2013-28313 Reso RESOLUTION NO. 2013-28313
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH ACCEPTING THE RECOMMENDATION OF THE
FINANCE AND CITYWIDE PROJECTS COMMITTEE (FCWPC); 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 FIRE DEPARTMENT; 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 FOR AN AMOUNT OF $659000 IN ADDITION TO $59000
TRAVEL COSTS AND EXPENSES, NOT TO EXCEED A TOTAL OF $709000.
WHEREAS, on July 9, 2012, a recommendation was made by the Finance and
Citywide Projects Committee to have a study performed to yield recommendations for
efficiencies in the Police and Fire Departments; and
WHEREAS, on July 18, 2012, the City Commission rejected a resolution
approving said study; and
WHEREAS, on February 6, 2013, the City Commission directed the
Administration to present• a proposal from the ICMA regarding a study to yield
recommendations..for efficiencies for the Fire Department; and
WHEREAS, on March 13, 2013, the City Commission referred the item to the
Finance and Citywide Projects Committee for discussion; and
WHEREAS, the item was discussed at the July 25 2013, Finance and Citywide
Projects Committee meeting, resulting in the Committee recommending that the City
enter into a professional services agreement with the ICMA; and
WHEREAS, 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; and
WHEREAS, The ICMA Center for Public Safety Management OCMA/CPSM) 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, and
WHEREAS, 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.
WHEREAS, ICMA has conducted approximately 140 such studies in
communities ranging in size from 8,000 in population in Boone, IA, to 800,000 in
population in Indianapolis, IN;
NOW, THEREFORE,BE IT RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA that the terms of a
professional services agreement with the International City /County Management
Association (ICMA) for review and recommendations for efficiencies for the Fire
Department are approved in substance and that the City Manager and City Attorney's
Office are authorized to negotiate and draft the agreement based upon the approved
terms ; and the Mayor and City Clerk are authorized to execute the final agreement for
an amount of $65,000, in addition to $5,000 in travel costs and expenses, for a total
amount not to exceed $70,000.
PASSED AND ADOPTED this l/ day of September, 2013.
ATTEST BY:
I R OWE-, MAY
V
RAFAEL E. GRANAD ,CITY
INCORP ORATED
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TAAGENDA\2013\September I WCNIA study resolution.docx
APPROVED AS TO
FORM & LANGUAGE
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COMMISSION ITEM SUMMARY
Condensed Title:
A Resolution Of The Mayor And City Commission Of The City Of Miami Beach Accepting The
Recommendation Of The Finance And Citywide Projects Committee (FCWPC); 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 Fire
Department; 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 For An Amount Of$65,000 In Addition To $5,000 Travel Costs And Expenses,
Not To Exceed A Total Of$70,000.
Key Intended Outcome Supported:
Maximize efficient delivery of services; Promote transparency of City operations.
Item Summa /Recommendation:
At the FCWPC meeting of July 9, 2012, the Administration presented that it had 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. That initial resolution was not approved at the July 18, 2012
City Commission meeting.
At the February 6, 2013, City Commission meeting, the Administration was directed to pursue a
proposal from ICMA specifically focused on the Fire Department. On February 22, 2013, ICMA
submitted a proposal for a comprehensive analysis of the City of Miami Beach's Fire/EMS services.
ICMA's local government technical assistance includes workload and deployment analysis, using
operations research techniques and credentialed experts to use best practices and identify workload
and staffing needs. ICMA has conducted approximately 140 such studies in communities ranging in
size from 8,000 in population at Boone, IA, to 800,000 in Indianapolis, IN, and recently concluded a
study on the City of Las Vegas Fire and Rescue Services Department.
The review will encompass all functional areas including, but not necessarily limited to, operations
and support. The Departments' performance will be evaluated and compared to nationally accepted
standards. The Department's internal functions will also be reviewed by looking at internal
documents such as policies and procedures, training, discipline, community relations activities, etc.
The proposed study is broken down into six phases with the total timeline approximating six months.
The associated cost for the study is $65,000 exclusive of travel, with a proposed $5,000 travel
budget. Should the City desire additional support of in-person presentation of findings, ICMA
proposes to assign staff for such meetings at an additional cost of$1,000 per day, per person, along
with reimbursement of travel expenses.
Advisory Board Recommendation:
Finance and Citywide Project Committee recommended approval at the July 25, 2013, meeting.
