PSA with ICMA Comprehensive Analysis of Fire/EMS Services r
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PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF MIAMI BEACH
AND
INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA)
FOR
COMPREHENSIVE ANALYSIS OF FIRE/EMS SERVICES
This Professional Services Agreement ("Agreement") is entered into this gLday of
2014, between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation org ized
and existing under the laws of the State of Florida, having its principal offices at 1700
Convention Center Drive, Miami Beach, Florida, 33139 ("City"), and CENTER FOR PUBLIC
SAFETY MANAGEMENT, LLC., a limited liability company, whose address is 475 K Street,
N.W. #702 Washington D.C. 20001, incorporated in the District of Columbia (Consultant).
SECTION 1
DEFINITIONS
Agreement: This Agreement between the City and Consultant, including any
exhibits and amendments thereto.
City Manager: The chief administrative officer of the City.
Consultant: For the purposes of this Agreement, Consultant shall be deemed to be
an independent contractor, and not an agent or employee of the City.
Services: All services, work and actions by the Consultant performed or
undertaken pursuant to the Agreement.
Fee: Amount paid to the Consultant as compensation for Services.
SECTION 2
SCOPE OF SERVICES (SERVICES)
2.1 In consideration of the Fee to be paid to Consultant by the City, Consultant shall
provide the work and services described in Exhibit"A" hereto (the Services).
2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in
accordance with the project schedule in Exhibit"A" hereto.
[NOTE: TIMELINE FOR DELIVERABLES CAN ALSO BE INCLUDED IN EXHIBIT "A" OR
IN SEPARATE EXHIBIT]
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SECTION 3
TERM
3.1 The term of the Agreement shall be for a period of one (1) year from the Commence Date
("Term").
3.2 Notwithstanding the Term provided herein, Consultant shall adhere to any specific
timelines, schedules, dates, and/or performance milestones for completion and delivery of
the Services, as same is/are set forth in the project schedule referenced in Exhibit"A" hereto.
SECTION 4
FEE
4.1 In consideration of the Services to be provided, Consultant shall be compensated on
a fixed fee basis, in the amount of$62,000.
4.2 The Fee will be paid in three installments: 40% within fourteen (14) days from
Commencement Date ;40% upon Consultant's delivery to the City of the fire and
EMS Draft Report; and 20% upon consultant's delivery and City's acceptance of the
Final Report covered in scope.
4.3 A travel budget of$3,000 is proposed, in addition to the $62,000 fee, provided, however,
that the City shall approve any such travel expenses prior to Consultant incurring charges for
same. The City will have no obligation to reimburse, or otherwise pay Consultant any
unapproved travel expenses. This travel budget is for the completion of the scope of services
and delivery of a final written report. Should the City desire an in person presentation of the
study's findings CPSM will provide such a presentation at the cost of $1,000 per person
making the presentation plus travel expenses which would be in addition to the $3,000 in
travel budget described above. Such request for an in person presentation shall solely be at
the discretion of the City.
4.4 INVOICING
Upon receipt of an acceptable and approved invoice, payment(s) shall be made within thirty
(30) days for that portion (or those portions) of the Services satisfactorily rendered (and
referenced in the particular invoice).
Invoices shall include a detailed description of the Services (or portions thereof) provided,
and shall be submitted to the City at the following address:
Charles Tear
Emergency Manager
City of Miami Beach
1700 Convention Center Drive
4t" Floor
Miami Beach, Florida 33139
SECTION 5
TERMINATION
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5.1 TERMINATION FOR CAUSE
If the Consultant shall fail to fulfill, in a timely manner, or otherwise violates any of the
covenants, agreements, or stipulations material to this Agreement, the City, through
its City Manager, shall thereupon have the right to terminate this Agreement for
cause. Prior to exercising its option to terminate for cause, the City shall notify the
Consultant of its violation of the particular term(s) of this Agreement, and shall grant
Consultant three (3) days to cure such default. If such default remains uncured after
three (3) days, the City may terminate this Agreement without further notice to
Consultant. Upon termination, the City shall be fully discharged from any and all
liabilities, duties, and terms arising out of, or by virtue of, this Agreement.
