreditation fire or police documents such as "Standards of Response Coverage" and the on-site review. · ICMA will conduct an operational review alongside a data analysis using the performance indicators as the basis for the operational review. Prior to any on-site arrival of an ICMA team, agencies are asked to compile a number of key operational documents (policies and procedures, assets lists, etc.). Most on-site reviews consist of interviews with management and supervisors as well as rank and file officers; attendance at roll calls; and ride-alongs with staff. They will review case files and observe dispatch operations to ensure compliance with the provided written documentation. As a result of any onsite visits and data assessments, ICMA subject matter experts produce observations and recommendations which highlight strengths, weaknesses, opportunities and threats of the department. This standardized approach insures that they measure and observe all of the critical components of agencies which establish the baseline performance levels. This 7 information can be used to benchmark against comparable cities. ICMA is able to do this because they recognize that while agencies may vary in size and challenges, there are best practices in use throughout the country. ICMA likens this standardized approach to the manner of an auditing process: • Asks questions and requests documentation upon project start up; • Confirm accuracy of information received; • Deploy operations teams onsite to research the uniqueness of each environment; • Perform data modeling and share preliminary findings with each city; and • Assess any inconsistencies reported by client cities and communicate the results in a formal, written report. TERMS The proposed study is presented in six phases with the total timeline approximating six months from start to written report presentation. The estimated cost is not to exceed $120,000 for the study plus travel expenses which are proposed at $10,000 and a cost of $1,000 per person plus travel for presentations. A cdpy of the proposal is attached for your review. CONCLUSION We recommend that the Mayor and City Commission approve in substance the terms of a professional services agreement with the international city /county management association ("ICMA") for review and recommendations for efficiencies for the police and fire departments ; authorizing the City Manager and City Attorney's office to negotiate and draft the agreement based upon the approved terms ; and authorizing the Mayor and City Clerk to execute the final agreement in an amount not to exceed $120,000 plus travel expenses which are proposed at $10,000 and a cost of $1,000 per person plus travel for presentations KGB:PDW ATTACHMENT : ICMA proposal T:\AGENDA\2012\7-18-12\ICMA Study Commission Memo.Docx 8 Proposal for Comprehensive Analysis of Workload, Staffing and Deployment of Police and Fire Services Miami Beach, Florida ; (J F' p u 6 C ShFETY Submitted by: ICMA Center for Public Safety Management International City I County Management Association 777 North Capitol Street, NE-Suite 500 Washington, DC 20002. 202-962-3607 IGMA Leaders at the Core of Better Communities 9 • • Overview m : • ~ . ~ The International City /County Management Association (ICMA) is a 1 00 year old, non-profit professional association of local government administrators and managers, with approximately 9,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to its citizens in an efficient and effective manner. Our work spans all of the activities of local government-parks, libraries, recreation, public works, economic development, code enforcement, Brownfield's, public safety, etc · ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Our work includes both domestic and international activities in partnership with local, state and federal governments as well as private foundations. For example, we are involved in a major library research project funded by the Bill and Linda Gates Foundation and we are providing community policing training in Panama working with the U.S. State Department. We have personnel in Afghanistan assisting with building wastewater treatment plants and have teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA/CPSMJ is one of four Centers within the US Programs of ICMA, providing support to local governments in the areas of police, fire, EMS, Emergency Management and Homeland Security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. ICMA/CPSM is also involved in police and fire chief selection; assisting local governments in identifying these critical managers through original research we have conducted identifying the core competencies of police and fire managers and providing assessment center resources. Our local government technical assistance includes workload and deployment analysis, using Operations Research techniques and credentialed experts to identify workload and staffing needs as well as best practices. We have conducted approximately 140 such studies in communities ranging in size from 8,000 population Boone, lA to 800,000 population Indianapolis, IN. ICMA Center for Public Safety Management -Miami Beach, FL Page 2 of22 10 • • Overview ~ : • m • !Ill Among ICMA's many activities, it assists local governments through a variety of programs that focus on specific local government concerns including police and fire.ICMA's focus is on the management perspective in organizing and operating these areas. ICMA Center for Public Safety Management acts as an objective and trusted broker tapping into the knowledge of the association's membership base and combining expertise from other appropriate experts to offer innovative ideas, lessons learned, and leading practices to communities. The program provides