Financial Information:
Source of Amount Account
Fu s: 1 $35,000 011-1210-000312
2 30,000 011-1210-000314
3 5,000 011-1210-000314
OBPI Total $70,000
Financial Impact Summary:
City Clerk's Office Legislative Tracking:
Finance and Citywide Projects Committee
Sign-Offs:
Department Director Assis City Manager City Manager
SC-T 00--® KGB JLM
AGENDA ITEM C 7 G'
/OIAMIBEACH
DATE 9'
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and M tubers o the City Commission
FROM: Jimmy L. Morales, City Manager
DATE: September 11, 2013
SUBJECT: A RESOLUTION OF THE MA R AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH ACCEPTING THE RECOMMENDATION OF THE
FINANCE AND CITYWIDE PROJECTS COMMITTEE (FCWPC); 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 FIRE DEPARTMENT; 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 FOR AN AMOUNT OF $659000 IN ADDITION TO $5,000
TRAVEL COSTS AND EXPENSES, NOT TO EXCEED A TOTAL OF $709000.
ADMINISTRATION RECOMMENDATION:
Adopt the resolution.
BACKGROUND
As discussed at the Finance and Citywide Projects Committee (FCWPC) meeting of July 9,
2012, the Administration had 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. The item
was presented at the July 18, 2012, City Commission meeting, where the City Commission
rejected the resolution.
Subsequently, during the February 6, 2013, City Commission meeting, the Commission directed
the Administration to place an item on the March 13, 2013, City Commission meeting agenda,
presenting a proposal from ICMA to perform a study to determine the effectiveness and
efficiency of the City of Miami Beach Fire Department (MBFD). The item was then referred to
the FCWPC and was addressed at the July 25, 2013, meeting. The Committee recommended
that the City enter into an agreement with ICMA to conduct an analysis and review of the City's
Fire Department. The Departments' performance will be evaluated and compared to nationally
accepted standards. In addition to reviewing operational activities, ICMA will analyze the
Department's internal functions which will include a review of internal documents such as
policies and procedures, training, discipline, community relations activities, etc.
City Commission—September 11, 2013
ICMA Study of Fire Department
Page 2 of 3
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, public safety, etc.
The ICMA Center for Public Safety Management OCMA/CPSM) is one of four centers within
the ICMA's US Programs, providing support to local governments in the police, fire, EMS,
emergency management and homeland security areas. In addition to providing technical
assistance, ICMA also represents local governments at the federal level and is involved in
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 use best practices and
identify workload and staffing needs. ICMA has conducted approximately 140 such studies in
communities ranging in size from 8,000 in population in Boone, IA, to 800,000 in Indianapolis,
IN. In addition, the ICMA recently completed a study for the City of Las Vegas Fire and Rescue
Department.
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
experts to offer communities innovative ideas, lessons learned, and leading practices. The
program provides practical advice and resources that local government managers and staff
need to improve services and service delivery in their respective communities.
ANALYSIS
Methodolony
The ICMA team follows a standardized approach to analyzing police, fire, and emergency
management services (EMS) departments. They have developed this standardized approach
by combining the experience sets of dozens of subject matter experts.
They begin projects, such as the one proposed for the City of Miami Beach, by extracting calls
for service and raw data from the computer aided dispatch system. The data are sorted and
analyzed for comparison to nationally developed and accepted performance indicators. These
performance indicators (response times, workload by time, multiple unit dispatching, etc.) are
indicative of an agency's performance. The findings are shown in tabular and graphic forms.
While the format is similar from community to community, the data reported are unique to the
specific community services under review. Due to the size and complexity of the documents
they analyze, this mechanism 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 on-site reviews.
Prior to an on-site review by an ICMA team, the Fire Department will be asked to compile a
number of key operational documents (policies and procedures, assets lists, etc.). On-site
reviews generally consist of interviews with command staff, supervisors and rank and file fire
fighters; attendance at roll calls; and ride-alongs with staff. They review case files and observe
dispatch operations.
City Commission—September 11, 2013
ICMA Study of Fire Department
Page 3 of 3
As a result of on-site visits and data assessments, ICMA subject matter experts will share their
observations and make recommendations which highlight the City of Miami Beach Fire
Department's strengths, weaknesses, opportunities and threats.
Their standardized approach ensures that all critical components which of the baseline
performance levels are observed and measured and then used to benchmark against
comparable cities. While agencies may vary in size and challenges, standard best practices
apply throughout.
