04-12-2016 Workshop Meeting/ Joint Session with CRACity of Delray Beach
100 NW 1st Avenue -Delray Beach, Florida 33444
Phone: (561) 243-7000 -Fax: (561) 243-3774
www.mydelraybeach.com
•
Workshop Meeting
Workshop Meeting/ Joint Session with the CRA
Tuesday, April 12, 2016
Public Hearings 7:00 p.m.
Commission Chambers
Delray Beach City Hall
City Commission
Mayor Cary Glickstein
Commissioner Shelly Petrolia
Vice Mayor Al Jacquet
Deputy Vice Mayor Jordana Jarjura
Commissioner Mitchell Katz
RULES FOR PUBLIC PARTICIPATION
PUBLIC COMMENT: City Commission meetings are business meetings and the right to limit discussion rests
with the Commission. Generally, remarks by an individual will be limited to three minutes or less. The
Mayor, presiding officer or a consensus of the City Commission has discretion to adjust the amount of time
allocated.
Public comment shall be allowed as follows:
A. Comments and Inquiries on Non -Agenda and Agenda Items (excluding public hearing or quasi-judicial
hearing items) from the Public: Any citizen is entitled to be heard concerning any matter within the
scope of jurisdiction of the Commission under this section. The Commission may withhold comment or
direct the City Manager to take action on requests or comments.
B. Public Hearings/Quasi-Judicial Hearings: Any citizen is entitled to speak on items under these sections
at the time these items are heard by the Commission.
C. All persons desiring to do a presentation on agenda or non -agenda items that are on a portable flash
drive device or a CD/DVD, must provide their media to the City Clerk no later than 12:00 p.m. one day
prior to the meeting where they wish to present.
SIGN IN SHEET: Prior to the start of the Commission Meeting, individuals wishing to address the Commission
should sign in on the sheet located on the right side of the dais. If you are not able to do so prior to the start of
the meeting, you may still address the Commission. The primary purpose of the sign -in sheet is to assist staff
with record keeping. Therefore, when you come up to the to speak, please complete the sign -in sheet if you
have not already done so.
ADDRESSING THE COMMISSION: At the appropriate time, please step up to the lectern and state your name
and address for the record. All comments must be addressed to the Commission as a body and not to
individuals. Any person making impertinent or slanderous remarks or who becomes boisterous while
addressing the Commission shall be barred by the presiding officer from speaking further, unless permission to
continue or again address the Commission is granted by a majority vote of the Commission members present.
APPELLATE PROCEDURES
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City Commission Workshop Meeting April 12, 2016
1 JOINT SESSION WITH THE COMMUNITY REDEVELOPMENT AGENCY (CRA) - (TO
BE HELD 5:00 P.M. UNTIL 6:30 P.M
1. Draft List of Potential FY 16/17 Projects and Budget Amendments
2. Potential Additional CRA Funding Items in FY 16/17 for City
Projects/Programs
3. Status Funding Discussions
Attachments: CRA and City Commission Joint Workshop Agenda Items
2. PRESENTATIONS:
2.A POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Letter To City Manager
2015 Level of Service Project -Overview 02-19-16
2.B EMERGENCY MANAGEMENT LEVEL OF SERVICE
Title: EMERGENCY MANAGEMENT LEVEL OF SERVICE
Attachments: Emergency Management LOS
2.0 FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Memo Fire Department
2.D FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Finance Deartment
2.E CITY CLERK DEPARTMENT LEVEL OF SERVICE
Title: CITY CLERK DEPARTMENT LEVEL OF SERVICE
Attachments: City Clerk LOS 2016
3 City Commission Comments
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City of Delray Beach Page 6 Printed on 4/12/2016
File #: 16-389, Version: 1
City of Delray Beach
Legislation Text
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvvcrtd by LtgistarTM
Proposed agenda items for April 12, 2016 CRA/City Commission joint workshop:
• Draft List of Potential FY 16/17 Projects and Budget /Amendment
• Potential Additional CRA Funding items in FY 2016-17 for City Projects/Programs
• Status funding discussions
Pursuant to Commission direction discussions have been ongoing between the City Manager and
the CRA Executive Director, conceming the potential utilization of CRA ids to support the
goals and objectives of the City. Prior to expending any ids for any of these proposals, the
specific :a. i g proposals would need to be presented to both the CR. Board and the City
Commission both would have to authorize same and approve an inter --local agreement approving
the ceding for the proposals. The proposed funding proposals that we have discussed are as
follows:
l Within the CR. boundaries and in accordance with Section 163.370, Florida Statutes, the
CR. may fund public improvements identified i the City's Capital hnp ro e e t Plan
(CIP) that will provide for a complete project. A "complete project"' is defined as
including all below ground and above ground public improvements that are completed a
single project. The improvements include water, sewer, storm -water improvements..,
alleys, street lighting, sidewalks, landscaping, street repaving and/or co .structio ,. The
City will be utilizing this procedure as a basic policy as it applies it Capital Improvement
Program tluo gho t the City. This will allow City funds to be used in non -CRA areas
per the City's CIP plan.. It is expected that the NW SW neighborhoods and Osceola Farb
will be scheduled for "complete neighborhoods" first based upon this approach.
2 The CR., whenever possible and consistent with the requirements of Sections x 63.370,
Florida Statues, and the Commuidty Redevelopment Plan, fand operational expenses
53EPIVICE c PERFORMANCE 0 INTEGRITY 0 If ESPONSIBLE "' 1 NNOVATIVE r, TEAMWORK
Status of Discussions with CSA.
Page 2 of 2
within the CR -A boundaries to free City resources for other poses or to allow
f n 1 ditty wherever possible.
3) The, Clean and Safe Program will be expanded to provide additional Police Officers and
Code Enforcement Officers for the, NW SW neighborhoods,
4 Transitional Prof ects : CRA/City projects that are located within the CRA District which
are in design or ready for construction or required to be completed as part of a
development project will be incorporated into the City's CIP schedule for FY 2016/17.
DC ss
Jc
See Attachments)
cc: Noel Pfeffer, City .A.tto.ey
Francine Ramaglia, Assistant City Manager
David Scott, .Assistant City Manager
EXHIBIT A
Potential CRA Funded Items - FY 2016-17
1. Police Department: : additional Clean& Safe Police Officers @ $x40,000 (Possibility of funding 1
Com rnunit r Service Officer @ $70..000, ire -lieu of a P o Ii ce Officer).
. Community Improvement Department: I Code Enforcement Officer @ $42,000(NW/SW Neighborhood)
3. Tennis Stadium Study: $70,000 (Delray Beach Sports Destination Committee also presented to the CRA and
made a request for CRA to contribute to a study.)
. Delray Beach Open Sponsorship — $x,983,830 Total:
a. ATP: ITC FY 15-16 — City Costs —$1,589,900 (Currant - ;_'u'n din gX550,000)
b, Champions Tour— City Costs -- $393,930. _
. Chris Evert Tournament: City costs -- $5,000
. Annul NAIA Soccer Tournament @ Hillto p r t Vii" :- ($15,.000)
. Additional CRA non-profit funding- $350,,000 -The'- CRAs funding of certain n ri=profit organizations are
based on the CRAs AGUIDElin s (Achieving Goals Using'.f pat Dr.iv'e'.n Eva luation)'pt-d-cess., which currently
allows a maximum funding of of an.. ntit 's budget. As thetkXs funding for both Old School Square and
the Library is currently below the thre.sho'Id, the CRA may be- ble to p rovid e additional funding for these
entity's ($350,000 total) , which is currently being provided by the CiTy.
. Landscape Maintenance: Current contribution to streets ape maintohan e FY 15-16 ILA Funding. $75,000).
CRA to consider ad diti nal- fu nd ingfor Atla ntic' Aven u e a n.d. s.ide--streets rnalntenan o which are currently not
included in the I LA and .Cl 'n" & S8f funding, May. co.hsider oth r: -maintenance items such as parkin g lots in
CRA District (currently oirnte at $30,000) - :.
. Capital Improvements Pr jegs: - Within CRA District; =.the CRA may fund all aspects of Capital Improvement
Project on tr. -tion; :i eluding it lite .=: rid :c . ge, :stent Frith F.S. x 63.370. This will enable the City to
rea lloatT �r.. �r.=ti�it- +d and fruit sernt funds typically included in the capital
ins ro mehtP ro* is withl {,t CRA DI tri t to profi t outside the CRA District. A a result, additional CRA
_ -
funds will b"e"':_fi'e cesnary for C I P -96'ects.
x
DELRAY BEAC CRA
t�
MEMO
To:
CRA Board of Commissioners
From,
Jeff Costello, Executive Director
Date
March 24, 2016
RE:
FY 2016-17 — Potential CRA Funded Items
The following are items were discussed between City Makna r,' Dori Cooper, and l as potential iters to be
considered for the CRA funding for FY 16-17, in addition- to the Projects and Programs funded in FY 15-16($3.6
millien) and net affiliated with Capital Improvement Projects ( IP), based upon consistency with the adopted
Community Redevelopment Plan and F.S. 163, Part ill. The intent is for the CRA to provide additional funding (net
affiliated with C1P Projects) that are consistent with the adopted Com m unity Redevelopment Plan that the City i
currently funding. The following are possible items that could be considered to assist the City with General Fund
expenses. The CRA is still working with the City on priority projects, which could ultimately affect the amounts the
CRA can provide based on prior commitments and the TIF revenue,
1. Police Department : additional Clean & Safe Police Officers — 2 @ $140,000 (Possibility of funding I
Community Service Office' @ $70,000, in -lieu of a Police Officer).
. Community Improvement Department: I Cade Enforcement Officer @ $42,000 (NW/SW Neighborhood)
. Tennis Stadium Study: $70,000 (Delray Beach Sports Destinationm' rnitte also presented to the CRA and
made a request for CRA to.contribute to. a study.)
4. Delray Beach Ope.n Sponsorship.— $2,533,83.0 Total:
a. ATP -..ITC FY 15-1 - City Costs - —$1,589,900 (Curre'nt CRA Funding $550.,000)
b, Champions Tour— City Costs - $393,030,($0 funding from CRA)
5# Chris Evert Tournament: City costs -$5,000.
6. Annual I AIA Soccer T urnarr ent @. Hilltohi rStadium: ($15,000)
. Additional CIA no'n-pr fit funding - $350,000 The RA's funding of certain non-profit organizations are
based on the CRNs A UIpFEine Achieving Goals ging Impact Driven Evaluation) process, which currently
aIlo yrs amaximum funding of 5 of an entity's budget. As the RA's funding for both Old School Square and
the Library is currently below the 5 threshold, the CRA may be able to provide additional funding for these
entity's ($350,000 total) , which is currently being provided by the City.
. Landscape Maintenance: Current contribution to street ape maintenance F' 15--10 ILA Funding: $75,000).
CRA to consider additional funding for Atlantic Avenue and side streets maintenance which are currently not
included in the ILA and Clean & Safe funding. May consider other maintenance iters such as parking lots in
CRA District (currently estimated at $30,000) -
0. Capital Improvements Projects: -- Within CRA District, the CRA may fund all aspects of Capital Improvement
Project construction, including utilities and drainage, consistent with F.S. 163.370. This will enable the City to
reallocate water & sewer utility funds and stormwater assessment funds typically included in the capital
improvement projects within the CRA District to projects outside the CRA District. As a result, additional CRA
funds gill be necessary for C1P Projects,
FVE
r.'.
tlj
MEMORANDUM r -i
To: CITY COMMISSIONERS & CRA BOARD of COMMISSIONERS
DON COOPER, CITY MANAGER
FROM: JEFF COSTELLO, CRA EXECUTIVE DIRECTOR
DATE: DECEMBER 1, 2015
SUBJECT,-, CRA BOARD of COMMISSIONERS & CITY COMMISSION JOINT WORKSHOP
On November 1 O, 20151 the CRA Executive Director submitted a letter to the City Manager on behalf of
the Delray Beach Community Redevelopment Agency (CRA) Chair and Board of Commissioners,
requesting a workshop meeting with the City Commission to discuss Old school square Campus/Park
Improvements Project, as well as, other projects identified in the FY 2015-16 CRA Work Plan.
The intent is for the City Commission and CRA Board to work more collaboratively on the prioritization
and implementation of Projects identified in the CRA Work Plan and the adopted Commu
Bedevelopment Plan and to provide assistance in meeting Commission goals.
The topics that are expected to be covered are:
• Update on priority FY 15/16 Capital Improvement ent Projects and CRA Budget Amendment
* Old school Square Campus/Park Improvements Project — Consulting Services
• Formation of a plan for joint or follow-up) meetings
Attached is a Chronology related to the Old School Square Carpus/Park improvements as well as, a
status report of priority City Capital Improvement ent Projects that have been or are anticipated to be
advertised for bid by January 2016. The spreadsheet includes updated cost estimates, which will assist
the CRA with its FY 15-16 Budget Amendment #1 and finalization of the City -CRA Interlocal Agreement
for CRA funding of construction and professional services for CIP projects. These iters are scheduled
for CRA Board consideration at its January 141h meeting.
Pursuant to the City Commission and CRA Board direction, CRA and City Engineering staff has been
coordinating to develop a more comprehensive approach to complete the design and construction of
neighborhood improvements. ents. This includes updates to the construction drawings previously prepared for
the Osceola Park neighborhood improvements and ars Alley and Sidewalk Improvement Pian for the
Northwest and Southwest Neighborhood .
It is anticipated that neighborhood meetings will be conducted in the first quarter of 2016 to present the
strategy and obtain input. The information gathered will be used in coordination with the updates to the
adopted Neighborhood. and Redevelopment Plans anticipated to commence in 2016.
File #: 16-366, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Jeffrey Goldman, Police Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
Jeffrey S.
Chief of Police
Delray
Beach
DELMY BEACH
FIVIMEMIA
A h9w
AN N—ffic--
V
City
P'oi°,~Department
Y V
300 West Atlantic Avenue
Delray Beach, Florida��44�-���5
(561) 743-788.8 Fax /561\ 243-7816 Accredited 1993
Since 2004 )001
TO : Mr. Donald Cooper, City Manager
FROM: Jeffrey SLGoldman, Chief ofPolice.
DATE* March 31'ZOIG ~
SUBJECT: LEVEL OF SERVICE
The police department's level of service document is attached for your review and dissemination. The
document was created by members of our command staff, with assistance from all levels of the
organization. This was our best attempt to capture what services and levels the police department
provides toour community. Although this report isvery extensive, | would beremiss if(didn't point out
the fact that detailing and outlining our level of service was very challenging. Please keep this in mind a5
you review the document.
It is my vision that ourstaffing levels will need to increase (sworn and non -sworn) to maintain our level
of service to keep up with the rapid growth of our city. Further on in this document, | will outline the
progression of these staffing increases. Our city has unique service population that makes it difficult
touse basic allocation models. The International Association o[Chiefs ofPolice states ''RatJos,such as
off icers-pepthousand population, are totally inappropriate as basis for staffing decis1on5.~ °Defining
patrol staffing allocation and deployment requirements is a complex endeavor which requires
considerat[on for an extensive series of factors and a sizable body of re|bh|e' current data.^ Our most
recent census of approximately 64'000 residents is very misleading. The following are a few key points
that need to be taken into account when examining the po4ce department's level of service and our
current staffing levels.
1. Reportedly there are in excess of2OO rehabilitation/treatment facilities (unknown number of
beds) that accounted for approximately 6%oftheinddenLrepoAsLakenlnZDl5. This does not
take into account the several hundred calls for service vve receive in reference to this service
population that doesn't generate apolice report.
2. Delray Beach ishome toadomestic violence shelter.
3. Presently, our city has afood pantry establishment that operates inaresidential area ofthe city.
4. The City ofDelray Beach attracts 8arlge homeless population due to the availability offree food'
transportation' and restroom facilities.
S. One of only two Trauma centers in Palm Beach,County is located within our city limits.
G. There are three psychiatric receiving facilities within our city limits.
L~E.A.D.the ;hul!
S U BJ ECT: Level of Service
DATE: Thursday, March 31, 2016
7. Expanded full service courthouse (South County Courthouse), which operates in our Central
Business District.
8. Internationally recognized public beach.
9. Many facilities and internationally known events are organized and hosted in our area that
attract a large numbers of visitors, causing the numbers to expand well beyond the permanent
population.
10. There are approximately 1,200 businesses in our Clean and Safe area.
11. Approximately 1,000 hotel rooms within the Downtown Development Authority district that
have an average of 95% occupancy during season and 80% during off-season.
12. The most recent pedestrian traffic volume study for the downtown area has shown an increase
in pedestrian traffic from 2013 to 2015.
13. Continued growth in our commercial businesses and approximately over 1,040 new units (single
family and multifamily) projected for the future.
As you can see from the listed items I described as our Service Population, the City of Delray Beach is a
challenging city to police and therefore to continue our current levels of service into the future we will
need to increase our staffing levels. Presently, the police department is authorized 156 sworn officers
and 67 civilian positions. over the next three years our civilian positions will need to be increased by six.
With the implementation of body -worn cameras, we will need one new civilian position to oversee the
public records, retention, redaction, etc. of this program. With the large number of service population
which is described in this memorandum we -will need one special population advocate to work with this
population to decrease calls for service and provide social services for those in need. Community
outreach and social media is a cornerstone to our policing philosophy. An additional employee is needed
in our Public Information office to enhance our level of service. Equipment upkeep, maintenance,
ordering, and stocking is currently being done by a sworn officer. This needs to be transitioned into a
civilian position to better use our sworn staff. With the increases projected an additional front desk
employee would allow for increase in services to our community by increasing the front desk hours of
operations during the day. Presently we have a commander (sworn) that oversees all special events in
the city. This is a huge task and with the push for more ICS/NIMS compliance this position will be even
more administrative driven. A civilian employee would be better suited for this position.
Sworn staffing will need to increase to 170 sworn officers over the next three years. This upcoming
fiscal year we will be receiving funding for two additional officers from the CRA for our Clean and Safe
Unit. In the three-year plan the police department will be requesting two additional officers in the first
year,, Traffic Unit and Training Unit, along with five officers in the second year (Community Patrol), and
five officers in the third year (Community Patrol). These increases will ensure our continued growth to
maintain our level of services into the future.
This level of Service document has broken down our 26 functions into three levels of service; Our Core
Services,, Best Management Practices, and Discretionary. Additionally, we have supplied metrics that
help us accomplish our level of service.
If you have any questions please feel free to contact me.
City of Delray Beach
Police Department Level of Service Overview
I. Commission Approved FY 2016-18 Citywide Goals
1. Multi-year, integrated planning and budgeting process
• Goals, objectives and measureable outcomes approved by Commission at beginning
• Initial plan year is basis for budget
• Progress assessed and plan / budget updated semi-annually
2. Grow and diversify revenue base
• No increase in property tax millage
• Increase revenue from fees and services to full cost recovery levels
• Aggressive economic development program
• Evaluate City/CRA/DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & R) program
• Fleet
• Technology
• Facilities
4. Focus on and invest in high value assets / programs
• Clean and Safe
• Special Events
• Beach
5. Align organization and staffing to approved objectives and levels of service
• Establish information technology capabilities consistent with to -be -developed IT plan based
on internal and external needs
II. Departmental Goals and Level of Service Targets
A. Mission: "Ensuring Public Safety"
Vision: "To be recognized as the leader in innovative policing strategies, enriching
lifelong partnerships, and enhancing the quality of life for our community."
B. Services (Core/Best Practice/Discretionary)
1. List for each product, program or service provided: Is "customer" internal or external? (Full
Cost of Service for each)
CORE:
Special Services Bureau Management is responsible for providing the leadership and
direction for the department to obtain the goals and objectives as stated in the department's
mission statement. It consists of the Police Chief, Assistant Police Chief, Executive
Assistant, Support Services Lieutenant and Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goal 5 1 $8261810 Internal Core
02/19/16 1
City of Delray Beach
Police Department Level of Service Overview
Internal Affairs is responsible for the investigation of allegations of misconduct and various
policy violations as well as reviewing and tracking all agency response to resistance
incidents, officer/subject involved injuries, K-9 apprehensions, and employee involved motor
vehicle crashes. It consists of Police Lieutenant and PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 4,5 $204,980 External/Internal Core
Training is responsible for identifying and addressing Department's training needs, ensuring
mandatory State and Department training requirements are met, conducting recruiting
efforts, background investigations, oversight of the Field Training Program and the Honor
Guard Program, and for providing assistance during the Department's annual promotional
process. This unit consists of Police Sergeant, Administrative Assistant, and two (2) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 3,4 $8481950 External/Internal Core
Communications is responsible for answering all incoming non -emergency and E911 calls
from individuals within the City of Delray Beach and the Town of Gulf Stream relaying all
medical and fire calls to the PBCFR and for dispatching all police related calls 24 hours a
day, 365 days per year. This unit consists of Communications Manager, four (4)
Communications Supervisors, 16 FT and three (3) PT Communications Specialists.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,5 1 $1,992,040 External/Internal Core
Records/Police Information (PINS) is responsible for the storage, maintenance and
distribution of all police reports in accordance with Florida public records laws and Uniform
Crime Reporting. Additional responsibilities include tele -serve police incident reports,
parking citations, data entry, collection of parking fines, public records requests, and
document imaging. It consists of Police Information Supervisor, two (2) Senior Police
Information Specialists, eight (8) FT and one (1) PT Police Information Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $7601120 External/Internal Core
Field Operations Bureau Management is responsible for management and oversight of
the Community Patrol Division, and the Investigative Division. Operations Management
consists of one Assistant Chief.
Commission Goal FY 15/16 Budget Customers Service
Goals 5 1 $2521690 External/Internal Core
02/19/16 2
City of Delray Beach
Police Department Level of Service Overview
Community Patrol is responsible for continuous police coverage necessary to conduct
normal police patrols and law enforcement effort in order to maintain law, order, and quality
of life. This unit consists of Police Captain, Administrative Assistant, five (5) Police
Lieutenants, 12 Police Sergeants, and 60 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $11,641,720 External/Internal Core
Investigations supports the investigation of crimes such as murder, sexual assault, assault
& battery, robbery, suspicious deaths, extortion, gang activity, and child abuse as well as
property crimes such as: burglary, auto theft, grand theft, fraud, identity theft, checking
account schemes, computer crime, and arson. This unit consists of Police Captain, Police
Lieutenant, Administrative Assistant, two (2) Police Sergeants, and twelve (12) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 1 $216821910 External/Internal Core
Crime Scene is responsible for collecting evidence as well as photographing and
processing crime scenes in order to assist in the identification and successful prosecution of
criminals. This unit consists of Crime Scene Investigator Supervisor and four (4) full time
and two (2) part-time Crime Scene Investigators.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 $6277630 External/Internal Core
Clean &Safe is responsible for the entertainment district (I-95 to AM). Officers assigned to
this unit utilize Segways, as well as Patrol vehicles and also provide security for the City's
parking garages. This unit consists of two (2) Police Sergeants, one (1) Community Service
Officer, and ten (10) Police Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,2,3,4,5 1 $118891240 External/Internal Core
Evidence is responsible for compiling, categorizing, storing, security, integrity, and ultimate
return or destruction of evidence and property. This unit consists of two (2) Evidence
Custodians.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $1681870 External/Internal Core
02/19/16 3
City of Delray Beach
Police Department Level of Service Overview
Traffic Unit is responsible for addressing traffic concerns throughout the City by employing
a systematic approach in an effort to reduce traffic crashes. Annual traffic analysis is also
used for deployment purposes. This unit consists of Police Sergeant and four (4) Police
Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 $8741560 External Core
Information Technology is responsible for ensuring daily functionality of the department's
public safety specific software and computer equipment, as well as the research, testing and
training of new hardware and software technologies. It consists of Technical Systems
Manager and Technical Support Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $2201930 External/Internal Core
Public Information Office is responsible for serving as the liaison with the local media and
city PIO, monitoring and maintenance of Agency announcements and updates through
social media, and the delivery of crime prevention programs and youth initiatives to include:
Holiday Toy Drive, Kids and Cops, Literacy Program, and Baseball Camp programs. It
consists of Public Information Manager.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,4,5 $1221280 External/Internal Core
Narcotics Enforcement includes the VIN Unit (Vice, Intelligence, and Narcotics). They
address issues related to street level narcotics and investigate gambling, prostitution and
organized crime, as well as assist with surveillance, tracking equipment, expertise and
undercover capabilities when needed. This unit consists of Police Sergeant and six (6)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,345 $1,2997800 External Core
Special Operations & Community Service Officers plans, coordinates, monitors and
supervises comprehensive police services at special events to ensure the safety of visitors,
participants and local citizens. This unit is also responsible for coordinating crossing guard
assignments and overseeing the Community Service Officers (CSO's) who assist the Road
Patrol units by handling traffic issues, delayed crime and other activities. This unit consists
of Police Captain, Police Lieutenant, Administrative Assistant, Auxiliary Police Officer,
Community Service Officer Supervisor and eight (8) Community Service Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $117771880 1 External Core
02/19/16 4
City of Delray Beach
Police Department Level of Service Overview
BEST PRACTICE:
Accreditation is responsible for monitoring agency compliance with state law enforcement
accreditation standards and re -accreditation, oversight and implementation of the Career
Officer Program and Employee Awards Program, and for the Department's policies (as
outlined in our General Orders Manual) which includes policy research, revision, and
dissemination. Accreditation consists of Accreditation Manager and Administrative Program
Coordinator.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $120,980 External/Internal Best Practice
Administration is responsible for the preparation and monitoring of the department's
budget, payroll, internal oversight of purchasing, preparation of agenda items, processing of
daily invoices and vendor payments, grant writing and reporting, and inventory. This unit
consists of Administrative Officer, two (2) FT and one (1) PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,5 $2587940 Internal Best Practice
Problem Oriented Policing (POP) Unit responds to calls for service, and focuses on
creating and maintaining personal contacts with the community and partnerships with
homeowners/business owners that are designed to address crime and quality of life issues.
Task with addressing crime trends and offender based policing. This unit consists of three
(3) Police Sergeants and 18 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $218907020 External/Internal Best Practice
K-9 Unit consists of the four Officer/K-9 teams. This unit performs regular patrol duties and
assists with search and apprehension of suspects along with recovering narcotics and any
items of evidentiary value associated with criminal activity.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4 1 $6141330 External/Internal Best Practice
Criminal Intelligence is responsible for gathering information on criminal activity, crime
trends, and criminal groups that pose a potential threat to public safety in the City. The unit's
primary responsibility is to assess, collect, analyze, and disseminate credible intelligence to
support the agency's operation. This unit consists of two (2) Crime Analysts and three (3)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,3,4,5 $591210 External/Internal Best Practice
02/19/16 5
City of Delray Beach
Police Department Level of Service Overview
Dive Team consists of members from various units and is responsible for conducting
underwater search and recovery of bodies, weapons, vehicles, and other evidence from
canals, lakes, intra -coastal waterway and ocean.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $81020 1 External Best Practice
Special Weapons and Tactics (SWAT) consists of members from various units and is
responsible for missions that require advanced equipment and tactics such as high risk
warrants and barricaded and hostage situations.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 $921120 External Best Practice
DISCRETIONARY:
Facility Maintenance includes utility costs, maintenance and cleaning of the main police
facility, the firing range, exercise facility and one police substation as well as equipment
maintenance and inspections for systems such as the elevator, fire extinguishers, and
sprinklers. *This function should be done by Environmental Services
Commission Goal FY 15/16 Budget Customers Service
Goal 1 $401,190 External/Internal Discretionary
Volunteer Program Function includes costs associated with the Police Volunteer Program
which assists with parking enforcement, and provides increased visibility by patrolling the
communities. The Volunteer Program consists of over 250 volunteers. *Huge Benefit to our
community policing philosophy, also saves money with their volunteer patrols/parking
enforcement. Equates to 21.6 FTE's.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $701340 External/Internal Discretionary
Atlantic Community High School Criminal Justice Academy consists of one Police
Officer and is responsible for providing a Criminal Justice classroom curriculum to high
school students. Important relationships are developed with the students, community at
large, the School Board, and the teachers. *Program is a key component to our community
policing philosophy and a great recruiting tool.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $1517490 External/Internal Discretionary
02/19/16 6
City of Delray Beach
Police Department Level of Service Overview
C. Departmental Goals and Level of Service Targets (Department goals as they link to each of the
applicable Commission Goals)
1. Regulatory/Legal Mandates (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Special Services
Accreditation
Statutory compliance
276
Training
Training compliance
141471
CJIS
Federal compliance
24
Support Services Communications
911 answer <10 sec
100%
Emergency calls
561191
Language line calls
24/7 /365 days_
Routing emergency calls
932
Routing urgent calls
28,687
Transfers to PBCFR
81736
Enter/run impounds
1,141
Criminal history searches
2,080 hrs.
Monitor CJIS terminal
24/7 /365 days
FCIC/NCIC
11273
Complete validations
28
DCF notifications/lo
449
FCIC/NCIC certs.
196
Monitor LE channel
24/7 /365 days
Public record requests
1,008
Teletype entries
11142
Front Desk/PINS
UCR (Part 1 crimes)
31164
alidations/FCIC/NCIC
374
Write report supplement
60
Daily records transmittal
624 hrs.
Scans of arrests
21510
UTC accountability
22,143
Background checks
536
Records reten./destruct
246
Expunge court orders
33
Toxicology case files
315
Customer Service calls
876
FS Chapter 119 activity
624 hrs.
Scan supplements
520 hrs.
Daily records requests
520 hrs.
II cash transactions
$8431684
DV transmittals/AVDA
183
Report corrections/UCR
11556
Court disp. letters
342
Daily cash balance
31650
Daily cash deposits
3,650
Maintain citation nos.
172
Maintain crash rpt. nos.
24 hrs.
Rpts./cks. > Tax Collect.
24 hrs.
Seatbelt cit. rpt.>DMV
915
02/19/16 7
City of Delray Beach
Police Department Level of Service Overview
Division Level of Service
Workload
Community Response Various Traffic Investigations
11801
Special Events
76
Vehicle maint. transport
360 hrs.
Vehicle calibrations
45 hrs.
Grid calls for service
23,180
Underage drinking ops.
48 hrs.
Liquor license checks
60 hrs.
Arrests
219
Routine patrols/various
8,736 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
1,960 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Traffic Safety rants
933 hrs.
Depo. attendance
120 hrs.
Court testimony
180 hrs.
