FIRE
Department Mission/Purpose Statement
We are a team of dedicated professionals whose mission is to provide our residents and visitors
with the highest level of safety and security through the delivery of fire suppression, emergency
medical services, disaster response, ocean rescue, fire prevention, and public education
programs.
Department Description
The Fire Administration Section ensures a constant state of mission readiness through the
efforts of the Fire Suppression Division, the Fire Rescue Division, the Fire Prevention Division,
the Support Services Division and the Ocean Rescue Division.
Rapid and effective emergency services are provided to the community from four fire stations
that are placed to allow a call dispatched to the arrival of first due unit within four minutes for
medical and fire emergencies and within eight minutes for additional units. Fire Administration
and Support Services provide service from their own facilities. Ocean Rescue provides services
from one headquarter and three sub-headquarter facilities that coordinate the preventive and
rescue efforts of twenty nine lifeguard towers located to cover all publically accessible beaches.
Significant Historical Events which continue to impact the Fire Department:
Fire Department established in 1917.
Rescue Division established in October of 1966 signified paradigm shift from fire
protection only to Fire and Emergency Medical Rescue Service.
Multiple large scale fires in the 1980s responsible for expansion and modernization of Fire
Prevention Division.
City of Miami Beach recognized as second highest concentration of high-rise buildings per
capita in the world as of September of 2003 (fourth as of 2010).
Merged with Beach Patrol (now Ocean Rescue Division) on May 16, 2004.
Threat of Weapons of Mass Destruction or (WMD), terrorism and natural disaster plus
responsibility for responding to confined space, ocean rescues, elevated victim rescue and
hazardous materials incidents have transformed the Fire Department into an All Hazards
Department.
Minimum Staffing ordinance passed in February 2003, requiring 44 Firefighters to be on
duty at all times.
Fire Department achieved accreditation through Commission on Fire Accreditation
International (CFAI) in August 2004 and Re-Accreditation in August of 2009.
Fire Department rated as a Class One Department by the Insurance Services Office (ISO) in
December of 2007.
Implemented National Fire Incident Reporting System (NFIRS) in 2009.
Implemented Fire Department reorganization in October 2012.
Fire Chief's Office
Responsible for overall management,
direction, developing departmental
goals and objectives, and establishing
and implementing procedures. Liaison
with the Fire Union using a Labor/
Management Team approach.
Participates as a member of the
Executive Staff helping to formulate
citywide goals and procedures.
6
0
Assistant Chief/Admin
Prevention
Responsible for enforcing all Fire
and Life Safety Codes. Conducting
building inspections, plan reviews
for new construction and major
renovations, nightclub and places
of assembly inspections,
investigation of fires for cause and
origin, and public education.
19
0
Division Chief/
Operations
Suppression
Responsible for mitigating the
dangers and destruction caused
by fire, explosives, weapons of
mass destruction, and hazardous
materials. Conduct building
inspections, develop pre-fire
plans on target hazards and
respond to emergency medical
incidents.
116
0
Support Services
Responsible
for
Training,
Mechanical
Maintenance
and
Communications.
Establish
in
service training, new hire and
promotional standards, repair all
firefighting
apparatus
and
equipment, conduct tests and
maintain
records
of
same.
Coordinate with PSCU for QA/QC
for dispatch and radio maintenance.
8
Rescue
Respond to all emergency
medical incidents and provide
pre-hospital care to the sick and
injured.
Transport
those
patients to area hospitals and
release to emergency room
staff. Respond to all structure
fires and perform the functions
of fire companies on those
incidents.
76
Ocean Rescue
Responsible for providing ocean life
guarding for 7 miles of beach, via
29 lifeguard towers and four subhead quarters
76
48
Significant Prior Accomplishments
Administration
Continued constant efforts to maintain international accreditation though the Commission on
Fire Accreditation International (CFAI) and #1 rating on a 1 to 10 scale from the Insurance
Services Office (ISO).
Continued implementation of new Computer Aided Dispatch, Fire and EMS electronic
reporting and records management, electronic reports for city vehicle accidents, and
electronic reporting of employee injuries, accidents, and exposure to chemical or biological
hazards.
Implemented department wide ability to conduct web and teleconferencing to decrease the
need to move operational units out of their assigned zones for meetings and training
sessions.