ICMA likens this standardized approach to an audit process:
• Ask questions and request documentation upon project start up;
• Confirm accuracy of information received;
• Deploy operation 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 broken down into six phases with the total timeline approximating six
months. The associated cost for the study is $65,000 exclusive of travel, with a proposed
$5,000 travel budget. Should the City desire the additional support of in-person presentation of
findings, ICMA proposes to assign staff for such meetings at an additional cost of $1,000 per
day, per person, along with reimbursement of travel expenses.
A copy of the proposal is attached for your review.
CONCLUSION
The Administration recommends that the Mayor and City Commission accept the
recommendation of the FCWPC to approve in substance the terms of a professional services
agreement with the ICMA for review and recommendations for efficiencies for the Fire
Department; 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 $65,000, in addition to travel costs and
expenses which are proposed at $5,000.
11WJLM/ GM/SC-T/
ATTACHMENT: ICMA Proposal
TAAGENDA\2013\September 11\ICMA Study Commission Memo.Docx
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Proposal for Comprehensive Analysis of
Fire / EMS Services*
Miami Beach, Florida
C E N T E R F O R P U B 1. 1 C S A F E T Y M A N A G E M E N T
Submitted by:
ICMA Center for Public Safety Management
International City/County Management Association
777 North Capitol Street NE,Suite 500
Washington,DC 20002
716-969-1360
ICMA
Leaders at the Core of Better Communities
5
I M A
Leaders at the Core of Better Communities
February 22, 2013
Ms. Kathie G.Brooks
Interim City Manager
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
Dear Ms. Brooks:
The ICMA Center for Public Safety Management is pleased to submit this proposal for an analysis
of emergency services for Miami Beach. The ICMA approach is unique and more
comprehensive than ordinary accreditation or competitor studies. In general,our analysis
involves the following major outcomes:
• Examine the department's organizational structure and culture;
• Perform gap analysis,comparing the"as is"state of the department to the best
practices of industry standards;
• Recommend a management framework to ensure accountability,increased efficiency
and improved performance;
• Conduct a data-driven forensic analysis to identify actual workload;
• Identify and recommend appropriate staffing and deployment levels for every discrete
operational and support function in the department.
This proposal is specifically designed to provide the local government with a thorough and
unbiased analysis of emergency services in your community.We have developed a unique
approach by combining the experience of dozens of subject matter experts in the areas of
emergency services. The team assigned to the project will have hundreds of years of practical
experience managing emergency service agencies,a record of research,academic,teaching
and training,and professional publications, and extensive consulting experience completing
hundreds of projects nation-wide. The team assembled for you will be true "subject matter
experts" not research assistants or interns.
ICMA has provided direct services to local governments worldwide for almost 100 years,which
has helped to improve the quality of life for millions of residents in the United States and abroad.
I, along with my colleagues at ICMA,greatly appreciate this opportunity and would be pleased
to address any comments you may have.You may contact me at 716.969.1360 or via email at
Iatorese @icma.ora
Sincerely,
Leonard A.Matarese,ICMA-CM,IPMA-HR
Director, Research and Project Development
ICMA Center for Public Safety Management
ICMA Center for Public Safety Management - Miami Beach, FL Page 2 of 21
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International City/County Management Association (ICMA) A
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.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/CPSM)is one of four Centers within the
US Programs Division 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 thru 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
our unique methodology and subject matter experts to examine department organizational
structure and culture,identify workload and staffing needs as well as industry best practices.We
have conducted over 150 such studies in 30 states and 91 communities ranging in size from 8,000
population Boone, IA, to tourist meccas such as 586,000 population Las Vegas,to state capitols
such as 800,000 population Indianapolis, IN.
Thomas Wieczorek is the Director of the Center for Public Safety Management.Leonard
Matarese serves as the Director of Research & Program Development.
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ICMA Center for Public Safety Management- Miami Beach, FL Page 3 of 21
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The proposal will look at the fire and EMS services of Miami Beach,Florida. For this project,the
ICMA has assembled a premier team of experts from a variety of disciplines and from across the
United States.The goal is to develop recommendations that will enable it to produce the
outcomes necessary to provide critical emergency services consistent with the community's
financial capabilities.The team will consist of a Project Manager,two Team Leaders and several
senior public safety Subject Matter Experts selected from our team specifically to meet the
needs of the community. .
