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LTC 160-2025 Miami Beach Fire Department ReaccreditationApril 15, 2025 160-2025 MIAMI BEACH OFFICE OF THE CITY MANA GER LTC# TO: FROM: DATE: SUBJECT: LETTER TO COMMISS ION Honorable Mayor Steven Meiner and Members of the City Commission Eric carpe nter , City Manager ~ C,,.,,:rvl~ Miami Beach Fi re Department Reaccred ita tion The pu rpose of this Letter to Commission (L TC) is to provide an update on the recent approval by the Comm iss ion on Fire Accreditation International (CFA I) of the Fire Department's reaccreditation . In January 2025 . the Fire Department was evaluated for reaccred itation and held an onsite visit by CFAI peer assessors. As a result of the onsite visit. on March 31 . 2025, the department was reaffirmed as one of only five fi re departments nationwide to hold both legacy CFAI accreditation and an ISO Class 1 rating, demonstrating long-term excellence in emergency response and public safety. This ma rks the department's fifth accreditation since its original accred itation in 2004 and reaccreditation cycles in 2009, 2015 and 2020 . This program provides an analytical se lf-assessment process to evaluate eleven (11) categories of an agency's performance including community service levels . Du rin g th is process, the department exam ines 250 separate performance i ndica tors. The CFAI accred ited agencies are described as being community-oriented , data-driven, and outcome focused . Also following the onsite visit , the CFAI prepares a final report of findings . I am providing you w ith a cop y of the fin a l report dated February 5 , 2025, with the overall peer assessor findings and recommendations. I commend Chief Digna Abella, her Adm ini stration and the entire Fire Department staff for their continued effort s in holding such an elite status in the fire service . Should you have any questi ons , please contact Fire Chief Abella . (@ DA/EC Commission on Fire Accreditation International Accreditation Report Miami Beach Fire Department 2300 Pine Tree Drive Miami Beach, Florida 33140 United States of America This report was prepared on February 5, 2025 by the Commission on Fire Accreditation International This report represents the findings of the peer assessment team that visited the Miami Beach Fire Department January 21-24, 2025 Peer Assessment Team Ernst R. Piercy, CFO, Team Leader Jerry Hardison, Peer Assessor Joe Voloski, Peer Assessor Summer Campos, Peer Assessor TABLE OF CONTENTS PREFACE ....................................................................................................................................... 3 EXECUT IV E SUMMARY ............................................................................................................ 3 OBSERVATIONS .......................................................................................................................... 6 Category 1 -Governance and Administration .................................................................. 6 Category 2 -Assessment and Pl anning ............................................................................ 6 Category 3 -Goals and Objectives ................................................................................... 8 Category 4 -Financial Resources ..................................................................................... 9 Category 5 -Community Risk Reduction Program ......................................................... 9 Criterion SA -Prevention Program ................................................................................ 9 Criterion 5B -Public Educa tion Program .................................................................... l 0 Criterion SC -Fi re Investigation, Origin and Cause Program ..................................... I 0 Criterion 5D -Domestic Preparedness Program .......................................................... 11 Criter ion SE -Fire Suppression P rogram ..................................................................... 11 Criterion SF -Emergency Medical Services (EMS) Program ..................................... 12 Criterion 5G -Technical Rescue Program ................................................................... 13 Criterion SH -Hazardous Materials (Hazmat) Program .............................................. 14 Criterion SJ -Marine and Shipboard Rescue and Fire Fighting Services Program ..... 14 Criterion SL -Ocean Rescue ........................................................................................ 15 Category 6 -Physical Resources .................................................................................... 16 Category 7 -Human Resources ...................................................................................... 17 Category 8 -T raining and Competency ......................................................................... 18 Category 9 -Essential Resources ................................................................................... 18 Criterion 9A -Water Supp ly ........................................................................................ 18 (i) Criterion 9B -Communication Systems ...................................................................... 19 Criterion 9C -Administrative Support Services and Office Systems .......................... 19 Criterion 9D -Infonnation Tec hnology ....................................................................... 20 Category 10 -External Systems Relationships .............................................................. 20 Category 11 -Health and Safety .................................................................................... 20 (i i) PREFACE To the citizens and the governing body of the agency: This report represents a thorough review of the organization to verify and validate how this agency is executing its stated mission in accordance with universally accepted practices for a contemporary fire and emergency services organization. Quality improvement can only be initiated and realized by those agencies that challenge themselves through a comprehensive self-assessment. This report documents that this agency is seeking organizational improvements and discovering elements of excellence. P lease note that the recommendations by the peer assessment team are opportunities for improvement provided from professionals in the fire and emergency service industry. To the agency: This report communicates the outputs and outcomes of your dedication and commitment to quality improvement. Your self-assessment, community risk assessment/ standards of cover, and strategic plan amount to years of work to understand your community, establish accountable goals, institute transparency, and factually comprehend what you did not know about your organization. The verification and validation of your agency by a team of peers represents a major accomplishment. The recommendations in th is report are opportun ities to become better and stronger in your community. Finally, take this report and communicate to your community the areas you identified during your self-assessment that were outstanding and those that represent improvement opportun ities. EX ECU TIVE SUMMARY The Miami Beach Fire Department is a career organization with 232 uniformed personnel, staffing 4 engines, 2 ladders, and 7 rescues at 4 fire stations. All fire suppression vehicles are staffed with four firefighters and equipped to provide advanced life support (ALS). All ambulances are also ALS equipped and staffed with three cross-trained, certified paramedic/firefighters. The agency operates 24 hours a day, 7 days a week, with a minimum of 48 personnel. The number of personnel dedicated to community risk reduction/public fire education is 15 full-time personnel and a fire prevention division chief. The training division includes one chief officer, and two fire lieutenants dedicated to fire training. T he