Notwithstanding the above, the Consultant shall not be relieved of liability to the City
for damages sustained by the City by any breach of this Agreement by- the
Consultant. The City, at its sole option and discretion, shall be entitled to bring:,any
and all legal/equitable actions that it deems to be in its best interest in order to
enforce the City's right and remedies against Consultant. The City shall be entitled to
recover all costs of such actions, including reasonable attorneys'fees.
5.2 TERMINATION FOR CONVENIENCE OF THE CITY
THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS
CONVENIENCE AND_WITHOUT CAUSE, TERMINATE THE.AGREEMENT AT /ANY-
TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF.
SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN.THIRTY,(30)
DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE: IF THE
AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY„
CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY
PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE
CITY SHALL BE DISCHARGED FROM ANY AND ALL LIABILITIES, DUTIE% A►ND-. `
TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT.
5.3 TERMINATION FOR INSOLVENCY
The City also reserves the right to terminate the Agreement in the event the--
Consultant is placed either in voluntary or involuntary bankruptcy or makes.,an-
assignment for the benefit of creditors. In such event, the right and obligations.-for
the parties shall be the same as provided for in Section 5.2.
SECTION 6
INDEMNIFICATION AND INSURANCE-REQUIREMENTS
6.1 INDEMNIFICATION
Consultant agrees to indemnify and hold harmless the City of Miami Beach and its officers,
employees, agents, and contractors, from and against any and all actions (whether at law or
in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys'
fees and costs, for personal, economic_or bodily injury, wrongful death, loss of or damage to
property, which may arise or be'alleged to have arisen from the negligent acts, errors,
omissions or other wrongful conduct of the Consultant, its officers, employees, agents,
contractors, or any other person or entity acting under Consultant's control or supervision, in
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connection with, related to, or as a result of the Consultant's performance of the Services
pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and
losses and shall pay all such costs and judgments which may issue from any lawsuit arising
from such claims and losses, and shall pay all costs and attorneys' fees expended by the
City in the defense of such claims and losses, including appeals.
The parties agree that one percent (1%) of the total compensation to Consultant for
performance of the Services under this Agreement is the specific consideration from the City
to the Consultant for the Consultant's indemnity agreement. The provisions of this Section
6.1 and of this indemnification shall survive termination or expiration of this Agreement.
6.2 INSURANCE REQUIREMENTS. [NOTE: INSURANCE TYPES AND LIMITS
BELOW SHOULD ALWAYS BE SAME AS WHAT WAS SPECIFICED IN BID
DOCUMENTS]
The Consultant shall maintain and carry in full force during the Term, the following insurance:
1. Consultant General Liability, in the amount of $1,000,000; naming the City of Miami
Beach, Fl. as an additional insured.
2. Consultant Professional Liability, in the amount of$200,000; and
3. Workers Compensation & Employers Liability, as required pursuant to Florida Statutes.
The insurance must be furnished by insurance companies authorized to do business in the
State of Florida. All insurance policies must be issued by companies rated no less than ``B+"
as to management and not less than "Class VI" as to strength by the latest edition of Best's -
Insurance Guide, published by A.M. Best Company, Oldwick, New Jersey, or its equivalent.
- All.of Consultant's certificates shall contain endorsements providing that written notice shall.
be given to the City at least thirty (30) days prior to termination, cancellation or reduction in =
coverage in the policy.
- Original certificates of insurance must be submitted to the City's Risk Manager for approval
(prior to any work and/or services commencing) and will be kept on file in the Office:°of,,the
Risk Manager. The City shall have the right to obtain from the Consultant specimen,copies
of the insurance policies in the event that submitted certificates of insurance are inadequate:
to ascertain compliance with required coverage.
The Consultant is also solely responsible for obtaining and submitting all insurance
certificates for any sub-consultants.
Compliance with the foregoing requirements shall not relieve the Consultant of the liabilities
and obligations under this Section or under any other portion of this Agreement.
The Consultant shall not commence any work and or services pursuant to this Agreement
until all insurance required under this Section has been obtained and such insurance has
been approved by the City's Risk Manager.