practical advice and resources that local government managers and staff need to improve services and service delivery in their communities. We apply standard project management practices to each solution, ensuring that: • All projects are completed within the contractual scope of work; • Are completed on time, and within budget. We rely on these principles to ensure that the final solution meets the client objectives for a comprehensive and concise analysis of resource deployment. Methodology The ICMA team follows a standardized approach to conducting analyses of police, fire, and EMS departments. We have developed this standardized approach by combining the experience sets of dozens of subject matter experts in the areas of police, fire, homeland security and EMS. We begin projects by extracting calls for service and raw data from an agency's computer aided dispatch system. The data are sorted and analyzed for comparison to nationally developed performance indicators. These performance indicators (response times, workload by time, multiple unit dispatching, etc.) are valuable measures of agency performance. The findings are shown in tabular as well as graphic form and follow a standard format for presentation of the analyzed data. While the format will be similar from community to community, the data reported are unique to the specific community. Due to the size and complexity of the documents, this allows for simple, clean reporting. The reports generated from analyzing the data serve as the basis for many accreditation fire or police documents such as "Standards of Response Coverage" and the on-site review. ICMA will conduct an operational review alongside a data analysis using the performance indicators as the basis for the operational review. Prior to any on-site arrival of an ICMA team, agencies are asked to compile a number of key operational documents (policies and procedures, assets lists, etc.). Most on-site reviews consist of interviews with management and supervisors as well as rank and file officers; attendance at roll calls; and ride-alongs with staff. We review case files and observe dispatch operations to ensure compliance with the provided written documentation. As a result of any on -site visits and data assessments, our subject matter experts produce observations and recommendations which highlight strengths, weaknesses, opportunities and threats of the department. We have found that this standardized approach insures that we measure and observe all of the critical components of agencies which establish the baseline performance levels. This information can be used to benchmark against comparable cities. We're able to do this because we recognize that while agencies may vary in size and challenges, there are best practices in use throughout the country. We liken this standardized approach to the manner of an auditing process: ICMA Center for Public Safety Management -Miami Beach, FL Page 3 of22 11 • ICMA asks questions and requests documentation upon project start up; • We confirm accuracy of information received; • We deploy operations teams on -site to research the uniqueness of each environment; • We perform data modeling and share preliminary findings with each city; and • We assess any inconsistencies reported by client cities and communicate our results in a formal, written report. ICMA Center for Public Safety Management -Miami Beach, FL Page 4 of22 12 • • ICMA's Approach: Police Operatiogs: • @ • l!il ICMA Center for Public Safety Management utilizes two methods for evaluating and identifying solutions. The first component is a data analysis with applied operations research principles. Background -Police The City of Miami Beach is preparing for the need to maintain quality police services within financial constraints. In order to meet these challenges, an extensive analysis and benchmark of the current deployment and workload must be conducted. The ICMA approach is two-fold: conducting a comprehensive analysis of data extracted from the Computer Aided Dispatch System to answer the questions related to deployment issues as well as an on-scene operational assessment by the ICMA team. Law Enforcement departments utilize their patrol forces in two modes: reactively to respond to calls for service and proactively to address crime problems as well ongoing nuisance issues. (See Figure 1) Detectives provide another element of a primarily reactive force, seeking to solve crimes that have already been committed. The effectiveness of these units affects the clearance rates for the department. Fi ure 1 Feedback Loop Citizen Expectation Citizen Complaints Citizen Satisfaction ._---~r~~---t Targeted Crime Reduction ! Leverage Resources i Flexible and Creative i Math Model Citizen Fear Community Deterioration Police Patrol: Reactive and Proactive Reactive -Citizen initiated calls • High priority calls-citizens expect extremely rapid response • Moderate Priority calls-Best practice departments manage citizens' expectation by letting them know a realistic response time and then meeting or surpassing their expectation. If there is an unexpected further delay, the citizen is contacted with up-to- date information • Low priority calls-Best practice departments find creative strategies such as a telephone crime reporting so as to free up the patrol force for either rapid response to a high priority call or to continue with crime-directed activities ICMA Center for Public Safety Management -Miami Beach, FL Page 5 of22 13 • On-Scene handling: The manner in which a Police officer handles himself or herself on- scene plays a critical role in developing or discouraging citizen support for the department Rapid response to the highest priority calls can sometimes mean the difference between