most recent census data indicates the city of Miami Beach has a population of 91,564. The city is a major tourist destination with an average daily visitor population of greater than 230,000. The agency protects a service area of 7.63 square miles and there are several smaller is lands that are accessible only by bridges and causeways. T he entire city is only accessible by numerous bridges, including some that are able to be raised to accommodate boat traffic. T he community consists of a densely populated, mostly flat, coastal community. The Commission on Fire Accreditation International (CF Al) has completed a comprehensive re view and appraisal of the Miami Beach Fire Department based upon the tenth edition of the accreditation model. T he commission's goals are to promote organizational self-improvement and to award accreditation status in recognition of good performance. The peer assessment team 's objectives were to validate the agency's self-assessment study, identify and make recommendations fo r improvement, issue a report of findings, and conclude if the agency is eligible for an award of accreditation. The peer assessment team followed CF AI processes, and the Miami Beach F ire Department de monstrated that its self-study accreditation manual, community risk assessment/standards of cover 3 (CRA/SOC), and strategic plan met all core competencies and criteria. The peer assessment team recommends accredited agency status for the Miami Beach Fire Department from the Commission on Fire Accreditation International. The peer assessment team observed a strong commitment by the agency to the CF A l accreditation process and, in particular, to ensuring appropriate succession training for the accreditation manager position. The accreditation manager has a support team and one of its members will be selected as the replacement for the next accreditation cycle in five years. The fire chief has indicated that several members of the agency will be taking the peer assessor training very soon. These approaches ensure continuity, more direct access to quality improvement with similar organizations, and the engagement of a broader sp ectrum of the agency. The peer assessment team had meetings with the agency staff and members, human resources, finance, the communications center, a mutual aid partner, and the vice president of the firefighters' association. Individually and collectively, they expressed a long-standing interest in the process. There is clearly a commitment to continue to follow and support the implementation of identified opportunities for improvement. It can be anticipated that all representatives will be supporters and network participants as the full benefits of going through the self-assessment process are realized and built on in the future. The peer assessment team identified opportunities for improvement that are provided below. These recommendations flowed from discussions, interviews, and a review of supplied documentation to support its self-assessment conclusions. The fo ll owing represents a synopsis of the recommendations that were made by the peer assessment team during the on-site visit. Additional details for each of these recommendations can be found in the Observations Section of this report . For each of the recommendations, the performance indicator from the model is provided, including notating if it is a core competency (CC). Recomme ndations Recommendations were developed from the evaluation of criterion, core competencies , and performance indicators. 1. It is recommended the agency conduct a workforce analysis to determine if the current staffing model is appropriate to support existing programs and services. (CC 18.1 ) 2. It is recommended the agency consider if installed fire protection systems should modify deployment strategies. (2C.3) 3. It is recommended the agency formalize in policy the manner in which emergency response performance is communicated to all responders within the agency. (CC 2D.2) 4. It is recommended the agency consider a new process to clearly identify emergency performance gaps to ensure this data is clearly articulated to agency members, the authority having juri sdiction, and the community. (CC 2D.6) 5. It is recommended the agency identify ways to incorporate current emergency response data trends into its community risk reduction efforts. (CC 5B. I ) 4 6. It is recommended the agency vigorously pursue the replacement of two aging fire stations to comply with federal and state requirements and provide adequate space and functionality in support of existing emergency response programs and services. ( 6A. I) 7. It is recommended the agency perform a needs assessment of the fleet maintenance facility to ensure maintenance space and storage are adequate to meet the agency's needs. (68.1) 8. It is recommended the agency evaluate the need for a live fire burn facility within the city limits. (CC 8C. I) In calendar year 2024, the agency responded to a total of 24,454 emergencies, including: 8,969 fire calls (36.7 percent) and 15,485 emergency medical service (EMS) calls (63.3 percent). Servicing these calls resulted in a total of 34,323-unit movements, including 6,352 EMS transports. In 2023, the Insurance Services Office (ISO) visited the city to rate its public protection classification. The outcome of the visit was to re-affirm the public protection classification of Class I with an outstanding score of I 05.16. The Miami Beach Fire Department has an astounding 90 percent of its staff (including shift personnel) holding a fire inspector certification. This serves as a force-multiplier which provides trained personnel at all special events from a safety perspective who can also identify violations for follow-up by the fire prevention division. This should be considered as a best practice. 5 OBSERVATIONS Category 1 -Governance and Administration The governing body and/or agency manager is legally established to provide general policies to guide the agency, approved programs and services, and appropriated financial resources. The city of Miami Beach was established by the Florida legislature with a commission-city manager governing body. The city commission establishes the administrative structure of the city, and the city manager appoints the fire chief, who oversees the daily operations of the agency. This process seems to work well in executing the mission of the Miami Beach Fire Department (MBFD) in the community. The organizational structure aligns with or supports the agency's mission, purposes, goals, strategies, and objectives. The MBFD has a clearly defined organization with eight divisions. The current divisions are adequate; however, the agency is considering adding two divisions to ensure appropriate oversight is provided for emergency management and special operations. Monthly meetings are conducted with the Fire Officers ' Association of Miami-Dade to ensure compliance with local and state regulatory requirements. During the on-site validation of the agency, the peer assessment team noted that the MBFD has accepted a number of programs and services w ithin the community without adding the corresponding staff to support them (e.g., emergency management, ocean rescue, emergency communications). While it is a pparent the agency is able to superbly manage these programs, it is uncertain that this level of effort wi ll be sustainable. It is recommended the agency conduct a workforce ana lysis to determine if the current staffing model is appropriate to support existing programs and services. Category 2 -Assessment and Planning The agency collects and analyzes data specific to the distinct characteristics of its legally defined service area(s) and applies the findings to organizational services and services development. The Miami Beach Fire Department (MBFD) has documented and published a commun ity risk assessment /standards of cover (CRA/SOC) which