Mandatory training
16 hrs.
THI Callouts
1,260 hrs.
Incident Reports
31414
CAD Reports
37164
Extra patrols
71231
Citations
77559
Accident investigation
11759
Parking citations
17262
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
31887
Extra Patrols
451623
Arrests
21262
Walk and Talks
81389
Citations issued
11,323
Traffic crashes
31639
Burglary/alarms
41485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic Crashes
31639
Assist other depts.
11175
Crisis/emergencies
431
Sup. Responsibilities
24/7 /365 da s
Level of Service
Workload
Investigative Division Various Pre-emp. Polygraphs
120 hrs.
Annual CPR training
12 hrs.
Annual def. tactics
224 hrs.
Call -out availability
120 hrs.
02/19/1
City of Delray Beach
Police Department Level of Service Overview
DCF coordination
120 hrs.
CPT coordination
120 hrs.
SAO coordination
300 hrs.
Public Def. Office Coord.
300 hrs.
LE agency coordination
360 hrs.
Travel re investigations
12 x/ r.
LEPC meetings
36 hrs.
Case investigation
1200 hrs.
Victim/Wit. Interviews
1200 hrs.
Person of interest int.
1200 hrs.
Suspect/Def. interviews
1200 hrs.
Patrol search assists.
120 hrs.
Traffic stops
120 hrs.
Traffic control
60 hrs.
Latent print examination
1,440 hrs.
Polygraph investigation
600 hrs.
DNA Search
36 hrs.
Depositions
180 hrs.
Court testimony
200 hrs.
Search warrant prep.
120 hrs.
Tracking Orders
132 hrs.
Arrest warrants
120 hrs.
Mandatory training
48 hrs.
Firearms qualifications
12 hrs.
DMV tag delivery
60 h rs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecretSrvc
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Annual evidence invent.
8 hrs.
Narcotics complaints
1200 hrs.
Prostitution complaints
600 hrs.
Gambling complaints
600 hrs.
Fed/State prosecutors
60 h rs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
2. Code/Policy Requirement (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Chief's Office Administration Internal Affairs
Complaint review
10 cases/ r.
Special Services
Accreditation
Program administration
230 standards
G.O. creation/revision
165 directives
S.O.P. creation/revision
50 directives
Support Services Communications
Dispatch Priority 1
29 sec.
Dispatch Priority 2
3 mins.
02/19/16
City of Delray Beach
Police Department Level of Service Overview
Dispatch Priority 3
15 mins.
Arrival Priority 1
5 mins.
Arrival Priority 2
10 mins.
Arrival Priority 3
23 mins.
Rc'v. non -emergency calls
1487859
Prioritize "1" calls
976
Prioritize "2" calls
271256
Prioritize "3" calls
201391
Route non-emer . calls
201800
Medical TOT PBCFR
61276
Alarm company assists
24/7 /365 days
Invest. searches
24/7/36 da
Call transfers>other depts
24/7 /365 days
DL checks
24/7/36 da
Warrant checks
24/7 /365 days
CAD/RMS/DAVID/PALMS
24/7 /365 days
Vehicle registrations
24/7 /365 days
Monitor radio traffic
24/7/36 da
Tow requests
21672
Monitor building security
24/7/36 da
BOLO distributions
24/7 /365 days
FCIC/NCIC queries
24/7 /365 days
Monitor FAX reports
24/7 /365 days
Monitor DCF notices
24/7 /365 days
Monitor call boxes
24/7 /365 days
NLETS/FAM contact
24/7 /365 days
Jail alarm testing
12
Jail monitoring
24/7 /365 days
PD main channel
24/7 /365 days
Secondary channel
24/7 /365 days
Self -initiated activity
113,004
Out -of -service codes
331864
Monitor status codes
24/7 /365 days
Monitor officer locations
24/7/36 da
Doc. calls in CAD
24/7 /365 days
Conduct safety checks
24/7 /365 days
Info. to officers
24/7 /365 days
Call -requests from officers
24/7/36 da
Crime Scene los
300 hrs.
Monitor staffing
24/7/36 da
Monitor calls for service
24/7 /365 days
Monitor PD/TTY traffic
24/7 /365 days
Repair logs/radios
220 hrs.
Local agency callouts
1092 hrs.
Input premise flags
728 hrs.
Maintain staffing levels
1,456 hrs.
Complete internal reports
100 hrs.
Performance reviews
728 hrs.
Monitor 3S1/banks
24/7/36 da
Monitor 3S1/tracking
24/7 /365 days
Monthly 911 trainin
24/7/36 da
Update tow rotations
364 hrs.
SOP review/updates
30 hrs.
Level of Service
Workload
Front Desk/PINS Missing report notices
520 hrs.
02/19/16 10
City of Delray Beach
Police Department Level of Service Overview
Records reten./destruct
246
Back -enter cases
21866
Enter handwritten UTC
260 hrs.
Enter Civil violations
260 hrs.
Customer service calls
2,080 hrs.
Build. security passes
130
Teleserves
534
Process ticket payments
10,938
Parking ticket entries
147366
Late notices
21113
Equipment checks
16
UTC transmittals
81938
Arrest transmittals
735
General transmittals
2,080 hrs.
Issue UTC books
1,664 hrs.
Process dept. mail
2,080 hrs.
Process incidents
131375
Process supplements
111807
Process arrests
31151
Report corrections
11556
Sr. victims' reporting
416 hrs.
C&S statistical report
260 hrs.
Monthly crime index
260 hrs.
Hate Crime report/mo.
260 hrs.
Missing case audit/mo.
260 hrs.
Semi/Annual UCR>FDLE
260 hrs.
UCR report review/mo.
260 hrs.
Staff in-service training
4,135 hrs.
Audit Staff Certifications
260 hrs.
NSF check collection
100 hrs.
Audit parking tickets & UTC
3,882
Audit BOOT list
156 hrs.
Handle ticket complaints
192
Proof seal/expunge requests
416 hrs.
SOP review/updates
624 hrs.
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coordinate Equip. install
60 hrs.
Photos/PD crashes
60 hrs.
RM liaison/PD crashes
48 hrs.
Preventative maint. lists
24 hrs.
Tow yard inspections
48 hrs.
Fuel stock maintenance
60 hrs.
Calls for service
231180
Arrests
219
Bus./Prk . enforcement
11262
Traffic selectives
720
Routine patrols/various
81736
CSO supervision
1,920 hrs.
CSO training review
120 hrs.
CSO payroll/evaluations
60 hrs.
Review all crash reports
480 hrs.
Invest./rpt. instructor.
60 hrs.
02/19/16 11
City of Delray Beach
Police Department Level of Service Overview
Emer. Veh. Oper. trainer
24 hrs.
THI assistance
50 hrs.
Fleet management
180 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
120 hrs.
Contract assistance
120 hrs.
Underwater S&R (trainin)
192 hrs.
In-service training
288 hrs.
Fed. Agency assistance
8 hrs.
Spec. Event/out. vendors
24 hrs.
Spec. Event/Dept. Heads
120 hrs.
Spec. Event/traffic
2,160 hrs.
Spec. Event/applications
120 hrs.
Spec. Event /staffing $$
60 hrs.
Spec. Event /CM reports
80 hrs.
Spec. Event /assignments
120 hrs.
Spec. Event /DBA coord.
120 hrs.
Spec. Event /security
4,320 hrs.
Spec. Event /ICS
45 hrs.
SpecEvent/Crowd control
2,160 hrs.
Traffic selectives
720
Accident reduc. enforcmt.
960 hrs.
Police Escorts/dignitary Escorts/dignitary
60 hrs.
Field Training Officers
240 hrs.
DUI Dept. training
8 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Consult City traffic dept.
30 hrs.
Annual Traffic Report
150 hrs.
School traffic liaison
1,440 hrs.
Disabled vehicle assist
180 hrs.
Parking citations
11262
Citations
71559
SWAT call -outs
36 hrs.
Incident Reports
31414
CAD Reports
31164
Extra patrols
71231
Citations issued
71559
Accident investigations
11759
Traffic complaints
1,960 hrs.
THI investigations
910 hrs.
SBI investigations
350 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Parking Citations
141366
-Various
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2)905
Death investigations
52
General service calls
6,263
Suspicious Incidents
81826
Civil matters
681
02/19/16 12
City of Delray Beach
Police Department Level of Service Overview
Assist other depts.
11175
Sup. Responsibilities
24/7 /365 days
Level of Service
Workload
Investigative Division Various SOP review/updates
10 directives
Latent print examination
1,440 hrs.
Polygraphs
600 hrs.
DMV tag delivery
60 hrs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Court testimony
200 hrs.
Annual evidence invent.
8 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
2,040 hrs.
Leadership Delray
12 hrs.
Citizens Against Crime
48 hrs.
National Night Out
24 hrs.
T.I.M. prep & meetings
96 hrs.
On-call status
2,080 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
AC meetings
48 hrs.
End-user training
24 hrs.
Defensive Tactics Inst.
24 hrs.
Bi -lingual assistance
300 hrs.
E -Trace
240 hrs.
PD Recruitment Team
120 hrs.
CO Program Committee
24 hrs.
Conduct perimeters
60 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics trainin
12 hrs.
Copy case video
60 hrs.
Prop. Voucher reviews
1200 hrs.
Video downloads
120 hrs.
Prop. Disp. Notices
120 hrs.
LETF deposits
24 hrs.
Deliver lab requests
24 hrs.
Prop. Release/owner
72 hrs.
Evidence/drug burns
168 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
Pen Link analysis
120 hrs.
Internal assistance
1200 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Surveillance assists
120 hrs.
Conduct internal train in
24 hrs.
02/19/16 13
City of Delray Beach
Police Department Level of Service Overview
AFIS entries 720 hrs.
Fingerprint identification 720 hrs.
Photograph accidents 300 hrs.
3. Life/Safety Requirement (list): Actual Metric/LOS
DBPD Goal: "Maintain the highest quality of life through the effective delivery of public
safety services using Intelligence Led Policing."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Support Services Communications Coordinate inoperabilit
24/7 /365 da s
PSAP reporting
24/7 /365 days
Operate building gates
24/7/365 da s
Operate jail doors/ ate
24/7 /365 days
Multi -database info.
24/7 /365 days
Emergency button calls
24/7/365 da s
Monitor call locations
24/7 /365 days
Activate radio patches
24/7 /365 days
Monitor equipment
24/7 /365 days
Assist from depts.
24/7 /365 days
After -hour callouts
24/7 /365 days
Public Utility callouts
24/7/365 da s
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Calls for service
231180
Underage drinking ops.
48 hrs.
Arrests
219
City park monitoring
240 hrs.
Traffic selectives
720
Routine patrols/various
81736
Underwater S&R training
192 hrs.
Spec. Event/traffic
21160
Spec. Event/security
4,320 hrs.
Spec. Event/ICS
45 hrs.
Spec. Event/Crowd cont.
2,160 hrs.
Police Escort/dignitary Escort/dignitary
60 hrs.
Consult City traffic dept.
30 hrs.
City safety events
30 hrs.
Traffic safety rants
933 hrs.
Nat'l Car Safety programs
10 hrs.
School consults
20 hrs.
Disabled vehicle assist
180 hrs.
SWAT callouts
36 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
41807
Extra Patrols
571200
Special Enforcement
26
Arrests
31146
Walk and Talks
17,178
Citations Issued
327264
Calls for Service
2041795
02/19/16 14
City of Delray Beach
Police Department Level of Service Overview
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2,905
Death investigations
52
General service calls
6,263
Suspicious Incidents
87826
Civil matters
681
Assist other depts.
17175
Crisis/emergencies
431
Traffic enforcement
11,336
Directed/extra patrols
45,623
Sup. Responsibilities
24/7/365 da s
Comm. Mtg. Security
18
SWAT deployment
35
Self -initiated activities
62444
Training attendance
7,268 hrs.
Baker Acts
434
Level of Service
Workload
Investigative Division Various Public record requests
540 hrs.
Court testimony
200 hrs.
Crime scene process.
840 hrs.
E -Trace
240 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics training
12 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Sex offender sweeps
120 hrs.
Comm. mtg. security
12 hrs.
SWAT callouts
14 hrs.
In-service instruction
14 hrs.
4. Best Management Practices (list): Actual Metric/LOS
DBPD Goal: "To foster community partnerships that are as diverse as the community we
serve."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Accreditation Accreditation Program
230
Career Officer program
80
Career CSI Program
2
Police Officers Hired
16
Minority/Protected Class
37.5%
Recruitment Trips
25
Youth Outreach
700
Support Services Communications Answer ring -downs
24/7 /365 da s
Answer elevator phones
24/7 /365 days
Gen. caller -assistance
24/7/365 da s
Provide caller directions
24/7 /365 days
02/19/16 15
City of Delray Beach
Police Department Level of Service Overview
Int./ext. call transfers
24/7 /365 days
Lost/found animal calls
120
Multi -database reference
24/7/365 da
s
Filter citizen complaints
24/7 /365 days
Fill-in as needed
24/7 /365 days
Review reports/calls
24/7/365 da
s
Keep phone list current
24/7/365 da
s
Keep OSSI current
24/7/365 da
s
Policy/procedure trainin
640 hrs.
Monitor ov't channel
24/7/365 da
s
Keep callout list current
130 hrs.
Sup. Skills enhancement
1,032 hrs.
Quality assurance
840 hrs.
Level of Service
Workload
Front Desk/PINS Prepare Press folder
260 hrs.
Security checks (P2C)
115
Notary services
1455
Fingerprinting
2,825
Bike registration (P2C)
47
Active case audits/mo.
150
Review ticket entries
141102
Review report scans
520 hrs.
Level of Service
Workload
Volunteers Participants
264
Vol. Admin. hours
2,630
Vol. Ambassador hours
78
Vol. Citizen Roving Patrol
2,114
Vol. Downtown Roving
1481
Vol. Parking Enforcement
6,907
Vol. Haitian Roving
2,528
Vol. Home Front Security
803
Vol. Mobile Traffic
859
Vol. Support groups
101192
Level of Service
Workload
Community Response Various New car transport
120 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coord. Equip. installs
180 hrs.
Spare veh. maintenance
144 hrs.
Vehicle calibrations
24 hrs.
Provide Ofc. Training
96 hrs.
Tow yard inspections
48 hrs.
Reconcile tow receipts
96 hrs.
Key Track System maint.
60 hrs.
Camera/computer rep.
60 hrs.
Taxi Cab Inspections
60 hrs.
Liquor License checks
60 hrs.
DDA,WARC,DBMC mtg.
60 hrs.
Monitor valet ops.
360 hrs.
Merchant relationships
1,000 hrs.
KoP mentoring program
60 hrs.
Teen Center volunteers
240 hrs.
High Liability/DT instr.
240 hrs.
Children/wounded war.
60 hrs.
RAD for citizens
144 hrs.
02/19/16 16
City of Delray Beach
Police Department Level of Service Overview
Police Explorers
120 hrs.
C&S reports
12 hrs.
Radar trailer deployment
60 hrs.
Message boards
24 hrs.
Static displays
60 hrs.
Member Heroin TF
24 hrs.
DTF Board member
24 hrs.
School traffic liaison
1,440 hrs.
City safety events
30 hrs.
Child seat installation
10 hrs.
Car -fit program (elderly)
16 hrs.
Nat'l Car Safety programc.
10 hrs.
Homicide Laser mappin
20 hrs.
School consults
20 hrs.
ACHS/CJ Academy
2,940 hrs.
T.I.M. prep & meetings
96 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
Teen Center volunteers
240 hrs.
CPTED
120 hrs.
PD Recruitment Team
120 hrs.
Walk and Talks
37988
SAO packet deliveries
192 hrs.
S. County Court delivery
360 hrs.
Thanksgiving meals
60 hrs.
o s for Tots
4 hrs.
Curb Appeal event
12 hrs.
Football parking assist
20 hrs.
Donuts w/Delray Cops
12 hrs.
Project Holiday
2 hrs.
Honor Guard/events
12 hrs.
Annual 911 Ceremony
20 hrs.
IB Showcase
40 hrs.
CHS Annual Decathlon
12 hrs.
Superintendent Forum
12 hrs.
Sober is the New Fun
48 hrs.
Constitution Day Event
12 hrs.
Veterans' Day Parade
2 hrs.
Monthly HOA meetings
8 hrs.
National Night Out
5 hrs.
Annual Baseball Camp
24 hrs.
Delray Reads
4 hrs.
Special Olympics 5K
4 hrs.
Paint Up Delray
12 hrs.
Leadership Delray
12 hrs.
Residence Academies
12 hrs.
Citizen Academies
12 hrs.
Haitian Academies
12 hrs.
Hispanic Academies
12 hrs.
Safety Day
24 hrs.
Bureau DivisionSection/Unit Level of Service Workload
Field Operations
lCommunityPatrol Orious Bur lar /alarms 141485
02/19/16 17
City of Delray Beach
Police Department Level of Service Overview
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic complaints
21501
Parking complaints
218
Assist other depts.
11175
Community Outreach
81389
FIR's
31887
VDA transports
139
Police Explorer program
196 hrs.
CPTED studies
6
Sup. Responsibilities
24/7/365 da s
Level of Service
Workload
Investigative Division Various Clearance/Property Crim
20%
Clearance/Violent Crimes
35%
AM/Juv. Arrest Monitor
12 hrs.
Firearms qualifications
12 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
Leadership Delray
12 hrs.
PD Recruitment Team
120 hrs.
City SPIRIT Committee
24 hrs.
Prop. Release/owner
72 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
PenLink analysis
120 hrs.
Internal assistance
120 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Surveillance assists
120 hrs.
Conduct internal trainin
24 hrs.
AFIS entries
720 hrs.
Fingerprint identification
720 hrs.
Evidence/drug burns
168 hrs.
CPTED
120 hrs.
S. Fla. Org. Fraud TF
14 hrs.
PB Health Care Fraud TF
48 hrs.
Propert .com inventory
24 hrs.
Inv. Checklist developme
12 hrs.
02/19/16 18
City of Delray Beach
Police Department Level of Service Overview
Gang presentations
24 hrs.
PBSO gang meetings
24 hrs.
SWAT train/ops/displa
192 hrs.
Evidence processing
600 hrs.
Di ital file maintenance
60 hrs.
Line-up preparation
120 hrs.
Cellphone to Needy
12 hrs.
Clothing to Needy
12 hrs.
Project Holiday
12 hrs.
CSI Career Program coo
12 hrs.
III. Accomplishments and Next Steps
A. FY 2015 Accomplishments
1. Intelligence -Led Policing
a. The Community Patrol Division deployed fully under the Intelligence -Led Policing
concept, with Sector Lieutenants, Sergeants, and Officers being assigned to, and taking
ownership of, their specific areas and beats that comprise the City of Delray Beach.
Under this policing concept, officers and supervisors have been able to become intimate
with their areas of responsibility and utilize the intelligence, information and crime
analysis data to direct their focus on the offenders and other factors that are the cause of
the crime trends. As a result of the efforts by the Community Patrol Personnel the
community has experienced a drop in crime since its implementation.
2. Problem -Oriented Policing
a. The Community Patrol's newly formed POP Impact Team fully deployed in January
2015. This unit consists of 3 teams, each with 1 sergeant and 4 officers and was formed
to directly impact the Part One crimes occurring throughout the city. This proactive unit
responds to crime trends, conducts various types of operations (i.e. undercover,
surveillance, etc.) in order to address a particular criminal activity; however, they also
take a proactive approach to addressing crime through the Problem Oriented Policing
strategy, which includes conducting CPTED (Crime Prevention Through Environmental
Design studies at locations throughout the community. This unit has several officers who
are certified in the CPTED concept.
3. K9 Unit Enhancements
a. The K9 Unit, which is comprised of 3 canines and their officer/handlers, experienced
some enhancements to this specialized unit of the Community Patrol Division. A
lieutenant was appointed to directly supervise the Unit and all of its operations. This
lieutenant is responsible for all aspects of Unit and will more effectively manage and
deploy these officers and their canine partners. This unit also received a much needed
vehicle and equipment upgrade. Each K9 Officer was issued a new SUV, equipped with
all the necessary safety equipment necessary for the care and safe deployment of the
dog. This includes a heat safety alarm in the event the vehicle shuts off with the canine
still inside and the quick release door, which the officer can open and deploy the dog
remotely in the event he becomes incapacitated while on a call.
02/19/16 19
City of Delray Beach
Police Department Level of Service Overview
4. Community Involvement Efforts
a. Community Patrol officers remain committed to their community involvement efforts
through their participation in a variety of events that take place during the year. Some of
those events include "Walk a Child to School Day", the Law Enforcement Torch Run for
the Special Olympics, "Spady Field Day", and the Teen Summit. Officers also continue
to participate in their "traditional" events and programs such as the Midnight Basketball
Program, Annual Baseball Camp, the Thanksgiving outreach and the Christmas Toy
Drive. Also during the year, officers took part in the "March Against Violence" that was
organized by community members, the "National Night Out" which was a collaboration
between our Police Department and residents and business owners in the community
and the Knights of Pythagoras Mentoring Network, which is an organization that focuses
on "at risk" youth. Community Patrol Officers fully embraced the "Walk and Talk"
Initiative by conducting approximately 14,164 of these encounters since its kick off.
These proactive encounters have encouraged officers to get out of their vehicles and
"walk and talk" with the residents, merchants, citizens and visitors in the area and get
involved in a more proactive manner.
5. Crimes Against Persons Unit
a. The Crimes Against Persons Unit handled a multitude of violent and complex crimes
including 4 homicides, 124 robberies and 60 sexual batteries. In addition to investigating
the above, the Unit took a very proactive approach to preventing and reducing crime and
strengthening its partnerships within our community by creating and implementing action
plans.
6. White Collar Crime Unit
a. The White Collar Crime Unit investigated an elaborate fraud case where 2 victims had
large amounts of funds withdrawn with fraudulently written checks, totaling a loss of
$203,794. The subject was arrested and faces multiple charges to include; Grand Theft
over $20,000, Theft from a person 65 or older and Organized Scheme to Defraud.
7. Evidence Unit
a. The Evidence Unit's focus is to ensure that any property acquired, maintained, and
retained by the department through investigative means is accurately documented and
secured until adjudication. During the fiscal year, 2,772 new cases produced 9,668
pieces of evidence, while 2,099 cases and 7,270 items were disposed of.
8. Property Crimes Unit
a. The Property Crimes Unit took the initiative to lead the way with the new department
initiative (Intelligence Led Policing) and deploy detectives into geographical areas to
focus on crimes in their assigned sectors; East, Central and West. Detectives can now
focus on the crimes as well as the prolific offenders that work their areas.
02/19/16 20
City of Delray Beach
Police Department Level of Service Overview
9. Traffic Unit
a. The Traffic Unit has been actively participating in the Aggressive Driving enforcement
throughout the city after receiving a grant from the Florida Department of Transportation.
To date, over 4000 citations have been issued. The Bicycle Safety Rodeo at Pompey
Park was also coordinated for local youth, and in addition to the educational component,
free child bicycle helmets were distributed. Also, we received a Bicyclist and Pedestrian
Grant.
10. Social Media
a. The Delray Beach Police Department has embraced the concept of Social Media being
the forefront of police work and has broadened relationships with the community and
media outlets. The Delray Beach Police Department currently has 5,306 Facebook
"Friends", 4,511 Twitter "Followers", a MYPD app for I -phone and Android users, along
with an Instagram and YouTube account. All of these tools are used to educate the
public, provide accurate and timely information, and humanize the police department.
11. Parking Tickets
a. A total of 12,119 parking tickets were issued from October 2014 through September
2015. The revenue from paid parking tickets for this time period totals $359,610.37 (with
collection agency efforts the total is $370,980.78).
12. Volunteers
a. Delray Beach Police Department Volunteers worked 44,940 hours from October 2014
through September 2015, which equals a savings to the City of Delray Beach in the
amount of $811,167 in full-time salaries.
13. Training Unit
a. During FY 2014/15, members of the Police Department participated in approximately
13,208 hours of training with a total cost of $86,737.19. The Training Unit coordinated
31 training courses and 14 events. They also coordinated 10 job postings, 554
applications, and 13 hired personnel. The Field Training Program tracked 15 personnel,
and 4 internships were coordinated.
14. Accreditation and Program Services Unit
a. During FY 2014/15 the Accreditation and Program Services Unit monitored compliance
with 276 State law enforcement accreditation standards, and re -accreditation activities,
manages the PowerDMS electronic document management system which houses
hundreds of Department written directives and training and legal bulletins, creates,
coordinates, and assists with new Department policy and new program implementation,
coordinates the purchase of special -ordered office supplies and furniture, and
coordinates and manages the Department's Career Officer and (newly assigned) Career
Crime Scene Investigator programs. The Accreditation Manager supervises the unit and
oversees activities of the Administrative Program Coordinator. This unit revised and
distributed 50 documents to employees and managed 80 participants in the Career
Officer Program.
02/19/16 21
City of Delray Beach
Police Department Level of Service Overview
14. Communications Section
a. The Communications Section is vital to the safety of the community, assuring calls for
service are handled efficiently, effectively, and professionally when dispatching officers
as requested. It is overseen by the Communications Manager who ensures all
Communications employees receive their 911 Public Safety Telecommunicator
Certification pursuant to Florida State Statue 401.456(2)(j). Personnel handled 52,504
emergency (E911) calls, 149,548 non -emergency lines and entered 120,427 incidents
into the CAD system (of those 111,563 police, medical and fire calls were dispatched).
The Communications Section also complied with approximately 776 public and internal
records requests.
15. The Volunteer Senior Victim Advocacy Program
a. The Volunteer Senior Victim Advocacy Program reviewed a total of 998 reports with 544
cases referred to the Area Agency on Aging for further resources. This amounts to 54%
of senior victims being referred for assistance. The Ambassador Program continued its
efforts on East Atlantic Avenue by providing directions, safety recommendations, and
general information to visitors along the Avenue, making safety paramount when
enjoying the entire Downtown Delray experience.
B. 2016 Initiatives
1. Develop and institute a mentoring program for our supervisors and prepare our organization
for succession planning.
2. Develop educational courses for the community and hold these courses monthly: i.e. Fraud,
Internet Crimes, etc.
3. Increase recruitment efforts by attending job fairs, local colleges, and other outreach
programs.
4. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
5. Purchase of a Mobile Command Center.
6. Research and implementation of the use of Narcan.
7. Research and implementation of the use of Body Cameras
8. Achieve the Commission for Florida Accreditation's recognition for a successful, 4t" re-
accreditation -compliance Onsite assessment.
9. P25 inter -operability of Public Safety Radio's 3.5 million dollar communications makeover
involving PBC and Motorola.
10. The utilization of License Plate Recognition Cameras and surveillance cameras to address
the fear of crime, identify offenders and building a real time crime lab for officers to monitor
strategic locations identified thru active intelligence.
02/19/16 22
City of Delray Beach
Police Department Level of Service Overview
C. 2017-18 Plans
1. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
2. Relocation of Police Facility
3. Continued technology advancements
IV. SWOT: Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the Commission
Goals.
A. Strengths
Strengths
Personnel (both sworn and civilian)
Community support
Commitment to training and education
Problem solving
Collaboration in solving issues and problems
Tradition
Good reputation with outside
Intelligence -led Policing/Criminal Intelligence Unit
New leadership
Public servants/caring
Pulling resources together
Growth
Promotions
Quality of police work/crime fighting
Community partnerships
Career opportunity
Good policy -based organization
Diversity in enforcement
OSSI Program/software
B. Weaknesses
Weaknesses
Young workforce
Internal communications problems, i.e. need to get more employee buy -in
F.T.O. Program/attitudes of Field Training Officers
Reduced funding for training budgets
Succession planning
Information Technology Support
Communications with executive staff
Diversity/mentoring
Planning process (creation of)
Losing quality personnel
Turnover (current)
Some people's lack of skills
Difficulty motivating
Supervisors supporting each other
Commitment to training and education
02/19/16 23
City of Delray Beach
Police Department Level of Service Overview
C. Opportunities
Opportunities
More Command Staff involvement
Improved communication
More supervisor training
Common goal of heading in the right direction
More internal/external support
Seeking alternative funding
Training and mentoring (succession planning)
Follow chain of command for consistent operations
Accountable FTO program
Continued use of social media
Self -correct
Walk and Talk
Restructure Information Technology positions
Value and meaning of open door policy
More community outreach for Haitian volunteers
Meeting with City and union representatives
Recruitment
Training method for metrics
Consistent accountability from the top
Inspection/updating of training manuals
Intelligence -led policing in full swing
Long term plan
Employee coaching
OSSI training (written manual/cheat sheets)
OSSI rights across-the-board
Limit time in specialty units
Strategic planning (long term)
Prioritize training
Set clear goals
Be visible
Advancement
Consistent uniform
Increase Training Unit staffing
02/19/16 24
City of Delray Beach
Police Department Level of Service Overview
D. Threats
Threats
A service population which is growing faster than the department is able to meet its needs
Budget reductions
Employee retention
Increased fraud and internet crimes
Continuous technology upgrade costs
Weakened judicial system
Reduced County jail space and prisoner transport resulting in increased recidivism
A growing service population of homeless, transient, and mentally ill residents
Unregulated rehabilitation facilities
Neighborhood quality -of -life issues
Decreasing social service organizations
Facility maintenance for aging Police building (i.e. increased repair/replacement costs)
Increased traffic issues
Revitalization of depressed neighborhoods
Ethnic populations increasing faster than department is able to create partnerships
Succession planning/loss of institutional knowledge
Ensuring safe communities with potential no increase in staffing
Increased employee pessimism due to over -burdened workforce
Need for larger, secure long-term evidence storage for bio -degradable evidence
Domestic and International increase in terrorism
Proliferation of Designer drugs and experimentation by the mainstream and casual drug users.
Resurgence of heroin, and the spread of communicable disease thru needle sharing
Unfunded State and Federal mandates
Re-entry of our Military Service members and the lack of programs to assist them with assimilating back
into a mainstream life style
02/19/16 25
City of Delray Beach
Police Department Level of Service Overview
Key:
I. Office of the Chief
A. Internal Affairs Unit
B. Administrative/Budget Unit
C. Public Information Office/Community Affairs
D. Emergency Management Unit
E. Special Services Bureau
F. Field Operations Bureau
II. Special Services Bureau (Supervised by an Assistant Chief)
A. Accreditation and Program Services Unit
B. Training Unit
C. Information Technology Unit
D. Community Response Division
1. Fleet/Special Operations Section
2. Community Service Officers
3. Traffic Unit
4. Clean & Safe
5. Atlantic Community High School Criminal Justice Academy
6. Dive Team
E. Support Services Division
1. Communications Section
2. Records/PINS Section
3. Volunteers
4. Youth Initiatives
III. Field Operations Bureau (Supervised by an Assistant Chief)
A. Community Patrol Division
1.