Suppression Division
Department placed into service 14 Mobile Data Terminals (MDTs) that were installed in our
primary emergency response vehicles. These MDTs are laptop computers that will provide
instant access to information, including fire hydrants and GIS water distribution system
throughout the City. These units also supply our field units with real time dispatch
information, call-taker notes and updates which allow the department to reduce radio
communications during emergency incidents which help reduce response time. Coupled
with the Citys wireless network, these MDTs will be a considerable enhancement to our
field operational capability.
In early June the Fire Department participated in a tabletop, full scale intra-agency exercise
designed to bring together various emergency response organizations who would respond
to a multi-casualty incident at the construction of the new port tunnel located at Watson
Island. The exercise illustrated the complexity of the coordination required between local,
state and federal agencies.
Responded to 22,263 calls for service (2.2% increase from previous year) including
structure fires, car fires, construction accidents, hazardous materials calls, medical rescue
incidents, water rescues and public service calls.
Provided on duty response personnel to assist with delivery of citizens academy,
CERT, and CPR training for friends and family and dispatch personnel.
Developed intra-agency agreement for Presidential and Dignitary visits to the City of Miami
Beach.
Conducted promotional examinations for the Fire Captain and Fire Lieutenant positions.
Installation of new alerting system and implementation of back-up notification plan.
Implementation of Fire Department Reorganization.
Rescue Division
Reviewed 100% of Patient Care Records for Quality Assurance Program.
Responded to 16,980 calls, transported 7,719 patients, and generated $1.378 million dollars
in Rescue Transport Revenue.
Recertified Pediatric Advanced Life Support licenses for 95 personnel.
Continued stroke data collection consortium with all area hospitals and fire departments to
improve countywide patient care.
Solicited physicians qualified to publish data collected on STEMI alerts by area hospitals
and fire departments.
Complied with the Florida Department of Healths Emergency Medical Services Training and
Reporting System (EMSTARS) and National Emergency Medical Services Information
System (NEMSIS) requirements for patient care data capture and submission. Electronic
files transmitted monthly.
Achieved 99% protocol certified paramedics.
Continued regular Q&A meetings with medical director oversight.
Fire Prevention Division
Completed necessary plan reviews and inspections for the successful openings of many
projects, in particular: the Royal Palm Hotel and first robotic garage.
Reorganized to add a Chief Fire Protection Analyst to supervise plan review section.
Coordinated with Miami-Dade County Emergency Management Office to deliver CERT
training to residents.
Support Services Division
Replaced 2 Front-Line Rescues, 2 Pierce Fire Engines and 1 Air/Light Truck. Developed
new operating guidelines for the manning and operation of the new Air/Light Truck.
Increased ISO rating through better records management and implementation of online
records and training program.
Developed Curriculum for Officer Development Program. Continued to train personnel in
use of large diameter hose, appliances and tactics to accomplish strategic goals, to include
Mutual Aid training for inter-agency compatibility.
Reached 100% compliance for mandatory National Incident Management System (NIMS)
Requirements.
Provided training for all New Command Staff to National Incident
Management System (NIMS) 300/400 level.
Purchased and placed into service new Self Contained Breathing Apparatus to meet the
most current national Fire Protection Association Standards.
Completed research and began to replace current turn out gear with lighter weight
gear.
Researched and developed new Water Surface Rescue Operating Guidelines and
purchased more efficient equipment.
Continued the development of the Emergency Vehicle Operation Course (EVOC)
training throughout the department to reduce liability while operating an emergency
vehicle.
Trained twenty (24) recruits for expected vacancies.
Implemented new purchasing and inventory procedures to reduce waste and cut
costs.
Ocean Rescue Division
Protected over 12,000,000 visitors with only one drowning death (rip current) during
duty hours near lifeguard towers and 1 drowning after-hours.
Lifeguards rescued 291 drowning victims from Rip Currents and completed 239,765
preventive actions.
Treated over 26,947 minor first aids, 157 major medicals and reunited 1,344 lost
persons with their family members.
Supervised yearly re-certification training and physical requirements which are held
every 6 months.
Began investigating the usage of Electronic Report Writing with the goal of cutting
down on unnecessary use of paper and increasing data management and analysis
capabilities.
Ocean Rescue Division earned a United States Lifesaving Association (USLA)
Agency certification.