SECTION 7
LITIGATION JURISDICTION/VENUE/JURY TRIAL WAIVER
This Agreement shall be construed in accordance with the laws of the State of Florida. This
Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is
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necessary by either party with respect to the enforcement of any or, all of the terms or
conditions herein, exclusive venue for the enforcement of same shall lie in Miami-Dade
County, Florida. By entering into this Agreement, Consultant and the City expressly waive
any rights either party may have to a trial by jury of any civil litigation related to or arising out
of this Agreement.
SECTION 8
LIMITATION OF CITY'S LIABILITY
The City desires to enter into this Agreement only if in so doing the City can place a limit on
the City's liability for any cause of action, for money damages due to an alleged breach by
the City of this Agreement, so that its liability for any such breach never exceeds the sum of
$10,000. Consultant hereby expresses its willingness to enter into this Agreement with
Consultant's recovery from the City for any damage action for breach of contract to be
limited to a maximum amount of$10,000.
Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant
hereby agrees that the City shall not be liable to the Consultant for damages in an amount
in excess of $10,000 for any action or claim for breach of contract arising out of the
performance or non-performance of any obligations imposed upon the City by this
Agreement.
Nothing contained in this section or elsewhere in this Agreement is in any way intended to
be a waiver of the limitation placed upon the City's liability, as set forth in Section 768.28,
Florida Statutes. -
SECTION 9
[INTENTIONALLY DELETED]
SECTION 10
GENERAL PROVISIONS
10.1 AUDIT AND INSPECTIONS
Upon reasonable verbal or written notice to Consultant, and at any time during normal
business hours (i.e. 9AM —. 5PM, Monday through Fridays, excluding nationally recognized
holidays), and as often as the City Manger may, in, reasonable discretion and
judgment, deem necessary, there shall be made available to the City Manager, and/or such
representatives as the City Manager may deem to act on the City's behalf, to audit,
examine, and/or inspect, any and all other documents and/or records relating to all matters
covered by this Agreement. Consultant shall maintain any and all such records at its place
of business at the address set forth in the "Notices" section of this Agreement.
10.2 [INTENTIONALLY DELETETD]
10.3 ASSIGNMENT, TRANSFER OR SURCONSULTING
Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or
service under this Agreement without the prior written consent of the City Manager, which
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consent, if given at all, shall be in the Manager's sole judgment and discretion. Neither this
Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless
as approved pursuant to this Section, and any attempt to make such assignment (unless
approved) shall be void.
10.4 PUBLIC ENTITY CRIMES
Prior to commencement of the Services, the Consultant shall file a State of Florida Form
PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity
Crimes with the City's Procurement Division.
10.5 EQUAL EMPLOYMENT OPPORTUNITY
In connection with the performance of the Services, the Consultant shall not discriminate
against any employee or applicant for employment because of race, color, national origin,
religion, sex, gender identity, sexual orientation, disability, marital and familial status, or
age.
10.6 CONFLICT OF INTEREST
The Consultant herein agrees to adhere to and be governed by all applicable Miami-Dade
County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami-Dade
County Code, and as may be amended from time to time; and by the City of Miami Beach
Charter and Code (as some may be amended from time to time); both of which are
- incorporated by reference herein as if fully set forth herein.
The Consultant covenants that it presently has no interest and shall not acquire any
interest, direct or indirectly, which could conflict in any manner or degree with the
-: performance of the Services. The Consultant further covenants that in the performance of
this Agreement, no person having any such interest shall knowingly be employed by the
Consultant. No member of or delegate to the Congress of the United States shall be
admitted to any share or part of this Agreement or to any benefits arising there from.
SECTION 11
NOTICES
All notices and communications in writing required or permitted hereunder, shall be
delivered personally to the representatives of the Consultant and the City listed below or
may be mailed by U.S. Certified Mail, return receipt requested, postage prepaid, or by a
nationally recognized overnight delivery service.
Until changed by notice in writing, all such notices and communications shall be addressed
as follows:
TO CONSULTANT: Leonard A. Matarese, ICMA-CM, IPMA-HR
Director, Research and Project Development
Center for Public Safety Management, LLC.