The management organizational chart for the project includes the following
Key Team Members:
4^
ICMA Center for Public Safety Management- Miami Beach, FL Page 4 of 21
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Project Manager
Director of Research and Project Development, ICMA Center for Public Safety,
Leonard Matarese,MPA, ICMA-CM,IPMA-CP
• Background
Mr.Matarese is a specialist in public sector administration with particular
expertise in public safety issues.He has 44 years' experience as a law
enforcement officer,police chief,public safety director,city manager and
major city Human Resources Commissioner.He was one of the original
advisory board members and trainer for the first NIJ/ICMA Community
Oriented Policing Project which has subsequently trained thousands of
municipal practitioners on the techniques of the community policing
philosophy over the past 18 years.He has managed several hundred studies
of emergency services agencies with particular attention to matching staffing
issues with calls for service workload.
Recognized as an innovator by his law enforcement colleagues he served as
the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force,a
71 agency, U.S.Customs Service anti-terrorist and narcotics task force and
also as president of the Miami-Dade County Police Chief's Association-one
of America's largest regional police associations.He represents ICMA on
national projects involving the United States Department of Homeland
Security,The Department of Justice, Office of Community Policing and the
Department of Justice,Office Bureau of Justice Assistance.He has also
served as a project reviewer for the National Institute of Justice and is the
subject matter expert on several ICMA/USAID police projects in Central
America.As a public safety director he has managed fire/EMS systems
including ALS transport. He was an early proponent of public access and
police response with AEDs.
Mr.Matarese has presented before most major public administration
organizations annual conferences on numerous occasions and was a
keynote speaker at the 2011 annual PERF conference.He was a plenary
speaker at the 2011 TAMSEC Homeland security conference in Linkoping,
Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona,Spain.
He has a Master's degree in Public Administration and a Bachelor's degree in
Political Science.He is a member of two national honor societies and has
served as an adjunct faculty member for several universities.He holds the
ICMA Credentialed Manager designation,as well as Certified Professional
designation from the International Public Management Association-Human
Resources. He also has extensive experience in labor management issues,
particularly in police and fire departments and is currently editing an ICMA
book on the selection of police and fire chiefs.
ICMA Center for Public Safety Management- Miami Beach, FL Page 5 of 21
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Data Assessment Team
ICMA Center for Public Safety Senior Team Members
Dov Chelst, Ph.D., Director of Quantitative Analysis
• Background
Dr.Chelst is an expert in analyzing public safety department's workload and
deployment.He manages the analysis of all public safety data for the Center.
He is involved in all phases of The Center's studies from initial data collection,
on-site review,large-scale dataset processing,statistical analysis,and
designing data reports.To date, he has managed over 140 data analysis
projects for city and county agencies ranging in population size from 8,000 to
800,000.
Dr.Chelst has a Ph.D.Mathematics from Rutgers University and a B.A.Magna
Cum Laude in Mathematics and Physics from Yeshiva University.He has
taught mathematics, physics and statistics,at the university level for 9 years.
He has conducted research in complex analysis, mathematical physics,and
wireless communication networks and has presented his academic research
at local, national and international conferences, and participated in
workshops across the country.
Senior Public Safety Subject Matter Expert
David Martin, Ph.D., Senior Researcher in the Center for Urban Studies, Wayne State ,
University
• Background
Dr.Martin specializes in public policy analysis and program evaluation. He
has worked with several police departments to develop crime mapping and
statistical analysis tools. In these projects he has developed automated crime
analysis tools and real-time,dashboard-style performance indicator systems
for police executive and command staff.Dr.Martin teaches statistics at
Wayne State University. He is also the program evaluator for four Department
of Justice Weed and Seed sites.He is an expert in the use of mapping
technology to analyze calls for service workload and deployments.
Senior Public Safety Subject Matter Expert
Gang Wang, Ph.D., Fire & EMS Services Data Analyst
Background
Gang Wang received the dual bachelor degrees in industrial design and
management science,and the M.S.in information system from Chongqing
University in China and the Ph.D.degree in industrial engineering from Wayne
State University. He has five years experience in enterprise information system
and eight years experience in data analysis and applied mathematical
modeling. He has rich experience in areas of automotive,travel and public
safety with particular emphasis in fire/EMS analysis. He has published a book
chapter and several journal articles.