is appropriate for the community . The CRA/SOC clearly identified community boundaries and features and aided in the development of appropriate deployment strategies. The peer assessment team noted that four geographical zones have been identified to study risks within the community, corresponding to the four fire stations. Additionally, the agency was able to demonstrate that these zones could be further studied at a more granular level , which further enhanced the risk assessment study. The agency identifies and assesses the nature and magnitude of all hazards and risks within its jurisdiction. Risk categorization and deployment impact consider factors such as cultural, economic, historical, and environmental values, as well as operational characteristics. T he MBFD utilized the three-axis methodology to develop a risk assessment methodology which included probability, consequence, and impact. Risk categories were developed to identify low, moderate, and high risks in the community, which were appropriately documented in the CRA/SOC. An analyst was hired to aid in the process and superbly develop a risk profile to determine resp onse strategies. T he agency has appropriately assessed critical infrastructure utilizing a platform called MobileEyes and identified the need to further develop this data collection to improve this data further. 6 The agency identifies and documents the nature and magnitude of the service and deployment demands within its j urisdiction. Based on ri s k categorization and service impact consi derations, the agency 's deployment practices are consistent with jurisdictional expectations and with industry research. Efficiency and effectiveness are documented through quality response measurements that consider overall response, consistency, reliability, res iliency, and outcomes throughout all service areas. The agency develops procedures, practices, and programs to appropriately gu ide its resource deployment. As a legacy agency within the Commission on Fire Accreditation process, the MBFD has gathered data for the last 20 years to ensure deployment matches risk and has appropriately used this data to posture units in the community. The best example was the redeployment of units to match the ocean rescue risk. Uti lizing the computer-aided dispatch system, running assignment recommendations are made to further reduce the development of an effective response force to multiple-company events in the community. The quality of emergency response performance is measured daily and reported to the crews. During the development of the CRA/SOC, a c riti cal task analysis was developed to clearly identify the number of responders needed for risk c lassifications and categories in the community. This strategy ensures appropriate deployment in response to risks presented. Fire protection and detection systems were used to determine risk for fire suppression events, although this strategy was not used to adjust deployment accordingly. It is recommended the agency consider if installed fire protection systems should mo d ify deployment strategies. The agency has assessed and provided evidence that its current deployment methods for emergency services appropriate ly address the risk in its service area. Its response strategy has evolved to ensure that its deployment practices have maintained and/or made continuous improvements in the effectiveness, efficiency, and safety of its operations, notwithstanding any external influences beyond its control. The agency has identified the impacts of these external influences a nd communicates them to the authority having jurisdiction. Data collection supports the need to study all components of the response time continuum, and a dashboard easily identifies areas of improvement in alarm handling, turnout times, response times, and the total response times for all response types. The process is working well within the agency, although it was not c lear to the peer assessment team that the internal reporting component was formalized in a manner that ensures the data were disseminated. It is recommended the agency formalize in po licv the manner in which emer!!ency response performance is communicated to all responders within the agency . The CRA/SOC is updated annually to ensure the data are contemporary, and supports the efficacy of each response program , in relation to industry research. The CRA/SOC is approved by the authority having jurisdi ction and published on the website for all personnel to access. The MBFD has developed a process to articulate performance gaps in the community, but the system can be cumbersome. It is recommended the agency consider a new process to clearly identify emergency performance gaps to ensure this data is clearly articulated to agency members. the autho1ity having jurisdiction. and the commu nity. 7 Categ ory 3 -Goals and Objectives The mission, vision and values of the agency are incorporated into a strategic plan. Once a strategic plan is in place and resources are available, the strategic plan provides direction, determines initiatives, and gu ides the goals and objectives of the agency. The Miami Beach Fire Department (MBFD) has established general goals and specific objectives that direct priorities in a manner consistent with its mission and appropriate for the community served. MBFD has adopted both short- and long-term goals and objectives through the development and adoption of a publishe d five-year strategic plan. The most recent strategic plan was approved by the fire chief and was adopted by the authority having jurisdiction. The plan utilizes a monitoring system and the annual budget to accurately predict and plan for future influences and changes in the strategic environment. The strategic plan defines the agency's general goals and S.M.A.R.T. objectives, directs its activities in a manner consistent with its miss ion and is appropriate for the community it serves. MBFD utilizes goal setting as the method to plan their emergency service delivery and any changes or adjustments that may need to be implemented. At the beginning of each fiscal year, the agency reviews and updates the goals and objectives from the previous year and then develops updated goals based on a comprehensive analysis of funding and priorities . Recommendations are sent via email to all personnel once the revision cycle is complete. The strategic plan is also published on the city's website to facilitate public access and re view. MBFD can demonstrate tangible achievements with the development of goals and objectives, financial planning, and the acquisition of the resources forecasted through the strategic planning process. MBFD is commended for its robust efforts in community driven planning, ensuring that department personnel, external stakeholders, and community members' input were an integral component for the strategic plan . The agency uses a management process to implement its goals and objectives. The agency's strategic plan is utilized to oversee the implementation of the agency 's goals and objectives. The effectiveness of the program has been demonstrated by the initiatives that are supported in the budget and, in tum, a p plied through the purchase ofresources to support the goals. MBFD can track all their progress through a series of senior management team meetings. The progress is tracked via spreadsheet. T he fire chief has identified division chiefs and administrators as program managers for specific areas d irected towards the goals and objectives. These teams are established based on agency a ssignments or a specific area of expertise. The processes associated with identifying and publishing the goals and o bjectives for the agency staff have been extremely successful. Processes are in place to measure and evaluate progress toward completion of goals and objectives and overall plan performance . The goals and objectives are re-examined and modified periodically. The goals and objectives are re-examined and modified periodically. MBFD goals and objectives are examined and modified at least annually through a formal progress analysis of the previous calendar year that coincides with budgetary analysis. In addition to this formal re view, information and updates from quality assurance reviews, program manager needs assessments, and multiple staff meetings provide data that becomes a component of the report to the office of budget and performance improvement. 