Administrative activities
2.
Central Sector
3
West Sector
4.
East Sector
5.
POP Impact Team
6.
SWAT Team
7.
K-9 Unit
B. Investigative Division
1. Investigative Section
a. Property Unit
b. Persons Unit
c. Vice, Intelligence and Narcotics Unit
d. Criminal Intelligence Unit
e. Crime Scene Unit
f. Evidence Unit
g. Hostage Negotiations Team
02/19/16 26
File #: 16-394, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Steve Hynes, Emergency Management Services
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
EMERGENCY MANAGEMENT LEVEL OF SERVICE
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Emergency Management Level of Service Overview
I. Commission Approved FY2017 - 2019 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (R Et R)
program
4. Focus on and invest in high value assets /programs
II. Departmental Goals and Level of Service Targets
A. Vision: Establish a world class municipal Emergency Management program,
keeping the Delray Beach community safe and resilient through coordination
and preparedness.
Mission: Minimize the impact of emergencies, disasters and planned events to
the Delray Beach community through education, planning and response by
coordinating information and resources.
B. Core Services
• Increase Emergency Management role to support residents, visitors,
businesses and city staff in preparing for, responding to and recovering
from man-made and natural disasters also known as an all hazards
approach.
• Reduce the loss of life and property of residents, businesses and visitors
due to man-made and natural disasters through Preparedness,
Mitigation, Response and Recovery planning.
• Provide an efficient, comprehensive organizational structure for
emergency response and recovery efforts and partner organizations to
ensure continuity of government.
• Coordinate emergency operations within the City of Delray Beach.
• Recover from all emergencies by providing for the rapid and orderly
start of restoration of persons and property affected by emergencies to
quickly restore normalcy within the community.
• Train residents, business owners, city leaders and staff on community All
- Hazard Preparedness, Planning, Mitigation, Response and Recovery
strategies.
C. Departmental Goals and Level of Service Targets (Department goals as they link
to each of the applicable Commission Goals)
Goal:
• Cooperatively build an All Hazard Municipal Emergency Management (EM)
program as a Department as well as build mobile EOC capabilities over
the next 5 years until a fixed CAT 5 rated, threat protected structure is
built to serve the City of Delray Beach over next 50 to 75 years as a 911
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City of Delray Beach
Emergency Management Level of Service Overview
call center, EOC, archive, 350 seat auditorium, fuel station, asset
storage, dormitory, kitchen and seat of government during incidents
when normal infrastructure is no longer able to be utilized or trusted,
West of Congress and preferably along Military Trail Corridor (away from
flood and rail areas).
• Seek additional funding from Grant opportunities
• Maintain oversight of Rapid/Damage Assessment Program
• Enhance Community Emergency Response Team (CERT)
• Develop:
➢ Emergency Operations Plan (EOP)
➢ Continuity of Operations Plan (COOP) for each department
➢ Continuity of Government Plan (COG)
➢ Disaster Debris Management and Monitoring Plan
➢ Operational EOC with devolution capabilities
➢ Explore internship opportunities with local institutions of higher
learning
➢ Implement outreach programs to the faith based, public and private
sector communities
➢ Create actionable Dept. of Health mass prophylaxis plan for city
staff and families
Departmental Goals and Level of Service Targets (Department goals as they link to
each of the applicable Commission Goals)
1. Regulatory / Legal Mandates - Federal, State, Local and / or contractual
2. Life / Safety Requirement
3. Code/ Policy Requirement
4. Best Management Practices/ Industry Standards
5. Past Practices, Current Practices and/or previous Initiatives
Commission
Product/ Service/ Progr
Description
Actu
Full Cost
Target
Proposed
Goal
am
at
LOS/Metr
Cost
LOS/
is
Metri
c
1, 2, 3, 4
40 EOC portable
EOC is seat of
0
0
Fully
$40yOOO.O
workstations, each
all
equipped
0
work station includes:
government
(Approx.
1 Laptop, 1 phone
operations
cost
(with own extension)
during a
pending
disaster.
IT
Government
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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and elected
officials must
have ability to
run city
operations
f rom EOC
alone.
1, 2,4
3 EOC Interactive
An interactive
0
0
Fully
White Boards. 2 within
whiteboard is
equipped
$15,000.0
EOC, 1 located at Ops
an
0(Approx.
breakout room
instructional
cost
tool that
pending
allows
IT
computer
estimate)
images to be
displayed onto
a board using
a digital
projector.
2,4
10 40" Flat Screen
Display
5
0
Fully
$2,250.00
T.V's for EOC
information
equipped
f rom news
stations
and/or Web
EOC, Weather
reports
1,2,3,4
2 Wi Fi Hot Spot
Internet
0
0
Fully
$400.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
IT
estimate)
1, 2, 3,4
2 Portable Hot Spots
Internet
0
0
Fully
$150.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
during
IT
devolution
estimate)
(only
activated
when needed)
1,2,3,4
Remote internet
EPG as well as
0
0
Fully
(Unk.
Access control over
executive
equipped
cost
City Am Radio Station
staff must
pending
have ability to
IT
send public
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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info notices
throughout
normal
operating days
and during
crisis. Radio
will be
utilized to
give public
constant info
to keep
community
calm and well
informed.
1,2,3,4
Arc GIS Damage
Software
0
0
Fully
$5,000.00
Reporting System:
program that
equipped
Program integrates
creates
with current GIS
damage
system
assessment
reports,
municipal
report must be
completed
within 30 days
of incident
1,2,4
Bold Planning:
Integrated tool
0
0
Fully
$25,000.0
COOP/EOP Software
that walks
equipped
0(Approx.
program / EM plans
users through
cost
consulting
each step of
pending
the COOP/
IT
COG/EOP
estimate)
planning
process.
1, 2, 3,4
10 Private Property
Tablets
0
0
Fully
$10YO00.0
Damage Assessment
connect with
equipped
0(Approx.
Team member
internet, send
cost
tablets:
and receive
pending
data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
10 Public Property
Tablets
0
0
Fully
$10,000.0
Damage Assessment
connect with
Equipped
0(Approx.
Team member Tablets
internet, send
cost
and receive
pending
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City of Delray Beach
Emergency Management Level of Service Overview
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data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
20 Damage
Pelican type
0
0
Fully
$20,000.0
Assessment Team
case holding:
Equipped
0
member Go Kits
Digital
camera,
personal
protective
equipment,
flashlight,
handheld
radio,
misc. tools
1 A
Community Emergency
Educates
55
$15,000.00
1 CERT
$45,000.0
Response Team (CERT)
community,
mem
Team per
0
Triple size of CERT
cost increase
bers
large
membership annually.
to triple
HOA and
Cost covers instructor
membership.
Faith
overtime and CERT
based
team equipment
organizat
issued.
ion
1
NIMS Compliance
All city staff
20%
0
100%
$10,000.0
Training: Prepares
must take
of
staff
0
staff to meet
appropriate
staff
complian
community needs
level training
has
ce and
during disasters and
ands specialty
p y
met
prepared
special events
training to
mini
meet Federal
'
mum
State a n d
s
Local laws.
1,2,3,4
Code Red System is
Emergency
Curr
$5,000
city
$25,000.0
currently utilized to
Notification
ent
needs to
0
inform residents of
system
purc
cover a
everything from a boil
hase
popu latio
water notice to
price
n of
evacuation notice.
only
100,000
cove
rs a
popu
lati o
n of
appr
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City of Delray Beach
Emergency Management Level of Service Overview
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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oxim
ately
25,0
00
4,5
EM Director Admin
Assist EMD
0
0
Fully
$60,000
Assistant
with daily
staffed
(Approx.
operations and
cost
administrative
pending
functions
HR
review,
includes
benefits)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Work station
with daily
Equipped
(Approx.
to include computer,
operations and
cost
screen, keyboard,
administrative
pending
mouse, phone
functions
IT
estimate)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Office
with daily
Equipped
furniture
operations and
administrative
functions
1,2,3,4
Land acquisition for
Safe location
0
0
Purchase
$3,500,00
future EOC/911 call
to be seat of
d
0.00
center/multi use
government
building site
during
disasters/incid
ents
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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City of Delray Beach
Emergency Management Level of Service Overview
FY 2016 / 2017 Initiatives
Community Resiliency Campaign
Expand current community communications capabilities
Expand CERT teams to Faith based organizations and HOA's
Train city staff to perform in EOC functions
NIMS Compliance
Increase CRS rating
Expand Code Red usage and community data base
Bring in EM specialty training courses ie, Debris Management, Damage Assessment and
Reporting, Super circular on 2 CFR 200 for city staff
Change pay policy to include double time rate for staff during declarations
Create written plan for temporary EOC facility within DBFR HQ.
FY 2017 / 2018 Plans: will be based on GAP and SWOT analysis during 2017.
SWOT: (Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the
Commission Goals)
A. Strengths
Strengths
Building EM program from nothing
Community support
Commitment to training and educations
Collaboration in solving issues and problems
Good reputation with outside stakeholders
New leadership
Public servants passion for city
Pulling resources together
Community partnerships
Senior Management "Buy -In"
County and State Resource support
B. Weaknesses
Weaknesses
Building EM program from nothing
Piggy backing on other departments for all resources and infrastructure
Building program from nothing
No fixed EOC
Staffing
Staff work loads
Internal communications problems, i.e. need to get more employee buy -in
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City of Delray Beach
Emergency Management Level of Service Overview
Staff not trained in Special Event Planning process
Special Event Community Support to institute necessary changes to keep events safe and
meet national standards
Special Event Site selection process
Special Event staffing to institute standards
Reduced funding for necessary equipment and infrastructure
Information Technology Support timelines
Communications and training with elected officials
Limited city staff trained in emergency management
Limited city staff trained to operate in EOC environment
Limited city staff trained in All Hazard Security and Threats
City staff not equipped or trained to conduct city damage assessments
Staff lack of understanding holistic approach to EM Preparedness
Current mitigation infrastructure needs during event / incident over next 6 - 12 months
Communications with community and staff during an incident
Community awareness
Community Education
Information not getting to subordinates
Understanding 2 CFR 200
Understanding Stafford Act reimbursement processes
Understanding roles during disaster at all levels
Social Media
All city assets in one geographical area and the increased risk
Speaking with "One Voice" during disasters
No COOP plans in place for any city department
No COG plans in place for city
C. Opportunities
Opportunities
Increase staffing for DAT, EOC staff, Debris management staff
Improved communication among staff and community
More NIMS /DHS / EM Based training
More community outreach to business and faith based organizations
More internal/external support
Seeking alternative funding
Training method for NIMS metrics
Steer staff towards free training opportunities
Strategic planning (long term) for EOC placement and supporting infrastructure to reduce
risk
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City of Delray Beach
Emergency Management Level of Service Overview
D. Th reats
Threats
Population exceeding city infrastructure
Budget reductions
Community complacency
Political complacency
City Staff complacency
Growing Special needs community
No accurate census during events, incidents or transient / tourist housing
Evacuation route congestion
Climate Change
Special Event Site selection
Manmade hazards
Natural hazards
New department silos
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File #: 16-367, Version: 3
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Danielle Connor, Fire Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
Delray Beach Fire Rescue (DBFR) serves the City's population of 65,000 residents providing
services including but not limited to: fire suppression, fire prevention, fire investigation,
Advanced Life Support (ALS) and Basic Life Support (BLS) Emergency Medical Services,
Hazardous Materials response, and Specialty Rescue emergencies (rope rescue, confined space,
and dive rescue). The department also oversees the Ocean Rescue Division, including Lifeguard
and beach oversight. In our most recently completed FY 2014-2015, DBFR responded to 13,255
service calls. This 1% increase in call volume is broken down as follows:
14,000 - - FY 14-15 a Response Data 1o0i
I p
12,000
10,000
81000
61000
76%
4
4A
41000
22.60
21000 -4
1.40%
0
EMS Calls Fire Calls Other Calls Total
0 Seriesl 10,074 186 21995 13,255
In addition to the calls for emergency service noted above, the department also plays a critical
role in the preparation and staffing of a multitude of special events throughout the year. In the
past year, the department provided staffing and prepared Event Action Plans (EAP) for over 55
events within the City. Over 1,270 man hours were devoted to these events, with overtime
expenditures in excess of $83,000.
The service area is approximately 16 square miles, and services are provided per Interlocal
Agreement with the Town of Highland Beach and the Town of Gulf Stream. The department
currently provides its services from six fire stations (five in the City, and one in the Town of
Highland Beach), which are geographically spread throughout the City to maximize their
efficiency and effectiveness and to ensure appropriate service levels through response times.
Response time targets are established to ensure that units are strategically placed to ensure
timely responses that in turn ensure the minimization of damage from fire, or further patient
illness or injury caused by excessive delays. In this past year, the average total unit response
time (inclusive of dispatch time, turnout time, and travel) was 6:02. The average dispatch
handling time was 0:42, average turnout time was 1:13, and average travel time was 4:05.
There are a total of 175 employees within the Fire -Rescue Department, including Ocean
Rescue. Demographically, there are 144 males and 31 females. Further demographic
breakdown and the department's years of service spectrum is as follows:
Hispanic, 8 Asian, 1
Black, 10
Years of Service 25-30 Years
7%
0-4 Years
19%
5-9 Years
15%
10-14 Years
26%
20-24 Years
25%
15-19 Years
8%
With the exception of Ocean Rescue, all personnel are dual certified as Firefighters and
Paramedics or EMTs. Operationally, Delray Beach Fire Rescue staffs three (3) shifts (A,B,C) with
a minimum of 33 operating personnel per day, and each shift comprised of 44 total personnel
(133 operational positions).
This Level of Service document will outline the Fire -Rescue Department's current service levels
from three perspectives: core, best practice, and discretionary services. Background, data,
budgetary commitments, and identification of service recipients will be described and
conjoined with the identified City Commission goals for 2016-2018. Of special note is that the
current budget and staffing are reflective of the current census numbers and do not realistically
reflect the development, transitional housing, special events, and tourism that have together
made Delray Beach a legitimate destination to live, work, and play.
COMMISSION-APPROVED FY 2016-18 GOALS
1. Multi-year, integrated planning and budgeting process
Goals, objectives and measureable outcomes approved by
Commission at beginning
Initial plan year is basis for budget
Progress assessed and plan /budget updated semi-annually
2. Grow and diversify revenue base
No increase in property tax millage
Increase revenue from fees and services to full cost recovery levels
Aggressive economic development program
Evaluate City /CRA /DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & RJ program
Fleet
Technology
Facilities
4. Focus on and invest in high value assets /programs
Clean and Safe
Special Events
Beach
5. Align organization and staffing to approved objectives and levels of service
CORE SERVICES
Fire Operations
The Operations Division is responsible for managing the emergency response resources of the
Department. Those responses include fire suppression, emergency medical services (EMS),
hazardous materials response and mitigation, dive rescue, building collapse, confined space
rescue, and rope rescue. We respond to and mitigate all natural or manmade disasters that
occur within our response area. We operate out of six (6) fire stations, including the Highland
Beach station, with one (1) Battalion Chief, one (1) EMS Captain (supervisor), four (4) Engine
Companies, two (2) Ladder Companies, six (6) Rescue Companies (medical transport units), and
one (1) Special Operations truck with a daily minimum staffing of 33 shift personnel. Each
Engine and Ladder Company is staffed with three (3) personnel including a Captain, Driver
Engineer, and Firefighter/Paramedic. Each Rescue Company is staffed with two (2)
Firefighter/Paramedics. There are 116 budgeted positions that include staffing of emergency
vehicles, one (1) Assistant Chief of Operations, one (1) Division Chief of EMS, one (1) Special
Operations Captain, and one (1) Administrative Assistant. The Department responded to 13,255
incidents in FY 14-15. The Fire Department's LOS Goal #1 is to transition from 2 -person to 3 -
person staffing for Rescue trucks, with designated Rescue Lieutenants on these units. Several
different financing options are provided in this tab to show how this staffing can be slowly
transitioned.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 4, 5
$18,857,950
External/Internal
Core
Fire Inspections/Prevention
The Delray Beach Fire -Rescue Department's Fire and Life Safety Division's mission is to ensure a
safe environment exists for residents, visitors, and employees working within the City limits.
The overall mission of the Fire and Life Safety Division is to partner with the fire safety
community and general public to help assure Delray Beach is a safe community for its residents
and guests. To accomplish its mission, the Division conducts inspections of businesses and
occupancies as mandated by state and local ordinances, performs life safety plan review, and
investigates all fires occurring within the Fire Department's jurisdiction with special emphasis
on major and suspicious fire incidents. During the past fiscal year, the Delray Beach Fire -Rescue
Department's Fire and Life Safety Division conducted a total of 10,042 fire and life safety
inspections. During these routine inspections, inspectors identified 433 code violations that
resulted in 399 corrections occurring within 90 days thereby creating a safer environment. The
Division consists of the Office of the Fire Marshal, five (5) Fire Inspectors, one (1) Plan Reviewer
and one (1) Administrative Assistant. The five Inspectors in the Division are currently made up
of individuals who hold the rank of Captain. All of the Fire Department's Special Events
planning and costing are managed by one of the Senior Inspectors. Given the number of events
and the associated required planning, this component of his job takes up a substantial amount
of his time.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,227,000
External/Internal
Core
Fire Investigation
Fire Inspectors conducted 40 fire investigations to determine cause and origin. These fire
investigations are conducted both during normal business hours as well as after hours.
Members of the Fire Safety Division that conduct these investigations hold certifications as Fire
Investigator I or II as recognized by the state of Florida Fire Marshal office. Some examples of
when a fire investigation occurs include; property damage over $25,000, suspicion of arson,
juvenile fire starters, fire related injury or death, code violations contributing to the start of the
fire, fire in general is suspicious in nature or undetermined, and/or a second alarm is called.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
See fire
External/Internal
Core
inspection/prevention
Goal 1, 3, 5
budget
External/Internal
Core
EMS
The EMS Division is responsible for managing the resources that contribute to the overall
operations of the Department. It is an integral part of the service delivery of the Department.
The division is also responsible for maintaining compliance with all state and local certification
requirements. Of the 133 budgeted positions for emergency response, 128 are certified
paramedics and five (5) are emergency medical technicians (EMTs). Every Engine, Ladder, and
Rescue Company is advanced life support (ALS) certified and equipped, with staffing of at least
one (1) paramedic. In FY 14-15, 76% of the total call volume was for EMS related incidents. All
EMS functions are provided under the medical license of our Medical Director, Dr. Craig
Kushnir.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$125,000
External/Internal
Core
Training
Delray Beach Fire Rescue prides itself on the intensive and quality training provided to its
members. In order to meet local, state and national standards and stay prepared for whatever
emergency situation could present DBFR, provides each member a minimum of 20 hours of
training per month. The Training Division is responsible for training ALL personnel, standards
compliance with NFPA and ISO requirements, and hiring and training of all new firefighters.
The Training Division oversees all on-line EMS/Fire training through Target Solutions which
provides each member over 250 hours of training opportunities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$420,000
Internal
Core
Records Management
Records management for DBFR fall under the responsibility of the IT Support Manager, the
Payroll and Records Coordinator, and the Administrative Officer through the utilization of
Firehouse, SafetyPad, Telestaff, and Target Solutions software. These responsibilities include
payroll, Worker Compensation paperwork, employee physical scheduling, evaluations, Driver's
License verification, public record requests, and subpoenas.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$100,000
External/Internal
Core
[lrann Racri m
The Ocean Rescue Division provides lifeguard services to the municipal beaches and Atlantic
Dunes Park, from 9:OOam — 5:OOpm, 365 days of the year. They are an integral part of the public
safety delivery system provided by the City. A large part of the work of the Ocean Rescue is
prevention through direct observation from the lifeguards in their towers. They provide
warnings through direct contact (whistle) as well as their flag system. These warnings keep
beach patrons safe from hazards such as rip currents, rough surf, man -o -war, etc. The division
also provides CPR classes to the public on a regular basis, as well as a Junior Lifeguard program,
annual Surf Festival, and an annual one -mile ocean swim competition. In FY 14-15, Ocean
Rescue expanded their hours of operation to 6:OOpm during daylight savings time with plans to
operate until 6:15 this year.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,430,420
External/Internal
Core
Administration
The Fire Administration Division consists of one Assistant Chief and one Administrative
Assistant and is responsible for the Training Division, Fire and Life Safety Division, Fleet,
Facilities as well as IT and Support Management. DBFR fleet consists of 18 staff vehicles and 15
specialty units. The facilities of DBFR consist of six fire stations, Ocean Rescue Headquarters,
and eight lifeguard towers. The Assistant Chief of Administration works hand in hand with the
Assistant Chief of Operations to provide safe working environments, efficient apparatus, and
meet the NFPA and ISO training needs.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,930,000
External/Internal
Core
BEST PRACTICE
Hazardous Materials
The Hazardous Materials Response Team (HMRT) is the community's first line of defense to
mitigate incidents involving chemical transportation accidents, chemical spills in
business/manufacturing facilities, and acts of terrorism involving weapons of mass destruction.
Additionally, our HMRT is one of four Regional Response Teams within Palm Beach County and
one of three State Response Teams within Florida's Region 7 territory. The City receives
approximately $250,000 annually through funding collected by the Solid Waste Authority to
fund the County regional hazmat team.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$810,000
External
Best
Ahura Tamm
The Dive Rescue Team is a rapid deployment water rescue unit within DBFR. Thirty six Dive
Rescue Specialists provide water rescue and recovery services throughout Delray Beach and for
surrounding cities. Divers are equipped with standardized technical diving equipment provided
on every frontline suppression and rescue apparatus within the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$59,000
External
Best
Technical Rescue
DBFR's Technical Rescue Team (TRT) responds to extreme rescue situations such as confined -
space rescue, high angle/low angle operations and vehicle extrication/stabilization operations.
The TRT members receive extensive training, have operational and technician level
certifications and demonstrate proficiency in special rescue operations before and while they
are assigned as a team member.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$62,000
External/Internal
Best
Public Education/Community Risk Reduction
Delray Beach Fire Rescue prides itself on community involvement. From participating in
community and school events, to hosting open house events at our fire stations DBFR places
community education and risk reduction as a core value. This year DBFR has hired for the first
time a civilian Public Education Specialist whose sole responsibility will be to foster the
relationship between the fire department and the community.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$55,000
External/Internal
Core
Public Information Officer
The Public Information Officer (PIO) provides pertinent and timely information to the various
local media outlets as well as our partners at City Hall and the Police Department. The PIO also
maintains our presence on the various social media sites including Facebook, Twitter, and
Instagram. Currently this position is filled with a shift Captain.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$2,000
External/Internal
Best
IT Support
The IT support for the Fire Department is staffed by one member. The functions of the IT
support include day to day support of all fire department specific software applications, training
of all personnel on the fire specific applications and liaison with Palm Beach County Fire
Rescues IT Division.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$98,000
Internal
Best Practice
Logistics
The logistics Captain position is a new position for the FY 15-16. This position reports directly to
the Assistant Chief of Administration. Job duties of this position include the ordering, stocking
and delivering of all EMS supplies, all Personal Protective Equipment (PPE) including bunker
gear, all station supplies and any other job duties deemed necessary. From an LOS perspective,
the roles and duties of this position could be served at a lower total cost by transitioning this
position from a sworn Captain to a civilian. The net cost for a civilian would be approximately
$80,000; thus projected savings of $95,000.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$175,000
Internal
Best Practice
EMS Billing
The department has one EMS Billing Supervisor and two EMS Billing Specialists who are
responsible for all duties related to EMS billing. This Division ensures standards and compliance
within the department by adhering to the established HIPAA and billing guidelines. For FY
14/15, the division exceeded their goal by collecting $2,522,538 in receivables.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$200,000
External/Internal
Best
Dlnn QAO\/11O\A/
Fire Plan review is conducted by one member of the Fire Safety Division who also spends 40%
of his hours reviewing City plans at City Hall. In the FY 15-16 there were 1,394 plans reviewed
during the fiscal year that generated an additional $196,329.83 in revenue for the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$40,000
External/Internal
Core
Highland Beach Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Highland
Beach. Per the ILA, the town funds 22.5 positions annually. In FY 14/15, there were a total of
525 emergency responses in Highland Beach. This station provides a second station east of the
ICK strengthening the department's capabilities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$3,222,160
External/Internal
Discretionary
DISCRETIONARY
CERT Program
The Community Emergency Response Team Program (CERT) is an active program of community
volunteers who are trained and prepared to activate in the event of an emergency. Annual
training and refresher courses are offered. In FY 14/15, a total of 2,196 volunteer hours were
provided by CERT.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$10,610
External/Internal
Discretionary
Explorer Program
The Delray Beach Fire Explorer Post has been in existence for the past 30 years. This program
engages and trains young people about career choices in the fire and EMS field. Often, this
program has served as a recruitment tool for DBFR and has been utilized to try to enhance our
diversity.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$7,560
External/Internal
Discretionary
Gulf Stream Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Gulf
Stream.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
($429,460)
External/Internal
Discretionary
FIRE -RESCUE DEPARTMENT GOALS AND LOS TARGETS
Vision: "Our vision is to provide fire -rescue, emergency medical and special operations services
at the highest level of excellence, professionalism and commitment to the community. Proud
of our past and embracing our future, the members of Delray Beach Fire -Rescue will work as an
effective and integrated team, dedicated to continuous improvement and maintaining a
positive environment. The Department will be a model to others and the pride of the
Community."
Mission: "The Delray Beach Fire -Rescue Department is resolved to provide the highest quality
of emergency services to residents and visitors of our community; effectively mitigating all
types of incidents threatening life or property; educating the public in specific aspects of health
and safety to assure a superior quality of life."
LOS Target #1— Increase Rescue Unit Staffing
The staffing and deployment model currently utilized in the Operations Division utilizes three
personnel on all Engine and Ladder trucks, and two personnel on Rescue trucks. Compared to
our mutual aid partners — Boca Raton, Boynton Beach, and Palm Beach County Fire Rescue -
DBFR is the only agency staffing all of our transport Rescue Units with two (2) FF/Paramedics.
Our mutual aid partners are staffing the majority of their Rescue Units with three (3)
FF/Paramedics. This configuration for emergency response dictates that in the majority of EMS
calls, both a fire apparatus and Rescue vehicle are required to respond (except in minor medical
instances) for the personnel. This response places five people at the scene of any medical
incident, with both units responding in tandem. One impact is that with both units at one
emergency call, any secondary call in that zone would necessitate an out -of -zone response,
resulting in not only the secondary zone now without one of its two apparatus, but delayed
response times, as well.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -Rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Engine and Ladder Trucks, and either two (2) or three (3)
FF/Paramedics to their Rescue trucks. The operational advantages of 3 -person Rescue vehicles,
particularly for the busier stations, includes:
• Reduction in response times
• Faster turnaround and inservice times at the local hospitals
• Availability of a second ALS unit in zone
• Less wear and tear and associated costs on the fire apparatus
• Potential for enhanced patient outcomes, and improved safety on emergency scenes.
The chart below shows the EMS calls only for DBFR since FY 00-01 to FY 14-15. During this time
frame, EMS calls have increased 14.9% from 8,769 in 2000 to 10,074 in 2015. Of note in the
most recent FY, 7,562 of the 10,074 EMS calls (75.1%) resulted in the patient being transported
to one of the local emergency departments. Whereas a typical EMS call can be 20-30 minutes,
this time frame increases to 60-75 when the patient is transported. These times translate to
time that this unit is not in service for any secondary calls that come into their respective zones.
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
14-15
13-14
13 -Dec
11-12.
10-11.
09-10.
08-09.
07-08.
06-07.
05-06.
04-05.
03-04.
02-03.
01-02.
00-01.
EMS INCIDENTS
Total Received
10074
10354
9692
9202
9172
9422
10434
10141
9550
9410
9551
9739
8855
9032
8769
a. EMS calls by Zone
Sta.# 1
2585
2797
2561
2386
2377
2611
2998
2756
2817
2732
2748
2886
2580
2769
2704
Sta.# 2
1277
1295
1241
1100
897
618
675
905
657
663
696
730
640
693
604
Sta.# 3
2178
2229
2043
1902
2007
1993
2247
2151
1930
1939
2194
2113
1995
2003
1991
Sta.# 4
1752
1892
1781
1688
1745
1668
2020
1910
1875
1829
1608
1711
1626
1550
1560
Sta.# 5
1680
1605
1590
1608
1606
1758
1993
1843
1914
1851
1827
1854
1614
1626
1539
Sta.# 6
520
536
476
518
540
591
501
565
357
396
379
345
400
393
371
Out of Jurisdiction (OJ)
82
0
0
0
0
0
0
0
0
0
0
0
0
0
0
b. Transports per Station
Sta.# 1
1768
1846
1729
1779
1706
1905
1927
1884
1652
1541
1618
1660
1448
1332
1356
Sta.# 2
1028
1079
975
811
644
397
468
442
371
347
412
403
353
378
359
Sta.# 3
1586
1629
1519
1447
1318
1297
1335
1328
1208
1107
1387
1416
1231
1094
1143
Sta.# 4
1309
1338
1320
1325
1236
1295
1254
1284
1103
1144
1041
1135
987
859
885
Sta.# 5
1369
1321
1110
1353
1371
1623
1704
1594
1422
1360
1401
1299
1163
1120
969
Sta.# 6
502
551
432
369
347
271
214
257
207
238
234
226
253
226
211
7562
7764
7085
7084
6622
6788
6902
6789
5963
5737
6093
6139
5435
5009
4923
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
times and having a secondary unit (the Fire Engine) available for any secondary responses in
that zone while the Rescue is on another call.
As a matter of practice, we regularly analyze response data to determine if the geography,
apparatus placement, equipment, and staffing are adequate and efficiently placed to maximize
our effectiveness. Per the table and discussion above the annual call volume has increased
steadily and consistently over the past several years. While future consideration will need to
address possibly adding another full service fire station and/or remote partial stations (North
and South Federal Highway), the focus in the next 12-36 months will be on adding personnel to
our Rescue apparatus in a methodical and strategic manner.