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Operations Assessment Team - Fire Unit
Director, ICMA Center for Public Safety Management
Thomas Wieczorek, Retired City Manager Ionia,MI;former Executive Director
Center for Public Safety Excellence
• Background
Thomas Wieczorek is an expert in fire and emergency medical services
operations.He has served as a police officer,fire chief, director of public
safety and city manager and is former Executive Director of the Center for
Public Safety Excellence (formerly the Commission on Fire Accreditation
International, Inc.).He has taught a number of programs at Grand Valley
State University,the National Highway Traffic Safety Administration (NHTSA),
and Grand Rapids Junior College.He has testified frequently for the Michigan
Municipal League before the legislature and in several courts as an expert in
the field of accident reconstruction and fire department management. He is
the past-president of the Michigan Local Government Manager's
Association;served as the vice-chairperson of the Commission on Fire Officer
Designation;and serves as a representative of ICMA on the NFPA 1710 career
committee.
He most recently worked with the National League of Cities and the
Department of Homeland Security to create and deliver a program on
emergency management for local officials titled, "Crisis Leadership for Local
Government Officials." It has been presented in 43 states and has been
assigned a course number by the DHS.He represents ICMA on the NFPA 1710
and 1730 Standards Committees and is a board member on the International
Accreditation Service,a wholly owned subsidiary of the International Code
Council.
He received the Mark E. Keane "Award for Excellence"in 2000 from the
ICMA, the Association's highest award and was honored as City Manager of
the Year (1999) and Person of the Year (2003) by the Rural Water Association
of Michigan,and distinguished service by the Michigan Municipal League in
2005.
Senior Manager of Fire and EMS
Chief Joseph Pozzo (Ret.),MPA, CFO. Former Deputy Director, Volusia County
Department of Public Protection;former Director and Fire Chief,Volusia County,
Florida, Retired fire Chief, Loudon County, Virginia,former Fire Chief Portsmouth,
Virginia.
• Background
Chief Pozzo has enjoyed a thirty-four(34)year career in public service.
Before joining the ICMA team,Chief Pozzo served as the Deputy Director of
the Department of Public Protection Volusia County, Florida,where he was
responsible for the operations of Fire, EMS, Emergency Management,Medical
Examiner, Beach Safety, Corrections,and Animal Services.He was formerly
Chief of the Volusia County Fire Services.This agency is a combination
department providing fire suppression and EMS services with career
firefighters and volunteer members.The agency operates out of 23 stations.
Prior to Chief Pozzo's appointment in 2010 in Volusia County,he served as the
Chief of the Loudoun County Department of Fire and Rescue.This agency is a
ICMA Center for Public Safety Management- Miami Beach, FL Page 7 of 21
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combination fire and rescue system providing fire,rescue,and emergency
management services to one of the fastest growing counties in the nation.
The fire and rescue system provides these services to over 275,000 permanent
residents living in 520 square miles of diverse suburban and rural area located
within the National Capital Region.Fire, Rescue and Emergency
Management services are executed through 450+career staff and over 1,300
volunteer members operating out of nineteen stations.Prior to his
appointment with Loudoun County,Chief Pozzo served as Chief of the
Portsmouth Fire, Rescue and Emergency Services Department. This agency is
one of the oldest professional departments on the eastern seaboard and
serves over 95,000 residents within a 30 square miles area.Chief Pozzo also
served in the City of Virginia Beach,Va.Fire Department for 19 years reaching
the level of Battalion Chief prior to embarking on his career as a Fire
Chief/Director.
He holds a Master of Public Administration degree from Troy University where
he graduated with honors,a B.A.in Public Administration from Saint Leo
University and several associate degrees including an AAS in Fire Science and
Protective Services. He holds the Chief Fire Officer Designation from Center
for Public Safety Excellence and has served as an Adjunct Instructor for the
Virginia Department of Fire Programs.
Senior Associate - EMS
Mark O'Keefe, Operations Manager Volusia County Emergency Medical Services
(EVAC) Daytona Beach, Florida
• Background
Mr.O'Keefe is an expert in the management of large High Performance
Emergency Medical Services (HPEMS).The Volusia County system covers 1,207
square miles, 16 cities,47 miles of Atlantic Ocean beaches,two major rivers,
urban, suburban,rural and wilderness areas as well as the many special
events such as The Daytona 500,Coke Zero 400, Bike Week,Spring Break,and
Biketoberfest.In addition to providing daily supervision of all on-duty
employees on EMS units he also manages the System Status Controllers in the
communications center and the deployment of EMS in Volusia.He has 33
years experience in the emergency medical services holding numerous field
positions and supervisory and management assignments as well as serving as
chief training officer for several EMS agencies. He holds the American
Ambulance Association, Certified Ambulance Service Manager(ASM)
credential.