Ocean Rescue had a total of 168,222 enforcements of State/Local Laws and environmental
concerns.
Performance Plan Highlights
Departmental
Performance
Indicator
Citywide Key
Intended
Outcome
Increase
community
satisfaction with
City government
Actual
FY
04/05
FY
05/06
FY
06/07
FY
07/08
Target
FY
FY
FY
FY
FY
08/09 09/10 10/11 11/12 12/13
FY
13/14
KPI: % rating overall quality
of fire as excellent or good
Residents
96%
96%
97%
91%
90%
Businesses
85%
96%
95%
93%
90%
Residents
90%
91%
96%
89%
90%
Businesses
81%
93%
93%
93%
90%
Residents
91%
84%
92%
83%
90%
Businesses
89%
81%
91%
86%
90%
Residents
95%
92%
95%
86%
90%
Businesses
74%
93%
95%
88%
90%
% of full assignment
arrivals from time of call to
emergency fires scenes
reached within 8 minutes
87%
KPI: % rating overall quality
of Emergency Medical
Response as excellent or
good
KPI: % rating overall quality
of emergency/ hurricane
preparedness as excellent
or good
KPI: % rating overall quality
of Ocean Rescue as
excellent or good
% of emergency EMS call
arrivals within 5 minutes
from time of call
89.7% 96.5%
96.4% 90.6% 82.8%
99.3% 91.9% TBD
70%
TBD
TBD
TBD
90%
90%
TBD
TBD
90%
90%
% of beach covered by
existing lifeguard towers
adjacent to publicly
accessible areas
76%
82%
100%
100%
100% 100% 100% 100% 100%
100%
% of high rise buildings
inspected yearly
25%
38%
32%
33%
34%
30%
52%
8%
100%
100%
% of buildings (excluding
low-rise multi-residential)
inspected yearly
33%
33%
36%
42%
12%
21%
32%
18%
100%
100%
% of low-rise multiresidential buildings
inspected yearly
69%
87%
97%
98%
75%
75%
74%
6%
100%
100%
# of nightclubs and
restaurants inspected
during night inspection
program
2,978
2,664
3,254
3,340
2,969 4,352 3,718 1,957 3,000
3,000
225
272
333
380
# of special events plans
reviewed
Total % of building fire calls
with total response time
less than or equal to 9
minutes
216
186
100%
If Actual Field is blank then data was unavailable or survey question was not asked in that year
TBD - To Be Determined
263
92
300
300
54%
100%
90%
FY 13/14
Adopted
Initiatives
Procure an
outside contract
to improve
Quality
Assurance/
Quality Control
and identify
consistency
issues in the
Fire Prevention
Bureau
Implement a
program that
allows the Fire
Department
personnel
(sworn) to train
citizens, city
employees and
local businesses
(excluding
medical
providers) in
CPR/AED
Actual
Citywide Key
Intended
Outcome
Departmental
Performance
Indicator
Increase community # of Fire Deaths Yearly
satisfaction with city
government
(continued)
FY
04/05
FY
05/06
FY
06/07
FY
07/08
Target
FY
FY
FY
FY
FY
FY
08/09 09/10 10/11 11/12 12/13 13/14
0
Improve building
Drop Off % of plans
development related reviewed within turnaround
time target by Fire
processes
Department
43.7% 74.3% 86.6% 91.2% 85%
Multi-Family
Commercial
32.8% 74.8% 84% 85.4% TBD
Total # of drop-off plan
reviews conducted by Fire
Multi-Family
135
173
345
560
629
Commercial
56
128
227
143
188
Multi-family
24.5
days
15.4
days
6
11.2
days days
3.5
days
Commercial
21
days
13
days
9.8
7.7
days days
6.9
days
Average Drop Off:
Turnaround Time for Plan
Review
FY 13/14
Adopted
Initiatives
Develop tracking
for the number of
times a
supervisor has to
90% 90%
over-rule
inspectors for
changes to plans
90% 90%
being directed in
the field
Evaluate
Integration of Fire
Prevention into
Building
Department
activities/space
with goal of
improved
customer service
Continue
FY2006/07
initiative to track
reasons for
building and fire
inspection
35
35
rejections through
days days implementation of
electronic plan
35
35
review system
days days
Control costs of
Supports measures on
payroll including
Citywide Scorecard
salary and fringes/