One of the core metrics, in addition to call volume, that is analyzed in consideration of
apparatus placement, staffing, and station construction is response times. The National Fire
Protection Association (NFPA) Standard for the Organization and Deployment of Fire
Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by
Career Fire Departments, 2010 Edition, also known as NFPA 1710, outlines the minimum
requirements for the deployment of fire suppression operations, emergency medical
operations, and special operations to the public by substantially all career fire departments.
The four phases of total response time are 1) dispatch notification, 2) fire department
notification time, 3) fire department turnout time, and 4) fire department travel time. As
mentioned, for our most recently completed FY, the average total unit response time (inclusive
of dispatch time, turnout time, and travel) was 6:02. The average dispatch handling time was
0:42, average turnout time was 1:13, and average travel time was 4:05.
Phase I Phase 11 Phase III
Dispatch Fire Department Fire Department
Notification !Turnout
riccalls 911
Call transferred Dis atch alerts Firefighters Firefi hters
� receive caI'l ar~d g
to Dispatcher Fire De artment travel to scene
Turn€�ut
Alarm
Handling time
(Includes answering
and processing time)
AIGDA Qf-nnt4nrrAc-
Alarm
Dispatch time
(Includes transfer time,
dispatch time)
NFPA Standards
Fire: 60 seconds or less
EMS: 60 seconds or less
Alarm
Turnout time
(Firefighters get
notification of alarm
and leave fire station)
NFPA Standards
Fire: 80 seconds or less
EMS: 80 seconds or less
"IIIII�j
Phase 11
Fire Department
Travel Time
IL
!�2Firefi
Alarm
Travel time
NFPA Standards
Fire: 240 seconds or less
EMS: 240 seconds or less
An analysis of our FY 2015 response time data, juxtaposed to the above NFPA standards is as
follows:
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
Counts
Percentage
Number of EMS Calls:
21295
100%
Turnout Time Less Than 60 Seconds:
7445
34.96%
Turnout Time More Than 60 Seconds:
13850
65.04%
Travel Time Less Than 4 Minutes:
10661
50.06%
Travel Time More Than 4 Minutes:
10634
Counts
49.94%
Percentage
Number of Fire Calls:
693
100%
Turnout Time Less Than 80 Seconds:
251
36.22%
Turnout Time More Than 80 Seconds:
442
63.78%
Travel Time Less Than 4 Minutes:
238
34.34%
Travel Time More Than 4 Minutes:
455
Counts
65.66%
Percentage
Number of MVA Calls:
3397
100%
Turnout Time Less Than 60 Seconds:
1110
32.68%
Turnout Time More Than 60 Seconds:
2287
67.32%
Travel Time Less Than 4 Minutes:
1578
46.45%
Travel Time More Than 4 Minutes:
1 1819
53.55%
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
The current cost of a new Firefighter is broken down as follows:
Firefighter/Paramedic
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
BARGAINING HOLIDAY
4.23%
$2,093.96
PENSION
58.17%
$30,009.04
SOCIAL SECURITY
6.20%
$3,198.27
MED. SOCIAL SECURITY
1.45%
$747.98
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
LIFE INSURANCE
$13.00
Monthly
$156.00
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNIFORMS
$1,000.00
BUNKER GEAR
$2,500.00
Total
$99,123.83
The Fire -Rescue Department uses a Full Time Equivalent (FTE) factor of 4.2 for planning,
budgeting and staffing purposes. In other words, each position requires hiring 4.2 personnel.
This number is calculated based upon three shifts (one per shift) and annual averages of
employee leave time (ie, sick time, vacation time, Worker Compensation injuries, maternity
leave, bereavement leave). Using this full cost methodology, to hire one person on a full time
basis for one rescue vehicle would be $395.600 (Option F, below). To hire personnel to
permanently staff two rescue vehicles would then be $791,200 (Option Q.
In consideration of long term LOS goals for Fire -Rescue, permanent 3 -person staffing is the
goal. In an attempt to roll this staffing out at our high volume stations during peak hours, we
have prepared the following staffing options. Options A through D would utilize overtime to
staff our three or four busiest rescues with a third person. We have further broken this option
down to 6 or 12 month time periods. The primary benefit to utilizing overtime funding is that
the City would avoid the associated costs of hiring additional personnel (ie, uniforms, bunker
gear, health insurance, pension costs, etc). Utilizing overtime as the less expensive option will
afford the department and the City time to a) pursue grant funding, and b) plan for the
increased expenditures.
Option A
Option C
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
Add peak hour staffing to R115
57,728 Add peak hour staffing to R115
115,456
******* 6 months,1 additional
person on four units, 0900-1800
*******12 months, 1 additional
230,912 person on four units, 0900-1800
461,824
M
Option 6
Option D
I
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
******* 6 months,1 additional
person on three units, 0900-1800
Option E
*******12 months, 1 additional
173,184 person on three units, 0900-1800
Option F
346,368
Permanently add 3rd person to R111
Permanently add 3rd person to
416,316 R113
416316
Permanently add 3rd person to R113
416,316
832,632
LOS Target #2 — Rescue Supervisors
The Rescue vehicles, as described above, are currently manned with two
Firefighter/Paramedics. Both personnel are the same rank, and neither is a supervisor. Last
year, 10,074 of the department's 13,255 service calls were EMS -related, which accounts for
76%. These two person Rescue Companies function alone on the majority of calls. 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 states that
"Each company shall be led by an officer who shall be considered a part of the company"
(5.2.2.2.2). Furthermore, the industry standard in South Florida is to provide a supervisor on
each Rescue. This provides oversite and responsibility to a specific individual on the Rescue to
ensure treatment protocols and documentation are followed and completed in a timely and
professional manner.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Rescue Trucks. All of our mutual aid partners, Boca Raton,
Boynton Beach, and Palm Beach County Fire Rescue, have three personnel on the majority of
their Rescue apparatus.
Jurisdiction
Engine
Ladder
Rescue Unit
Combined
Fire/EMS
System
Population
Annual Incident
Volume
Fire Stations
Delray Beach
3
3
2
Yes
65,055
13,000
516*
Boynton Beach
3
3
3
Yes
73,124
12,791
5
Boca Raton
3
3
312**
Yes
91,332
18,606
8
Palm Beach County
3
3
3
Yes
11397,710
1311171
49
Ft. Lauderdale
3
3
3
Yes
176,013
54,387
11
Pompano
3
3
3
Yes
106,105
28,000
6
West Palm Beach
3
3
3
Yes
104,031
25,113
8
* Delray Beach has
** Boca
five fire stations
Raton Fire
with minimum
Rescue
daily staffing of 28
operates
personnel. A
two of their
contract with
Rescue
Highland Beach
units with
operaties Station #6 two (2)
with five personnel
personnel.
bringing daily
They also
staffing to 33.
staff a three
(3) person
Rescue Unit
M - F, 0800-
1800
In addition to the stated benefits of having three personnel on Rescue Trucks (as outlined in
LOS Target #1), one of the essential benefits is having a supervisor on every unit and available
for response to every emergency call in the City. The position of Rescue Supervisor would
enhance accountability, improve customer service, ensure treatment protocols are upheld,
would serve as Field Training Officers (a cost savings), and would be responsible for Quality
Assurance (QA) of all EMS Patient Care Reports (PCR). As we migrate toward 3 personnel on
our Rescue vehicles, the LOS target of staffing these apparatus with Rescue Supervisors should
run concurrent.
The cost of implementing this LOS goal would have to be determined per the collective
bargaining process, and in consultation with Human Resources. This would represent the
creation of a new position, and thus a new pay classification would have to be established, as
well. The pay scale would have to be consistent with separation from the Paramedic
classification, but less than the Captain position. This would not require the addition of any
new personnel, rather, the titles and nomenclature would be reclassified.
LOS Target #3 - Additional Training Captain
Currently, Delray Beach Fire Rescue is comprised of over 95% Paramedic and Firefighter II
certified personnel. Additionally, 63 personnel certified as Hazardous Material Technicians, 33
personnel as Dive Rescue Specialist, 42 Rope Rescue, 42 Confined Space, and 60 Florida State
Fire Inspector. Other certifications personnel at Delray Beach Fire Rescue possess and maintain
are Live Fire Training Instructor (LFTI), Fire Investigator (I and II, Vehicle and Machinery
Technician, Structural Collapse, Trench Rescue, and Fire Instructor (I, II, and III).
Of these 133 personnel, there are currently 24 members in the Deferred Retirement Option
Plan (DROP) which places 5 year maximum employment expectancy. In addition to the 24
members in the DROP, there are 21 members who have reached their 20 -year mark and are
DROP eligible. In the past year Delray Beach Fire Rescue has hired 31 new Firefighter /
Paramedics due to attrition through retirement and/or resignation. In addition to the projected
attrition below, Delray Beach Fire Rescue has had 15 resignations and 1 termination over the
past 5 years.
Attrition and Hire Projections
DROP, 24
New Hires, 31
s
Less than 1
vr. 18 �
DROP Eligible, 21
Each new recruit for Delray Beach Fire Rescue is required to complete a probationary training
program lasting anywhere from 10-12 weeks depending on the number of new hires. Combined
with those members in the DROP and DROP eligible personnel, by FY 2021 Delray Beach Fire
Rescue will have 51% of its total operational personnel with less than 5 years' experience.
Training forms the foundation of all fire department performance. As with most occupations
that may involve saving lives, training is of paramount importance. As firefighters however, we
are faced with a variety of potentially deadly situations that simply cannot be duplicated using
computer simulations or tabletop exercises. Fire Executives must create an atmosphere where
firefighters can practice and maintain proficiency at their craft. Training of firefighters under
realistic conditions is critical for efficient and effective performance of technical firefighting
skills on the fire ground and for firefighter safety. In a nutshell, fire department training
improves firefighter safety. The ever-changing technologies in fire suppression techniques
require that firefighters be knowledgeable, trained, and experienced. Within the next two
years, the department will have a training center to support our expanding training needs.
Training is ongoing, repetitive, and challenging, and encompasses a combination of
methodologies that are didactic, practical, classroom, skills based training and evolutions in
areas including;
o Recruit orientation training
o Officer Development training
o Driver Engineer continuing education and training
o Multi -company drills
o Roof ventilation
o Search -and -rescue
o Forcible entry
o Interior ventilation
o Wind -driven fire evolutions
It is the recommendation of the Fire Chief in accordance to LOS Goal #4, to create an additional
Training Captain position bringing the total number of positions to two (2). According to NFPA
1001, each member of Delray Beach Fire Rescue including administrative staff, is required to
complete a minimum of 20 hours per month totaling over 35,000 hours of training per year.
NFPA also has training requirements for positions including Driver Engineer, Company Officer,
Hazardous Material, New Recruits, Incident Management, NIMS, Dive Rescue, Rope Rescue,
Confined Space, EMT, and Paramedic. While once the training in the fire service industry was
minimal or consisted of practicing flowing water through hose lines, the philosophy of training
in a post -9/11 world is significantly different. Our departmental training is inclusive of fire,
EMS, Hazardous Materials, Technical Rescue (rope rescue, confined space, elevated rescue,
etc.), terrorism preparedness, and administrative policy review.
The estimated costs would include hiring one additional entry level Firefighter, and the
associated costs of the promotion and reclassification of one individual from Firefighter to
Captain. Total cost estimate to add an additional Training Captain would be $133,737.07.
Firefighter/Paramedic
Training Captain
(promotional costs)
Annually
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
PER HOUR (MINIMUM)
PER HOUR
$201000.00
BARGAINING HOLIDAY
4.23%
$2,093.96
BARGAINING HOLIDAY
4.23%
$846.20
PENSION
58.17%
$30,009.04
PENSION
58.17%
$12,127.07
SOCIAL SECU RITY
6.20%
$3,198.27
SOCIAL SECU RITY
6.20%
$11292.46
MED. SOCIAL SECURITY
1.45%
$747.98
MED. SOCIAL SECURITY
1.45%
$302.27
WORKERS COMPENSATION
$ -
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
DISABILITY
0.22%
$45.24
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
EMPLOYEE ASSISTANCE
$2.55
Monthly
LIFE INSURANCE
$13.00
Monthly
$156.00
LIFE INSURANCE
$13.00
Monthly
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
HEALTH INSURANCE
$812.66
Monthly
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNEMPLOYMENT
$2.76
Monthly
UNIFORMS
$1,000.00
UNIFORMS
BUNKERGEAR
$2,500.00
BUNKERGEAR
Total
$99,123.83
$3416
DEPARTMENT GOALS
• Protect life and property in the community through timely emergency response.
• Provide career development, education, and training for personnel to meet future
challenges and issues that will impact the City.
• Expand fire safety education programs
• Improve cardiac arrest (ROSC) patient outcomes
• Improve the Logistics position's capacity to support Operations
• Graduate to a comprehensive inspection program for all community structures
• Implement an officer development program to better prepare employees who may
want to move into management positions within the department
• Prepare long and short term strategic goals for succession planning, apparatus
replacement, and capital infrastructure replacement
• Reduce preventable deaths, injuries, and property loss in the community through
public education programs.
• Maintain proactive recruitment programs to attract and retain high quality
professional staff.
• Be responsive to all customer and citizen needs by identifying appropriate service
levels through interaction with citizens and other local government departments.
Maintain high level of compliance with industry standards.
• Require all buildings to be in compliance with the appropriate local and state fire
codes.
• Reduce preventable and intentional fires in the City.
• Educate the community on methods of reducing preventable deaths, injuries, and
property loss through public education instructional programs, teacher training in
schools, and adult group presentations throughout the community.
FIRE -RESCUE GOVERNANCE
1. City of Delray Beach Ordinance
a. Section 33.20 - ESTABLISHMENT: Department to be known and designated as
the Fire -Rescue Department is created for the City.
i. (Code 1980, § 11-1; Ord. No. 46-02, § 1, passed 10/1/02)
b. Section 33.21— POWERS, DUTIES OF DEPARTMENT: The Fire -Rescue
Department shall have control and management of all fires and emergency
medical services within the limits of the City. It shall be unlawful for any person to
interfere with any Fire -Rescue Department personnel by means of a physical act
with the intent to hinder said Fire -Rescue Department personnel in the
performance of his duties.
i. (Code 1980, § 11-2; Ord. No. 46-02, § 1, passed 10/1/02)
2. Regulatory Mandates
a. OSHA regulations
i. CFR 1910.132 —Personal Protective Equipment
ii. CFR 1910.156 (a)—Training
iii. CFR 1910.120 -Hazardous Materials
b. Bureau of EMS
i. Chapter 64-J of Florida Administrative Code
ii. Chapter 401 F.S.
iii. EMT/Paramedic Certification
iv. ALS vehicle regulation and licensure
c. Florida Fire Prevention Code and Florida Building Code
3. Code/Policy/Contract
a. Mutual/Automatic Aid Agreements
i. PBCFR
ii. Boynton Beach
iii. Boca Raton
4. Best Management Practices
a. NPFA Standards
i. 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
i i. Response times
iii. NFPA 1500: Standard on Fire Department Occupational Safety and
Health Programs
iv. Firefighter physicals
v. Personal Protective Equipment (PPE)
b. National Fire Incident Reporting System (NFIRS)
c. National Emergency Medical Services Information System (NEMSIS)
d. American Heart Association (AHA)
i. Care of cardiac patients (CPR, ACLS)
ii. Care of stoke patients
5. Insurance Service Office (ISO) community rating system
6. United States Fire Administration (USFA)
2015 Accomplishments
• Installation of diesel exhaust removal system in all fire stations
• Migrated to the PBCFR Dispatch System in May 2015
• Established a routine fire inspection program utilizing an electronic inspection records
management system
• Installed 525 smoke detectors and conducted over 200 home inspections
• Successful transition of Ocean Rescue from Parks and Recreation to Fire -Rescue with
resulting service enhancements
• Ratification of a three year Collective Bargaining Agreement (CBA) with the IAFF 2928
• Insurance Services Office (ISO) site visit took place in November 2015. The department
maintained a Class 2 rating.
• Established a Logistics position to better utilize and manage resources
2015-2016 Initiatives
• Relocation/rebuild of Fire Station #3
o Land acquisition
o RFQ/RFP for design/build
• RFQ/RFP for training center
• Hire new Fire Chief
• Implementation of new CBA
• Migration to new RMS system for EMS Patient Care Report (PCR) and training
• Apparatus replacement
o Ordered two fire apparatus
o Ordered one replacement rescue truck
• Peak level staffing of rescue trucks
o R111 and R113 staffed with three personnel from November 2015 to May 2016
o Peak level staffing, Monday through Friday, 0900-1800
• Continuation of cancer prevention efforts
o Bunker gear washers
o MagneGrip diesel exhaust removal system installed and in use
• Hired 18 new Firefighters
o Complete orientation
o Assign to shift
o Completion of probationary requirements
• Succession Planning
o Officer Development Program
o Promotional Examinations
o Talent Identification
LOS implementation timelines
• Immediate: The logistics position is currently staffed by a Captain. Transitioning this
position to a civilian will save a minimum of $70,,000 and will have minimal impact on
the organization.
• FY 16/17: Add one additional position to Rescue 113, which would entail hiring four
(4) additional Firefighters.
• FY 16/17: Through the CBA process, add the rank of "Rescue Lieutenant" and have a
supervisor placed on all rescue apparatus.
• FY 16/17: Add one additional Training Captain to the Training Division
• FY 18/19: Add one additional position to Rescue 111, which would entail hiring four
(4) additional Firefighters.
• FY 20/21: Add one additional position to Rescue 112, which would entail hiring four
(4) additional Firefighters.
• FY 22/23: Add one additional position to Rescue 114, which would entail hiring four
(4) additional Firefighters.
• FY 24/25: Add one additional position to Rescue 115, which would entail hiring four
(4) additional Firefighters.
EXECUTIVE SUMMARY
The City of Delray Beach is a prospering and growing community. The Fire Department
provides one half of the City's public safety. In 1989, the department responded to 6,500 calls.
In 2015, we responded to 13,255. As the community has grown, become more populated, and
become a tourist destination, the services the Fire Department has provided have expanded, as
well. The service expectations in a post 9/11 world are significant. As stated in the
introduction, the department provides the essential services of fire protection and EMS patient
care and transportation. As explained, the department provides these and many more services
to the community, including a variety of community risk reduction efforts, fire inspection, fire
investigation, Special Operations (Dive Rescue, Hazardous Materials, Confined Space, High
Angle Rescue), CERT, and Explorer Program. The LOS changes in this document provide for the
continuity of these services, and in some cases, the expansion of the department's capabilities
to meet response time and service expectations. The additional staffing (third person on
Rescue vehicles) will provide an ROI in the form of the maintenance of our response times, and
ensuring the highest level of patient care. Also, this staffing model will allow for the cost
avoidance of building an additional fire station for the foreseeable future and will result in
immediate cost savings of fuel and wear and tear on the fire apparatus which would not be
responding to their current volume of responses. The future of the Fire Department will mean
efficient responses to emergency calls with sufficiently trained staff, and with a supervisor on
all of the responses the department makes each year, increasing accountability and consumer
expectations.
File #: 16-376, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Departmental Level of Service Overview - Finance
I. Commission Approved FY2016 - 2018 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (REtR)
program
4. Focus on and invest in high value assets/programs
II. Departmental Goals and Level of Service Targets
A. Mission: Finance designs and manages the City's planning and financial
structure and operations to safeguard City assets and maximize levels of
service at acceptable levels of cost.
B. Core Services
The Accounting core service includes recording and publicly reporting all City
financial activity. The annual deliverable is the City's Comprehensive Annual Financial
Report (CAFR). Accounting also administers two pension plans and counsels
employees on retirement programs. The Accounts Payable group manages 14,000
annual payments. Payroll administration insures payments and federal tax reporting
for the City's 750 employees.
The Treasury core service insures that City has sufficient cash to achieve operating
goals. This also includes safeguarding the City's cash and non-cash assets.
The Risk Management core service manages the City's property and casualty
insurance programs. It also includes managing citywide workplace safety programs.
The Planning, budgeting and control core service designs and administers the City's
multi-year and annual plan and budget processes. This includes operating plans and
operating and capital budgets. The annual deliverable is the officially adopted annual
budget. This service also includes monthly reports on actual vs. plan performance.
This service also includes providing financial advice and support to the City
Commission and departments.
The Utilities / Customer Service core service bills and collects for City water / sewer
and sanitation services, including read 22,000 water meters monthly. This service
also includes general customer teller operations.
C:\Users\GRANIC-1\AppData\Local\Temp\BCL Tech nologies\easyPDF 7\CBCLCAC05BCB8\CBCLCAC05BCB8.docx
City of Delray Beach
Departmental Level of Service Overview - Finance
C. Departmental Goals and Level of Service Targets
1. Regulatory / Legal Mandates - Federal, State, Local Ordinances, Resolutions, and / or contractual
Commission
Goal
Product /
Service /
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Program
Produce and submit audited
CAFR by June 30 (Florida Statute
Submit CAFR by
395.0
Submit CAFR by
399.0
218.32 Annual financial reports;
Mar 31
Feb 28
local governmental entities.)
Valid and proper accounts
100/ o processed
100/ 0 processed
payable invoices paid on time
within 30 days of
145.0
within 30 days of
145.0
(Prompt Payment rule 31 u. s. c.
recei pt
recei pt
3 903 )
Payroll paid on regular
Pay 100% of
Pay 100% of
Accounting
paydays for each pay period
employees on
123.9
employees on
123.9
(FLSA)
timely basis
timely basis
1
Comply with all financial
Be in compliance
Be in compliance
with all grant
requirements of grant
with all grant
105.9
requirements
reqo
105.9
agreements
requirements
100/ of the time
File all reports
File all reports
Pension administration for all
timely with Dept
89.8
timely with Dept
89.8
pension plans
of Retirement
of Retirement
Services
Services
Operating and Capital budget
P B Et C
(Florida Statute 166.241 Fiscal
Approved bud et
g
143.5
Approved budget
p p g
143.5
years, budgets, and budget
amendments.)
WC Claims reporting to Third
Within 4 days;
Report within 4
4
Risk Mgmt
Party Administrator (Florida
Analyzed WC
115.6
days 99% of the
118.5
Statute 440.185)
claims annually
time.
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
Product /
Service /
Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
5
UTB
Bill Et collect payments for
< 3% estimated
460.5
< 2% estimated
470
22,100 accounts monthly
reads
96.4
reads
100
Internal and External
> 175
Reporting related to Cash,
Train new
4
Risk Mgmt
Debt and Investments
employees
(Florida Statute 280.17 Public
New Employees
19.2
within one
20
Depositor, Florida Statute
o
100/ on-time
o
100/ on time
4
Accounting
218.32 CAFR, Florida
157.3
starting 95%
$160.5
1 24 BSECreporting
Statute 66. Budgets,
reporting
Rule 15c2-12 Operating Data,
Florida Statute 218.32
Continuing Investment
Education)
2. Life / Safety Requirement
Commission
Goal
Product / Service /
Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Training / field
T
raining /
Workplace safety
surveys > 175
96.4
field surveys
100
> 175
Train new
4
Risk Mgmt
employees
Safety Training for New
New Employees
19.2
within one
20
Employees (Orientation)
0
(Orientation) 100/
month of
starting 95%
of the time
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City of Delray Beach
Departmental Level of Service Overview - Finance
3. Code/Policy Requirement - City Commissioner's Motions, City Manager's Direction
Commission
Goal
Product / Service /
Program
Description
Actual LOS/Metric
Full
Cost
Target LOS / Metric
Proposed
Cost
Responded to
($000)
Respond to City
($000)
4
Financial advice
Maintained
Maintain
4
Accounting
Meet cash needs
Reserves > 19
25.9
Reserves > 19
25.9
Management
of the time
4
Accounting
Ensure Debt Payments are made timely (BF-
100% On-
3.5
o
100/ On -Time
3.5
23 Debt Mgmt Policy)
Time
City's Investment returns meet or exceed
the designated benchmarks Et ratings; LT -
Met
Exceed
4
Accounting
BOA Merrill Lynch 1-3 Year U.S. Treasury
Benchmark
109.2
Benchmark
109.5
Index; ST- S&P Rated Govt. Invest. Pools
Returns
Returns
Index (BF -2 Investment Policy)
97% Monthly
< o
< 3/
Zero
4
UTB
Read 22,000 meters monthly
estimated
418.7
estimated
429
routes
routes
4. Best Management Practices
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Responded to
Respond to City
4
Financial advice
Senor Management
Accounting
and support
City Senor
339.8
0
within 1 week 95/
339.8
Management
of the time
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Pension Plan
Train 50
employees
Train 50 employees
4
Accounting
employee
during the
99.8
during the fiscal
99.8
education
fiscal year
year
Obtain G FOA
Obtain G FOA
Certificate of
Certificate cate of
4
Accounting
Financial Reporting
Excellence in
1
Excellence in
1
Financial
Financial Reporting
Reporting
Bank
reconciliations
Prepare
Prepare within 30
4
Accounting
prepared on timely
within 30 days
10
days of month end
10
basis
of month end
o
90/ of the time.
Competitively
..
Competitively pace
paced the
the cost of
4
Risk Mgmt
Property Et Casualty
Insurance
cost of
in
19.2
insurance coverage
20
coverage
annually (market
the open
renewal)
market
Assigning care to
Within 1
Assign care within
4
Risk Mgmt
WC employee
business day
19.2
one business day
20
o
99/ of the time
Respond to Liability
Within 1
Report within one
4
Risk Mgmt
Claimants
business day
38.5
o
business day 99/ of
39
the time
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Analyze WC
Analyze WC Clams
Analyze WC clams
Clams within
within five business
4
Risk Management
and managing
five business
77.4
0
day 99/ of the
79
network doctors
o
day 95/ of the
time
time.
Encourage utility
Currently
UTB/Customer
customers to
8,345 utilize
Increase customers
4
service
choose to make
self-service
505.1
utilizing self -serve
515
payments
pay by 5 o
electronicall .
Y
pay
Monitor and
minimize Accounts
Receivable Days
Outstanding.
The number of days
Monitor A/R
A/R Days
4
Accounting
that a customer
Days
86.8
Outstanding
90.5
invoice is
Outstanding
/Month
outstanding before
each Month
Decreases at EOY
it is collected.
Less than 45 days is
considered
excellent.
III. Accomplishments and Next Steps
A. FY2015 Accomplishments
Accounting and Financia( Reporting
• Completed and submitted the 2015 Comprehensive Annual Financial Report on timely basis.
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City of Delray Beach
Departmental Level of Service Overview - Finance
• City received the Certificate of Achievement for Excellence in Financial Reporting Award for the 2014 CAFR. City
expects to receive the Certificate of Achievement for Excellence in Financial Reporting Award for the 2015 CAFR
(approximate 6 month review process).
• Finance implemented process to include employee service awards with biweekly check instead of through
manual checks thereby reducing the number of checks written and unclaimed checks.
Planning, Budgeting Et Control
• Began process to allow for earlier City Commission involvement in the budget process.
• Passed budget for FY 2016.
• Provided financial information for IAFF negotiations.
• Provided financial information for Police LT negotiations.
• Provided financial information for SEIU negotiations.
• Developed new monthly report for distribution to Department Heads and City Commission.
• Provided financial information for Fire/County negotiations.
• Passed budget amendment.
Treasury
• On Feb. 24, 2015, Commission approved Resolution 13-15, authorizing the issuance of $39MM Utility Tax Revenue
and Improvement Bonds, Series 2015, whereby the sale netted $2.5MM net present value debt service savings
and provided for the refunding of the City's outstanding Utilities Tax Revenue Bonds, Series 2007, prepayment of
a portion of the City's outstanding Bond Anticipation Revenue Improvement Notes, Series 2013 and $9MM to be
utilized for financing of certain capital projects within the City.
• On May 5, 2015, Commission approved Resolution 25-15, authorizing the execution and delivery of a Master
Equipment Lease/ Purchase Agreement with Banc of America Public Capital Corp., who responded with the
lowest overall borrowing costs and most favorable terms to a public notice for a $10MM Non -Revolving Line of
Credit to finance certain capital expenditures. Also on May 5, 2015, Commission approved Resolution 26-15,
declaring the City's intent to reimburse itself for certain capital expenditures, within the guidelines of the
master equipment lease/ purchase agreement.
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City of Delray Beach
Departmental Level of Service Overview - Finance
Utility Billing Et Customer Service
• Continued with the implementation of the City Wide Meter Replacement program, we added additional
staffing to facilitate the utility billing process and improve internal billing and customer service processes.
• We had an interface built by SunGard to import and extract meter data to the SunGard system to eliminate
manual data entry for the City Wide meter replacement program.
• A Refund in the amount of approximately 1.6 million dollars in excess cart replacement fees to our
customers.
• We assisted with the implementation and billing process for the new sanitation vendor Southern Waste
Systems LLC.
Risk Management
.
Review and, if desirable, restructure the City's existing business insurance relationships. Review current self-
insurance policy, including property, legal liability and workers compensation programs.
• Continue to manage claims prevention and a City wide financial structure and debt plan. Develop and
negotiate the City's insurance policies and programs; account for the cost of insurance and claims; communicate
and assist employees in matters of workers' compensation claims, investigate and settle liability claims, monitor
claims development, monitor and advise on loss control and safety matters.
• Continue to be the City's risk management expert and resource. Establish and maintain relationships with the
financial advisors and financing sources. Assist departments and senior management in all matters to minimize
overall risk of loss to the City.
Treasury
• Review and restructure the City's banking relationships. Review and analyze alternatives and develop
restructuring plan. Suggest preliminary findings by Apr 2016, with an RFP to be evaluated before Sept. 2016.
• Develop and implement a City wide cash management program . This includes direct management and review of
daily cash operations (including Armored Courier Services) at multiple City locations, accounts receivable, short
term investments, and oversight (through development of policies) of payables.
• Develop and implement a City wide financial structure and debt plan. Insure that the City has access to funding
necessary to achieve public policy objectives by evaluating Borrowing Capacity, maintaining Debt Policies and
Debt Covenants.
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City of Delray Beach
Departmental Level of Service Overview - Finance
• Continue to be the City's cash and debt expert and resource. Establish and maintain relationships with the
financial advisors and financing sources. Assist in the design process of establishing new business processes that
affect Cash.