8 Category 4 -Financial Resources Agency planning involves broad staff and community participation in financial planning and resource allocation. The agency's financial planning and budget process reflects sound strategic planning and a commitment to its stated goals and objectives. The agency prepares a balanced budget, which adequately maintains level of service and personnel resources. The Miami Beach Fire Department (MBFD) participates in a c ity-wide budgetary process that is facilitated by the city's Office of Management and Budget (0MB). The process begins with a budget call (typically in January) and culminates with the city council-approved budget. T he 0 MB manages distribution and monitors congruence with city and agency objectives. A budget advisory committee comprised of local residents has been established to provide community perspectives in the city (and, by default), the MBFD budget. A Data Transparency Dashboard is provided online to ensure citizens have access to and an understanding of how public funds are expended. A process is in place to ensure the MBFD members have input into the budget development, and it appears to be working well. Agency financial management demonstrates sound budgeting and control, proper recording, reporting, and auditing. The peer assessment team confirmed that the agency is in receipt of the most currently availab le Distinguished Budget Presentation and Certificate of Achievement for Excellence in Financial Reporting (certificates) from the Government Finance Officers Association (GFOA) of the United States and Canada for its Budget and their Annual Comprehensive Financial Report (ACFR). The agency has submitted its most recent GFOA certificates as prima facie compliance w ith this criterion. Appropriately allocated financial resources support the organizational mission, stated long-term plan, goals and objectives and also maintain the quality of programs and services. The 0MB utilizes a process known as current service levels to ensure the MBFD is adequately funded to maintain programs and services. This process, used by all city departments, ensures funding for programs and activities is based on current and anticipated revenues. In addition to the annual budget, a capital improvement plan is in place to fund those large-ticket items that do not fit into the annual budget. Maintenance and repair costs are broken into three areas: facilities , fleet, and in-house maintenance. A city resolution, passed in 2006, prohibits the use of one-time funding for recurring costs. Category 5 -Community Risk Reduction Program Criterion SA -Prevention Program The agency operates an adequate, effective, and efficient program as identified in the community risk assessment and stand a rds of cover. The approach is comprehensive and includes both prevention and mitigation strategies such as life safety, hazard risk reduction, plan review, code compliance, and the detection, reporting and control of fire and non-fire risks. T he Miami Beach Fire Department (MBFD) fire prevention division operates under the fire marshal and is responsible for inspections, plans review, and code compliance and enforcement. The goals and objectives of the division are to ensure life safety is addressed through prevention and mitigation 9 strategies and hazard reduction. The division o perates under the adopted 2021 edition of the Florida Fire Prevention Code, a statewide code that integrates National Fire Protection Association standards into the M B FD fire safety code. The current staffing a nd deployment model allows the division to meet its goal of inspecting all business and high-risk buildings on an annual basis. Additional staffing is adequate and assists in plans review and the permitting processing. Agency crews complete all bui lding pre-plans. T he division recently moved to MobileEyes software which has allowed fo r inspections and preplans to become digitized and mobile-friendly, streamlining the process internally and assisting in emergency response. Personnel work different shifts to maximize the a bility to conduct inspections during normal bus iness hours whi le en suring there is adequate sup port for after- hours questions. The agency has 90 percent of its members holding a fire inspector certification (including shift personnel); this serves as a fantastic force multiplier and assists the fire prevention division with spec ial event needs within the community. Criterion SB -Public Education Program A public e ducation program is in place and directed toward re ducing community risks in a manner consistent with the agency's mission and as identified within the community risk assessment and standards of cover. The agency has a publ ic education program that addresses specific risks identified through the community risk assessment, an annual eval uation of the program, and community surveys. The program is multifaceted in its employment of community risk reduction efforts. A full- time public education officer (PEO) works closely with the c ity's communications department and the agency's digital communications specialist to deliver life safety and fire prevention information through several outreach platforms. The PEO works with surrounding agencies and the local police department community affairs office to ensure programs reach all socioeconomic levels wi thin the community. Operations personnel assist the PEO with programs when available. Programs include educational instruction through school vis its, senior living facilities, and public events. Annual evaluations are completed to ensure public programs are analyzed for efficiency and are consistent with agency expectations and initiatives. The peer assessment team observed that the public education program could benefit from utilizing emergency response data to identify programs. It is recommended the agency identify ways to incorporate current emergency re s ponse data trends into its community ri sk reduction eff011 s . Criterion SC -Fire In vestigation, Origin and Cau se Program The agency operates an adequate, effective, and efficient program directed toward origin and cause investigation and subsequent classification of fires, explo sions, and other emergency situations that endanger life or property to drive community risk reduction activities. A specialized fire prevention division is dedicated to fire investigation, origin, and cause determination. The fire marshal oversees the division and its community risk reduction activities and ensures all policies and procedures program comply with local, state, and federal statutes and codes. Adequate resources a nd personnel are allocated to ensure the division effectively fulfills its mission . To supplement the investigators in the division, several members assigned to shift work m aintain investigator certification and assist or conduct investigations when needed. The division also has a rotating on-call fire investigator. Appropriate education and training requirements, codes, and policies are established. The fire prevention division uti lizes personnel from partnering agencies from the region when needed to support cases where investigations require assistance due to their scale, complexity, or scope. 