life and death but is unlikely to broadly influence the crime rate. Meeting or exceeding citizen expectations reduces the number of citizen complaints and increases community support for the Police department. Community support is a critical element in developing a proactive crime directed patrol force. With accurate and timely data, a Police department can reduce response time by adopting a philosophy of data driven continuous improvement. This usually .entails first finding the multiple root causes of slow response and then changing operating policies that contribute to the problem. Police departments can also reduce response time by making data driven strategic decisions that better match patrol force levels with patrol workloads. Proactive -Officer initiated in cooperation with citizenry • Law Enforcement uses detailed crime data to develop both short-term targeted activities and long lasting strategic initiatives • Departments can use specially assigned units in conjunction with the in-between call time of the patrol force · • Performance measures and accountability of management is a critical element of this strategy • Activities need to be tracked to determine their effectiveness and to continually evolve to respond to changing crime patterns Proposed Study • Document current patrol performance and workload levels • Establish an existing benchmark and long range performance goals and objectives for the Police Department • Identify opportunities to improve on performance with existing resources • Estimate the manpower requirements and associated costs that would be needed to achieve management specified performance objectives • Provide guidance on routine standard reports that should be used to track performance Current Performance We will analyze in-depth four weeks of summer data· and four weeks of winter data and assess variations by time of day, day of week, season and district. The analysis will include all of the following: • Patrol deployment levels • Average response time to different call priorities • Proportion of calls in each category for which response times are unacceptably long. For example, we will determine the proportion of high priority calls that experience response times of longer than 1 0 minutes • Document time periods during the week in which response times seem excessive • Average and median time spent on calls with different priorities • Proportion of calls with unusually long time spent on-scene • Proportion of calls requiring more than one patrol unit • Resources allocated to proactive patrol • Resources consumed on non-value added activities Opportunities for Improvement ICMA Center for Public Safety Management -Miami Beach, FL Page 6 of22 14 To examine whether or not patrol resources are efficiently deployed over 24-7 time period, we will graph deployment levels against workloads by time of day, day of week, and by patrol areas. We will analyze and graph officer response time by call priority level and shift to identify significant patterns/differences in officer response. These response time analyses will delineate and analyze between the components of officer response --call queue time, travel time, and time on scene. Consequently, a series of trend charts, maps and data tables will describe officer response time in detail and will provide the variables needed for developing a plan based on Operations Research methods. We will observe and meet with dispatCh operations to determine the extent of best practices employed to efficiently dispatch patrol units. We will discuss and document the extent that the patrol management is applying principles of performance based management and continuous improvement to efficiently utilize resources. We will then employ Operations Research models of patrol to determine how much response time and proactive patrol might be improved with better alignment of resources and workloads. We will pay special attention to the CAD I RMS system currently being used and its ability to support the department's future needs based upon ICMA's recommendations at the conclusion of this study. Pollee -Operational Analysis Using the analyzed data from the department, the project team will conduct a comprehensive review of the services of the department, comparing the delivery with other best practices. The focus of the analysis will also include the following areas: • Administration, Policy and Procedures, Planning, and Utilization of various best practice models in the department. • Deployment of resources, particularly the use of civilian employees in lieu of sworn officers. The team will look at identifying opportunities to civilianize positions to allow more sworn personnel to perform police duties. • Review of the investigations division to determine the effectiveness of staff. • Crime Fighting Strategies--Provide crime fighting strategies to strengthen the police environment. An example would be the development of Computerized Statistics (COMPSTAT) which is a tool capable of assisting the department's middle and upper management. • Communications-How the computerized aided dispatch/records management system provides real time information to the department and ways that it may be improved. ICMA was one of the leaders in identifying the critical importance of the Police department partnering with the public it serves. Since 1990 ICMA has been integrally involved in assisting communities in advancing the community policing philosophy. In partnership with the Department of Justice, Office of Community Oriented Policing (COPS) we have produced numerous publications addressing the implementation of the philosophy in departments throughout the United States and internationally. Additionally, we have conducted hundreds of workshops