475 K Street, N.W. #702 Washington D.C. 20001
TO CITY: Charles Tear, Emergency Manager
City of Miami Beach
1700 Convention Center Drive
6
Miami Beach, Florida 33139
Notice may also be provided to any other address designated by the party to receive notice if
such alternate address is provided via U.S. certified mail, return receipt requested, hand
delivered, or by overnight delivery. In the event an alternate notice address is properly provided,
notice-shall be sent to such alternate address in addition to any other address which notice
would otherwise be sent, unless other delivery instruction as specifically provided for by the
party entitled to notice.
Notice shall be deemed given on the day on which personally served, or the day of receipt by
either U.S. certified mail or overnight delivery.
SECTION 12
MISCELLANEOUS PROVISIONS
12.1 CHANGES AND ADDITIONS
This Agreement cannot be modified or amended without the express written consent of the
parties. No modification, amendment, or alteration of the terms or conditions contained herein
shall be effective unless contained in a written document executed with the same formality
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and of equal dignity herewith.
12.2 SEVERABILITY
-_ If any term or provision of this Agreement is held invalid or unenforceable, the remainder of
this Agreement shall not be affected and every other term and provision of this Agreement
shall be valid and be enforced to the fullest extent permitted by law.
12.3 ENTIRETY OF AGREEMENT
-_ The City and Consultant agree that this is the entire Agreement between the parties. This
Agreement supersedes all prior negotiations, correspondence, conversations, agreements.or
understandings applicable to the matters contained herein, and there are no commitments';
agreements or understandings concerning the subject matter of this Agreement that are not
contained in this document. Title and paragraph headings are for convenient reference and
are not intended to confer any rights or obligations upon the parties to this Agreement.
12.4 CONSULTANT'S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW
Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the definition of
"Contractor" as defined in Section 119.0701(1)(a), the Consultant shall:
a) Keep and maintain public records that ordinarily and necessarily would be required by
the public agency in order to perform the service;
b) Provide the public with access to public records on the same terms and conditions
that the public agency would provide the records and at a cost that does not exceed
the cost provided in this chapter or as otherwise provided by law;
c) Ensure that public records that are exempt or confidential and exempt from public
records disclosure requirements are not disclosed except as authorized by and
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d) Meet all requirements for retaining public records and transfer to the City, at no City
cost, all public records created, received, maintained and/or directly related to the
performance of this Agreement that are in possession of the Consultant upon
termination of this Agreement. Upon termination of this Agreement, the Consultant
shall destroy any duplicate public records that are exempt or confidential and exempt
from public records disclosure requirements. All records stored electronically must
be provided to the City in a format that is compatible with the information technology
systems of the City.
For purposes of this Article, the term "public records" shall mean all documents, papers,
letters, maps, books, tapes, photographs, films, sound recordings, data processing software,
or other material, regardless of the physical form, characteristics, or means of transmission,
made or received pursuant to law or ordinance or in connection with the transaction of official
business of the City.
Consultant's failure to comply with the public records disclosure requirement set forth in
Section 119.0701 of the Florida Statutes shall be a breach of this Agreement.
In the event the Consultant does not comply with the public records disclosure requirement
set forth in Section 119.0701 of the Florida Statutes, the City may, at the City's sole
discretion, avail itself of the remedies set forth under this Agreement and available at law.
[REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK]
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be
executed by their appropriate officials, as of the date first entered above.
FOR CITY: CITY OF MIAMI BEACH, FLORIDA
ATTEST:
Rafael E. Granado,City Cler ip Levin 314 or
Date: Z�/i Dt
NCORP ORATED:
(4-1 2(
FOR CONSULTANT: Center for Public Safety Management, LLC.
ATTEST:
- By:
Leonard Matarese, Manager
Pri t Name
Date: 97/43 Date.