10 Criterion 5D -Domestic Preparedn ess Program The agency operates an all-hazards preparedness program that includes a coordinated multiagency response plan designed to provide the community preparedness and resiliency in response to terrorist threats or attacks, major disasters, and other large-scale emergencies occurring at or in the immediate area. The Miami Beach Fire Department Division of Emergency Management (DEM) operates with a staff of s ix full time personnel with designated roles a nd responsibilities, including two of members that are master exercise practitioners. This allows for advanced experience during the development of training scenarios. Exercises are conducted both internally and with the surrounding mutual aid partners. The DEM has the goal of updating the Comprehensive Emergency Management Plan on a biennial basis . The agency did acknowledge that this plan was slightly outdated a nd is currently looking at revising it. The DEM has conducted a threat and risk assessment; the findings of this assessment found that there are three areas to focus on: heat exposure, homelessness community, and flooding. The DEM operates an emergency operation center in accordance with Home land Security Presidential Directive 5 standards. Criterion 5E -Fire Suppression Program The agency operates an adequate, effective, efficient, and safe fire suppression program directed toward controlling and/or extinguishing fires to protect the community from injury or death, and reduce property loss. The Miami Beach Fire Department provides fire suppression services to its commun ity that meets the criteria of National Fire Protection Association Standard 1710 "Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Career Fire Departments ". The agency responds from four stations operating four engines, two ladder trucks, seven rescue un its(ambulances), a fire boat, and an air/light unit. The suppression units are staffed with 4 firefighters, rescue units are staffed with 3 firefighters and the fire boat is staffed with I firefighter and then cross-staffed with personnel from Fire Station 4. The agency has a daily staffing of 4 8 personnel. The agency uses a National Incident Management System-compliant incident management system for all operations. Thorough after-action reports are prepared following major fire incidents, and the data from the fire incidents is used to support its risk reduction program. The agency has annual review and updates to department standard operating procedures. Performance Gap Analysis The following tab les represent the agency's actual performance (baseline) versus the goal (benchmark). The gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal). 2019 -2023 Mode rate Risk Fire S uppression Response Times l st/ERF Urban/Rura l Baseline Benc hmark Gap I st Due Urban 9:27 6:24 0 3:0 3 n=83 6 ERF Urban 9:54 12:34 0 2 :~0 n=819 t t 2019-2023 Hi g h Ri s k tire S uppression Response Times lst/ERF Urban/RuraJ Baseline Benchmark Gap I st Due Urban 8:09 6:24 0 1 :45 n=l91 ERF Urban 13: 19 12:34 00:45 n=l67 Criterion SF -Emergency Medical Services (EMS) Program The agency operates an EMS program with a designated level of out-of-hospital emergency medical care that protects the community from injury or death. The Miami Beach Fire Department (MBFD) is an advanced life support (ALS) transport agency. The rescue division manages medical treatment and transportation of the agency. The rescue division administration is comprised of a division chief, rescue captain, EMS manager, and two office associates. It is reported that 98 percent of the agency floor personnel are certified ALS providers with the remaining 2 percent required to obtain certification within 3 years from hire date. The agency has increased the use of new technology in the services it provides to the community. Technology is being used in electronic patient care reports , within the ESO Solutions software. Using this software allows the agency to have a very robust quality assurance/quality improvement (QA/QI) program both internally and externally. The agency has a six levels approach of the QA/QI program, starting at the EMS captain all the way to the hospital QA/QI review panel. The ESO system allows the hospital to supply continuing updates of outcomes of patients that were transported. The agency is the only agency in the area that is using the Pulse Point application to provide notifications of a nearby cardiac arrest to cardiopulmonary resuscitation trained individuals and the location of the closest automatic external defibrillator units to provide early intervention to those in need. The agency staffs seven rescue units daily, and an additional six reserve apparatus are available to provide coverage for special events that occur throughout the community. The agency only transports patients to one of two medical centers, Mount Sinai Medical Center, and Jackson Memorial Trauma Center. Performance Gap Analysis The following tables represent the agency 's actual performance (baseline) versus the goal (benchmark). The gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal). 2019 • 2023 Moderate Risk EMS Response Times lst/ERF Urban/Rural Baseline Benchmark Gap I st Due Urban 8 :55 10:30 0 1 :35 n=44,596 ERF Urban 8:52 12:40 03:48 44,412 12 2019 -2023 Hi gh Risk F1VL5 Respon s e limes l s t/ERF Urban/Rural Base line Be nchmar k Gap I s t Due Urban 7 :49 10 :30 02:4 1 n=30 ERF U rban 7:49 12:40 04:5 1 n=30 Criterion 5G -Te chnical Rescue Program The agency operates an adequate, effective, efficient, and safe technical rescue program directed toward rescuing the communi ty from any life-endangering causes (e.g., structural collapse, vehicle accidents, swift water or submersion, confi ned s pace, cave-in, trench collapse). T he M iami Beach Fire Department (MBF D) provides an all-hazard approach to technical re scue incidents within the area of responsibility. All membe rs of the agency are trained to at least the awareness level of National Fire Protection Association Standard 1670: Standard/or Te chnical Rescue . The agency has a T ype l technical rescue team (TRT) that responds out of Fire Station 2 to incidents with in the city and is also a deployable asset to the State of Florida emergency operations plans. All member s of the TR T are certified at the minimum operations level and most at the technician level in rope rescue , confined space, tren ch, b uilding collapse, hazardous materials, and vehic le/machinery resc ue . The agency focuses primari ly on the areas of vehicle/machinery rescue, rope rescue and confined space rescue, with those bei ng the most freque nt responses. The agency supports members in the participation of the Federal Emerge ncy Ma nagement (F EMA) Urban Search and Rescue (USAR) Florida T askforce 2. The agency continues to keep ski ll s up to date by regularly training with mutual aid pa rtners and partici pating in both local and state e xe rcises. The agency has a very proactive drone o perations plan . T he agency currently has one operational drone wi th a grant to purchase additional drones. The drone is operated out of the TR T division of the agency, al l operators of the drones are licensed by the Federal Aviation Admi ni stration Part 107. Performa nce Gap Analysis T he follow ing tables represent the agency 's actual performance (baseline) versus the goal (benchmark). T he gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal). 