training managers and law enforcement professionals on the implementation of the COPS philosophy. A critical part of our evaluation will include the effectiveness of existing programs in partnering with the citizens of Miami Beach. ICMA Center for Public Safety Management -Miami Beach, FL Page 7 of22 15 Police Staffing and Development Police agencies routinely speak about "recommended officers per 1 ,000 populations" or a "National Standard" for staffing or comparisons to other municipalities. There are no such standards. Nor are there "recommended numbers of "officer per thousand". Nor is it useful to make comparisons with other communities. The International Association of Chiefs of Police (IACP) states; "Ready-made, universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are totally inappropriate as a basis for staffing decisions." Joseph Brann, the first Director of the COPS Office and retired chief of police in Haywood, California wrote in "Officers per Thousand and other Urban Myths" appearing in /CMA 's PM Magazine, "A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments' may require improvements in management information systems." Staffing decisions, particularly in patrol. must be made based upon actual workload and verv few police agencies have the capabili1v of conducting that analysis. Once an analysis of the actual workload is made, then a determination can be made as to the amount of discretionary patrol time should exist, consistent with the community's ability to fund. ICMA's team of doctoral level experts in Operations Research in Public Safety have created in The ICMA Patrol Workload & Deployment Analysis System ©the ability to produce detailed information on workload even in those agencies without sophisticated management information systems. Using the raw data extracted from the department's CAD system our team converts calls for service into police services workload and then effectively graphs workload reflecting seasonally, weekday I weekend and time of day variables. Using this information the Police department can contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as time commitments to other police activities. Police service workload differentiates from calls for service in that calls for service are a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of police time required to handle calls for service from inception to completion. Various types of police service calls require differing amounts of time (and thus affect staffing requirements). As such, call volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a specific area as a percentage of total workload. The graph following sample graph demonstrates this difference in units. ICMA Center for Public Safety Management -Miami Beach, FL Page 8 of22 16 Calls for Service vs. Workload 34. 2.2% Ca II Activity Workload Ill Arrest B Agency assist tEJ Crime ED Directed patrol • General IE] Investigations 1m Juvenile • Suspicious • Traffic 6.6% ICMA has found that the most effec1ive way to manage opera1ions, including public safety, is to decisions based upon the interpretation and analysis of data and informa1ion. To achieve this, a data analysis of department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct opera1ions, staffing expansion and/or reductions can be determined and projected. Additionally the time necessary to conduct proac1ive police activities (such as directed patrol, community policing and selected traffic enforcement) will be reviewed to provide The City of Miami Beach with a meaningful methodology to determine appropriate cos1ing allocation models. Further, we will review existing deployment, particularly of the patrol force, to determine appropriate staffing levels throughout the day with particular attention to the size and number of patrol zones or beats. Understanding the difference between the various types of police department events and the staffing implications is cri1ical to determining actual deployment needs. Data Analysis This portion of the study will look at the total deployed hours of the Police department with a comparison to the 1ime being spent to currently provide services. The analysis will review response 1imes both cumulative as well as average for all services. In addition, a documenta1ion ICMA Center for Public Safety Management -Miami Beach, FL Page 9 of22 17 request will be issued to the Police department outlining information needed for a full operational review. ICMA has assembled a team of experts that are uniquely qualified to extract raw data from Computer Aided Dispatch Systems and conduct comprehensive analysis. The Team will utilize operations research methods in conducting the analysis. This approach is unique in the consulting field and was developed specifically by ICMA. Workload vs. deployment analysis sample This is one of the ways we show the amount of available, non-committed patrol time compared to workload. As you can see we break out the various activities, convert them to time and then compare to available manpower. The deployment is based upon actual hours worked. So in this example, at noon there are approximately 17 hours of work {including citizen initiated & officer initiated calls for services, including traffic) and administrative activities (meals, vehicle, reports, etc.). There are approximately 30 man hours of available resources meaning that at that hour, on average, of the 30 officers on duty 16 are busy on activities. The area shown in green and brown is uncommitted time. This is the area where staffing decisions impact-it becomes a policy issue as to how much uncommitted time a community wants, and is willing to pay for. -CIJ c c 60 50 40 0 30 r! :. 