Utility Billing
• Review, restructure and modernize existing utility billing activities by taking advantage of new systems /
software capabilities. Identify opportunities for electronic invoicing both for current UTB invoices and for other
invoicing activities City wide. Look for opportunities to restructure staffing based on changes achieved
• Review, restructure and modernize existing utility collection (bill payment) activities by taking advantage of
new systems / software capabilities. Identify opportunities for electronic payments both for current UTB
invoices and for other invoicing activities City wide. Look for opportunities to restructure staffing based on
changes achieved
• Review, restructure and modernize your existing billing, meter and field operations activities. Identify
opportunities for reengineering meter installation, maintenance and reading activities. Look for opportunities
to restructure staffing based on changes achieved
Accounting
1. Submit FY 2016 CAFR on time and with minimal audit changes and management letter comments.
Coordinate the external audit with all outside entities to ensure all information is submitted to the City in a timely
manner. If it appears likely that critical information will not be provided according to required deadlines,
accounting department will escalate the matter and inform the appropriate party
2. Identify pportunities to improve financial controls City-wide.
a) Work with Bank of America to replace all City credit cards with cards that contain computer chips to protect
against fraud.
b) Perform capital asset audit of the two Golf Courses to ensure all assets are accounted for and all City asset
policies are being followed.
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City of Delray Beach
Departmental Level of Service Overview - Finance
3. Identify pportunities to improve financial operations City-wide.
Complete a cash handling audit of the Parks Et Rec department to ensure all internal controls are proper to mitigate
loss and risks.
4. Continue to be the City's accounting expert and resource
a) Attend FGFOA School of Government Finance in November to keep current on accounting &t reporting issues.
b) Share knowledge by training new Accounting Manager. Document processes and make improvements as needed.
B. 2017-2018 Plans
• Complete transition to new CFO
• Carry forward FY2016 plans and programs
• Restructure pension administration function
• Restructure Citywide payroll administration business process
• Restructure Citywide invoicing and accounts receivable business processes
IV. SWOT
Strengths: Seasoned, well qualified middle -management staff
Weaknesses: Some gaps in lower level staff backgrounds and training
Inadequate financial systems
Opportunities: Reengineer work processes
Threats: None
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File #: 16-383, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle D. Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 19, 2016
CITY CLERK DEPARTMENT LEVEL OF SERVICE
Recommended Action:
Discussion of Levels of Service for the City Clerk Department
100 N.W. 1 st Avenue
Delray Beach, FL 33444
Background:
Information is attached for your review and discussion regarding the functions of the City Clerk
Department. It addresses what the department does and the regulations for those functions.
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
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City Clerk Department
I. Commission Approved FY2017 - 2019 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (R Et R) program
4. Focus on and invest in high value assets/programs
II. Departmental Goals and Level of Service Targets
A. Mission
The City Clerk Department creates or maintains accurate, unbiased records of all municipal business
activities, and retrieves these records in a courteous and expeditious manner, providing the means for
citizens to participate in city government and together build a more harmonious community in which to
live.
B. Core Services
The City Clerk Department is a professional service department within the City that provides statutory,
City Code and policy support upon which the City Commission, City Departments, and the general public
rely for information regarding the legislative history and operations of the City. The department serves as
the liaison between the public and the City Commission and provides related municipal services.
1. Administration
Customers: Internal/ External
0 Secretariat to the City Commission
0 Secretariat to the Municipality
0 Serves as Municipal Elections Supervisor
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2. Public Records
Customers: Internal/ External
0 General Records Custodian for Municipality
3. Records Management
Customers: Internal
Records Management Liaison Officer with the Florida Department of State Library and Information
Services
C. Departmental Goals and Level of Service Targets
(Department goals as they link to each of the applicable Commission Goals)
1. Regulatory/Legal Mandates - Federal, State, Local - Ordinances, Resolutions, and/or contractual (list)
Goal 1: Regulatoryl Legal Mandates: Florida Statutes Chapter 119 and Florida Administrative
Code Rule 18-24.003(1)(a).
Review and Rewrite of Records Management Policy and Procedures Manual and Implementation (Draft
complete); awaiting City Manager and City Attorney review and feedback.
Objective: Effective and Efficient receipt, retrieval and destruction of municipal records according to
the Florida Department of State Library and Information Services General Records Schedule GS1-SL for
State and Local Government Agencies.
Purpose is to further centralize and create an electronic records management system to improve the
flow of records to, from and within departments in an efficient manner.
2
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Records Management
Receipt,
Centralize
Conduct two trainings
$206,460
and invest
Program
Retrieval and
and create
per year
to include costs for
in high
destruction
an
Records Management
value
of records
electronic
Maintain and destroy
Assistant and LOS
assets/
according to
records
records according to the
Enhancement for
programs
the State
management
GSL Schedule
needed Scanning/
GS1-SL
system
Shredding Contractual
schedule
Services
Goal 2: Regulatory/Legal Mandates: Florida Statute Chapter 119
Conduct citywide training and improve communications within and among departments for Public
Records Requests and Responses.
Objective: To improve response times and minimize delays in providing information to requestors.
An Administrative Assistant is assigned to this function.
Purpose is to insure compliance with Florida State Statutes Chapter 119, Public Records and develop a
contact list of persons responsible for departmental responses to requests, coordinate, manage and track
requests via the new electronic public records request system.
3
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Public Records
Persons ask for
Improve
Train all departments
$63,410 to include
and invest
Requests
city documents
response
twice per year
Public Records
in high
times and
Administrative
value
provide
Provide response to the
Assistant and cost of
assets/
information to
requestor within forty-
public records
programs
the public
eight hours upon receipt
request software for
from departments
the automated
sequencing and
tracking of public
records requests
received by the city.
Goal 3: Regulatory/Legal Mandates: Florida Statute Chapter 286
To centralize city meeting minutes transcription and archiving into the City Clerk Department to include
advisory board minutes.
Objective: To produce all city advisory board meeting minutes expeditiously and archive in the
LaserFiche document imaging system and placement on the city website pages of the various advisory
boards.
This includes monitoring and retrieval of various advisory board minutes from departments as well as
transcription of City Commission Meeting minutes to accomplish this task.
Purpose is to insure compliance with Florida State Statutes Chapter 286, Public Business and provide
public inspection of and access to minutes.
4
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual LOS/
Metric
Full Cost
Target LOS/Metric
Proposed Cost
Focus on
Minutes
Ensure
To attend
Provide training to
$118,280 to be
and invest
transcription
accurate and
meetings
departments twice
performed by two
in high
unbiased
and prepare
per year
Administrative
value
compilation of
minutes in
Assistants
assets/
legislative
compliance
Provide accurate
programs
history of the
with
minutes within two
official actions
Chapter 286
weeks after the
of the City
meetings
Commission
and Advisory
Post the minutes to
Boards
the website within
two days of official
approval
2. Life /Safety Requirement (list)
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service/Program
Description
Actual
LOS/Metric
Full
Cost
Target
LOS/Metric
Proposed Cost
Focus on
and invest
in high
value
assets/
programs
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3. Code/Policy Requirement - City Commissioner's Motions, City Manager's Direction (list)
Goal 1: Policy Requirement: Commission Directive
Improve and Increase transparency of public information on website.
Objective: Frequent and timely public access to official legislative actions taken by the City Commission.
Achieve Rewrite of Agenda Preparation Procedures (Draft complete).
Purpose of new system is to centralize all data from City Commission Meetings: agenda, minutes and
video will now all appear on same page with access to the items and backup from within the electronic
minutes as well as from within the video of the meetings. Currently, data is accessed on multiple pages
within the website.
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Transparency: City
Public
Post agenda and backup
$52,810 to be
and invest
Information i.e. advisory
Access to
on website one week
performed by the
in high
board and City
City
prior to actual City
Agenda
value
Commission meeting
Information
Commission and
Coordinator and
assets/
agendas (to include
Advisory Board Meetings
City Clerk
programs
backup), minutes and
video on Website
Post meeting video
within two days after
the meetings
E
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4. Best Management Practices/ Industry Standards - Certification Programs, Accreditation Programs,
Efficiency with Service Delivery, Community Values, Positive Return on Investment (list)
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service/Program
Description
Actual
LOS/Metric
Full Cost
Target
LOS/Metric
Proposed Cost
Focus on
and invest
in high
value
assets/
programs
5.
6. Past Practices, Current Practices, and/or Previous Initiatives (list)
Goal 1: Past/Current Practice: City Manager Directive
The City Clerk Department assumed the Cemetery Administrative Function.
Objective: Accurate and proper cemetery records and cost savings due to elimination of a contract with
an outside party who was managing the cemetery sales.
Purpose was to centralize all data in-house from the cemetery plot and opening/closing sales and to
develop new policies and procedures.
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/
Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on and
Cemetery
Selling of city
Centralized
Meet with families,
$77,550; currently
invest in high
Administration
cemetery plots
cemetery
coordinate with
performed by the Deputy
value assets/
and opening
data,
funeral homes
City Clerk (for cemetery
programs
and closing
records and
plot and opening and
services
sales
Develop interment
closing sales as well as
orders and email
research/creation of
orders to Parks and
records and coordination
Recreation
with the funeral homes
Department
and Parks and
Recreation. The budget
for the actual cemetery
crew and maintenance,
etc. is in the Parks and
Recreation Department
Budget
III. Accomplishments and Next Steps
A. FY2015 Accomplishments
Held citywide training of all departments and worked with Information Technology to implement new
paperless agenda software system (Legistar) as of October 1, 2015. The first full use of the system was
for the November 3, 2015 Regular City Commission Meeting. Staff will continue to monitor the
effectiveness of the system.
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B. 2016 Initiatives
• The City Clerk Department vision is to provide courteous service and assist citizens/residents/other
departments with the information they are seeking. Equipped with the necessary staffing and tools,
the department can be a valuable resource for internal and external customers.
• Development of Local Historical Archives Partnership with the Delray Beach Historical Society to
include identification of value/maintenance/transference of city's oldest historical records.
C. 2017-2018 Plans
• Update the City's Records Management Program citywide by mandating daily use of the document
imaging/ management software by departments.
• Codification of Ordinances pertaining to the Land Development Regulations and integrate entire
LDR into the City's Code of Ordinances
• Transfer the city's permanent/vital records to electronic optical -character -reader format.
• Implement and monitor training standards for staff members.
9
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IV. SWOT: (Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the Commission Goals)
Strengths
Personnel (new staff members)
Certification in profession and continued attendance at conferences, seminars and academies
Desire to serve the public efficiently and well
Knowledge of city's Code of Ordinances, policies, procedures, Florida Statutes and Florida Administrative Code
Collaboration in solving issues and problems
Great rapport with departments
Diversity
Weaknesses
Non -automated processes/software needs
Turnover in management
Aging facility
Opportunities
Personnel (new staff members)
Continued education and training regarding level of service and profession
Improve employee morale
Ensure continuity of service
Updated regulatory processes
Threats
Budget Reduction
Unfunded mandates (county, state and federal)
Air quality
10
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Appendix 1: FY2017-19 Goals
1. Multi-year, integrated planning and budgeting process
1-1 Program specific LOS standards
Progress assessed and plan / budget updated semi-annually
Identify activities to be deleted / reduced; redeploy spending
Fully integrated capital plonning, budgeting and control process
1-1 Planning / budgeting calendar provides information to Commission and public early in process
Monthly budget vs actual reporting
Monthly management review meetings
Update Comprehensive Plan including mission statement, climate change, West Atlantic and Arts District
Update major plans including funding sources (e.g., downtown, NW/SW/Osceola Park neighborhoods)
2. Grow and diversify revenue base
1-1 Increase revenue from fees and services to full cost recovery levels
Implement Special Events pricing plan
Accelerate economic development
Implement parking enforcement / collections program
Support County sales tax initiative
Identify sustainable surplus to reduce millage
Accelerate into FY 2016 review of City / CRA relationship
1-1 Present implementable TIF formula change proposal by Mar 2016
Implement recommendations in FY2017
3. Agree levels of service and a scheduled repair and replacement (R Et R) program
Integrate asset specific LOS standards into planning / budgeting /control process
Focus spending on achieving LOS ("no new projects")
Core services targets in top quartile of peer cities
1-1 Parks Et Rec, "public works", public safety, Planning / building
At completion of facilities study, establish parameters for city property dispositions and other value adding options
4. Focus on and invest in high value assets / programs
Clean Et safe
Special events
Beach master plan
Resolve City not-for-profit (NFP) funding policy; facilitate NFP organizational rationalization / consolidation
11
City of Delray Beach
100 NW 1st Avenue -Delray Beach, Florida 33444
Phone: (561) 243-7000 -Fax: (561) 243-3774
www.mydelraybeach.com
•
Workshop Meeting
Workshop Meeting/ Joint Session with the CRA
Tuesday, April 12, 2016
Public Hearings 7:00 p.m.
Commission Chambers
Delray Beach City Hall
City Commission
Mayor Cary Glickstein
Commissioner Shelly Petrolia
Vice Mayor Al Jacquet
Deputy Vice Mayor Jordana Jarjura
Commissioner Mitchell Katz
RULES FOR PUBLIC PARTICIPATION
PUBLIC COMMENT: City Commission meetings are business meetings and the right to limit discussion rests
with the Commission. Generally, remarks by an individual will be limited to three minutes or less. The
Mayor, presiding officer or a consensus of the City Commission has discretion to adjust the amount of time
allocated.
Public comment shall be allowed as follows:
A. Comments and Inquiries on Non -Agenda and Agenda Items (excluding public hearing or quasi-judicial
hearing items) from the Public: Any citizen is entitled to be heard concerning any matter within the
scope of jurisdiction of the Commission under this section. The Commission may withhold comment or
direct the City Manager to take action on requests or comments.
B. Public Hearings/Quasi-Judicial Hearings: Any citizen is entitled to speak on items under these sections
at the time these items are heard by the Commission.
C. All persons desiring to do a presentation on agenda or non -agenda items that are on a portable flash
drive device or a CD/DVD, must provide their media to the City Clerk no later than 12:00 p.m. one day
prior to the meeting where they wish to present.
SIGN IN SHEET: Prior to the start of the Commission Meeting, individuals wishing to address the Commission
should sign in on the sheet located on the right side of the dais. If you are not able to do so prior to the start of
the meeting, you may still address the Commission. The primary purpose of the sign -in sheet is to assist staff
with record keeping. Therefore, when you come up to the to speak, please complete the sign -in sheet if you
have not already done so.
ADDRESSING THE COMMISSION: At the appropriate time, please step up to the lectern and state your name
and address for the record. All comments must be addressed to the Commission as a body and not to
individuals. Any person making impertinent or slanderous remarks or who becomes boisterous while
addressing the Commission shall be barred by the presiding officer from speaking further, unless permission to
continue or again address the Commission is granted by a majority vote of the Commission members present.
APPELLATE PROCEDURES
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City Commission Workshop Meeting April 12, 2016
1 JOINT SESSION WITH THE COMMUNITY REDEVELOPMENT AGENCY (CRA) - (TO
BE HELD 5:00 P.M. UNTIL 6:30 P.M
1. Draft List of Potential FY 16/17 Projects and Budget Amendments
2. Potential Additional CRA Funding Items in FY 16/17 for City
Projects/Programs
3. Status Funding Discussions
Attachments: CRA and City Commission Joint Workshop Agenda Items
2. PRESENTATIONS:
2.A POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Letter To City Manager
2015 Level of Service Project -Overview 02-19-16
2.B EMERGENCY MANAGEMENT LEVEL OF SERVICE
Title: EMERGENCY MANAGEMENT LEVEL OF SERVICE
Attachments: Emergency Management LOS
2.0 FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Memo Fire Department
2.D FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Finance Deartment
2.E CITY CLERK DEPARTMENT LEVEL OF SERVICE
Title: CITY CLERK DEPARTMENT LEVEL OF SERVICE
Attachments: City Clerk LOS 2016
3 City Commission Comments
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City of Delray Beach Page 6 Printed on 4/12/2016
File #: 16-389, Version: 1
City of Delray Beach
Legislation Text
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvvcrtd by LtgistarTM
Proposed agenda items for April 12, 2016 CRA/City Commission joint workshop:
• Draft List of Potential FY 16/17 Projects and Budget /Amendment
• Potential Additional CRA Funding items in FY 2016-17 for City Projects/Programs
• Status funding discussions
Pursuant to Commission direction discussions have been ongoing between the City Manager and
the CRA Executive Director, conceming the potential utilization of CRA ids to support the
goals and objectives of the City. Prior to expending any ids for any of these proposals, the
specific :a. i g proposals would need to be presented to both the CR. Board and the City
Commission both would have to authorize same and approve an inter --local agreement approving
the ceding for the proposals. The proposed funding proposals that we have discussed are as
follows:
l Within the CR. boundaries and in accordance with Section 163.370, Florida Statutes, the
CR. may fund public improvements identified i the City's Capital hnp ro e e t Plan
(CIP) that will provide for a complete project. A "complete project"' is defined as
including all below ground and above ground public improvements that are completed a
single project. The improvements include water, sewer, storm -water improvements..,
alleys, street lighting, sidewalks, landscaping, street repaving and/or co .structio ,. The
City will be utilizing this procedure as a basic policy as it applies it Capital Improvement
Program tluo gho t the City. This will allow City funds to be used in non -CRA areas
per the City's CIP plan.. It is expected that the NW SW neighborhoods and Osceola Farb
will be scheduled for "complete neighborhoods" first based upon this approach.
2 The CR., whenever possible and consistent with the requirements of Sections x 63.370,
Florida Statues, and the Commuidty Redevelopment Plan, fand operational expenses
53EPIVICE c PERFORMANCE 0 INTEGRITY 0 If ESPONSIBLE "' 1 NNOVATIVE r, TEAMWORK
Status of Discussions with CSA.
Page 2 of 2
within the CR -A boundaries to free City resources for other poses or to allow
f n 1 ditty wherever possible.
3) The, Clean and Safe Program will be expanded to provide additional Police Officers and
Code Enforcement Officers for the, NW SW neighborhoods,
4 Transitional Prof ects : CRA/City projects that are located within the CRA District which
are in design or ready for construction or required to be completed as part of a
development project will be incorporated into the City's CIP schedule for FY 2016/17.
DC ss
Jc
See Attachments)
cc: Noel Pfeffer, City .A.tto.ey
Francine Ramaglia, Assistant City Manager
David Scott, .Assistant City Manager
EXHIBIT A
Potential CRA Funded Items - FY 2016-17
1. Police Department: : additional Clean& Safe Police Officers @ $x40,000 (Possibility of funding 1
Com rnunit r Service Officer @ $70..000, ire -lieu of a P o Ii ce Officer).
. Community Improvement Department: I Code Enforcement Officer @ $42,000(NW/SW Neighborhood)
3. Tennis Stadium Study: $70,000 (Delray Beach Sports Destination Committee also presented to the CRA and
made a request for CRA to contribute to a study.)
. Delray Beach Open Sponsorship — $x,983,830 Total:
a. ATP: ITC FY 15-16 — City Costs —$1,589,900 (Currant - ;_'u'n din gX550,000)
b, Champions Tour— City Costs -- $393,930. _
. Chris Evert Tournament: City costs -- $5,000
. Annul NAIA Soccer Tournament @ Hillto p r t Vii" :- ($15,.000)
. Additional CRA non-profit funding- $350,,000 -The'- CRAs funding of certain n ri=profit organizations are
based on the CRAs AGUIDElin s (Achieving Goals Using'.f pat Dr.iv'e'.n Eva luation)'pt-d-cess., which currently
allows a maximum funding of of an.. ntit 's budget. As thetkXs funding for both Old School Square and
the Library is currently below the thre.sho'Id, the CRA may be- ble to p rovid e additional funding for these
entity's ($350,000 total) , which is currently being provided by the CiTy.
. Landscape Maintenance: Current contribution to streets ape maintohan e FY 15-16 ILA Funding. $75,000).
CRA to consider ad diti nal- fu nd ingfor Atla ntic' Aven u e a n.d. s.ide--streets rnalntenan o which are currently not
included in the I LA and .Cl 'n" & S8f funding, May. co.hsider oth r: -maintenance items such as parkin g lots in
CRA District (currently oirnte at $30,000) - :.
. Capital Improvements Pr jegs: - Within CRA District; =.the CRA may fund all aspects of Capital Improvement
Project on tr. -tion; :i eluding it lite .=: rid :c . ge, :stent Frith F.S. x 63.370. This will enable the City to
rea lloatT �r.. �r.=ti�it- +d and fruit sernt funds typically included in the capital
ins ro mehtP ro* is withl {,t CRA DI tri t to profi t outside the CRA District. A a result, additional CRA
_ -
funds will b"e"':_fi'e cesnary for C I P -96'ects.
x
DELRAY BEAC CRA
t�
MEMO
To:
CRA Board of Commissioners
From,
Jeff Costello, Executive Director
Date
March 24, 2016
RE:
FY 2016-17 — Potential CRA Funded Items
The following are items were discussed between City Makna r,' Dori Cooper, and l as potential iters to be
considered for the CRA funding for FY 16-17, in addition- to the Projects and Programs funded in FY 15-16($3.6
millien) and net affiliated with Capital Improvement Projects ( IP), based upon consistency with the adopted
Community Redevelopment Plan and F.S. 163, Part ill. The intent is for the CRA to provide additional funding (net
affiliated with C1P Projects) that are consistent with the adopted Com m unity Redevelopment Plan that the City i
currently funding. The following are possible items that could be considered to assist the City with General Fund
expenses. The CRA is still working with the City on priority projects, which could ultimately affect the amounts the
CRA can provide based on prior commitments and the TIF revenue,
1. Police Department : additional Clean & Safe Police Officers — 2 @ $140,000 (Possibility of funding I
Community Service Office' @ $70,000, in -lieu of a Police Officer).
. Community Improvement Department: I Cade Enforcement Officer @ $42,000 (NW/SW Neighborhood)
. Tennis Stadium Study: $70,000 (Delray Beach Sports Destinationm' rnitte also presented to the CRA and
made a request for CRA to.contribute to. a study.)
4. Delray Beach Ope.n Sponsorship.— $2,533,83.0 Total:
a. ATP -..ITC FY 15-1 - City Costs - —$1,589,900 (Curre'nt CRA Funding $550.,000)
b, Champions Tour— City Costs - $393,030,($0 funding from CRA)
5# Chris Evert Tournament: City costs -$5,000.
6. Annual I AIA Soccer T urnarr ent @. Hilltohi rStadium: ($15,000)
. Additional CIA no'n-pr fit funding - $350,000 The RA's funding of certain non-profit organizations are
based on the CRNs A UIpFEine Achieving Goals ging Impact Driven Evaluation) process, which currently
aIlo yrs amaximum funding of 5 of an entity's budget. As the RA's funding for both Old School Square and
the Library is currently below the 5 threshold, the CRA may be able to provide additional funding for these
entity's ($350,000 total) , which is currently being provided by the City.
. Landscape Maintenance: Current contribution to street ape maintenance F' 15--10 ILA Funding: $75,000).
CRA to consider additional funding for Atlantic Avenue and side streets maintenance which are currently not
included in the ILA and Clean & Safe funding. May consider other maintenance iters such as parking lots in
CRA District (currently estimated at $30,000) -
0. Capital Improvements Projects: -- Within CRA District, the CRA may fund all aspects of Capital Improvement
Project construction, including utilities and drainage, consistent with F.S. 163.370. This will enable the City to
reallocate water & sewer utility funds and stormwater assessment funds typically included in the capital
improvement projects within the CRA District to projects outside the CRA District. As a result, additional CRA
funds gill be necessary for C1P Projects,
FVE
r.'.
tlj
MEMORANDUM r -i
To: CITY COMMISSIONERS & CRA BOARD of COMMISSIONERS
DON COOPER, CITY MANAGER
FROM: JEFF COSTELLO, CRA EXECUTIVE DIRECTOR
DATE: DECEMBER 1, 2015
SUBJECT,-, CRA BOARD of COMMISSIONERS & CITY COMMISSION JOINT WORKSHOP
On November 1 O, 20151 the CRA Executive Director submitted a letter to the City Manager on behalf of
the Delray Beach Community Redevelopment Agency (CRA) Chair and Board of Commissioners,
requesting a workshop meeting with the City Commission to discuss Old school square Campus/Park
Improvements Project, as well as, other projects identified in the FY 2015-16 CRA Work Plan.
The intent is for the City Commission and CRA Board to work more collaboratively on the prioritization
and implementation of Projects identified in the CRA Work Plan and the adopted Commu
Bedevelopment Plan and to provide assistance in meeting Commission goals.
The topics that are expected to be covered are:
• Update on priority FY 15/16 Capital Improvement ent Projects and CRA Budget Amendment
* Old school Square Campus/Park Improvements Project — Consulting Services
• Formation of a plan for joint or follow-up) meetings
Attached is a Chronology related to the Old School Square Carpus/Park improvements as well as, a
status report of priority City Capital Improvement ent Projects that have been or are anticipated to be
advertised for bid by January 2016. The spreadsheet includes updated cost estimates, which will assist
the CRA with its FY 15-16 Budget Amendment #1 and finalization of the City -CRA Interlocal Agreement
for CRA funding of construction and professional services for CIP projects. These iters are scheduled
for CRA Board consideration at its January 141h meeting.
Pursuant to the City Commission and CRA Board direction, CRA and City Engineering staff has been
coordinating to develop a more comprehensive approach to complete the design and construction of
neighborhood improvements. ents. This includes updates to the construction drawings previously prepared for
the Osceola Park neighborhood improvements and ars Alley and Sidewalk Improvement Pian for the
Northwest and Southwest Neighborhood .
It is anticipated that neighborhood meetings will be conducted in the first quarter of 2016 to present the
strategy and obtain input. The information gathered will be used in coordination with the updates to the
adopted Neighborhood. and Redevelopment Plans anticipated to commence in 2016.
File #: 16-366, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Jeffrey Goldman, Police Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
Jeffrey S.
Chief of Police
Delray
Beach
DELMY BEACH
FIVIMEMIA
A h9w
AN N—ffic--
V
City
P'oi°,~Department
Y V
300 West Atlantic Avenue
Delray Beach, Florida��44�-���5
(561) 743-788.8 Fax /561\ 243-7816 Accredited 1993
Since 2004 )001
TO : Mr. Donald Cooper, City Manager
FROM: Jeffrey SLGoldman, Chief ofPolice.
DATE* March 31'ZOIG ~
SUBJECT: LEVEL OF SERVICE
The police department's level of service document is attached for your review and dissemination. The
document was created by members of our command staff, with assistance from all levels of the
organization. This was our best attempt to capture what services and levels the police department
provides toour community. Although this report isvery extensive, | would beremiss if(didn't point out
the fact that detailing and outlining our level of service was very challenging. Please keep this in mind a5
you review the document.
It is my vision that ourstaffing levels will need to increase (sworn and non -sworn) to maintain our level
of service to keep up with the rapid growth of our city. Further on in this document, | will outline the
progression of these staffing increases. Our city has unique service population that makes it difficult
touse basic allocation models. The International Association o[Chiefs ofPolice states ''RatJos,such as
off icers-pepthousand population, are totally inappropriate as basis for staffing decis1on5.~ °Defining
patrol staffing allocation and deployment requirements is a complex endeavor which requires
considerat[on for an extensive series of factors and a sizable body of re|bh|e' current data.^ Our most
recent census of approximately 64'000 residents is very misleading. The following are a few key points
that need to be taken into account when examining the po4ce department's level of service and our
current staffing levels.
1. Reportedly there are in excess of2OO rehabilitation/treatment facilities (unknown number of
beds) that accounted for approximately 6%oftheinddenLrepoAsLakenlnZDl5. This does not
take into account the several hundred calls for service vve receive in reference to this service
population that doesn't generate apolice report.
2. Delray Beach ishome toadomestic violence shelter.
3. Presently, our city has afood pantry establishment that operates inaresidential area ofthe city.
4. The City ofDelray Beach attracts 8arlge homeless population due to the availability offree food'
transportation' and restroom facilities.
S. One of only two Trauma centers in Palm Beach,County is located within our city limits.
G. There are three psychiatric receiving facilities within our city limits.
L~E.A.D.the ;hul!
S U BJ ECT: Level of Service
DATE: Thursday, March 31, 2016
7. Expanded full service courthouse (South County Courthouse), which operates in our Central
Business District.
8. Internationally recognized public beach.
9. Many facilities and internationally known events are organized and hosted in our area that
attract a large numbers of visitors, causing the numbers to expand well beyond the permanent
population.
10. There are approximately 1,200 businesses in our Clean and Safe area.
11. Approximately 1,000 hotel rooms within the Downtown Development Authority district that
have an average of 95% occupancy during season and 80% during off-season.
12. The most recent pedestrian traffic volume study for the downtown area has shown an increase
in pedestrian traffic from 2013 to 2015.
13. Continued growth in our commercial businesses and approximately over 1,040 new units (single
family and multifamily) projected for the future.
As you can see from the listed items I described as our Service Population, the City of Delray Beach is a
challenging city to police and therefore to continue our current levels of service into the future we will
need to increase our staffing levels. Presently, the police department is authorized 156 sworn officers
and 67 civilian positions. over the next three years our civilian positions will need to be increased by six.
With the implementation of body -worn cameras, we will need one new civilian position to oversee the
public records, retention, redaction, etc. of this program. With the large number of service population
which is described in this memorandum we -will need one special population advocate to work with this
population to decrease calls for service and provide social services for those in need. Community
outreach and social media is a cornerstone to our policing philosophy. An additional employee is needed
in our Public Information office to enhance our level of service. Equipment upkeep, maintenance,
ordering, and stocking is currently being done by a sworn officer. This needs to be transitioned into a
civilian position to better use our sworn staff. With the increases projected an additional front desk
employee would allow for increase in services to our community by increasing the front desk hours of
operations during the day. Presently we have a commander (sworn) that oversees all special events in
the city. This is a huge task and with the push for more ICS/NIMS compliance this position will be even
more administrative driven. A civilian employee would be better suited for this position.
Sworn staffing will need to increase to 170 sworn officers over the next three years. This upcoming
fiscal year we will be receiving funding for two additional officers from the CRA for our Clean and Safe
Unit. In the three-year plan the police department will be requesting two additional officers in the first
year,, Traffic Unit and Training Unit, along with five officers in the second year (Community Patrol), and
five officers in the third year (Community Patrol). These increases will ensure our continued growth to
maintain our level of services into the future.