Minimize Taxes/
Ensure Expenditure
Trends are
Sustainable over the
long Term
Pursue pilot
implementation of
weekend staffing
schedule for Fire
Fighters with
additional staffing
to reduce overtime
Maximize efficient
Supports measures on
delivery of services Citywide Scorecard
Offer quarterly
emergency
management team
section training
Prepare a resident
re-entry plan for
after emergency
events
Initiate
partnerships with
the business
community to both
encourage the
creation of
business continuity
plans and better
involve the
business
community in
disaster mitigation,
preparation,
response and
recovery
If Actual Field is blank then data was unavailable or survey question was not asked in that year
TBD - To Be Determined
Citywide Key
Intended
Outcome
Departmental
Performance
Indicator
Actual
FY
FY
FY
04/05 05/06 11/12
FY
07/08
FY
FY
08/09 09/10
Target
FY
10/11
FY
11/12
FY
12/13
FY
13/14
FY 13/14
Adopted
Initiatives
Improve the
Supports measures on
Citys overall
Citywide Scorecard
financial health
and maintain
overall bond
rating
Prepare a Disaster
Recovery Plan
Prepare a Post
Disaster
Redevelopment Plan
Expand egovernment
Supports Measures on
Citywide Scorecard
Implement online
training and records
management system
to improve
operational efficiency,
maintain compliance
with accreditation,
ISO rating, and state
certification
Improve
process
through
information
technology
Supports measures on
Citywide Scorecard
Implement
technology
enhancement for new
Accela Permitting
System including:
Evaluating the
ticketing, queuing
and calling system
for the permit
application and
walk-through plan
review process and
the integration with
the new permitting
system
Improved plans
management and
tracking system for
the plan review
process
Mechanism to
obtain feedback
from customers
using Citizen
Access portal
Payment Kiosk for
Code Compliance
Division
Portable printers for
inspectors involved
in Building
development
process and Code
Enforcement
officers
Improve operational
efficiency in the Fire
Department by
implementing an
online training and
records management
system
If Actual Field is blank then data was unavailable or survey question was not asked in that year
TBD - To Be Determined
Departmental Financial Summary
2011
Actual
Revenue Area
Annual Fire Inspections
Fire Plan Review
Enhanced Fire Inspection
Hydrant Flow tests
Fire Code Violations
FF Education Supplement
Fire Rescue Transports
Off-Duty Administration
Overcrowding Fines
Fire Training and Technology
TOTAL
2012
Actual
2013
Adopted
2014
Adopted
$ 383,807
$ 848,214
$
83,486
$
74,863
$
45,047
$
79,215
$ 1,558,888
$
64,026
$
16,600
$
20,388
$ 3,174,534
$ 445,163
$ 1,195,289
$ 105,936
$
82,494
$
7,124
$
44,071
$ 1,614,672
$
91,802
$
9,600
$
12,948
$ 3,609,100
$
445,000
$ 1,300,000
$
100,000
$
80,000
$
40,000
$
86,000
$ 1,792,000
$
70,000
$
10,000
$
24,000
$ 3,947,000
2008
Actual
2009
Budget
2010
Adopted
Salaries & Benefits
Operating Expenses
Internal Service Charges
Capital & Debt
TOTAL
$47,722,052
1,622,286
6,555,837
3,898
$55,904,073
$49,175,263
1,739,806
6,965,410
62,040
$57,942,519
$ 52,875,985
1,715,202
7,641,202
9,611
$ 62,242,000
$ 51,487,000
2,013,000
7,879,000
202,000
$ 61,581,000
Budgeted Positions
Fire
Ocean Rescue
Total Budgeted Positions**
227 + 0 PT
76 + 48 PT
303 + 48 PT
227 + 0 PT
76 + 48 PT
303 + 48 PT
227 + 0 PT
76 + 48 PT
303 + 48 PT
227 + 0 PT
76 + 48 PT
303 + 48 PT
Expenditure Area
$
$
$
$
$
$
$
$
$
$
$
454,000
1,516,000
182,000
80,000
123,000
115,000
1,507,000
106,000
31,000
15,000
4,129,000
**The position count for Fire Suppression does not include three (3) Fire Firefighter I positions,
for weekend shift as part of a pilot program to reduce overtime, although salaries are included in