20 10 Hour 11!1 Extra Patrol B Basic Patrol Iii Unencumbered Work fS Administrative Work • Self-Initiated Work .,,,.,, Other-Initiated Work ICMA Center for Public Safety Management -Miami Beach, FL Page 10 of 22 18 • • ICMA's Approach: Fire Operationsw : • ~ • l!ll Fire departments staff their stations and train their personnel to respond to a wide array of fire and vehicular accident emergencies. EMS is likely a significant demand upon The City of Miami Beach Fire Department. In addition, many departments use the long intervals between calls for service for a variety of prevention activities. Research in the United Kingdom as well as by FEMA has shown that the most cost-effective approach to fire deployment is the elimination of calls. If a call is received, eliminating hazards decreases the risk faced by first responders and may result in a more positive outcome. These preventive strategies should include building code enforcement and quality of life enforcement issues. The effort may also include fire extinguishers and automatic sprinkler systems. All of these prevention and rapid response activities are laid out below. [FIR¢, CHALLENGES I Fire Prevention Detector Fire Alarm The resulting data study will gather and analyze data on the number of personnel on duty, as well as the efficiency and effectiveness of the current deployment on the fire runs. Resources utilization will be quantified for concentration, location, and drawdown. The study will also analyze fire call data to provide a comprehensive review of fire services including a detailed analysis of workloads and response times. The analysis of the workloads should begin with an in-depth study of the types of calls handled and their severity. The goal of this data gathering would be to explicate the fundamental nature of the fire challenge faced by the Fire Department. The study will pay special attention to fires reported in residences or building and will require the use a number of measures of severity to categorize these reported building fires. Some examples of questions to be answered as a part of the study include: Did the fire spread beyond ICMA Center for Public Safety Management -Miami Beach, FL Page 11 of22 19 local source? What was the extent of the damage? How long did the engine companies work at the scene? For each call1ype, we will determine the time spent on-scene and the manpower personnel who worked the scene. This data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period and by shift for each engine company. It will document any dramatic variations by time of day and day of week as well as seasonal variations. It will also require the review the department's fire prevention activities that fire personnel carry out between emergency calls. The study will also analyze data to determine the proportion of calls and the associated workload that arise within The Ci1y of Miami Beach' borders compared to mutual aid calls. Response time is an important statistic in emergency service systems. We will determine: o Average response time o Distribution of response times for different call categories o Response time for the second arriving engine company, where possible We will also identify and review calls that experienced unusually long response times. Operations Review Using information analyzed by the data team, an operational assessment by ICMA will be conducted to evaluate the deployment of emergency resources. The ICMA team will evaluate equipment, maintenance, records, policies, procedures, and stations to create recommendations for future service delivery. The team may meet with elected and appointed officials as well as identified communi1y leaders to determine the outcome they are seeking from deployment of resources. Observations and recommendations will be developed around ten key areas: • Governance and Administration • Assessment and Planning • Goals and Objectives • Financial Resources • Programs (To include fire suppression, EMS, fire prevention, public education, fire investigation, rescue, hazardous materials, homeland securi1y, marine services, and other programs) • Physical resources • Human Resources • Training and Competency • Essential Resources (Water, Communications, Administrative support) • External System Relationships Using GIS technology we will review the current locations of deployed equipment and stations with recommendations developed for the future. Key to making these determinations will be response time for dispatched units. The ICMA data team has created a methodology for determining resource utilization that quantifies the maximum and minimum deployment of personnel and equipment. It is unlike any other approach currently used by consultants and is indicative of the desire by ICMA to deliver the right resources at the right time. ICMA Center for Public Safety Management -Miami Beach, FL Page 12 of22 20 Emergency Medical Services- Fire departments often provide emergency medical services as first responders and may also transport the patients to hospitals. One key variable is the level of training and equipment of the EMS responders. In between calls they may be actively involved in public education programs. Numerous studies have documented the importance of widespread CPR training especially when witnessing a sudden cardiac arrest. All of these prevention and rapid response activities are laid out below. [ EMS CHALLENGES ] Targeted Education I E~~ DEPARTMENT A~TIONS] Fire Departments provide emergency medical services in addition to fire suppression duties. In this project we will analyze 2011 EMS call data to provide a comprehensive review of emergency medical services including a detailed analysis of workloads and response times. The analysis of the workloads will begin with an in-depth study of the types of calls handled and their