Mr.O'Keefe served on the Editorial Board Journal of Emergency Medical
Services (JEMS) at Elsevier Public Safety Publications for 21 years and wrote
a monthly column for the journal.He is an expert in Speed Loading Inventory
Control as well as Deployment Monitor Systems,having Worked extensively
with the Mobile Area Routing and Vehicle Location Information SystemTM
(MARVLIS) High Performance EMS ambulance deployment monitor system
for System Status Controllers.
He holds the Bachelor of Applied Science (BAS) in Supervision and
Management with honors from Daytona State College. Associate of Arts
(A.A.), Education Daytona State College Associate of Applied Science
(AAS), Emergency Medical Services Daytona Beach Community College
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Senior Associate
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Gerard J. Hoetmer, MPA, retired Executive Director of Public Entity Risk Institute,
Fairfax, Virginia
• Background
Gerry Hoetmer is an expert in fire services,emergency management,and risk
management.He served as the founding executive director of the Public
Entity Risk Institute,a nonprofit organization that provided training, technical
assistance,and research on risk management issues for local government
and other public and quasi-public organizations. During his tenure as
executive director he was a member of the National Academy of Sciences
Disaster Roundtable. Prior to his position as executive director at PERI, Mr.
Hoetmer worked at ICMA for 19 years,most recently as the director of
research and development.He has written extensively on local government
emergency management,the fire service,code enforcement,and risk
management issues.
Seminal works include the first report to Congress on fire master planning and
the first edition of Emergency Management:Principles and Practices for Local
Government. In addition to providing expert testimony before Congress and
local arbitration boards on fire staffing and scheduling issues,Mr.Hoetmer
represented ICMA on the NFPA 1500 Standard on Occupational Safety and
Health; NFPA 1201,the Standard for Providing Emergency services to the
Public;and the 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.Mr.Hoetmer has
developed and conducted training programs and seminars at FEMA's
Emergency Management Institute and the National Fire Academy in
Emmitsburg, Maryland.
He holds a Bachelors from the State University of New York,New Paltz and the
Master of Public Administration degree from the University of Colorado at
Denver
Senior Associate
Chief John (Jack) Brown (Ret.), BA, MS, EFO, Director,Arlington County Office of
Emergency Management, Retired Assistant Chief Fairfax County Fire& Rescue
Department
• Background
Jack Brown's 40 year public safety career includes 29 years with the Fairfax
County, Virginia Fire&Rescue Department,where he retired as Assistant Fire
Chief of Operations. He served in a number of operational and staff positions,
including the Office of the Fire Marshal where he attained NFPA certification
as a Fire Inspector II and Fire Investigator.As an investigator, he conducted
post fire and post blast investigations,assisting in the prosecution of offences
involving arson and illegal explosives. He served as a Planning Section Chief
and Task Force Leader for the Fairfax County Urban Search and Rescue Task
Force (VA TF-1).He deployed to Nairobi,Kenya as Plans Chief in response to
the 1998 embassy bombing and as Task Force Leader on a deployment to
Taiwan in response to an earthquake in 1999.
Upon his retirement from Fairfax County in 2000, he became the Assistant
Chief for the Loudoun County Department of Fire, Rescue and Emergency i
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Management,where he led a team of firefighters to the Pentagon on 9/11
and assisted the Arlington County Fire Department as the initial Planning
Section Chief for the incident.Jack served as Planning Section Chief on a
Northern Virginia multi jurisdictional emergency management task force that
reestablished the New Orleans Emergency Operations Center just after
Hurricane Katrina.He retired from Loudoun County in 2006 to pursue a career
in emergency management.
Brown retired from the Coast Guard Reserve as a Chief Warrant Officer 4,
specializing in port safety and security,with 33 years of combined Army and
Coast Guard Reserve service.After 9/11, he served on active duty for 47
months, including 15 months in the Middle East. He received the Bronze Star
Medal for actions in Baghdad,Iraq while supporting combat operations
during Operation Iraqi Freedom.
Brown holds a bachelor's degree in Fire Science Administration from the
University of Maryland and a master's degree in Quality Systems
Management from the National Graduate School, Falmouth,Massachusetts.
He is a 1997 graduate of the National Fire Academy's Executive Fire Officer
Program at the National Emergency Training Center,Emmitsburg, Maryland.
He has been an adjunct professor at the Northern Virginia Community
College and the University of the District of Columbia in the Fire Science
curriculums. He is a graduate of the Executive Leadership Program in the
Center for Homeland Defense and Security at the Naval Postgraduate
School, Monterey,California.