This level of Service document has broken down our 26 functions into three levels of service; Our Core
Services,, Best Management Practices, and Discretionary. Additionally, we have supplied metrics that
help us accomplish our level of service.
If you have any questions please feel free to contact me.
City of Delray Beach
Police Department Level of Service Overview
I. Commission Approved FY 2016-18 Citywide Goals
1. Multi-year, integrated planning and budgeting process
• Goals, objectives and measureable outcomes approved by Commission at beginning
• Initial plan year is basis for budget
• Progress assessed and plan / budget updated semi-annually
2. Grow and diversify revenue base
• No increase in property tax millage
• Increase revenue from fees and services to full cost recovery levels
• Aggressive economic development program
• Evaluate City/CRA/DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & R) program
• Fleet
• Technology
• Facilities
4. Focus on and invest in high value assets / programs
• Clean and Safe
• Special Events
• Beach
5. Align organization and staffing to approved objectives and levels of service
• Establish information technology capabilities consistent with to -be -developed IT plan based
on internal and external needs
II. Departmental Goals and Level of Service Targets
A. Mission: "Ensuring Public Safety"
Vision: "To be recognized as the leader in innovative policing strategies, enriching
lifelong partnerships, and enhancing the quality of life for our community."
B. Services (Core/Best Practice/Discretionary)
1. List for each product, program or service provided: Is "customer" internal or external? (Full
Cost of Service for each)
CORE:
Special Services Bureau Management is responsible for providing the leadership and
direction for the department to obtain the goals and objectives as stated in the department's
mission statement. It consists of the Police Chief, Assistant Police Chief, Executive
Assistant, Support Services Lieutenant and Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goal 5 1 $8261810 Internal Core
02/19/16 1
City of Delray Beach
Police Department Level of Service Overview
Internal Affairs is responsible for the investigation of allegations of misconduct and various
policy violations as well as reviewing and tracking all agency response to resistance
incidents, officer/subject involved injuries, K-9 apprehensions, and employee involved motor
vehicle crashes. It consists of Police Lieutenant and PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 4,5 $204,980 External/Internal Core
Training is responsible for identifying and addressing Department's training needs, ensuring
mandatory State and Department training requirements are met, conducting recruiting
efforts, background investigations, oversight of the Field Training Program and the Honor
Guard Program, and for providing assistance during the Department's annual promotional
process. This unit consists of Police Sergeant, Administrative Assistant, and two (2) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 3,4 $8481950 External/Internal Core
Communications is responsible for answering all incoming non -emergency and E911 calls
from individuals within the City of Delray Beach and the Town of Gulf Stream relaying all
medical and fire calls to the PBCFR and for dispatching all police related calls 24 hours a
day, 365 days per year. This unit consists of Communications Manager, four (4)
Communications Supervisors, 16 FT and three (3) PT Communications Specialists.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,5 1 $1,992,040 External/Internal Core
Records/Police Information (PINS) is responsible for the storage, maintenance and
distribution of all police reports in accordance with Florida public records laws and Uniform
Crime Reporting. Additional responsibilities include tele -serve police incident reports,
parking citations, data entry, collection of parking fines, public records requests, and
document imaging. It consists of Police Information Supervisor, two (2) Senior Police
Information Specialists, eight (8) FT and one (1) PT Police Information Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $7601120 External/Internal Core
Field Operations Bureau Management is responsible for management and oversight of
the Community Patrol Division, and the Investigative Division. Operations Management
consists of one Assistant Chief.
Commission Goal FY 15/16 Budget Customers Service
Goals 5 1 $2521690 External/Internal Core
02/19/16 2
City of Delray Beach
Police Department Level of Service Overview
Community Patrol is responsible for continuous police coverage necessary to conduct
normal police patrols and law enforcement effort in order to maintain law, order, and quality
of life. This unit consists of Police Captain, Administrative Assistant, five (5) Police
Lieutenants, 12 Police Sergeants, and 60 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $11,641,720 External/Internal Core
Investigations supports the investigation of crimes such as murder, sexual assault, assault
& battery, robbery, suspicious deaths, extortion, gang activity, and child abuse as well as
property crimes such as: burglary, auto theft, grand theft, fraud, identity theft, checking
account schemes, computer crime, and arson. This unit consists of Police Captain, Police
Lieutenant, Administrative Assistant, two (2) Police Sergeants, and twelve (12) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 1 $216821910 External/Internal Core
Crime Scene is responsible for collecting evidence as well as photographing and
processing crime scenes in order to assist in the identification and successful prosecution of
criminals. This unit consists of Crime Scene Investigator Supervisor and four (4) full time
and two (2) part-time Crime Scene Investigators.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 $6277630 External/Internal Core
Clean &Safe is responsible for the entertainment district (I-95 to AM). Officers assigned to
this unit utilize Segways, as well as Patrol vehicles and also provide security for the City's
parking garages. This unit consists of two (2) Police Sergeants, one (1) Community Service
Officer, and ten (10) Police Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,2,3,4,5 1 $118891240 External/Internal Core
Evidence is responsible for compiling, categorizing, storing, security, integrity, and ultimate
return or destruction of evidence and property. This unit consists of two (2) Evidence
Custodians.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $1681870 External/Internal Core
02/19/16 3
City of Delray Beach
Police Department Level of Service Overview
Traffic Unit is responsible for addressing traffic concerns throughout the City by employing
a systematic approach in an effort to reduce traffic crashes. Annual traffic analysis is also
used for deployment purposes. This unit consists of Police Sergeant and four (4) Police
Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 $8741560 External Core
Information Technology is responsible for ensuring daily functionality of the department's
public safety specific software and computer equipment, as well as the research, testing and
training of new hardware and software technologies. It consists of Technical Systems
Manager and Technical Support Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $2201930 External/Internal Core
Public Information Office is responsible for serving as the liaison with the local media and
city PIO, monitoring and maintenance of Agency announcements and updates through
social media, and the delivery of crime prevention programs and youth initiatives to include:
Holiday Toy Drive, Kids and Cops, Literacy Program, and Baseball Camp programs. It
consists of Public Information Manager.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,4,5 $1221280 External/Internal Core
Narcotics Enforcement includes the VIN Unit (Vice, Intelligence, and Narcotics). They
address issues related to street level narcotics and investigate gambling, prostitution and
organized crime, as well as assist with surveillance, tracking equipment, expertise and
undercover capabilities when needed. This unit consists of Police Sergeant and six (6)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,345 $1,2997800 External Core
Special Operations & Community Service Officers plans, coordinates, monitors and
supervises comprehensive police services at special events to ensure the safety of visitors,
participants and local citizens. This unit is also responsible for coordinating crossing guard
assignments and overseeing the Community Service Officers (CSO's) who assist the Road
Patrol units by handling traffic issues, delayed crime and other activities. This unit consists
of Police Captain, Police Lieutenant, Administrative Assistant, Auxiliary Police Officer,
Community Service Officer Supervisor and eight (8) Community Service Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $117771880 1 External Core
02/19/16 4
City of Delray Beach
Police Department Level of Service Overview
BEST PRACTICE:
Accreditation is responsible for monitoring agency compliance with state law enforcement
accreditation standards and re -accreditation, oversight and implementation of the Career
Officer Program and Employee Awards Program, and for the Department's policies (as
outlined in our General Orders Manual) which includes policy research, revision, and
dissemination. Accreditation consists of Accreditation Manager and Administrative Program
Coordinator.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $120,980 External/Internal Best Practice
Administration is responsible for the preparation and monitoring of the department's
budget, payroll, internal oversight of purchasing, preparation of agenda items, processing of
daily invoices and vendor payments, grant writing and reporting, and inventory. This unit
consists of Administrative Officer, two (2) FT and one (1) PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,5 $2587940 Internal Best Practice
Problem Oriented Policing (POP) Unit responds to calls for service, and focuses on
creating and maintaining personal contacts with the community and partnerships with
homeowners/business owners that are designed to address crime and quality of life issues.
Task with addressing crime trends and offender based policing. This unit consists of three
(3) Police Sergeants and 18 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $218907020 External/Internal Best Practice
K-9 Unit consists of the four Officer/K-9 teams. This unit performs regular patrol duties and
assists with search and apprehension of suspects along with recovering narcotics and any
items of evidentiary value associated with criminal activity.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4 1 $6141330 External/Internal Best Practice
Criminal Intelligence is responsible for gathering information on criminal activity, crime
trends, and criminal groups that pose a potential threat to public safety in the City. The unit's
primary responsibility is to assess, collect, analyze, and disseminate credible intelligence to
support the agency's operation. This unit consists of two (2) Crime Analysts and three (3)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,3,4,5 $591210 External/Internal Best Practice
02/19/16 5
City of Delray Beach
Police Department Level of Service Overview
Dive Team consists of members from various units and is responsible for conducting
underwater search and recovery of bodies, weapons, vehicles, and other evidence from
canals, lakes, intra -coastal waterway and ocean.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $81020 1 External Best Practice
Special Weapons and Tactics (SWAT) consists of members from various units and is
responsible for missions that require advanced equipment and tactics such as high risk
warrants and barricaded and hostage situations.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 $921120 External Best Practice
DISCRETIONARY:
Facility Maintenance includes utility costs, maintenance and cleaning of the main police
facility, the firing range, exercise facility and one police substation as well as equipment
maintenance and inspections for systems such as the elevator, fire extinguishers, and
sprinklers. *This function should be done by Environmental Services
Commission Goal FY 15/16 Budget Customers Service
Goal 1 $401,190 External/Internal Discretionary
Volunteer Program Function includes costs associated with the Police Volunteer Program
which assists with parking enforcement, and provides increased visibility by patrolling the
communities. The Volunteer Program consists of over 250 volunteers. *Huge Benefit to our
community policing philosophy, also saves money with their volunteer patrols/parking
enforcement. Equates to 21.6 FTE's.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $701340 External/Internal Discretionary
Atlantic Community High School Criminal Justice Academy consists of one Police
Officer and is responsible for providing a Criminal Justice classroom curriculum to high
school students. Important relationships are developed with the students, community at
large, the School Board, and the teachers. *Program is a key component to our community
policing philosophy and a great recruiting tool.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $1517490 External/Internal Discretionary
02/19/16 6
City of Delray Beach
Police Department Level of Service Overview
C. Departmental Goals and Level of Service Targets (Department goals as they link to each of the
applicable Commission Goals)
1. Regulatory/Legal Mandates (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Special Services
Accreditation
Statutory compliance
276
Training
Training compliance
141471
CJIS
Federal compliance
24
Support Services Communications
911 answer <10 sec
100%
Emergency calls
561191
Language line calls
24/7 /365 days_
Routing emergency calls
932
Routing urgent calls
28,687
Transfers to PBCFR
81736
Enter/run impounds
1,141
Criminal history searches
2,080 hrs.
Monitor CJIS terminal
24/7 /365 days
FCIC/NCIC
11273
Complete validations
28
DCF notifications/lo
449
FCIC/NCIC certs.
196
Monitor LE channel
24/7 /365 days
Public record requests
1,008
Teletype entries
11142
Front Desk/PINS
UCR (Part 1 crimes)
31164
alidations/FCIC/NCIC
374
Write report supplement
60
Daily records transmittal
624 hrs.
Scans of arrests
21510
UTC accountability
22,143
Background checks
536
Records reten./destruct
246
Expunge court orders
33
Toxicology case files
315
Customer Service calls
876
FS Chapter 119 activity
624 hrs.
Scan supplements
520 hrs.
Daily records requests
520 hrs.
II cash transactions
$8431684
DV transmittals/AVDA
183
Report corrections/UCR
11556
Court disp. letters
342
Daily cash balance
31650
Daily cash deposits
3,650
Maintain citation nos.
172
Maintain crash rpt. nos.
24 hrs.
Rpts./cks. > Tax Collect.
24 hrs.
Seatbelt cit. rpt.>DMV
915
02/19/16 7
City of Delray Beach
Police Department Level of Service Overview
Division Level of Service
Workload
Community Response Various Traffic Investigations
11801
Special Events
76
Vehicle maint. transport
360 hrs.
Vehicle calibrations
45 hrs.
Grid calls for service
23,180
Underage drinking ops.
48 hrs.
Liquor license checks
60 hrs.
Arrests
219
Routine patrols/various
8,736 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
1,960 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Traffic Safety rants
933 hrs.
Depo. attendance
120 hrs.
Court testimony
180 hrs.
Mandatory training
16 hrs.
THI Callouts
1,260 hrs.
Incident Reports
31414
CAD Reports
37164
Extra patrols
71231
Citations
77559
Accident investigation
11759
Parking citations
17262
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
31887
Extra Patrols
451623
Arrests
21262
Walk and Talks
81389
Citations issued
11,323
Traffic crashes
31639
Burglary/alarms
41485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic Crashes
31639
Assist other depts.
11175
Crisis/emergencies
431
Sup. Responsibilities
24/7 /365 da s
Level of Service
Workload
Investigative Division Various Pre-emp. Polygraphs
120 hrs.
Annual CPR training
12 hrs.
Annual def. tactics
224 hrs.
Call -out availability
120 hrs.
02/19/1
City of Delray Beach
Police Department Level of Service Overview
DCF coordination
120 hrs.
CPT coordination
120 hrs.
SAO coordination
300 hrs.
Public Def. Office Coord.
300 hrs.
LE agency coordination
360 hrs.
Travel re investigations
12 x/ r.
LEPC meetings
36 hrs.
Case investigation
1200 hrs.
Victim/Wit. Interviews
1200 hrs.
Person of interest int.
1200 hrs.
Suspect/Def. interviews
1200 hrs.
Patrol search assists.
120 hrs.
Traffic stops
120 hrs.
Traffic control
60 hrs.
Latent print examination
1,440 hrs.
Polygraph investigation
600 hrs.
DNA Search
36 hrs.
Depositions
180 hrs.
Court testimony
200 hrs.
Search warrant prep.
120 hrs.
Tracking Orders
132 hrs.
Arrest warrants
120 hrs.
Mandatory training
48 hrs.
Firearms qualifications
12 hrs.
DMV tag delivery
60 h rs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecretSrvc
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Annual evidence invent.
8 hrs.
Narcotics complaints
1200 hrs.
Prostitution complaints
600 hrs.
Gambling complaints
600 hrs.
Fed/State prosecutors
60 h rs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
2. Code/Policy Requirement (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Chief's Office Administration Internal Affairs
Complaint review
10 cases/ r.
Special Services
Accreditation
Program administration
230 standards
G.O. creation/revision
165 directives
S.O.P. creation/revision
50 directives
Support Services Communications
Dispatch Priority 1
29 sec.
Dispatch Priority 2
3 mins.
02/19/16
City of Delray Beach
Police Department Level of Service Overview
Dispatch Priority 3
15 mins.
Arrival Priority 1
5 mins.
Arrival Priority 2
10 mins.
Arrival Priority 3
23 mins.
Rc'v. non -emergency calls
1487859
Prioritize "1" calls
976
Prioritize "2" calls
271256
Prioritize "3" calls
201391
Route non-emer . calls
201800
Medical TOT PBCFR
61276
Alarm company assists
24/7 /365 days
Invest. searches
24/7/36 da
Call transfers>other depts
24/7 /365 days
DL checks
24/7/36 da
Warrant checks
24/7 /365 days
CAD/RMS/DAVID/PALMS
24/7 /365 days
Vehicle registrations
24/7 /365 days
Monitor radio traffic
24/7/36 da
Tow requests
21672
Monitor building security
24/7/36 da
BOLO distributions
24/7 /365 days
FCIC/NCIC queries
24/7 /365 days
Monitor FAX reports
24/7 /365 days
Monitor DCF notices
24/7 /365 days
Monitor call boxes
24/7 /365 days
NLETS/FAM contact
24/7 /365 days
Jail alarm testing
12
Jail monitoring
24/7 /365 days
PD main channel
24/7 /365 days
Secondary channel
24/7 /365 days
Self -initiated activity
113,004
Out -of -service codes
331864
Monitor status codes
24/7 /365 days
Monitor officer locations
24/7/36 da
Doc. calls in CAD
24/7 /365 days
Conduct safety checks
24/7 /365 days
Info. to officers
24/7 /365 days
Call -requests from officers
24/7/36 da
Crime Scene los
300 hrs.
Monitor staffing
24/7/36 da
Monitor calls for service
24/7 /365 days
Monitor PD/TTY traffic
24/7 /365 days
Repair logs/radios
220 hrs.
Local agency callouts
1092 hrs.
Input premise flags
728 hrs.
Maintain staffing levels
1,456 hrs.
Complete internal reports
100 hrs.
Performance reviews
728 hrs.
Monitor 3S1/banks
24/7/36 da
Monitor 3S1/tracking
24/7 /365 days
Monthly 911 trainin
24/7/36 da
Update tow rotations
364 hrs.
SOP review/updates
30 hrs.
Level of Service
Workload
Front Desk/PINS Missing report notices
520 hrs.
02/19/16 10
City of Delray Beach
Police Department Level of Service Overview
Records reten./destruct
246
Back -enter cases
21866
Enter handwritten UTC
260 hrs.
Enter Civil violations
260 hrs.
Customer service calls
2,080 hrs.
Build. security passes
130
Teleserves
534
Process ticket payments
10,938
Parking ticket entries
147366
Late notices
21113
Equipment checks
16
UTC transmittals
81938
Arrest transmittals
735
General transmittals
2,080 hrs.
Issue UTC books
1,664 hrs.
Process dept. mail
2,080 hrs.
Process incidents
131375
Process supplements
111807
Process arrests
31151
Report corrections
11556
Sr. victims' reporting
416 hrs.
C&S statistical report
260 hrs.
Monthly crime index
260 hrs.
Hate Crime report/mo.
260 hrs.
Missing case audit/mo.
260 hrs.
Semi/Annual UCR>FDLE
260 hrs.
UCR report review/mo.
260 hrs.
Staff in-service training
4,135 hrs.
Audit Staff Certifications
260 hrs.
NSF check collection
100 hrs.
Audit parking tickets & UTC
3,882
Audit BOOT list
156 hrs.
Handle ticket complaints
192
Proof seal/expunge requests
416 hrs.
SOP review/updates
624 hrs.
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coordinate Equip. install
60 hrs.
Photos/PD crashes
60 hrs.
RM liaison/PD crashes
48 hrs.
Preventative maint. lists
24 hrs.
Tow yard inspections
48 hrs.
Fuel stock maintenance
60 hrs.
Calls for service
231180
Arrests
219
Bus./Prk . enforcement
11262
Traffic selectives
720
Routine patrols/various
81736
CSO supervision
1,920 hrs.
CSO training review
120 hrs.
CSO payroll/evaluations
60 hrs.
Review all crash reports
480 hrs.
Invest./rpt. instructor.
60 hrs.
02/19/16 11
City of Delray Beach
Police Department Level of Service Overview
Emer. Veh. Oper. trainer
24 hrs.
THI assistance
50 hrs.
Fleet management
180 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
120 hrs.
Contract assistance
120 hrs.
Underwater S&R (trainin)
192 hrs.
In-service training
288 hrs.
Fed. Agency assistance
8 hrs.
Spec. Event/out. vendors
24 hrs.
Spec. Event/Dept. Heads
120 hrs.
Spec. Event/traffic
2,160 hrs.
Spec. Event/applications
120 hrs.
Spec. Event /staffing $$
60 hrs.
Spec. Event /CM reports
80 hrs.
Spec. Event /assignments
120 hrs.
Spec. Event /DBA coord.
120 hrs.
Spec. Event /security
4,320 hrs.
Spec. Event /ICS
45 hrs.
SpecEvent/Crowd control
2,160 hrs.
Traffic selectives
720
Accident reduc. enforcmt.
960 hrs.
Police Escorts/dignitary Escorts/dignitary
60 hrs.
Field Training Officers
240 hrs.
DUI Dept. training
8 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Consult City traffic dept.
30 hrs.
Annual Traffic Report
150 hrs.
School traffic liaison
1,440 hrs.
Disabled vehicle assist
180 hrs.
Parking citations
11262
Citations
71559
SWAT call -outs
36 hrs.
Incident Reports
31414
CAD Reports
31164
Extra patrols
71231
Citations issued
71559
Accident investigations
11759
Traffic complaints
1,960 hrs.
THI investigations
910 hrs.
SBI investigations
350 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Parking Citations
141366
-Various
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2)905
Death investigations
52
General service calls
6,263
Suspicious Incidents
81826
Civil matters
681
02/19/16 12
City of Delray Beach
Police Department Level of Service Overview
Assist other depts.
11175
Sup. Responsibilities
24/7 /365 days
Level of Service
Workload
Investigative Division Various SOP review/updates
10 directives
Latent print examination
1,440 hrs.
Polygraphs
600 hrs.
DMV tag delivery
60 hrs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Court testimony
200 hrs.
Annual evidence invent.
8 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
2,040 hrs.
Leadership Delray
12 hrs.
Citizens Against Crime
48 hrs.
National Night Out
24 hrs.
T.I.M. prep & meetings
96 hrs.
On-call status
2,080 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
AC meetings
48 hrs.
End-user training
24 hrs.
Defensive Tactics Inst.
24 hrs.
Bi -lingual assistance
300 hrs.
E -Trace
240 hrs.
PD Recruitment Team
120 hrs.
CO Program Committee
24 hrs.
Conduct perimeters
60 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics trainin
12 hrs.
Copy case video
60 hrs.
Prop. Voucher reviews
1200 hrs.
Video downloads
120 hrs.
Prop. Disp. Notices
120 hrs.
LETF deposits
24 hrs.
Deliver lab requests
24 hrs.
Prop. Release/owner
72 hrs.
Evidence/drug burns
168 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
Pen Link analysis
120 hrs.
Internal assistance
1200 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Surveillance assists
120 hrs.
Conduct internal train in
24 hrs.
02/19/16 13
City of Delray Beach
Police Department Level of Service Overview
AFIS entries 720 hrs.
Fingerprint identification 720 hrs.
Photograph accidents 300 hrs.
3. Life/Safety Requirement (list): Actual Metric/LOS
DBPD Goal: "Maintain the highest quality of life through the effective delivery of public
safety services using Intelligence Led Policing."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Support Services Communications Coordinate inoperabilit
24/7 /365 da s
PSAP reporting
24/7 /365 days
Operate building gates
24/7/365 da s
Operate jail doors/ ate
24/7 /365 days
Multi -database info.
24/7 /365 days
Emergency button calls
24/7/365 da s
Monitor call locations
24/7 /365 days
Activate radio patches
24/7 /365 days
Monitor equipment
24/7 /365 days
Assist from depts.
24/7 /365 days
After -hour callouts
24/7 /365 days
Public Utility callouts
24/7/365 da s
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Calls for service
231180
Underage drinking ops.
48 hrs.
Arrests
219
City park monitoring
240 hrs.
Traffic selectives
720
Routine patrols/various
81736
Underwater S&R training
192 hrs.
Spec. Event/traffic
21160
Spec. Event/security
4,320 hrs.
Spec. Event/ICS
45 hrs.
Spec. Event/Crowd cont.
2,160 hrs.
Police Escort/dignitary Escort/dignitary
60 hrs.
Consult City traffic dept.
30 hrs.
City safety events
30 hrs.
Traffic safety rants
933 hrs.
Nat'l Car Safety programs
10 hrs.
School consults
20 hrs.
Disabled vehicle assist
180 hrs.
SWAT callouts
36 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
41807
Extra Patrols
571200
Special Enforcement
26
Arrests
31146
Walk and Talks
17,178
Citations Issued
327264
Calls for Service
2041795
02/19/16 14
City of Delray Beach
Police Department Level of Service Overview
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2,905
Death investigations
52
General service calls
6,263
Suspicious Incidents
87826
Civil matters
681
Assist other depts.
17175
Crisis/emergencies
431
Traffic enforcement
11,336
Directed/extra patrols
45,623
Sup. Responsibilities
24/7/365 da s
Comm. Mtg. Security
18
SWAT deployment
35
Self -initiated activities
62444
Training attendance
7,268 hrs.
Baker Acts
434
Level of Service
Workload
Investigative Division Various Public record requests
540 hrs.
Court testimony
200 hrs.
Crime scene process.
840 hrs.
E -Trace
240 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics training
12 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Sex offender sweeps
120 hrs.
Comm. mtg. security
12 hrs.
SWAT callouts
14 hrs.
In-service instruction
14 hrs.
4. Best Management Practices (list): Actual Metric/LOS
DBPD Goal: "To foster community partnerships that are as diverse as the community we
serve."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Accreditation Accreditation Program
230
Career Officer program
80
Career CSI Program
2
Police Officers Hired
16
Minority/Protected Class
37.5%
Recruitment Trips
25
Youth Outreach
700
Support Services Communications Answer ring -downs
24/7 /365 da s
Answer elevator phones
24/7 /365 days
Gen. caller -assistance
24/7/365 da s
Provide caller directions
24/7 /365 days
02/19/16 15
City of Delray Beach
Police Department Level of Service Overview
Int./ext. call transfers
24/7 /365 days
Lost/found animal calls
120
Multi -database reference
24/7/365 da
s
Filter citizen complaints
24/7 /365 days
Fill-in as needed
24/7 /365 days
Review reports/calls
24/7/365 da
s
Keep phone list current
24/7/365 da
s
Keep OSSI current
24/7/365 da
s
Policy/procedure trainin
640 hrs.
Monitor ov't channel
24/7/365 da
s
Keep callout list current
130 hrs.
Sup. Skills enhancement
1,032 hrs.
Quality assurance
840 hrs.
Level of Service
Workload
Front Desk/PINS Prepare Press folder
260 hrs.
Security checks (P2C)
115
Notary services
1455
Fingerprinting
2,825
Bike registration (P2C)
47
Active case audits/mo.
150
Review ticket entries
141102
Review report scans
520 hrs.
Level of Service
Workload
Volunteers Participants
264
Vol. Admin. hours
2,630
Vol. Ambassador hours
78
Vol. Citizen Roving Patrol
2,114
Vol. Downtown Roving
1481
Vol. Parking Enforcement
6,907
Vol. Haitian Roving
2,528
Vol. Home Front Security
803
Vol. Mobile Traffic
859
Vol. Support groups
101192
Level of Service
Workload
Community Response Various New car transport
120 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coord. Equip. installs
180 hrs.
Spare veh. maintenance
144 hrs.
Vehicle calibrations
24 hrs.
Provide Ofc. Training
96 hrs.
Tow yard inspections
48 hrs.
Reconcile tow receipts
96 hrs.
Key Track System maint.
60 hrs.
Camera/computer rep.
60 hrs.
Taxi Cab Inspections
60 hrs.
Liquor License checks
60 hrs.
DDA,WARC,DBMC mtg.
60 hrs.
Monitor valet ops.
360 hrs.
Merchant relationships
1,000 hrs.
KoP mentoring program
60 hrs.
Teen Center volunteers
240 hrs.
High Liability/DT instr.
240 hrs.
Children/wounded war.
60 hrs.
RAD for citizens
144 hrs.
02/19/16 16
City of Delray Beach
Police Department Level of Service Overview
Police Explorers
120 hrs.
C&S reports
12 hrs.
Radar trailer deployment
60 hrs.
Message boards
24 hrs.
Static displays
60 hrs.
Member Heroin TF
24 hrs.
DTF Board member
24 hrs.
School traffic liaison
1,440 hrs.
City safety events
30 hrs.
Child seat installation
10 hrs.
Car -fit program (elderly)
16 hrs.
Nat'l Car Safety programc.
10 hrs.
Homicide Laser mappin
20 hrs.
School consults
20 hrs.
ACHS/CJ Academy
2,940 hrs.
T.I.M. prep & meetings
96 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
Teen Center volunteers
240 hrs.
CPTED
120 hrs.
PD Recruitment Team
120 hrs.
Walk and Talks
37988
SAO packet deliveries
192 hrs.
S. County Court delivery
360 hrs.
Thanksgiving meals
60 hrs.
o s for Tots
4 hrs.
Curb Appeal event
12 hrs.
Football parking assist
20 hrs.
Donuts w/Delray Cops
12 hrs.
Project Holiday
2 hrs.
Honor Guard/events
12 hrs.
Annual 911 Ceremony
20 hrs.
IB Showcase
40 hrs.
CHS Annual Decathlon
12 hrs.
Superintendent Forum
12 hrs.
Sober is the New Fun
48 hrs.
Constitution Day Event
12 hrs.
Veterans' Day Parade
2 hrs.
Monthly HOA meetings
8 hrs.
National Night Out
5 hrs.
Annual Baseball Camp
24 hrs.
Delray Reads
4 hrs.
Special Olympics 5K
4 hrs.
Paint Up Delray
12 hrs.
Leadership Delray
12 hrs.
Residence Academies
12 hrs.
Citizen Academies
12 hrs.
Haitian Academies
12 hrs.
Hispanic Academies
12 hrs.
Safety Day
24 hrs.
Bureau DivisionSection/Unit Level of Service Workload
Field Operations
lCommunityPatrol Orious Bur lar /alarms 141485
02/19/16 17
City of Delray Beach
Police Department Level of Service Overview
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic complaints
21501
Parking complaints
218
Assist other depts.
11175
Community Outreach
81389
FIR's
31887
VDA transports
139
Police Explorer program
196 hrs.
CPTED studies
6
Sup. Responsibilities
24/7/365 da s
Level of Service
Workload
Investigative Division Various Clearance/Property Crim
20%
Clearance/Violent Crimes
35%
AM/Juv. Arrest Monitor
12 hrs.
Firearms qualifications
12 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
Leadership Delray
12 hrs.
PD Recruitment Team
120 hrs.
City SPIRIT Committee
24 hrs.
Prop. Release/owner
72 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
PenLink analysis
120 hrs.
Internal assistance
120 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Surveillance assists
120 hrs.
Conduct internal trainin
24 hrs.
AFIS entries
720 hrs.
Fingerprint identification
720 hrs.
Evidence/drug burns
168 hrs.
CPTED
120 hrs.
S. Fla. Org. Fraud TF
14 hrs.
PB Health Care Fraud TF
48 hrs.
Propert .com inventory
24 hrs.
Inv. Checklist developme
12 hrs.
02/19/16 18
City of Delray Beach
Police Department Level of Service Overview
Gang presentations
24 hrs.
PBSO gang meetings
24 hrs.
SWAT train/ops/displa
192 hrs.
Evidence processing
600 hrs.
Di ital file maintenance
60 hrs.