severity. The goal is to explicate the fundamental nature of the emergency medical challenge faced by the community's Fire Department. We will pay special attention to the most critical emergencies such as heart attack and serious vehicular accidents. For each call type, we will determine the time spent on-scene and the manpower personnel who worked the scene. These data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period for each ambulance company. We will also determine how much EMS calls contribute to the workload of fire engine companies since they also respond to most calls. We will document any dramatic variations by time of day and day of week as well as seasonal variations. Response time is an important statistic in emergency service systems. We will determine not only average response time but also the distribution of response times for different call categories. We will also identify and review calls that experienced unusually long response times. ICMA Center for Public Safety Management -Miami Beach, FL Page 13 of22 21 • • Analysis of the Busiest Hours of tha Year m • m Fire departments often speak of the "worst case scenario" or "resource exhaustion" when developing staffing and deployment plans. In reality, on agency can never staff for the worst case scenario, because whatever situation can be envisioned, there can always be a more serious event that can be planned. What is needed to make staffing and apparatus decisions is a clear understanding of what levels of demand can reasonably be expected over specific periods of time in a specific jurisdiction . For example, what are the busiest calls for service times over a one year period and what levels of staffing and apparatus were needed to handle this workload? To answer this question requires a detailed analysis of calls for service, broken down minute by minute, identifying which units were busy and how many units remained available to respond to a new call for service. More sophisticated analysis can take into consideration available mutual aid resources. There is significant variability in the number of calls from hour to hour. One special concern relates to the fire resources available for the highest workload hours. We tabulate the data for each of 8760 hours in the year. We identify how often the fire department will respond to more than a specified number of calls in an hour. In studying call totals, it is important to remember that an EMS run typically lasts, on average, a different amount of time than a fire category call. Example of "Busiest Hour Analysis" What follows is an example of an ICMA study of a fire department with 17 units staffed all the time. For the vast majority of these high volume hours, the total workload of all units combined is equivalent to 3 or fewer units busy the entire hour. For the ten highest volume hours, 0.1% of the hours, the total workload exceeded 3 hours. All of these high volume hours occurred between 1 0 a.m. and 9 p.m. The hour with the most work was between 1000 and 1100 on September 12, 2009. The 21 calls involved 34 runs. The combined workload was 417 minutes. This is equivalent to 7 firefighting units being busy the entire hour. However, in the City there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour. The hour with the most calls was between 1400 and 1500 on October 13, 2009. The 23 calls involved 28 runs. The combined workload was 379 minutes. This is equivalent to between 6 and 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 7 units still available to respond immediately. Only 3 of the 17 units were busy more than 30 minutes during this hour. ICMA Center for Public Safety Management -Miami Beach, FL Page 14 of22 22 Table 1. Frequency Distribution of the Number of Calls Number of Calls in Frequency an Hour 0-5 6397 6-10 2263 11-15 98 16 or more 2 Observations: • A total of 6,397 hours (73%) in a year have received 0-5 calls. • A total of 2,263 hours (25.8%) in a year have received 6-1 0 calls. • A total of 1 00 hours ( 1.2%) in a year have received 11 or more calls. Table 2. Top Ten Hours with the Most Calls Received HOURS Number Number of Total Busy of Calls Runs Minutes 13-0ct-2009 1400 23 28 379 12-Sep-2009 1000 21 34 417 20-Jun-2009 2000 15 16 252 02-Feb-2009 1900 15 16 213 1 0-Jul-2009 1000 14 15 226 15-Feb-2009 1900 14 20 317 29-Jul-2009 1700 14 18 274 23-Feb-2009 1100 14 15 180 17-Mar-2009 1500 14 17 193 01-Mar-2009 1800 13 14 185 ICMA Center for Public Safety Management -Miami Beach, FL Page 15 of22 23 Ta b l e 3. De p l o y e d Mi n u t e s b y Un i t fo r th e Ho u r be t w e e n 10 a. m . an d 11 a. m . on 12 - S e p - 2 0 0 9 St a t i o n 2 3 4 5 6 7 9 10 11 12 13 14 N ~ No t e : Th e nu m b e r s in th e ce l l s ar e th e bu s y mi n u t e s wi t h i n th e 5 mi n u t e bl o c k . Th e ce l l va l u e s gr e a t e r th a n 2. 5 are coded as red. Ob s e r v a t i o n s : • Be t w e e n 10 a. m . an d 11 a. m . on Se p t e m b e r 12 , 20 0 9 , th e fi r e de p a r t m e n t re s p o n d e d to 21 ca l l s an d dispatched 34 units to th e s e ca l l s . • In th e ci t y th e r e ar e 17 un i t s st a f f e d al l of th e ti m e . Du r i n g th e wo r s t po r t i o n of th i s ho u r , th e r e we r e al w a y s at least 5 units st i l l av a i l a b l e to re s p o n d im m e d i a t e l y . On l y 5 of th e 17 un i t s we r e bu s y mo r e th a n 30 mi n u t e s du r i n g this hour. Figure 1. Workload by Unit and Call Type for the Hour between 10 a.m. and 11 a.m. on 12- Sep-2009 m EMS m Fire Other w; Real Fire I 50 ···-~··-····--·····--·······----·--·--·--·--·······""-·· ..................................... _____ _.~-----------------·-·---·--·-----~ 45 41 41' 4o ····--··-········· .......... ·····-mr··--· 30 25 20 ' 15 ., .. 13.