APPROVED AS TO
FORM & LANGUAGE '
&FOR EX%tl UTION
City Attorney Date
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Exhibit"A"
�Ns ry Ac>�,
c;c c� S
10
t_ � iT A
Proposal for Comprehensive Analysis of
Fire / EMS Services
Miami Beach, Florida
J
C' E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T =
Center for Public Safety Management, LLC
Exclusive provider of Public Safety.Technical Assistance for-
International City/County Management Association
475 K Street,NW#702
Washington,DC 20001
716-969-1360
I C I M-Al
Leaders at the Core of Better Communities
i
CPS .M
Center for Public Safety Management, LLC
June 20,2014
Jimmy L.Morales
City Manager
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
Dear Mr.Morales:
The Center for Public Safety Management, LLC- the exclusive provider of public safety _
technical assistance for ICMA,is pleased to submit this proposal for an analysis of emergency
services for Miami Beach. The CPSM 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 CPSM,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
Imatarese @CPSM.US
Sincerely,
Leonard A. Matarese, ICMA-CM,IPMA-HR
Director,Research and Project Development
Center for Public Safety Management, LLC
:Center for Public Safety Management. LLC - Miami Beach,_FL Page 2 of 21
t
The Association ° Company
International City/County Management Association (ICMA)
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
Information and Assistance 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. In each of these Centers, ICMA has selected to partner with nationally
recognized individuals or companies to provide services that ICMA has previously provided
directly. Doing so will provide a higher level of services,greater flexibility and reduced costs-in
meeting member's needs as we will be expanding the services that ICMA can offer to:local:
government is expanding. For example,The Center for Productivity Management (CPM) is now
working exclusively with SAS, one of the world's leaders in data management and analysis.And
the Center for Strategic Management (CSM) is now partnering with nationally recognized
experts and academics in local government management and finance.
The ICMA Center for Public Safety Management maintains the same team of individuals
performing the same level of service that it has for the past seven years.The contracting entity,
will be "Center for Public Safety Management, LLC" (CPSM).This entity will be the exclusive
provider of public safety technical assistance for ICMA and will.continue to provide training and
research for the Association's members and will represent ICMA in its dealings with the federal
government and other public.safety professional associations.
CPSM's local government technical assistance experience 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 175 such studies in 35 states and 135 communities ranging
in size from 8,000 population Boone, IA to 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. Dr. Dov Chelst is the
Director of Quantitative Analysis.
Center for Public Safety Management. LLC - Miami Beach, FL Page 3 of 21
Project Staff i ng
The proposal will look at the fire and EMS services of Miami Beach, Florida. For this project,the
CPSM 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:
Project Manager
Leonard •.
Leader Fire Team Leader Data Team
Center for Public Safety Management. LLC - Miami Beach, FL Page 4 of 21
Project Manager
Director of Research and Project Development, Center for Public Safety
Management, LLC,
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.
1
Center for Public Safety Management. LLC - Miami Beach, FL Page 5 of 21
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.
Center for Public Safety Management. LLC - Miami Beach, FL Page 6 of 21 _
®aerations 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 (Fire Accreditation Commission)
• 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
_1 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, Volusla 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
Center for Public Safety Management. LLC - Miami Beach, FL Page 7 of 21
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
Chief Mike lacona, MPA, Fire Chief/Director Flagstaff Fire Department,
_ Flagstaff Arizona (Ret.); and Director and Fire Chief, Orange County,
Florida (Ret.).
Background
Chief lacona has 38 years of fire service experience,with the last 17 years as
Fire Chief. He recently retired (September/2013) as fire chief for the City of
Flagstaff,Arizona after serving in this position since 2002.
- Prior to this,he was the Director of Orange County Fire Rescue, Florida,which
included oversight of the County's emergency management functions.In
addition to duties associated with fire chief, he has served in various
capacities,rising through the ranks from to fire fighter/paramedic to chief fire
officer.Mike has led a fire training division,was the Chief of Operations,
served as Emergency Manager in EOC Operations,was Chief Negotiator in
multiple IAFF Contract deliberations. He has supervised the development of
several fire master plans,was a volunteer fire fighter coordinator,led multiple
fire code adoption processes,was in charge of personnel and payroll
functions and implemented fire impact fees.He also has wildland fire
experience,supervising a fuel management program,the adoption of a
Wildland Interface Code,and the adoption of a Community Wildfire
Protection Plan (CWPP).