Senior Associate
Chief Donald James(Ret.), MPA, Retired Assistant Chief,Miami-Dade Fire Rescue
• Background
During a career spanning 30 years, Donald C.James retired in 2005 as an
Assistant Fire Chief with the Miami Dade Fire Rescue Department.In that
capacity he assumed oversight of various functional areas to include Fire
Prevention, Facilities Management and Construction,Communications,
Emergency Medical Services and Training Divisions. As a Division Director,he
was responsible for multimillion dollar budgets for Community Relations,
Emergency Medical Services, Communications and Fire Prevention.
In 1996 he was honored by the National Fire Protection Association as the
"Learn Not To Burn Champion"with a Safe Cities Award Grant.Working in
conjunction with Miami Dade Public Schools,the grant provides for the
teaching of a fire safety curriculum at the elementary grade levels.Among
other accomplishments, he was also instrumental in the development of the
department's Infectious Disease Control Policy and Procedure-one of the
first of its kind in the fire service nationwide.
Mr.James received his Associates degree in Fire Science Technology from
Miami Dade College.He holds a Bachelor's degree in Public Administration
from Barry University in Miami Shores,and Master's degree in Public
Administration from Florida International University,Miami.
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Milestone 1 -Full execution of the agreement
Agreement will identify Project Launch date. '
Milestone 2-Project Launch
We will conduct an interactive telephone conference with local government contacts.Our
project leads will launch the project by clarifying and confirming expectations,detailing study
parameters,and commencing information gathering.
Milestone 3a-Information Gathering and Data Extraction-30 Days
Immediately following project launch,the operations leads will deliver an information request to
the department.This is an extensive request which provides us with a detailed understanding of
the department's operations.Our experience is that it typically takes an agency several weeks
to accumulate and digitize the information.We will provide instructions concerning uploading
materials to our website.When necessary,the lead will hold a telephone conference to discuss
items contained in the request.The team lead will review this material prior to an on-site visit.
Milestone 3b-Data Extraction and Analysis-14 Days
Also immediately following the project launch the Data Lead will submit a preliminary data
request,which will evaluate the quality of the Computer Aided Dispatch!(CAD) system data.
This will be followed by a comprehensive request for data from the CAD system to conduct the
response and workload analysis. This request requires a concerted effort and focused response
from your department to ensure the timely production of required for analysis. Delays in this
process will likely extend the entire project and impact the delivery of final report. The data
team will extract one year's worth of Calls for Service (CFS) from the CAD system. Once the
Data Team is confident the data are accurate,they will certify that they have all the data
necessary to complete the analysis.
Milestone 3c-Data Certification-14 days
Milestone 4a-Data Analysis and Delivery of Draft Data Report-30 days
Within thirty days of data certification, the analysis will be completed and a draft,unedited data
report will be delivered to each of the departments for their review and comment. After the
data draft report is delivered,an on-site visit by the operations team will be scheduled.
Milestone 4b-Departmental Review of Draft Data Report-14 days
The department will have 10 days to review and comment.on the draft unedited data analysis.
During this time,our Data team will be available to discuss the draft report.The Department
must specify all concerns with the draft report at one time.
Milestone 4c-Final Data Report-10 days
After receipt of the department's comments, the data report will be finalized within 10 days.
Milestone 5-Conduct On-Site Visit-30 days
Subject matter experts will perform a site visit within 30 days of the delivery of the draft data
report.
Milestone 6-Draft Operations Report-30 days
Within 30 days of the last on-site visit,the operations team will provide a draft operations report
to each department.Again the departments will have 10 days to review and comment.
Milestone 7-Final Report 15 days
Once the Department's comments and concerns are received by ICMA the combined final
report will be delivered to the city within 15 days.
TOTAL ELAPSED TIME: 105- 135 days
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Operations Review
Using information analyzed by the data team,an operational assessment by ICMA technical
experts will be conducted to evaluate the deployment of emergency resources.
The ICMA team will evaluate equipment,maintenance,records,policies, procedures, mapping,
implemented technology and innovations,facilities,training,and staff to create
recommendations for future service delivery.
The team may meet with elected and appointed officials as well as identified community
leaders to determine the outcome they are seeking from deployment of resources.