Line-up preparation
120 hrs.
Cellphone to Needy
12 hrs.
Clothing to Needy
12 hrs.
Project Holiday
12 hrs.
CSI Career Program coo
12 hrs.
III. Accomplishments and Next Steps
A. FY 2015 Accomplishments
1. Intelligence -Led Policing
a. The Community Patrol Division deployed fully under the Intelligence -Led Policing
concept, with Sector Lieutenants, Sergeants, and Officers being assigned to, and taking
ownership of, their specific areas and beats that comprise the City of Delray Beach.
Under this policing concept, officers and supervisors have been able to become intimate
with their areas of responsibility and utilize the intelligence, information and crime
analysis data to direct their focus on the offenders and other factors that are the cause of
the crime trends. As a result of the efforts by the Community Patrol Personnel the
community has experienced a drop in crime since its implementation.
2. Problem -Oriented Policing
a. The Community Patrol's newly formed POP Impact Team fully deployed in January
2015. This unit consists of 3 teams, each with 1 sergeant and 4 officers and was formed
to directly impact the Part One crimes occurring throughout the city. This proactive unit
responds to crime trends, conducts various types of operations (i.e. undercover,
surveillance, etc.) in order to address a particular criminal activity; however, they also
take a proactive approach to addressing crime through the Problem Oriented Policing
strategy, which includes conducting CPTED (Crime Prevention Through Environmental
Design studies at locations throughout the community. This unit has several officers who
are certified in the CPTED concept.
3. K9 Unit Enhancements
a. The K9 Unit, which is comprised of 3 canines and their officer/handlers, experienced
some enhancements to this specialized unit of the Community Patrol Division. A
lieutenant was appointed to directly supervise the Unit and all of its operations. This
lieutenant is responsible for all aspects of Unit and will more effectively manage and
deploy these officers and their canine partners. This unit also received a much needed
vehicle and equipment upgrade. Each K9 Officer was issued a new SUV, equipped with
all the necessary safety equipment necessary for the care and safe deployment of the
dog. This includes a heat safety alarm in the event the vehicle shuts off with the canine
still inside and the quick release door, which the officer can open and deploy the dog
remotely in the event he becomes incapacitated while on a call.
02/19/16 19
City of Delray Beach
Police Department Level of Service Overview
4. Community Involvement Efforts
a. Community Patrol officers remain committed to their community involvement efforts
through their participation in a variety of events that take place during the year. Some of
those events include "Walk a Child to School Day", the Law Enforcement Torch Run for
the Special Olympics, "Spady Field Day", and the Teen Summit. Officers also continue
to participate in their "traditional" events and programs such as the Midnight Basketball
Program, Annual Baseball Camp, the Thanksgiving outreach and the Christmas Toy
Drive. Also during the year, officers took part in the "March Against Violence" that was
organized by community members, the "National Night Out" which was a collaboration
between our Police Department and residents and business owners in the community
and the Knights of Pythagoras Mentoring Network, which is an organization that focuses
on "at risk" youth. Community Patrol Officers fully embraced the "Walk and Talk"
Initiative by conducting approximately 14,164 of these encounters since its kick off.
These proactive encounters have encouraged officers to get out of their vehicles and
"walk and talk" with the residents, merchants, citizens and visitors in the area and get
involved in a more proactive manner.
5. Crimes Against Persons Unit
a. The Crimes Against Persons Unit handled a multitude of violent and complex crimes
including 4 homicides, 124 robberies and 60 sexual batteries. In addition to investigating
the above, the Unit took a very proactive approach to preventing and reducing crime and
strengthening its partnerships within our community by creating and implementing action
plans.
6. White Collar Crime Unit
a. The White Collar Crime Unit investigated an elaborate fraud case where 2 victims had
large amounts of funds withdrawn with fraudulently written checks, totaling a loss of
$203,794. The subject was arrested and faces multiple charges to include; Grand Theft
over $20,000, Theft from a person 65 or older and Organized Scheme to Defraud.
7. Evidence Unit
a. The Evidence Unit's focus is to ensure that any property acquired, maintained, and
retained by the department through investigative means is accurately documented and
secured until adjudication. During the fiscal year, 2,772 new cases produced 9,668
pieces of evidence, while 2,099 cases and 7,270 items were disposed of.
8. Property Crimes Unit
a. The Property Crimes Unit took the initiative to lead the way with the new department
initiative (Intelligence Led Policing) and deploy detectives into geographical areas to
focus on crimes in their assigned sectors; East, Central and West. Detectives can now
focus on the crimes as well as the prolific offenders that work their areas.
02/19/16 20
City of Delray Beach
Police Department Level of Service Overview
9. Traffic Unit
a. The Traffic Unit has been actively participating in the Aggressive Driving enforcement
throughout the city after receiving a grant from the Florida Department of Transportation.
To date, over 4000 citations have been issued. The Bicycle Safety Rodeo at Pompey
Park was also coordinated for local youth, and in addition to the educational component,
free child bicycle helmets were distributed. Also, we received a Bicyclist and Pedestrian
Grant.
10. Social Media
a. The Delray Beach Police Department has embraced the concept of Social Media being
the forefront of police work and has broadened relationships with the community and
media outlets. The Delray Beach Police Department currently has 5,306 Facebook
"Friends", 4,511 Twitter "Followers", a MYPD app for I -phone and Android users, along
with an Instagram and YouTube account. All of these tools are used to educate the
public, provide accurate and timely information, and humanize the police department.
11. Parking Tickets
a. A total of 12,119 parking tickets were issued from October 2014 through September
2015. The revenue from paid parking tickets for this time period totals $359,610.37 (with
collection agency efforts the total is $370,980.78).
12. Volunteers
a. Delray Beach Police Department Volunteers worked 44,940 hours from October 2014
through September 2015, which equals a savings to the City of Delray Beach in the
amount of $811,167 in full-time salaries.
13. Training Unit
a. During FY 2014/15, members of the Police Department participated in approximately
13,208 hours of training with a total cost of $86,737.19. The Training Unit coordinated
31 training courses and 14 events. They also coordinated 10 job postings, 554
applications, and 13 hired personnel. The Field Training Program tracked 15 personnel,
and 4 internships were coordinated.
14. Accreditation and Program Services Unit
a. During FY 2014/15 the Accreditation and Program Services Unit monitored compliance
with 276 State law enforcement accreditation standards, and re -accreditation activities,
manages the PowerDMS electronic document management system which houses
hundreds of Department written directives and training and legal bulletins, creates,
coordinates, and assists with new Department policy and new program implementation,
coordinates the purchase of special -ordered office supplies and furniture, and
coordinates and manages the Department's Career Officer and (newly assigned) Career
Crime Scene Investigator programs. The Accreditation Manager supervises the unit and
oversees activities of the Administrative Program Coordinator. This unit revised and
distributed 50 documents to employees and managed 80 participants in the Career
Officer Program.
02/19/16 21
City of Delray Beach
Police Department Level of Service Overview
14. Communications Section
a. The Communications Section is vital to the safety of the community, assuring calls for
service are handled efficiently, effectively, and professionally when dispatching officers
as requested. It is overseen by the Communications Manager who ensures all
Communications employees receive their 911 Public Safety Telecommunicator
Certification pursuant to Florida State Statue 401.456(2)(j). Personnel handled 52,504
emergency (E911) calls, 149,548 non -emergency lines and entered 120,427 incidents
into the CAD system (of those 111,563 police, medical and fire calls were dispatched).
The Communications Section also complied with approximately 776 public and internal
records requests.
15. The Volunteer Senior Victim Advocacy Program
a. The Volunteer Senior Victim Advocacy Program reviewed a total of 998 reports with 544
cases referred to the Area Agency on Aging for further resources. This amounts to 54%
of senior victims being referred for assistance. The Ambassador Program continued its
efforts on East Atlantic Avenue by providing directions, safety recommendations, and
general information to visitors along the Avenue, making safety paramount when
enjoying the entire Downtown Delray experience.
B. 2016 Initiatives
1. Develop and institute a mentoring program for our supervisors and prepare our organization
for succession planning.
2. Develop educational courses for the community and hold these courses monthly: i.e. Fraud,
Internet Crimes, etc.
3. Increase recruitment efforts by attending job fairs, local colleges, and other outreach
programs.
4. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
5. Purchase of a Mobile Command Center.
6. Research and implementation of the use of Narcan.
7. Research and implementation of the use of Body Cameras
8. Achieve the Commission for Florida Accreditation's recognition for a successful, 4t" re-
accreditation -compliance Onsite assessment.
9. P25 inter -operability of Public Safety Radio's 3.5 million dollar communications makeover
involving PBC and Motorola.
10. The utilization of License Plate Recognition Cameras and surveillance cameras to address
the fear of crime, identify offenders and building a real time crime lab for officers to monitor
strategic locations identified thru active intelligence.
02/19/16 22
City of Delray Beach
Police Department Level of Service Overview
C. 2017-18 Plans
1. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
2. Relocation of Police Facility
3. Continued technology advancements
IV. SWOT: Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the Commission
Goals.
A. Strengths
Strengths
Personnel (both sworn and civilian)
Community support
Commitment to training and education
Problem solving
Collaboration in solving issues and problems
Tradition
Good reputation with outside
Intelligence -led Policing/Criminal Intelligence Unit
New leadership
Public servants/caring
Pulling resources together
Growth
Promotions
Quality of police work/crime fighting
Community partnerships
Career opportunity
Good policy -based organization
Diversity in enforcement
OSSI Program/software
B. Weaknesses
Weaknesses
Young workforce
Internal communications problems, i.e. need to get more employee buy -in
F.T.O. Program/attitudes of Field Training Officers
Reduced funding for training budgets
Succession planning
Information Technology Support
Communications with executive staff
Diversity/mentoring
Planning process (creation of)
Losing quality personnel
Turnover (current)
Some people's lack of skills
Difficulty motivating
Supervisors supporting each other
Commitment to training and education
02/19/16 23
City of Delray Beach
Police Department Level of Service Overview
C. Opportunities
Opportunities
More Command Staff involvement
Improved communication
More supervisor training
Common goal of heading in the right direction
More internal/external support
Seeking alternative funding
Training and mentoring (succession planning)
Follow chain of command for consistent operations
Accountable FTO program
Continued use of social media
Self -correct
Walk and Talk
Restructure Information Technology positions
Value and meaning of open door policy
More community outreach for Haitian volunteers
Meeting with City and union representatives
Recruitment
Training method for metrics
Consistent accountability from the top
Inspection/updating of training manuals
Intelligence -led policing in full swing
Long term plan
Employee coaching
OSSI training (written manual/cheat sheets)
OSSI rights across-the-board
Limit time in specialty units
Strategic planning (long term)
Prioritize training
Set clear goals
Be visible
Advancement
Consistent uniform
Increase Training Unit staffing
02/19/16 24
City of Delray Beach
Police Department Level of Service Overview
D. Threats
Threats
A service population which is growing faster than the department is able to meet its needs
Budget reductions
Employee retention
Increased fraud and internet crimes
Continuous technology upgrade costs
Weakened judicial system
Reduced County jail space and prisoner transport resulting in increased recidivism
A growing service population of homeless, transient, and mentally ill residents
Unregulated rehabilitation facilities
Neighborhood quality -of -life issues
Decreasing social service organizations
Facility maintenance for aging Police building (i.e. increased repair/replacement costs)
Increased traffic issues
Revitalization of depressed neighborhoods
Ethnic populations increasing faster than department is able to create partnerships
Succession planning/loss of institutional knowledge
Ensuring safe communities with potential no increase in staffing
Increased employee pessimism due to over -burdened workforce
Need for larger, secure long-term evidence storage for bio -degradable evidence
Domestic and International increase in terrorism
Proliferation of Designer drugs and experimentation by the mainstream and casual drug users.
Resurgence of heroin, and the spread of communicable disease thru needle sharing
Unfunded State and Federal mandates
Re-entry of our Military Service members and the lack of programs to assist them with assimilating back
into a mainstream life style
02/19/16 25
City of Delray Beach
Police Department Level of Service Overview
Key:
I. Office of the Chief
A. Internal Affairs Unit
B. Administrative/Budget Unit
C. Public Information Office/Community Affairs
D. Emergency Management Unit
E. Special Services Bureau
F. Field Operations Bureau
II. Special Services Bureau (Supervised by an Assistant Chief)
A. Accreditation and Program Services Unit
B. Training Unit
C. Information Technology Unit
D. Community Response Division
1. Fleet/Special Operations Section
2. Community Service Officers
3. Traffic Unit
4. Clean & Safe
5. Atlantic Community High School Criminal Justice Academy
6. Dive Team
E. Support Services Division
1. Communications Section
2. Records/PINS Section
3. Volunteers
4. Youth Initiatives
III. Field Operations Bureau (Supervised by an Assistant Chief)
A. Community Patrol Division
1.
Administrative activities
2.
Central Sector
3
West Sector
4.
East Sector
5.
POP Impact Team
6.
SWAT Team
7.
K-9 Unit
B. Investigative Division
1. Investigative Section
a. Property Unit
b. Persons Unit
c. Vice, Intelligence and Narcotics Unit
d. Criminal Intelligence Unit
e. Crime Scene Unit
f. Evidence Unit
g. Hostage Negotiations Team
02/19/16 26
File #: 16-394, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Steve Hynes, Emergency Management Services
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
EMERGENCY MANAGEMENT LEVEL OF SERVICE
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Emergency Management Level of Service Overview
I. Commission Approved FY2017 - 2019 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (R Et R)
program
4. Focus on and invest in high value assets /programs
II. Departmental Goals and Level of Service Targets
A. Vision: Establish a world class municipal Emergency Management program,
keeping the Delray Beach community safe and resilient through coordination
and preparedness.
Mission: Minimize the impact of emergencies, disasters and planned events to
the Delray Beach community through education, planning and response by
coordinating information and resources.
B. Core Services
• Increase Emergency Management role to support residents, visitors,
businesses and city staff in preparing for, responding to and recovering
from man-made and natural disasters also known as an all hazards
approach.
• Reduce the loss of life and property of residents, businesses and visitors
due to man-made and natural disasters through Preparedness,
Mitigation, Response and Recovery planning.
• Provide an efficient, comprehensive organizational structure for
emergency response and recovery efforts and partner organizations to
ensure continuity of government.
• Coordinate emergency operations within the City of Delray Beach.
• Recover from all emergencies by providing for the rapid and orderly
start of restoration of persons and property affected by emergencies to
quickly restore normalcy within the community.
• Train residents, business owners, city leaders and staff on community All
- Hazard Preparedness, Planning, Mitigation, Response and Recovery
strategies.
C. Departmental Goals and Level of Service Targets (Department goals as they link
to each of the applicable Commission Goals)
Goal:
• Cooperatively build an All Hazard Municipal Emergency Management (EM)
program as a Department as well as build mobile EOC capabilities over
the next 5 years until a fixed CAT 5 rated, threat protected structure is
built to serve the City of Delray Beach over next 50 to 75 years as a 911
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City of Delray Beach
Emergency Management Level of Service Overview
call center, EOC, archive, 350 seat auditorium, fuel station, asset
storage, dormitory, kitchen and seat of government during incidents
when normal infrastructure is no longer able to be utilized or trusted,
West of Congress and preferably along Military Trail Corridor (away from
flood and rail areas).
• Seek additional funding from Grant opportunities
• Maintain oversight of Rapid/Damage Assessment Program
• Enhance Community Emergency Response Team (CERT)
• Develop:
➢ Emergency Operations Plan (EOP)
➢ Continuity of Operations Plan (COOP) for each department
➢ Continuity of Government Plan (COG)
➢ Disaster Debris Management and Monitoring Plan
➢ Operational EOC with devolution capabilities
➢ Explore internship opportunities with local institutions of higher
learning
➢ Implement outreach programs to the faith based, public and private
sector communities
➢ Create actionable Dept. of Health mass prophylaxis plan for city
staff and families
Departmental Goals and Level of Service Targets (Department goals as they link to
each of the applicable Commission Goals)
1. Regulatory / Legal Mandates - Federal, State, Local and / or contractual
2. Life / Safety Requirement
3. Code/ Policy Requirement
4. Best Management Practices/ Industry Standards
5. Past Practices, Current Practices and/or previous Initiatives
Commission
Product/ Service/ Progr
Description
Actu
Full Cost
Target
Proposed
Goal
am
at
LOS/Metr
Cost
LOS/
is
Metri
c
1, 2, 3, 4
40 EOC portable
EOC is seat of
0
0
Fully
$40yOOO.O
workstations, each
all
equipped
0
work station includes:
government
(Approx.
1 Laptop, 1 phone
operations
cost
(with own extension)
during a
pending
disaster.
IT
Government
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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and elected
officials must
have ability to
run city
operations
f rom EOC
alone.
1, 2,4
3 EOC Interactive
An interactive
0
0
Fully
White Boards. 2 within
whiteboard is
equipped
$15,000.0
EOC, 1 located at Ops
an
0(Approx.
breakout room
instructional
cost
tool that
pending
allows
IT
computer
estimate)
images to be
displayed onto
a board using
a digital
projector.
2,4
10 40" Flat Screen
Display
5
0
Fully
$2,250.00
T.V's for EOC
information
equipped
f rom news
stations
and/or Web
EOC, Weather
reports
1,2,3,4
2 Wi Fi Hot Spot
Internet
0
0
Fully
$400.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
IT
estimate)
1, 2, 3,4
2 Portable Hot Spots
Internet
0
0
Fully
$150.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
during
IT
devolution
estimate)
(only
activated
when needed)
1,2,3,4
Remote internet
EPG as well as
0
0
Fully
(Unk.
Access control over
executive
equipped
cost
City Am Radio Station
staff must
pending
have ability to
IT
send public
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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info notices
throughout
normal
operating days
and during
crisis. Radio
will be
utilized to
give public
constant info
to keep
community
calm and well
informed.
1,2,3,4
Arc GIS Damage
Software
0
0
Fully
$5,000.00
Reporting System:
program that
equipped
Program integrates
creates
with current GIS
damage
system
assessment
reports,
municipal
report must be
completed
within 30 days
of incident
1,2,4
Bold Planning:
Integrated tool
0
0
Fully
$25,000.0
COOP/EOP Software
that walks
equipped
0(Approx.
program / EM plans
users through
cost
consulting
each step of
pending
the COOP/
IT
COG/EOP
estimate)
planning
process.
1, 2, 3,4
10 Private Property
Tablets
0
0
Fully
$10YO00.0
Damage Assessment
connect with
equipped
0(Approx.
Team member
internet, send
cost
tablets:
and receive
pending
data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
10 Public Property
Tablets
0
0
Fully
$10,000.0
Damage Assessment
connect with
Equipped
0(Approx.
Team member Tablets
internet, send
cost
and receive
pending
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City of Delray Beach
Emergency Management Level of Service Overview
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data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
20 Damage
Pelican type
0
0
Fully
$20,000.0
Assessment Team
case holding:
Equipped
0
member Go Kits
Digital
camera,
personal
protective
equipment,
flashlight,
handheld
radio,
misc. tools
1 A
Community Emergency
Educates
55
$15,000.00
1 CERT
$45,000.0
Response Team (CERT)
community,
mem
Team per
0
Triple size of CERT
cost increase
bers
large
membership annually.
to triple
HOA and
Cost covers instructor
membership.
Faith
overtime and CERT
based
team equipment
organizat
issued.
ion
1
NIMS Compliance
All city staff
20%
0
100%
$10,000.0
Training: Prepares
must take
of
staff
0
staff to meet
appropriate
staff
complian
community needs
level training
has
ce and
during disasters and
ands specialty
p y
met
prepared
special events
training to
mini
meet Federal
'
mum
State a n d
s
Local laws.
1,2,3,4
Code Red System is
Emergency
Curr
$5,000
city
$25,000.0
currently utilized to
Notification
ent
needs to
0
inform residents of
system
purc
cover a
everything from a boil
hase
popu latio
water notice to
price
n of
evacuation notice.
only
100,000
cove
rs a
popu
lati o
n of
appr
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City of Delray Beach
Emergency Management Level of Service Overview
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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oxim
ately
25,0
00
4,5
EM Director Admin
Assist EMD
0
0
Fully
$60,000
Assistant
with daily
staffed
(Approx.
operations and
cost
administrative
pending
functions
HR
review,
includes
benefits)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Work station
with daily
Equipped
(Approx.
to include computer,
operations and
cost
screen, keyboard,
administrative
pending
mouse, phone
functions
IT
estimate)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Office
with daily
Equipped
furniture
operations and
administrative
functions
1,2,3,4
Land acquisition for
Safe location
0
0
Purchase
$3,500,00
future EOC/911 call
to be seat of
d
0.00
center/multi use
government
building site
during
disasters/incid
ents
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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City of Delray Beach
Emergency Management Level of Service Overview
FY 2016 / 2017 Initiatives
Community Resiliency Campaign
Expand current community communications capabilities
Expand CERT teams to Faith based organizations and HOA's
Train city staff to perform in EOC functions
NIMS Compliance
Increase CRS rating
Expand Code Red usage and community data base
Bring in EM specialty training courses ie, Debris Management, Damage Assessment and
Reporting, Super circular on 2 CFR 200 for city staff
Change pay policy to include double time rate for staff during declarations
Create written plan for temporary EOC facility within DBFR HQ.
FY 2017 / 2018 Plans: will be based on GAP and SWOT analysis during 2017.
SWOT: (Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the
Commission Goals)
A. Strengths
Strengths
Building EM program from nothing
Community support
Commitment to training and educations
Collaboration in solving issues and problems
Good reputation with outside stakeholders
New leadership
Public servants passion for city
Pulling resources together
Community partnerships
Senior Management "Buy -In"
County and State Resource support
B. Weaknesses
Weaknesses
Building EM program from nothing
Piggy backing on other departments for all resources and infrastructure
Building program from nothing
No fixed EOC
Staffing
Staff work loads
Internal communications problems, i.e. need to get more employee buy -in
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City of Delray Beach
Emergency Management Level of Service Overview
Staff not trained in Special Event Planning process
Special Event Community Support to institute necessary changes to keep events safe and
meet national standards
Special Event Site selection process
Special Event staffing to institute standards
Reduced funding for necessary equipment and infrastructure
Information Technology Support timelines
Communications and training with elected officials
Limited city staff trained in emergency management
Limited city staff trained to operate in EOC environment
Limited city staff trained in All Hazard Security and Threats
City staff not equipped or trained to conduct city damage assessments
Staff lack of understanding holistic approach to EM Preparedness
Current mitigation infrastructure needs during event / incident over next 6 - 12 months
Communications with community and staff during an incident
Community awareness
Community Education
Information not getting to subordinates
Understanding 2 CFR 200
Understanding Stafford Act reimbursement processes
Understanding roles during disaster at all levels
Social Media
All city assets in one geographical area and the increased risk
Speaking with "One Voice" during disasters
No COOP plans in place for any city department
No COG plans in place for city
C. Opportunities
Opportunities
Increase staffing for DAT, EOC staff, Debris management staff
Improved communication among staff and community
More NIMS /DHS / EM Based training
More community outreach to business and faith based organizations
More internal/external support
Seeking alternative funding
Training method for NIMS metrics
Steer staff towards free training opportunities
Strategic planning (long term) for EOC placement and supporting infrastructure to reduce
risk
C:\Granicus\Legistar5\L5\Temp\f44e7f5e-292e-48e1-8fde-2e898c845a29.docxPage Sof 9
City of Delray Beach
Emergency Management Level of Service Overview
D. Th reats
Threats
Population exceeding city infrastructure
Budget reductions
Community complacency
Political complacency
City Staff complacency
Growing Special needs community
No accurate census during events, incidents or transient / tourist housing
Evacuation route congestion
Climate Change
Special Event Site selection
Manmade hazards
Natural hazards
New department silos
C:\Granicus\Legistar5\L5\Temp\f44e7f5e-292e-48e1-8fde-2e898c845a29.docxPage Sof 9
File #: 16-367, Version: 3
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Danielle Connor, Fire Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
Delray Beach Fire Rescue (DBFR) serves the City's population of 65,000 residents providing
services including but not limited to: fire suppression, fire prevention, fire investigation,
Advanced Life Support (ALS) and Basic Life Support (BLS) Emergency Medical Services,
Hazardous Materials response, and Specialty Rescue emergencies (rope rescue, confined space,
and dive rescue). The department also oversees the Ocean Rescue Division, including Lifeguard
and beach oversight. In our most recently completed FY 2014-2015, DBFR responded to 13,255
service calls. This 1% increase in call volume is broken down as follows:
14,000 - - FY 14-15 a Response Data 1o0i
I p
12,000
10,000
81000
61000
76%
4
4A
41000
22.60
21000 -4
1.40%
0
EMS Calls Fire Calls Other Calls Total
0 Seriesl 10,074 186 21995 13,255
In addition to the calls for emergency service noted above, the department also plays a critical
role in the preparation and staffing of a multitude of special events throughout the year. In the
past year, the department provided staffing and prepared Event Action Plans (EAP) for over 55
events within the City. Over 1,270 man hours were devoted to these events, with overtime
expenditures in excess of $83,000.
The service area is approximately 16 square miles, and services are provided per Interlocal
Agreement with the Town of Highland Beach and the Town of Gulf Stream. The department
currently provides its services from six fire stations (five in the City, and one in the Town of
Highland Beach), which are geographically spread throughout the City to maximize their
efficiency and effectiveness and to ensure appropriate service levels through response times.
Response time targets are established to ensure that units are strategically placed to ensure
timely responses that in turn ensure the minimization of damage from fire, or further patient
illness or injury caused by excessive delays. In this past year, the average total unit response
time (inclusive of dispatch time, turnout time, and travel) was 6:02. The average dispatch
handling time was 0:42, average turnout time was 1:13, and average travel time was 4:05.
There are a total of 175 employees within the Fire -Rescue Department, including Ocean
Rescue. Demographically, there are 144 males and 31 females. Further demographic
breakdown and the department's years of service spectrum is as follows:
Hispanic, 8 Asian, 1
Black, 10
Years of Service 25-30 Years
7%
0-4 Years
19%
5-9 Years
15%
10-14 Years
26%
20-24 Years
25%
15-19 Years
8%
With the exception of Ocean Rescue, all personnel are dual certified as Firefighters and
Paramedics or EMTs. Operationally, Delray Beach Fire Rescue staffs three (3) shifts (A,B,C) with
a minimum of 33 operating personnel per day, and each shift comprised of 44 total personnel
(133 operational positions).
This Level of Service document will outline the Fire -Rescue Department's current service levels
from three perspectives: core, best practice, and discretionary services. Background, data,
budgetary commitments, and identification of service recipients will be described and
conjoined with the identified City Commission goals for 2016-2018. Of special note is that the
current budget and staffing are reflective of the current census numbers and do not realistically
reflect the development, transitional housing, special events, and tourism that have together
made Delray Beach a legitimate destination to live, work, and play.
COMMISSION-APPROVED FY 2016-18 GOALS
1. Multi-year, integrated planning and budgeting process
Goals, objectives and measureable outcomes approved by
Commission at beginning
Initial plan year is basis for budget
Progress assessed and plan /budget updated semi-annually
2. Grow and diversify revenue base
No increase in property tax millage
Increase revenue from fees and services to full cost recovery levels
Aggressive economic development program
Evaluate City /CRA /DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & RJ program
Fleet
Technology
Facilities
4. Focus on and invest in high value assets /programs
Clean and Safe
Special Events
Beach
5. Align organization and staffing to approved objectives and levels of service
CORE SERVICES
Fire Operations
The Operations Division is responsible for managing the emergency response resources of the
Department. Those responses include fire suppression, emergency medical services (EMS),
hazardous materials response and mitigation, dive rescue, building collapse, confined space
rescue, and rope rescue. We respond to and mitigate all natural or manmade disasters that
occur within our response area. We operate out of six (6) fire stations, including the Highland
Beach station, with one (1) Battalion Chief, one (1) EMS Captain (supervisor), four (4) Engine
Companies, two (2) Ladder Companies, six (6) Rescue Companies (medical transport units), and
one (1) Special Operations truck with a daily minimum staffing of 33 shift personnel. Each
Engine and Ladder Company is staffed with three (3) personnel including a Captain, Driver
Engineer, and Firefighter/Paramedic. Each Rescue Company is staffed with two (2)
Firefighter/Paramedics. There are 116 budgeted positions that include staffing of emergency
vehicles, one (1) Assistant Chief of Operations, one (1) Division Chief of EMS, one (1) Special
Operations Captain, and one (1) Administrative Assistant. The Department responded to 13,255
incidents in FY 14-15. The Fire Department's LOS Goal #1 is to transition from 2 -person to 3 -
person staffing for Rescue trucks, with designated Rescue Lieutenants on these units. Several
different financing options are provided in this tab to show how this staffing can be slowly
transitioned.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 4, 5
$18,857,950
External/Internal
Core
Fire Inspections/Prevention
The Delray Beach Fire -Rescue Department's Fire and Life Safety Division's mission is to ensure a
safe environment exists for residents, visitors, and employees working within the City limits.
The overall mission of the Fire and Life Safety Division is to partner with the fire safety
community and general public to help assure Delray Beach is a safe community for its residents
and guests. To accomplish its mission, the Division conducts inspections of businesses and
occupancies as mandated by state and local ordinances, performs life safety plan review, and
investigates all fires occurring within the Fire Department's jurisdiction with special emphasis
on major and suspicious fire incidents. During the past fiscal year, the Delray Beach Fire -Rescue
Department's Fire and Life Safety Division conducted a total of 10,042 fire and life safety
inspections. During these routine inspections, inspectors identified 433 code violations that
resulted in 399 corrections occurring within 90 days thereby creating a safer environment. The
Division consists of the Office of the Fire Marshal, five (5) Fire Inspectors, one (1) Plan Reviewer
and one (1) Administrative Assistant. The five Inspectors in the Division are currently made up
of individuals who hold the rank of Captain. All of the Fire Department's Special Events
planning and costing are managed by one of the Senior Inspectors. Given the number of events
and the associated required planning, this component of his job takes up a substantial amount
of his time.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,227,000
External/Internal
Core
Fire Investigation
Fire Inspectors conducted 40 fire investigations to determine cause and origin. These fire
investigations are conducted both during normal business hours as well as after hours.