the departments budget
Expenditure Summary
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Salaries & Benefits
Operating Expenses
Internal Service
Charges
2012 Actual
2013 Adopted
2014 Adopted
Capital & Debt
Suppression
Expenditure Area
Salaries & Benefits
Operating Expenses
2011
Actual
2012
Actual
2013
Adopted
2014
Adopted
$23,381,775
540,332
$24,181,192
527,144
$ 25,230,245
474,243
$ 22,408,000
560,000
2,416,269
3,513
2,842,757
995
3,137,502
-
3,339,000
-
TOTAL
$26,341,889
$27,552,088
$ 28,841,990
$ 26,307,000
Budgeted Positions
118
117
Internal Service Charges
Capital
115
Rescue
Expenditure Area
Salaries & Benefits
Operating Expenses
2011
Actual
2012
Actual
2013
Adopted
2014
Adopted
$13,740,661
405,041
$13,975,595
444,436
$ 16,102,107
452,944
$ 16,025,000
559,000
1,432,563
-
1,723,081
30,954
1,648,500
4,713
1,886,000
-
TOTAL
$15,578,265
$16,174,066
$ 18,208,264
$ 18,470,000
Budgeted Positions
76
77
Internal Service Charges
Capital
78
Prevention
Expenditure Area
2011
Actual
2012
Actual
TOTAL
$
2,449,521
62,495
525,055
0
$
3,037,072
Budgeted Positions
22
Salaries & Benefits
Operating Expenses
Internal Service Charges
Capital
2013
Adopted
2014
Adopted
$ 2,344,837
65,536
504,856
0
$ 2,634,063
86,911
526,023
0
3,003,000
89,000
554,000
57,000
$ 2,915,229
$ 3,246,997
3,703,000
22
23
Support
Expenditure Area
Salaries & Benefits
Operating Expenses
Internal Service Charges
Capital
TOTAL
2011
Actual
2012
Actual
2013
Adopted
$ 1,564,966
533,989
233,765
385
$ 2,333,105
$ 1,880,923
632,319
247,565
30,091
$ 2,790,898
11
11
Budgeted Positions
$ 1,996,555
605,145
263,836
1,398
$ 2,866,934
2014
Adopted
$
2,155,000
667,000
272,000
140,000
3,234,000
11
Ocean Rescue
Expenditure Area
Salaries & Benefits
Operating Expenses
Internal Service Charges
Capital
TOTAL
Budgeted Positions
2011
Actual
2012
Actual
$ 6,585,129
80,428
1,948,185
0
$ 8,613,742
$ 6,792,716
70,370
1,647,151
0
$ 8,510,238
76+ 48 PT
76+ 48 PT
2013
Adopted
$ 6,913,015
95,959
2,065,341
3,500
$ 9,077,815
2014
Adopted
$
7,896,000
138,000
1,828,000
5,000
9,867,000
76+ 48 PT
Budget Highlights
A significant component of the increase for all departments are increases in employee
costs such as a maximum of 3 percent for CWA and 2 percent merit increase for other
employees and 5% step increases for members not at the maximum of their range in the
FOP and IAFF bargaining units. Merit and step increases apply within existing pay
ranges. The personnel services budget reflects a ten percent (10%) increase in health
insurance costs over the FY 2012/13 experience.
The budget reflects a net decrease of $(2,150,928)) or (12%) from last year in City
contributions to the pension plan. Pension decreases are primarily driven by pension
reform in the Fire pension plan.
Operating expenses are budgeted to be above the FY 2012/13 budget by $297,798 or
(17%). This is primarily due to increases in professional services, electricity, rent,
building and equipment, contract maintenance, repairs and maintenance, other
operating expenses, training and awards, and other contractual services, based on the
past two years of actual expenses.
The FY 2013/14 budget includes an efficiency reduction of ($19,000) due to the
elimination of Executive Planning Days payout, by allowing employees to use the hours
annually but eliminating the option to receive a payout for any unused portion at year
end. The budget also includes a ($73,000) reduction due to re-scoping the Municipal
Wi-Fi project to deliver a quality, high speed Wi-Fi signal to select facilities/areas rather
than the slow and intermittent connections citywide.