2019 -2023 Mode rate Tech Rescue Res ponse Times lst/ERF Urban/Rural Base line Benchmar k Gap 1st Due Urban 9:56 10:50 00:54 n=26 ERF Urban 10 : 13 13 :00 02:4 7 n=l 7 2 0 19 -2 023 Hig h Ris k Tech Rescue Res ponse Ti mes l s t/ERF Urban/Rural Baseline Be nchmark G ap 1s t Due U rban 8:0 1 10:50 02:49 n=l3 13 It was verified and validated by the peer assessment team that the Miam i Beach Fire Department had a statistically insignificant number of high-risk technical rescue incidents for 2019 -2023 that required an ERF, to provide a sufficient data set to study. Therefore, no performance gap analysis for high-risk technical rescue ERF is provided in this report. Criterion 5H -Ha zardous Materials (H azmat) Program The agency operates an adequate, effective, efficient, and safe hazardous materials program directed toward protecting the community from the hazards associated with the uncontrolled re leases of hazardous and toxic materials. The Miami Beach Fire Department has an adequate number of hazardous material technicians to meet the needs of the agency. The agency does not function as a level 1 hazmat team and has limited detection and identification capabilities, and for incidents that require a higher level ofresponse mutual aid partners are requested. It was noted that during the year 2024, the agency responded to 114 hazardous condition calls with zero requiring an advanced team to respond. Through a risk assessment the agency has identified two main fixed areas for hazardous materials environments within the city, the indoor ice r ink, and businesses with reportable quantities of hazardous materials. Performance Gap Analysis The following tables represent the agency 's actual performance (baseline) versus the goal (benchmark). The gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal). 20 19-2023 Moderate Risk Hazmat Response Times l st/ERF U rban/Rural B ase line Benc hmark Gap 1st Due Urban 9:38 10:50 01: 12 n=460 ERF Urban 9:32 13:00 03:28 n=443 20 19 -2023 High Risk Haz mat Response T imes lst/ERF Urban/Rural Baseline Benc hm ark Gap I s t Due Urban 9:08 I 0:50 01:42 n=37 ERF Urban 9: 15 13 :00 03:45 n=36 Criterion SJ -Marin e and Sh ipboard Rescue and Fire Fighting Services Pr ogram The agency operates an adequate, effective, efficient, and safe program directed toward protecting the community from a marine or shipboard fire or incident occurring at or in the immediate area. The Miami Beach Fire Department has specialized equipment with trained personnel assigned to provide emergency response capabilities to a variety of water-based incidents. The agency has a fireboat that is currently located at Fire Station 4 on the north end of the response area. The fire boat has an assigned fire boat operator daily with the remaining crew cross-staffed from the personnel at Fire Station 4 . The fire boat responds to all marine emergencies with a crew of four personnel, one 14 operator, one captain and two deck hands. All boat operators of the agency hold a United States Coast Guard captain's license to ensure compliance with the laws of the water. The agency is in the process of enhancing the marine firefighting capabilities of the community, as a refurbished 36-foot metal craft firestorm vessel will be in service by the summer of 2025. With the addition of this apparatus, the agency and the police department will also be constructing a dual operations station (Fire Station 5) on the waterfront. The agency has plans to update the daily staffing level to have a dedicated boat crew on duty. Performance Gap Analysis The following tables represent the agency's actual performance (baseline) versus the goal (benchmark). The gaps are provided in red (representing improvement opportunities), and green (when actual performance exceeds the goal). 20 19 -2023 Moderate Risk Mar ine Response Times lst/ERF Urban/Rural Base line Be nc hmar Gap 1st Due Urban 16:09 13:00 0 3 :09 n-113 ERF Urban 18:55 19:00 00:05 n=29 2019 -2023 High Risk Marine Response Timcs l st/ERF Urban/Rural Baseline Be nc hmarl G ap I st Due Urban 1 1 :54 13:00 01 :06 n=39 ERF Urban 20:21 19 :00 01 :21 n=l2 Criterion 5L -Ocean R escue The agency operates an adequate, effective, efficient, and safe program directed toward protecting the commun ity from an ocean rescue incident occurring at or in the immediate area. The Miami Beach Fire Department Ocean Rescue Division protects a seven-mile stretch of beach broken down into four zones with 38 lifeguard towers. The ocean rescue division has 97 full-time employees and a daily staffing of 56 personnel. The daily staffing consists of 4 lieutenants, 13 lifeguard II and 39 lifeguards. The division operates one 27-foot Boston Whaler boat and four personal watercrafts with rescue sleds. The agency is one of only a small number of ocean rescue agencies that have full-time staff that work year-round and do not utilize mainly seasonal employees. The agency has been certified by the United States Lifesaving Association as a lifeguard agency. The agency has used technology to improve the safety and care provided to the community served. The agency has created an application to deliver water conditions, weather conditions, and patient care protocols to the members of the agency . 15 It was verified and validated by the peer assessment team that the Miami Beach Fire Department had a statistically insignificant number of ocean rescue incidents for 2019 -2023, to provide a sufficient data set to study. Therefore, no performance gap analysis is provided in this report. Category 6 -Physical Resources Development and use of physical resources are consistent with the agency's established plans. A systematic and planned approach to the future development of facilities is in place . The Miami Beach Fire Department MBFD) operates out of four fire stations covering seven square miles. Via the 2018 general obligation bond, the agency was approved to replace Fire Stations l and 3. Fire Station I is currently in the permitting process . Additionally, the construction of a new marine facility, Fire Station 5, is currently in the design process. The peer assessment team observed during the community tour the first proposed location for Fire Station 1. In 2021, that site has been ruled out and the agency is looking for an alternative site. During a tour of the two oldest fire stations, a number of issues were identified by the peer assessment team, including fitness areas in the apparatus bay, storage of personal protective equipment in the apparatus bay, vehicles stalls that are within inches of being too short to store apparatus, open bay sleeping areas (walls do not go to the ceiling), no active installed fire protection systems, a lack of adequate parking for personal veh icles, etc. It is recommended the agency vigorously pursue the rep lacement of two aging fire stations to comply with federal and state requirements and provide adequate space and functiona lity in suppo1t of ex isting emergency response programs and services . The agency designs, maintains and manages fixed facility resources that meet the agency's goals and objectives. MBFD has four fi re stations and a dedicated maintenance facility. All fixed facility resources adequately support the requirements and applicable programs of the respective facility. Each building is cleaned and maintained by either MBFD or a third-party vendor. The peer assessment team observed maintenance repairs being performed at several stations. Also, it was observed that the maintenance fac ility located at Fire Station 2 is currently adequate for performing repairs yet is rapidly outgrowing the current space. It is recommended the agency perform a needs assessment of the fleet maintenance facility to ensure mai ntenance space and storage arc adequate to meet the agency's needs . Apparatus resources are designed, purchased, and maintained to adequately meet the agency's goals and objectives. MBFD has s ufficient vehicles of appropriate types to meet its program goals. Reserves are maintained in a ready state to prevent a reduction in service levels. The de partment established an apparatus committee to design, purchase, and maintain fire department apparatus. All emergency apparatus are designed and manufactured in accordance with the applicable National Fire Protection Association (NFPA) standards. MBFD considers department history and community risk with respect to the types of calls and hazards identified. This data guides and ensures the types of apparatus are applicable to their intended and identified uses. MBFD has a rep lacement schedule in place with consideration of standard service life criteria that aligns with recommended NFPA standards. Apparatus are evaluated based on years of service, miles driven, annual maintenance costs, and reliabi lity. Pumpers and ladders initially have a 15-year front line service life with an additional 5 years as a reserve. Rescues (transport ambulances) are initially five years front line and three years reserve. The inspection , testing, preventive maintenance, replacement schedule and emergency repair of all apparatus are well established and meet the emergency apparatus service and reliability needs. 