Chief lacona holds a Master's Degree in Public Administration and did his
undergraduate work in Urban Planning at Florida Atlantic University,in Boca
Raton, FL. He is a graduate of the National Fire Academy's Executive Fire
Officer Program and attended The Program for Senior Executives in State and
Local Government at the Harvard Kennedy School.
Center for Public Safety Management. LLC - Miami Beach, FL Page 8 of 21
Senior Associate
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 OccupationalSafety 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 L Rescue
Department
.
C 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
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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.
Center for Public Safety Management. LLC - Miami Beach, FL Page 10 of 21
Yroje e
ct Schedul'
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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The CPSM Approach@,
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
• NFPA Compliance (adherence to NFPA Standards)
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 CPSM 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 CPSM to deliver
Center for Public Safety Management. LLC - Miami Beach, FL Page 12 of 21
1
the right resources at the right time.
Center for Public Safety Management. LLC - Miami Beach, FL Page 13 of 21
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
Fire Early Early Life Property
Detection&
Prevention Suppression Safety Conservation
Reporting
Extinguishers, Rapid Rapid
Code Smoke/Fire Automatic Response Response
Enforcement Alarms Sprinklers Medic-Rescue Fire =
Unit Utilization
FIRE DEPARTMENT ACTIONS
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The resulting data study CPSM 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:
D Average response time of first arriving fire suppression unit capable of deploying
extinguishing agent.
D Distribution of response times for different call categories
D Response time for the second arriving engine company,where possible
We will also identify and review calls that experienced unusually long response times.
r.
Center for Public Safety Management. LLC - Miami Beach, FL Page 15 of 21
■
Emercliency medical Services
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 CHALLENGES e%
Medical Early Early
Prevention Detection/ Action Stabilise Transport
0
Reporting
Medical Incident
Progression
Public Public& Public CPR/ Rapid ALS ALS
Education Targeted Education AED Training Response Transport
,
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.
Center for Public Safety Management. LLC - Miami Beach, FL Page 16 of 21
Analysit's, of the BU-siest Hours of the.Year
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 Flour Analysis"
What follows is an example of an CPSM 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 1 100 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.
Center for Public Safety Management. LLC - Miami Beach, FL Page 17 of 21
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
Center for Public Safety Management. LLC - Miami Beach, FL Page 18 of 21
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Figure 1.Workload by Unit and Call Type for the Flour between 10 a.m.and 11 a.m.on 12-Sep-2009
■EIVIS ■Fire Other ■Real Fire
50
45 43
40
40 35
35
30
25 23
19
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.14
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10 _
5 4 _
0 0
E1 E2 T2 E3 T3 E4 T4 E.5 E6 E7 T7 E9 E10 E11 E12. E13 E14 0
Observations:
Engine companies E3, El 1 and El 2 were busy more than 40 minutes during this hour.
• Truck T3 was busy more than 40 minutes during this hour.
0 Eleven units were busy less than 20 minutes.Two units responded to no calls: .
_ Center for Public Safety Management, LLC- Miami Beach, FL Page 19 of 21
Proposed Fees
The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal
submission.
CPSM will conduct the analysis of the fire,and EMS departments for$62,000 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$3,000 is proposed.
Deliverables
Draft reports for police,fire/EMS will be provided for department review in electronic format.
In order to be ecologically friendly, CPSM 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,CPSM will produce and deliver whatever
number of copies the client request and will invoice the client at cost.
After delivery of the final written report, should the City desire additional support or in-person
presentation of findings, CPSM will assign staff for such meetings at a cost of$1,000 per day/per person
along with reimbursement of travel expenses.Such travel expenses are in additional to the$3,000 in
travel expenses described above.
Center for Public Safety Management, LLC- Miami Beach, FL Page 20 of 21
ty
Conclusio- n
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, CPSM's experience in dealing with
public safety issues combined with its background in performance measurement,achievement of
efficiencies,and genuine community engagement,makes CPSM 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.
Center for Public Safety Management, LLC- Miami Beach, FL Page 21 of 21
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