--l-1------·--· 1 o --r----_1_ .................. . 1: ®] s-···rl··o·· 0 "' -··'=':....r ... @L., ........... , ... .. 40 El E2 12 E3 H E4 14 E5 E6 E7 17 E9 E10 Ell E12 EB E14 Observations: • Engine companies E3, Ell and El2 were busy more than 40 minutes during this hour. • Truck T3 was busy more than 40 minutes during this hour. • Eleven units were busy less than 20 minutes. Two units responded to no calls. ICMA Center for Public Safety Management -Miami Beach, FL Page 17 of 22 25 • • Project Understanding •. : • • • . II " We understand that the focus of this study it to determine the effectiveness and efficiency of The City of Miami Beach Police and Fire Departments. By combining both projects, we are able to reduce the overall costs because the data team will only require one visit and the data can be exported at one time. This review will consider all aspects of the departments including operational and support functions. We will evaluate the department's performance compared to nationally accepted standards. In addition to reviewing operational activities we will analyze the internal functions of the agencies. This will include review of internal documents such as policies and procedures, internal affairs issues, training, discipline, community relations, etc. ICMA believes that the most effective way to manage operations, including public safety, is to make management decisions based upon the interpretation and analysis of data and information. In order to accurately project future workload, staffing and levels of service, establishment of baseline data in these categories is imperative. ICMA and the International Association of Rre Chiefs worked to create the Commission on Rre Accreditation International, Inc. in 1985 and it recently marked 15 years of accrediting fire departments throughout the world. CFAI would be spun off from ICMA and IAFC and form its own 501 (c)(3) corporation, changing the name for the umbrella corporation to "Center for Public Safety Excellence, Inc." (CPSE) in 2007. ICMA has recommended members for the Commission on Accreditation of Law Enforcement Agencies (CALEA) and has worked with that organization for decades. The principles of accreditation centered on agencies meeting core competencies and evaluating baseline performance against established benchmarks. Areas that agencies were found to be deficient would have corrected plans so that the process would focus upon continuous improvement of police, fire, and EMS departments. To determine the baseline performance, a data analysis of the police and fire department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct operations, staffing expansion and/or reductions can be determined. The time necessary to conduct proactive fire activities (such as code enforcement. property inspections, and company-level prevention efforts) will be reviewed to provide The City of Miami Beach with a meaningful methodology to determine appropriate staffing levels. This data analysis forms the basis for establishing the baseline performance of the police and fire department. We will then review that baseline performance capability again the actual performance of the department. Further, we will review existing deployment. to determine appropriate staffing levels throughout the day. Alternatives will be discussed and presented for deploying staff, particularly for EMS. We will assist the department for developing a community-inclusive strategic plan that addresses the mission, vision, and future plans of the department. To accomplish this analysis: • We will utilize mapping technologies which will allow us to present graphics showing the locations and time of various types of calls for service. We will use these computer generated maps to help determine the appropriate configuration of response districts, which may be altered and reconfigured as workload changes. • We will review the department's use of data analysis to address assignments and deployment to make full use of existing resources within the agency. • We will review all phases of the department's operations to determine opportunities for cost savings I avoidance. ICMA Public Safety Services -Miami Beach, FL Page 18of22 26 • We will review all departmental operating policies and procedures including training records, internal investigations, public relations activities, disciplinary actions, etc. We believe we are best qualified to perform the components of this request for proposals because ICMA delivers a report from the management perspective. Too often studies are performed by groups with an interest in police, fire, EMS, or emergency management which can often avoid the critical decisions necessary to provide the most efficient, effective and safe delivery of services within budget. ICMA can draw upon best practices not just domestically, but from throughout the world because of its membership base. ICMA recently assisted in the development of several programs at the International Association of Fire Chiefs' Fire-Rescue International Conference held in Atlanta which featured best practices developed in the United Kingdom. Upon the conclusion of the analysis we will be prepared to report clearly the performance of the department, what recommended changes should occur. ICMA Public Safety Services -Miami Beach, FL Page 19of22 27 • • Project Schedule m : • ~ • lll! PHASE 1 -Document I Data Request 10 Days Within 10 days of contract execution by both parties the police and fire operations leads will deliver a document request for both departments. This is an extensive request which will provide us with a detailed understanding of each department's operations. Our experience is that it typically takes an agency up to two weeks to accumulate the information and digitize. We