16 MBFD has an establ ished apparatus maintenance program that is coordinated by the fleet operations supervisor. The s upervisor schedules all preventive maintenance procedures, and scheduled repairs as needed. The agency maintains adequate reserve apparatus to be utilized as both front line apparatus and as needed for special events. Equipment and supplies are adequate and designed to meet the agency's goals and objectives. MBFD has adequate tools and equipment to meet the operational needs of the organization. The department has resources to replace equipment in a timely manner or through the budget process. Safety equipment is adequate and designed to meet agency goals and objectives. MBFD provides personnel with the appropriate safety equipment needed for anticipated emergency responses including emergency medical services calls, structural firefighting , technical rescue, hazardous materials response, marine and shipboard firefighting , and ocean rescue. Turnout gear that is involved in a fire or hazardous condition is cleaned and inspected by a third-party vendor, Gear Wash. While the gear is out for service, the individual is given a loaner set. Category 7-Human Resources General human resources administration practices are in place and are consistent with local , state/provincial , and federal statutory and regulatory requirements. The city manager appoints the city of Miami Beach human resource director. The director has adequate staffing for the administration of personnel matters related to position descriptions, benefits , compensation, and various other policies. All policies and procedures met the expectations of the city and the department. These policies and procedures are available electronically on the city 's intranet. Systems are established to attract, select, retain , and promote qualified personnel in accordance with applicable local, state/provincial , and federal statutory requirements. The agency identifies positions available within the agency and advertises the positions through NeoGov. Recruitment is also achieved through job fairs and the local fire colleges, and the agency strives to have the workforce reflect the demographics of the area served. Documented personnel policies and procedures are in place to guide both administrative and personnel behavior. The agency maintains policies, procedures, and rules to guide operational, administrative, and personnel behavior. The peer assessment team observed that the policy documents were updated/reviewed in 2024. The city has policies in place to prohibit sexual harassment, discrimination, and bias. The agency also maintains the same policies in the agency's department policies and standard operational guidelines manual. Grievance/complaint procedures are in place and are clearly detailed and available to all personnel. Human resources development and utilization is consistent with the agency's established mission, goals, and objectives. The agency prepares and maintains written job classifications for all classified and unclassified positions in the agency. Any revisions to job classifications are discussed with the union and are s ubmitted for approval by the city 's personnel board. Opportunities ex ist to ensure that the agency meet the current best practices and job-specific requirements to attract and retain qualified personnel. A system and practices for providing employee/member compensation are in place. The agency salary plan, salary range, merit pay, and overtime policies are documented a nd maintained by human 17 resources and a re available via the city intranet. Compensation is also contained in the collective bargaining agreement. Category 8 -Training and Competency A training program is established to support the agency 's needs. T he agency provides access to and guidance on educational programs that increase advancement potential and support the agency's needs. The Miami Beach Fire Department has an adequate training division that meets the needs of the agency. The training division staff consists of a chief, two lieutenants, and an office assistant. The training center houses a five-story drill tower, a mobile fire zone maze prop, and two classrooms. The training center and fire administration share the same facility located adjacent to Fire Station 2. The classrooms are equipped with computers, projectors, audio/visual equipment, and dry erase boards. The agency has incorporated a computer-aided mannequin to make patient contact scenarios more realistic for medical training. Training and education programs are provided to support the agency 's needs. The agency has a validated approach to conducting training and education programs for its members. The agency has developed a 3-level classification system for training: Level I-Company Level Training, Level 2- Department Wide Training, and Level 3-Speciality Training. During the interview process, it was discussed that the department-wide training was the hardest group to facilitate effectively due to back staffing and daily emergency response needs. This is accomplished on an annual basis. All training conducted is recorde d and tracked within TargetSolutions. Printed and nonprinted training and education resources, library materials, media equipment, facilities and staff are available in adequate quantity, relevancy, and diversity, and are current. The agency has an adequate number of instructors to conduct needed training and has a library within the training/administration facility. All training materials provided are up to date with current editions . The agency has an officer development program to assist with career development. The agency's basic needs are met through the current training facility , but the training division does not have the means to conduct live fire training scenarios within the city limits. The agency is contracting with the Miami-Dade Community College to run its fire academy for new employees.l! is recommended the agency evaluate the need for a live fire burn facility within the city limits. Category 9 -Essential Resources Criterion 9A -Water Supply The water supply resources are reliable and capable of distributing adequate volumes of water and pressures to all areas of agency responsibility. All areas meet fire flow requirements in accordance with applicable fire flow criteria. The peer assessment team confirmed that the agency is in receipt of a most recent Insurance Services Office (ISO) grading of 39.82 out of 40 points. The agency has submitted its most recent ISO report as prima facie compliance with this criterion. 