Observations and recommendations will be developed around key performance and analysis
areas in the completion of the report and include:
• Comprehensive Data Analysis
o Incident Type Workload
o Response Time
o Unit Workload
o Analysis of Busiest Hour
• Governance and Administration
o Organizational Structure
o Organizational Leadership
o Staffing and Deployment
o External Relationships
• Organizational Behavior/Management/Processes
o Time Allocation of Staff
o Organizational Communication
o Strategic Planning
o Performance Measurement
• Financial Resources (Operating and Capital Resources)
• Programs (To include fire suppression,EMS,fire prevention, public education,fire
investigation,technical rescue,hazardous materials,emergency management,,
and other service delivery programs)
• Risk Management/All hazards approach to community protection
• ISO/Accreditation Benefit Analysis
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 and call density.
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.
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Fire Suppression Services
Fire departments staff their stations and train their personnel to respond to a wide array of fire
and vehicular accident emergencies.In addition,many departments use the long intervals
between calls for service for a variety of fire prevention,training and station 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 effective code enforcement and fire prevention activities as
well as strong public education programs promoting smoke detectors fire extinguisher use and
placement in homes and businesses.The effort may also include early fire suppression through
the use of automatic sprinkler systems and other fire protection systems.All of these prevention
and response challenges are illustrated below.
FIRE CHALLENGES
,de r "f - Life
~TPrope ,'-:
t; Detection 8 M '. :� ,C� g$.
-prevention::„ r pp s w;Safe : nnsr� i
Reporting.
p -
E�tuish Its,_ Rapid'
Ce?= - Smoke I Fire Au ti Ft s n e
Enforcerne t Alarms -4 tna a p9 s esp nse�
:. S.
Q
S i file _ Medic-Rescue.;: Fie
x.:
;y. ;�t•�t111Ydti�tl-. $
FIRE DEPARTMENT ACTIONS
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The resulting data study ICMA completes will gather and-analyze data on the efficiency and
effectiveness of the current deployment on the fire runs.Resource utilization will be quantified for
concentration,location,and unit utilization.
The study will also analyze fire call data to provide a comprehensive review of how fire services
are delivered to the community 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 buildings. Some examples
of questions to be answered as a part of the study include:What was the average response
time of the first arriving fire suppression unit capable of deploying extinguishing agent? How long
did the engine companies work at the scene?
For each call type,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 non-emergency productive hours 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 community's borders compared to
mutual aid calls.
Response time is an important statistic in emergency service systems.We will determine:
❑ Average response time of first arriving fire suppression unit capable of deploying
extinguishing agent.
0 Distribution of response times for different call categories
❑ Response time for the second arriving engine company,where possible
We will also identify and review calls that experienced unusually long response times.
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Emergency Medical Services 7
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Fire Departments provide emergency medical services in addition to fire suppression duties. In
this project we will analyze 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.
EMS C HALLENGES i
M.eclrcaC' <. s ::Eai'ly .
�. =;. I ti n 1"f StaZly=- KeVenfio =f` _ .ctian
WWW
rogr
`Piibltc i- Public8 ,Publc dP_ - _� a _ �. ALS
E�lucat on = Targe`tea i. q;AEM Yei ng -al2espo se_ Transport
. _ Educatioin::-% . . . - '..,,;
• .v:.3 x:, ,° _ _` it!Via; i...
EMS DEPARTMENT ACTIONS
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 and the unit hour
utilization (UHU).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.
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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
10 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.
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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 6-10 calls.
• A total of 100 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-Oct-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
10-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
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Figure 1.Workload by Unit and Call Type for the Hour between 10 a.m.and 11 a.m. on 12-Sep-2009
■EMS ®Fire Oilier v Real Fire
54
45 43
40 �1
40
35 ;r
35 V
30 k: ^
25 23
0 4 ►:, ! 19
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0 -T-
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Observations:
• Engine companies E3, El 1 and E12 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.
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The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal
submission.
ICMA will conduct the analysis of the fire,and EMS departments for$65,000 exclusive of travel.The
project would be billed in three installments:40%within 14 days of signing the contract;40%with
delivery of the police,fire and EMS draft data analysis;20%with delivery of the final report.Following
delivery of the draft reports,the city will have 30 days to provide comments as to accuracy and a final
report will be delivered within 30 days of the comment period.
A travel budget of$5,000 is proposed.
Deliverables
Draft reports for police,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 or both.The final reports will incorporate the operational as well as data analysis.
Should the municipality desire additional copies of the report,ICMA will produce and deliver whatever
number of copies the client request and will invoice the client at cost.
Should the City desire additional support or in-person presentation of findings, ICMA will assign staff for
such meetings at a cost of$1,000 per day/per person along with reimbursement of travel expenses.
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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 loco!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.
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