will provide instructions on how to upload the materials to one of our websites. If necessary the leads will hold telephone conferences to clarify the request. The team leads will review this material prior to an on-site visit. Within 1 0 days of contract execution by both parties the Data Lead will submit a sample data request which will be a sample of CAD calls for service information for both police and fire. The data team will review this information prior to an on-site visit. Elapsed time to end of Phase 1: 10 days PHASE 2 -Data I Operations Team On-Site Visit-30-45 Days Within 30-45 days of receipt of these materials the data team and both operations teams will conduct an on-site visit lasting typically 2 days. The data team may be one or two investigators while the operations teams will be two investigators for each department. We will schedule this visit as soon as possible, consistent with availability of both the ICMA team members as well as the critical players from the departments. Elapsed time to end of Phase 2: 40 -55 days - PHASE 3-Data Analysis 30-60 days After the on-site visit by the Data Team we will extract a one year's worth of CFS information from the CAD system. Immediately upon receipt the data team will begin analysis. However, it is impossible to know if the data dump provides all the necessary information until the analysis process is well underway. This is determined by the quality of the data collected by the agencies. Once the Data Team is confident that the dump provides accurate, necessary information they will certify that they have all the data necessary to complete the analysis. The analysis will be completed and a draft data report will be delivered to each of the departments for their review and comment. It is impossible to know how long this will take given the rea~ty that each department's data quality varies considerably. For our purposes we will assume 30 to 60 days for this stage. Elapsed time to end of Phase 3: 70 -115 days PHASE 4A -Departmental Review of Draft Data Report -10 days Each department will have 1 0 days to review and comment on the draft data analysis. During this time our Data team will be available to discuss the draft report. The Departments must specify all requested modifications at one time and agree to abide by the final result, provided that we were not in error. Alternatively, the city can need to agree that this phase might take more than 1 0 days to complete Elapsed time to end of Phase 4A: 80 -125 days PHASE 48 -final Data Report -10 days After receipt of the department's comments the data report will be finalized within 1 0 days. Elapsed time to end of Phase 48: 90 -135 days PHASE 5 -Draft Operations Report -10 days Once the final data report is completed the operations team will provide a draft operations report to each department. Again the departments will have 10 days to review and comment. Elapsed Hme to end of Phase 5: 100-145 days PHASE 6 -final Report 15 days Once the Department's review is receive by ICMA the combined final report will be delivered to the city within 15 days. TOTAL ELAPSED TIME: 115 -160 days ICMA Public Safety Setvices -Miami Beach, FL Page 20of22 28 • • Proposed Fees • : •. · ~ . . ". .. . . The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission. ICMA agrees to conduct the project (review of both police and fire) for the sum of $120,000, exclusive of travel. This price reflects a savings of approximately 20% over what the total costs would be for separate studies. The project would be billed in three installments: the first within 14 days of the start of the project for $45,000; the second billed at the time of the draft data analysis report for $45,000 and the third at delivery of the final report for $30,000. Payments would be made out to the International City /County Management Association upon invoicing as according to the aforementioned payment schedule. If some other arrangement is deemed more appropriate by The City of Miami Beach, ICMA will work cooperatively for an agreement on the payment terms. A travel budget of $1 0,000 is proposed. All travel costs will be billed separately on an occurrence bases, or upon final project completion.ICMA agrees to work cooperatively with the client in order to reduce such costs to the greatest extent possible while still meeting the expectations of The City of Miami Beach. Dellverables Draft reports for fire/EMS will be provided for department review in electronic format. In order to be ecologically friendly, ICMA will deliver the final report in computer readable material either by email or CD. The final reports will incorporate the operational as well as data analysis and strategic plan. Should The City of Miami Beach desire additional copies of the report, ICMA will produce and deliver whatever number of copies the client requests and will invoice the client at cost. ICMA staff members will be available to make a formal presentation of the report in person should the client so desire. ICMA will bill $1 ,000 per person per presentation plus travel expenses. ICMA Public Safety Services -Miami Beach, FL Page 21 of22 29 • • Conclusion •. : • m : •. :: ::·.;c. ·.I!···. ; c·; Part of ICMA's mission is to assist local governments in achieving excellence through information and assistance. Following this mission, ICMA Center for Public Safety Management acts as a trusted advisor, assisting local governments in an objective manner. In particular, ICMA's experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes ICMA a unique and beneficial partner in dealing with issues such as those being presented in this proposal. We look forward to working with you further. ICMA Center for Public Safety Management -Miami Beach, FL Page 22 of22 30