18 Criterion 9B -Communication Systems The public and the agency have an adequate, effective, and efficient emergency communications system. The system is reliable and able to meet the demands of major operations, including command and control within fire/rescue services during emergency operations, and meets the needs of other public safety agencies. The Miami Beach Fire Department maintains an integrated communications center housing both fire and police. The center is in the Miami Beach Police Department and is overseen by the Miami Beach Public Safety Communications Division (PSCD). The division works seamlessly with other departments and agencies to improve processes and procedures. The center has 19 workstations for both call takers and telecommunicators. An area is designated for training and quiet time within the center. The backup center is located on the third floor of Fire Station 2 . All telecommunicators are certified State of Florida 911 Public Safety Telecommunicator. Employees receive 232 hours of training and must pass a State of Florida Department of Health exam, and every two years complete 20 hours of continu ing education. The communication system in Miami Beach is adequate to support major events and failures, with backup plans and a tested backup system in place. The backup center is assessed bi-weekly to ensure functionality. The agency utilizes New World Computer Aided Dispatch and is continuously making changes to improve the efficiency of the system. Overseeing the communications center allows the agency to set time-based performance objectives that align with the agency's expectations. The agency 's deputy ch ief, rescue division chief, and PCSD administrator meet on an annual basis or as necessary to review the performance objectives and make necessary adjustments as needed. Criterion 9C -Administrative Support Services and Offlce Systems Administrative support services and general office systems are in place with adequate staff to efficiently and effectively conduct and manage the agency's administrative functions such as organizational planning and assessment, resource coordination, record keeping, reporting, business communications, public interaction and purchasing. The agency s upport functions are primarily supported by the fire chief, deputy chief of administration, and deputy chief of operations. A fire administrative services manager assists in monitoring the workload and needs closely. The city is responsible for some administrative functions and those appeared adequate in support of the agency 's needs. The city communications director has completed public information officer training and operates for the agency on an as-needed basis. Other emergency incident information is reported by the deputy chief of operations. The agency has a digital communications special ist who assists with business communicat ion and public interaction concerning public safety messages and internal communications. The agency falls under state and local government laws for document retention . The agency has and continues to transfer papers to an electronic records management system. The pee r assessment team observed that the system is effective. T he agency continues to assess quarterly retention requirements for electronic records, reports, invoices , statements, and all other public records. 19 City and agency rules and regulations were found on several platforms. All agency guidelines and policies are reviewed every three years unless needed sooner at the discretion of the fire chief. A ll agency-specific document updates are confirmed and regulated through the deputy chief of administration. While all forms are available online, paper forms are also available within each division. Forms associated with in each division that require an annual update, such as training manuals or fire prevention community outreach forms, are completed by division heads. Criterion 9D-Information Technology Information technology resources are in place with adequate staff to efficiently and effectively conduct and manage the agency 's information technology functions, such as hardware and software implementation and maintenance and data analysis. The agency utilizes the city's information technology department (IT) to manage information technology needs, including hardware and software implementation and main tenance. Agency IT technicians operate as liaisons and subject matter experts (SME) with city JT to support the agency's managing of network and information systems, providing information system work, and data management and analytics. These SMEs act as program and equipment liaisons between the agency, c ity, and companies. When critical IT support needs arise, the agency has backup equipment available and provides support service for high-priority issues. The agency has a good working relationship with the city IT department and works jointly on IT-related tasks that impact the agency's operations. Category 10 -External Systems Relationships The agency's operations and planning efforts include relationships with external agencies and operational systems that affect or may influence its mission , operations and/or cost effectiveness. The Miami Beach Fire Department (MBFD) has entered into several agreements that have served the agency well. The multi-agency, multi-jurisdictional agreement covers not only emergency response and training, but has helped prepare for a number of contingencies, including the Miami Marathon, technical rescue training events, fire boat training, etc. This fam iliarity with other agencies was placed into action during the tragic Champlain Towers South condominium collapse (Surfside, FL), which occurred just one block outside of the MBFD jurisdiction. The agency maintains current agreements with those external agencies which support the identified programs. Mutual aid and other support agreements are reviewed at least every three years and modified as needed. These agreem ents ensure continuity of operations and the ability of each agency to take advantage of grant opportunities , bulk purchases, and a regional fireboat subcommittee . These approaches clear ly illustrate a symbiotic relationship among fire and emergency services agencies in the Miami-Dade region. Category 11-Health and Safetv The agency's occupational health, safety and risk management programs protect the organization and personnel from unnecessary injurie s , loss, and liability. The city of Miami Beach has a risk management division that is staffed with a risk manager, claims coordinator, risk/benefit analyst, two human resource specialists, employee benefits manager and two office associates. T he agency has a six-me mber safety committee comprised of thre e fire officers and three labor employees . During emergency operations the agency has de s ignated that the rescue officer serves as the incident safety officer. 20 The agency has a process in place to reduce the exposure of carcinogens after emergency operations. All personal protective equipment (PPE) is professionally cleaned by an outside agency after exposure to contaminants. The agency has issued all personnel a second nomex hood to lower those exposures, and policy states that the second hood cannot be stored in PPE. The agency has been awarded a F lorida grant to purchase a PPE extractor to aid the department in the decontamination process. The agency has ample reserve PPE on hand to cover the needs of a complete shift of personnel. The agency has a wellness/fitness program for personnel. The agency specifies and communicates the provisions if employees/members do not comp ly with the wellness/fitness program. The Miami Beach Fire Department has incorporated a city-wide initiative for the wellness and fitness of all its employees. The city has multiple technological applications that have been developed to address wellness and fitness. The agency has partnered with local facilities to allow its personnel to have access to fitness equipment and professionals outside of the work environment. The physical fitness of the employees is evaluated through a combat challenge-style course. Every fire station has a fitness area with modem equipment. T he agency has partnered with the University of Miami Medical Center to provide annual physicals compliant with National Fire Protection Association 1582, Standard for Comprehensive Occupational Medical Programs for Fire Departments. The agency advised that this partnership has allowed employees to be referred to a specialist (as needed) prior to leaving the physical. 21