Members of the Fire Safety Division that conduct these investigations hold certifications as Fire
Investigator I or II as recognized by the state of Florida Fire Marshal office. Some examples of
when a fire investigation occurs include; property damage over $25,000, suspicion of arson,
juvenile fire starters, fire related injury or death, code violations contributing to the start of the
fire, fire in general is suspicious in nature or undetermined, and/or a second alarm is called.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
See fire
External/Internal
Core
inspection/prevention
Goal 1, 3, 5
budget
External/Internal
Core
EMS
The EMS Division is responsible for managing the resources that contribute to the overall
operations of the Department. It is an integral part of the service delivery of the Department.
The division is also responsible for maintaining compliance with all state and local certification
requirements. Of the 133 budgeted positions for emergency response, 128 are certified
paramedics and five (5) are emergency medical technicians (EMTs). Every Engine, Ladder, and
Rescue Company is advanced life support (ALS) certified and equipped, with staffing of at least
one (1) paramedic. In FY 14-15, 76% of the total call volume was for EMS related incidents. All
EMS functions are provided under the medical license of our Medical Director, Dr. Craig
Kushnir.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$125,000
External/Internal
Core
Training
Delray Beach Fire Rescue prides itself on the intensive and quality training provided to its
members. In order to meet local, state and national standards and stay prepared for whatever
emergency situation could present DBFR, provides each member a minimum of 20 hours of
training per month. The Training Division is responsible for training ALL personnel, standards
compliance with NFPA and ISO requirements, and hiring and training of all new firefighters.
The Training Division oversees all on-line EMS/Fire training through Target Solutions which
provides each member over 250 hours of training opportunities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$420,000
Internal
Core
Records Management
Records management for DBFR fall under the responsibility of the IT Support Manager, the
Payroll and Records Coordinator, and the Administrative Officer through the utilization of
Firehouse, SafetyPad, Telestaff, and Target Solutions software. These responsibilities include
payroll, Worker Compensation paperwork, employee physical scheduling, evaluations, Driver's
License verification, public record requests, and subpoenas.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$100,000
External/Internal
Core
[lrann Racri m
The Ocean Rescue Division provides lifeguard services to the municipal beaches and Atlantic
Dunes Park, from 9:OOam — 5:OOpm, 365 days of the year. They are an integral part of the public
safety delivery system provided by the City. A large part of the work of the Ocean Rescue is
prevention through direct observation from the lifeguards in their towers. They provide
warnings through direct contact (whistle) as well as their flag system. These warnings keep
beach patrons safe from hazards such as rip currents, rough surf, man -o -war, etc. The division
also provides CPR classes to the public on a regular basis, as well as a Junior Lifeguard program,
annual Surf Festival, and an annual one -mile ocean swim competition. In FY 14-15, Ocean
Rescue expanded their hours of operation to 6:OOpm during daylight savings time with plans to
operate until 6:15 this year.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,430,420
External/Internal
Core
Administration
The Fire Administration Division consists of one Assistant Chief and one Administrative
Assistant and is responsible for the Training Division, Fire and Life Safety Division, Fleet,
Facilities as well as IT and Support Management. DBFR fleet consists of 18 staff vehicles and 15
specialty units. The facilities of DBFR consist of six fire stations, Ocean Rescue Headquarters,
and eight lifeguard towers. The Assistant Chief of Administration works hand in hand with the
Assistant Chief of Operations to provide safe working environments, efficient apparatus, and
meet the NFPA and ISO training needs.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,930,000
External/Internal
Core
BEST PRACTICE
Hazardous Materials
The Hazardous Materials Response Team (HMRT) is the community's first line of defense to
mitigate incidents involving chemical transportation accidents, chemical spills in
business/manufacturing facilities, and acts of terrorism involving weapons of mass destruction.
Additionally, our HMRT is one of four Regional Response Teams within Palm Beach County and
one of three State Response Teams within Florida's Region 7 territory. The City receives
approximately $250,000 annually through funding collected by the Solid Waste Authority to
fund the County regional hazmat team.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$810,000
External
Best
Ahura Tamm
The Dive Rescue Team is a rapid deployment water rescue unit within DBFR. Thirty six Dive
Rescue Specialists provide water rescue and recovery services throughout Delray Beach and for
surrounding cities. Divers are equipped with standardized technical diving equipment provided
on every frontline suppression and rescue apparatus within the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$59,000
External
Best
Technical Rescue
DBFR's Technical Rescue Team (TRT) responds to extreme rescue situations such as confined -
space rescue, high angle/low angle operations and vehicle extrication/stabilization operations.
The TRT members receive extensive training, have operational and technician level
certifications and demonstrate proficiency in special rescue operations before and while they
are assigned as a team member.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$62,000
External/Internal
Best
Public Education/Community Risk Reduction
Delray Beach Fire Rescue prides itself on community involvement. From participating in
community and school events, to hosting open house events at our fire stations DBFR places
community education and risk reduction as a core value. This year DBFR has hired for the first
time a civilian Public Education Specialist whose sole responsibility will be to foster the
relationship between the fire department and the community.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$55,000
External/Internal
Core
Public Information Officer
The Public Information Officer (PIO) provides pertinent and timely information to the various
local media outlets as well as our partners at City Hall and the Police Department. The PIO also
maintains our presence on the various social media sites including Facebook, Twitter, and
Instagram. Currently this position is filled with a shift Captain.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$2,000
External/Internal
Best
IT Support
The IT support for the Fire Department is staffed by one member. The functions of the IT
support include day to day support of all fire department specific software applications, training
of all personnel on the fire specific applications and liaison with Palm Beach County Fire
Rescues IT Division.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$98,000
Internal
Best Practice
Logistics
The logistics Captain position is a new position for the FY 15-16. This position reports directly to
the Assistant Chief of Administration. Job duties of this position include the ordering, stocking
and delivering of all EMS supplies, all Personal Protective Equipment (PPE) including bunker
gear, all station supplies and any other job duties deemed necessary. From an LOS perspective,
the roles and duties of this position could be served at a lower total cost by transitioning this
position from a sworn Captain to a civilian. The net cost for a civilian would be approximately
$80,000; thus projected savings of $95,000.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$175,000
Internal
Best Practice
EMS Billing
The department has one EMS Billing Supervisor and two EMS Billing Specialists who are
responsible for all duties related to EMS billing. This Division ensures standards and compliance
within the department by adhering to the established HIPAA and billing guidelines. For FY
14/15, the division exceeded their goal by collecting $2,522,538 in receivables.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$200,000
External/Internal
Best
Dlnn QAO\/11O\A/
Fire Plan review is conducted by one member of the Fire Safety Division who also spends 40%
of his hours reviewing City plans at City Hall. In the FY 15-16 there were 1,394 plans reviewed
during the fiscal year that generated an additional $196,329.83 in revenue for the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$40,000
External/Internal
Core
Highland Beach Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Highland
Beach. Per the ILA, the town funds 22.5 positions annually. In FY 14/15, there were a total of
525 emergency responses in Highland Beach. This station provides a second station east of the
ICK strengthening the department's capabilities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$3,222,160
External/Internal
Discretionary
DISCRETIONARY
CERT Program
The Community Emergency Response Team Program (CERT) is an active program of community
volunteers who are trained and prepared to activate in the event of an emergency. Annual
training and refresher courses are offered. In FY 14/15, a total of 2,196 volunteer hours were
provided by CERT.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$10,610
External/Internal
Discretionary
Explorer Program
The Delray Beach Fire Explorer Post has been in existence for the past 30 years. This program
engages and trains young people about career choices in the fire and EMS field. Often, this
program has served as a recruitment tool for DBFR and has been utilized to try to enhance our
diversity.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$7,560
External/Internal
Discretionary
Gulf Stream Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Gulf
Stream.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
($429,460)
External/Internal
Discretionary
FIRE -RESCUE DEPARTMENT GOALS AND LOS TARGETS
Vision: "Our vision is to provide fire -rescue, emergency medical and special operations services
at the highest level of excellence, professionalism and commitment to the community. Proud
of our past and embracing our future, the members of Delray Beach Fire -Rescue will work as an
effective and integrated team, dedicated to continuous improvement and maintaining a
positive environment. The Department will be a model to others and the pride of the
Community."
Mission: "The Delray Beach Fire -Rescue Department is resolved to provide the highest quality
of emergency services to residents and visitors of our community; effectively mitigating all
types of incidents threatening life or property; educating the public in specific aspects of health
and safety to assure a superior quality of life."
LOS Target #1— Increase Rescue Unit Staffing
The staffing and deployment model currently utilized in the Operations Division utilizes three
personnel on all Engine and Ladder trucks, and two personnel on Rescue trucks. Compared to
our mutual aid partners — Boca Raton, Boynton Beach, and Palm Beach County Fire Rescue -
DBFR is the only agency staffing all of our transport Rescue Units with two (2) FF/Paramedics.
Our mutual aid partners are staffing the majority of their Rescue Units with three (3)
FF/Paramedics. This configuration for emergency response dictates that in the majority of EMS
calls, both a fire apparatus and Rescue vehicle are required to respond (except in minor medical
instances) for the personnel. This response places five people at the scene of any medical
incident, with both units responding in tandem. One impact is that with both units at one
emergency call, any secondary call in that zone would necessitate an out -of -zone response,
resulting in not only the secondary zone now without one of its two apparatus, but delayed
response times, as well.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -Rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Engine and Ladder Trucks, and either two (2) or three (3)
FF/Paramedics to their Rescue trucks. The operational advantages of 3 -person Rescue vehicles,
particularly for the busier stations, includes:
• Reduction in response times
• Faster turnaround and inservice times at the local hospitals
• Availability of a second ALS unit in zone
• Less wear and tear and associated costs on the fire apparatus
• Potential for enhanced patient outcomes, and improved safety on emergency scenes.
The chart below shows the EMS calls only for DBFR since FY 00-01 to FY 14-15. During this time
frame, EMS calls have increased 14.9% from 8,769 in 2000 to 10,074 in 2015. Of note in the
most recent FY, 7,562 of the 10,074 EMS calls (75.1%) resulted in the patient being transported
to one of the local emergency departments. Whereas a typical EMS call can be 20-30 minutes,
this time frame increases to 60-75 when the patient is transported. These times translate to
time that this unit is not in service for any secondary calls that come into their respective zones.
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
14-15
13-14
13 -Dec
11-12.
10-11.
09-10.
08-09.
07-08.
06-07.
05-06.
04-05.
03-04.
02-03.
01-02.
00-01.
EMS INCIDENTS
Total Received
10074
10354
9692
9202
9172
9422
10434
10141
9550
9410
9551
9739
8855
9032
8769
a. EMS calls by Zone
Sta.# 1
2585
2797
2561
2386
2377
2611
2998
2756
2817
2732
2748
2886
2580
2769
2704
Sta.# 2
1277
1295
1241
1100
897
618
675
905
657
663
696
730
640
693
604
Sta.# 3
2178
2229
2043
1902
2007
1993
2247
2151
1930
1939
2194
2113
1995
2003
1991
Sta.# 4
1752
1892
1781
1688
1745
1668
2020
1910
1875
1829
1608
1711
1626
1550
1560
Sta.# 5
1680
1605
1590
1608
1606
1758
1993
1843
1914
1851
1827
1854
1614
1626
1539
Sta.# 6
520
536
476
518
540
591
501
565
357
396
379
345
400
393
371
Out of Jurisdiction (OJ)
82
0
0
0
0
0
0
0
0
0
0
0
0
0
0
b. Transports per Station
Sta.# 1
1768
1846
1729
1779
1706
1905
1927
1884
1652
1541
1618
1660
1448
1332
1356
Sta.# 2
1028
1079
975
811
644
397
468
442
371
347
412
403
353
378
359
Sta.# 3
1586
1629
1519
1447
1318
1297
1335
1328
1208
1107
1387
1416
1231
1094
1143
Sta.# 4
1309
1338
1320
1325
1236
1295
1254
1284
1103
1144
1041
1135
987
859
885
Sta.# 5
1369
1321
1110
1353
1371
1623
1704
1594
1422
1360
1401
1299
1163
1120
969
Sta.# 6
502
551
432
369
347
271
214
257
207
238
234
226
253
226
211
7562
7764
7085
7084
6622
6788
6902
6789
5963
5737
6093
6139
5435
5009
4923
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
times and having a secondary unit (the Fire Engine) available for any secondary responses in
that zone while the Rescue is on another call.
As a matter of practice, we regularly analyze response data to determine if the geography,
apparatus placement, equipment, and staffing are adequate and efficiently placed to maximize
our effectiveness. Per the table and discussion above the annual call volume has increased
steadily and consistently over the past several years. While future consideration will need to
address possibly adding another full service fire station and/or remote partial stations (North
and South Federal Highway), the focus in the next 12-36 months will be on adding personnel to
our Rescue apparatus in a methodical and strategic manner.
One of the core metrics, in addition to call volume, that is analyzed in consideration of
apparatus placement, staffing, and station construction is response times. The National Fire
Protection Association (NFPA) Standard for the Organization and Deployment of Fire
Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by
Career Fire Departments, 2010 Edition, also known as NFPA 1710, outlines the minimum
requirements for the deployment of fire suppression operations, emergency medical
operations, and special operations to the public by substantially all career fire departments.
The four phases of total response time are 1) dispatch notification, 2) fire department
notification time, 3) fire department turnout time, and 4) fire department travel time. As
mentioned, for our most recently completed FY, the average total unit response time (inclusive
of dispatch time, turnout time, and travel) was 6:02. The average dispatch handling time was
0:42, average turnout time was 1:13, and average travel time was 4:05.
Phase I Phase 11 Phase III
Dispatch Fire Department Fire Department
Notification !Turnout
riccalls 911
Call transferred Dis atch alerts Firefighters Firefi hters
� receive caI'l ar~d g
to Dispatcher Fire De artment travel to scene
Turn€�ut
Alarm
Handling time
(Includes answering
and processing time)
AIGDA Qf-nnt4nrrAc-
Alarm
Dispatch time
(Includes transfer time,
dispatch time)
NFPA Standards
Fire: 60 seconds or less
EMS: 60 seconds or less
Alarm
Turnout time
(Firefighters get
notification of alarm
and leave fire station)
NFPA Standards
Fire: 80 seconds or less
EMS: 80 seconds or less
"IIIII�j
Phase 11
Fire Department
Travel Time
IL
!�2Firefi
Alarm
Travel time
NFPA Standards
Fire: 240 seconds or less
EMS: 240 seconds or less
An analysis of our FY 2015 response time data, juxtaposed to the above NFPA standards is as
follows:
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
Counts
Percentage
Number of EMS Calls:
21295
100%
Turnout Time Less Than 60 Seconds:
7445
34.96%
Turnout Time More Than 60 Seconds:
13850
65.04%
Travel Time Less Than 4 Minutes:
10661
50.06%
Travel Time More Than 4 Minutes:
10634
Counts
49.94%
Percentage
Number of Fire Calls:
693
100%
Turnout Time Less Than 80 Seconds:
251
36.22%
Turnout Time More Than 80 Seconds:
442
63.78%
Travel Time Less Than 4 Minutes:
238
34.34%
Travel Time More Than 4 Minutes:
455
Counts
65.66%
Percentage
Number of MVA Calls:
3397
100%
Turnout Time Less Than 60 Seconds:
1110
32.68%
Turnout Time More Than 60 Seconds:
2287
67.32%
Travel Time Less Than 4 Minutes:
1578
46.45%
Travel Time More Than 4 Minutes:
1 1819
53.55%
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
The current cost of a new Firefighter is broken down as follows:
Firefighter/Paramedic
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
BARGAINING HOLIDAY
4.23%
$2,093.96
PENSION
58.17%
$30,009.04
SOCIAL SECURITY
6.20%
$3,198.27
MED. SOCIAL SECURITY
1.45%
$747.98
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
LIFE INSURANCE
$13.00
Monthly
$156.00
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNIFORMS
$1,000.00
BUNKER GEAR
$2,500.00
Total
$99,123.83
The Fire -Rescue Department uses a Full Time Equivalent (FTE) factor of 4.2 for planning,
budgeting and staffing purposes. In other words, each position requires hiring 4.2 personnel.
This number is calculated based upon three shifts (one per shift) and annual averages of
employee leave time (ie, sick time, vacation time, Worker Compensation injuries, maternity
leave, bereavement leave). Using this full cost methodology, to hire one person on a full time
basis for one rescue vehicle would be $395.600 (Option F, below). To hire personnel to
permanently staff two rescue vehicles would then be $791,200 (Option Q.
In consideration of long term LOS goals for Fire -Rescue, permanent 3 -person staffing is the
goal. In an attempt to roll this staffing out at our high volume stations during peak hours, we
have prepared the following staffing options. Options A through D would utilize overtime to
staff our three or four busiest rescues with a third person. We have further broken this option
down to 6 or 12 month time periods. The primary benefit to utilizing overtime funding is that
the City would avoid the associated costs of hiring additional personnel (ie, uniforms, bunker
gear, health insurance, pension costs, etc). Utilizing overtime as the less expensive option will
afford the department and the City time to a) pursue grant funding, and b) plan for the
increased expenditures.
Option A
Option C
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
Add peak hour staffing to R115
57,728 Add peak hour staffing to R115
115,456
******* 6 months,1 additional
person on four units, 0900-1800
*******12 months, 1 additional
230,912 person on four units, 0900-1800
461,824
M
Option 6
Option D
I
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
******* 6 months,1 additional
person on three units, 0900-1800
Option E
*******12 months, 1 additional
173,184 person on three units, 0900-1800
Option F
346,368
Permanently add 3rd person to R111
Permanently add 3rd person to
416,316 R113
416316
Permanently add 3rd person to R113
416,316
832,632
LOS Target #2 — Rescue Supervisors
The Rescue vehicles, as described above, are currently manned with two
Firefighter/Paramedics. Both personnel are the same rank, and neither is a supervisor. Last
year, 10,074 of the department's 13,255 service calls were EMS -related, which accounts for
76%. These two person Rescue Companies function alone on the majority of calls. 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 states that
"Each company shall be led by an officer who shall be considered a part of the company"
(5.2.2.2.2). Furthermore, the industry standard in South Florida is to provide a supervisor on
each Rescue. This provides oversite and responsibility to a specific individual on the Rescue to
ensure treatment protocols and documentation are followed and completed in a timely and
professional manner.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Rescue Trucks. All of our mutual aid partners, Boca Raton,
Boynton Beach, and Palm Beach County Fire Rescue, have three personnel on the majority of
their Rescue apparatus.
Jurisdiction
Engine
Ladder
Rescue Unit
Combined
Fire/EMS
System
Population
Annual Incident
Volume
Fire Stations
Delray Beach
3
3
2
Yes
65,055
13,000
516*
Boynton Beach
3
3
3
Yes
73,124
12,791
5
Boca Raton
3
3
312**
Yes
91,332
18,606
8
Palm Beach County
3
3
3
Yes
11397,710
1311171
49
Ft. Lauderdale
3
3
3
Yes
176,013
54,387
11
Pompano
3
3
3
Yes
106,105
28,000
6
West Palm Beach
3
3
3
Yes
104,031
25,113
8
* Delray Beach has
** Boca
five fire stations
Raton Fire
with minimum
Rescue
daily staffing of 28
operates
personnel. A
two of their
contract with
Rescue
Highland Beach
units with
operaties Station #6 two (2)
with five personnel
personnel.
bringing daily
They also
staffing to 33.
staff a three
(3) person
Rescue Unit
M - F, 0800-
1800
In addition to the stated benefits of having three personnel on Rescue Trucks (as outlined in
LOS Target #1), one of the essential benefits is having a supervisor on every unit and available
for response to every emergency call in the City. The position of Rescue Supervisor would
enhance accountability, improve customer service, ensure treatment protocols are upheld,
would serve as Field Training Officers (a cost savings), and would be responsible for Quality
Assurance (QA) of all EMS Patient Care Reports (PCR). As we migrate toward 3 personnel on
our Rescue vehicles, the LOS target of staffing these apparatus with Rescue Supervisors should
run concurrent.
The cost of implementing this LOS goal would have to be determined per the collective
bargaining process, and in consultation with Human Resources. This would represent the
creation of a new position, and thus a new pay classification would have to be established, as
well. The pay scale would have to be consistent with separation from the Paramedic
classification, but less than the Captain position. This would not require the addition of any
new personnel, rather, the titles and nomenclature would be reclassified.
LOS Target #3 - Additional Training Captain
Currently, Delray Beach Fire Rescue is comprised of over 95% Paramedic and Firefighter II
certified personnel. Additionally, 63 personnel certified as Hazardous Material Technicians, 33
personnel as Dive Rescue Specialist, 42 Rope Rescue, 42 Confined Space, and 60 Florida State
Fire Inspector. Other certifications personnel at Delray Beach Fire Rescue possess and maintain
are Live Fire Training Instructor (LFTI), Fire Investigator (I and II, Vehicle and Machinery
Technician, Structural Collapse, Trench Rescue, and Fire Instructor (I, II, and III).
Of these 133 personnel, there are currently 24 members in the Deferred Retirement Option
Plan (DROP) which places 5 year maximum employment expectancy. In addition to the 24
members in the DROP, there are 21 members who have reached their 20 -year mark and are
DROP eligible. In the past year Delray Beach Fire Rescue has hired 31 new Firefighter /
Paramedics due to attrition through retirement and/or resignation. In addition to the projected
attrition below, Delray Beach Fire Rescue has had 15 resignations and 1 termination over the
past 5 years.
Attrition and Hire Projections
DROP, 24
New Hires, 31
s
Less than 1
vr. 18 �
DROP Eligible, 21
Each new recruit for Delray Beach Fire Rescue is required to complete a probationary training
program lasting anywhere from 10-12 weeks depending on the number of new hires. Combined
with those members in the DROP and DROP eligible personnel, by FY 2021 Delray Beach Fire
Rescue will have 51% of its total operational personnel with less than 5 years' experience.
Training forms the foundation of all fire department performance. As with most occupations
that may involve saving lives, training is of paramount importance. As firefighters however, we
are faced with a variety of potentially deadly situations that simply cannot be duplicated using
computer simulations or tabletop exercises. Fire Executives must create an atmosphere where
firefighters can practice and maintain proficiency at their craft. Training of firefighters under
realistic conditions is critical for efficient and effective performance of technical firefighting
skills on the fire ground and for firefighter safety. In a nutshell, fire department training
improves firefighter safety. The ever-changing technologies in fire suppression techniques
require that firefighters be knowledgeable, trained, and experienced. Within the next two
years, the department will have a training center to support our expanding training needs.
Training is ongoing, repetitive, and challenging, and encompasses a combination of
methodologies that are didactic, practical, classroom, skills based training and evolutions in
areas including;
o Recruit orientation training
o Officer Development training
o Driver Engineer continuing education and training
o Multi -company drills
o Roof ventilation
o Search -and -rescue
o Forcible entry
o Interior ventilation
o Wind -driven fire evolutions
It is the recommendation of the Fire Chief in accordance to LOS Goal #4, to create an additional
Training Captain position bringing the total number of positions to two (2). According to NFPA
1001, each member of Delray Beach Fire Rescue including administrative staff, is required to
complete a minimum of 20 hours per month totaling over 35,000 hours of training per year.
NFPA also has training requirements for positions including Driver Engineer, Company Officer,
Hazardous Material, New Recruits, Incident Management, NIMS, Dive Rescue, Rope Rescue,
Confined Space, EMT, and Paramedic. While once the training in the fire service industry was
minimal or consisted of practicing flowing water through hose lines, the philosophy of training
in a post -9/11 world is significantly different. Our departmental training is inclusive of fire,
EMS, Hazardous Materials, Technical Rescue (rope rescue, confined space, elevated rescue,
etc.), terrorism preparedness, and administrative policy review.
The estimated costs would include hiring one additional entry level Firefighter, and the
associated costs of the promotion and reclassification of one individual from Firefighter to
Captain. Total cost estimate to add an additional Training Captain would be $133,737.07.
Firefighter/Paramedic
Training Captain
(promotional costs)
Annually
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
PER HOUR (MINIMUM)
PER HOUR
$201000.00
BARGAINING HOLIDAY
4.23%
$2,093.96
BARGAINING HOLIDAY
4.23%
$846.20
PENSION
58.17%
$30,009.04
PENSION
58.17%
$12,127.07
SOCIAL SECU RITY
6.20%
$3,198.27
SOCIAL SECU RITY
6.20%
$11292.46
MED. SOCIAL SECURITY
1.45%
$747.98
MED. SOCIAL SECURITY
1.45%
$302.27
WORKERS COMPENSATION
$ -
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
DISABILITY
0.22%
$45.24
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
EMPLOYEE ASSISTANCE
$2.55
Monthly
LIFE INSURANCE
$13.00
Monthly
$156.00
LIFE INSURANCE
$13.00
Monthly
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
HEALTH INSURANCE
$812.66
Monthly
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNEMPLOYMENT
$2.76
Monthly
UNIFORMS
$1,000.00
UNIFORMS
BUNKERGEAR
$2,500.00
BUNKERGEAR
Total
$99,123.83
$3416
DEPARTMENT GOALS
• Protect life and property in the community through timely emergency response.
• Provide career development, education, and training for personnel to meet future
challenges and issues that will impact the City.
• Expand fire safety education programs
• Improve cardiac arrest (ROSC) patient outcomes
• Improve the Logistics position's capacity to support Operations
• Graduate to a comprehensive inspection program for all community structures
• Implement an officer development program to better prepare employees who may
want to move into management positions within the department
• Prepare long and short term strategic goals for succession planning, apparatus
replacement, and capital infrastructure replacement
• Reduce preventable deaths, injuries, and property loss in the community through
public education programs.
• Maintain proactive recruitment programs to attract and retain high quality
professional staff.
• Be responsive to all customer and citizen needs by identifying appropriate service
levels through interaction with citizens and other local government departments.
Maintain high level of compliance with industry standards.
• Require all buildings to be in compliance with the appropriate local and state fire
codes.
• Reduce preventable and intentional fires in the City.
• Educate the community on methods of reducing preventable deaths, injuries, and
property loss through public education instructional programs, teacher training in
schools, and adult group presentations throughout the community.
FIRE -RESCUE GOVERNANCE
1. City of Delray Beach Ordinance
a. Section 33.20 - ESTABLISHMENT: Department to be known and designated as
the Fire -Rescue Department is created for the City.
i. (Code 1980, § 11-1; Ord. No. 46-02, § 1, passed 10/1/02)
b. Section 33.21— POWERS, DUTIES OF DEPARTMENT: The Fire -Rescue
Department shall have control and management of all fires and emergency
medical services within the limits of the City. It shall be unlawful for any person to
interfere with any Fire -Rescue Department personnel by means of a physical act
with the intent to hinder said Fire -Rescue Department personnel in the
performance of his duties.
i. (Code 1980, § 11-2; Ord. No. 46-02, § 1, passed 10/1/02)
2. Regulatory Mandates
a. OSHA regulations
i. CFR 1910.132 —Personal Protective Equipment
ii. CFR 1910.156 (a)—Training
iii. CFR 1910.120 -Hazardous Materials
b. Bureau of EMS
i. Chapter 64-J of Florida Administrative Code
ii. Chapter 401 F.S.
iii. EMT/Paramedic Certification
iv. ALS vehicle regulation and licensure
c. Florida Fire Prevention Code and Florida Building Code
3. Code/Policy/Contract
a. Mutual/Automatic Aid Agreements
i. PBCFR
ii. Boynton Beach
iii. Boca Raton
4. Best Management Practices
a. NPFA Standards
i. 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
i i. Response times
iii. NFPA 1500: Standard on Fire Department Occupational Safety and
Health Programs
iv. Firefighter physicals
v. Personal Protective Equipment (PPE)
b. National Fire Incident Reporting System (NFIRS)
c. National Emergency Medical Services Information System (NEMSIS)
d. American Heart Association (AHA)
i. Care of cardiac patients (CPR, ACLS)
ii. Care of stoke patients
5. Insurance Service Office (ISO) community rating system
6. United States Fire Administration (USFA)
2015 Accomplishments
• Installation of diesel exhaust removal system in all fire stations
• Migrated to the PBCFR Dispatch System in May 2015
• Established a routine fire inspection program utilizing an electronic inspection records
management system
• Installed 525 smoke detectors and conducted over 200 home inspections
• Successful transition of Ocean Rescue from Parks and Recreation to Fire -Rescue with
resulting service enhancements
• Ratification of a three year Collective Bargaining Agreement (CBA) with the IAFF 2928
• Insurance Services Office (ISO) site visit took place in November 2015. The department
maintained a Class 2 rating.
• Established a Logistics position to better utilize and manage resources
2015-2016 Initiatives
• Relocation/rebuild of Fire Station #3
o Land acquisition
o RFQ/RFP for design/build
• RFQ/RFP for training center
• Hire new Fire Chief
• Implementation of new CBA
• Migration to new RMS system for EMS Patient Care Report (PCR) and training
• Apparatus replacement
o Ordered two fire apparatus
o Ordered one replacement rescue truck
• Peak level staffing of rescue trucks
o R111 and R113 staffed with three personnel from November 2015 to May 2016
o Peak level staffing, Monday through Friday, 0900-1800
• Continuation of cancer prevention efforts
o Bunker gear washers
o MagneGrip diesel exhaust removal system installed and in use
• Hired 18 new Firefighters
o Complete orientation
o Assign to shift
o Completion of probationary requirements
• Succession Planning
o Officer Development Program
o Promotional Examinations
o Talent Identification
LOS implementation timelines
• Immediate: The logistics position is currently staffed by a Captain. Transitioning this
position to a civilian will save a minimum of $70,,000 and will have minimal impact on
the organization.
• FY 16/17: Add one additional position to Rescue 113, which would entail hiring four
(4) additional Firefighters.
• FY 16/17: Through the CBA process, add the rank of "Rescue Lieutenant" and have a
supervisor placed on all rescue apparatus.
• FY 16/17: Add one additional Training Captain to the Training Division
• FY 18/19: Add one additional position to Rescue 111, which would entail hiring four
(4) additional Firefighters.
• FY 20/21: Add one additional position to Rescue 112, which would entail hiring four
(4) additional Firefighters.
• FY 22/23: Add one additional position to Rescue 114, which would entail hiring four
(4) additional Firefighters.
• FY 24/25: Add one additional position to Rescue 115, which would entail hiring four
(4) additional Firefighters.
EXECUTIVE SUMMARY
The City of Delray Beach is a prospering and growing community. The Fire Department
provides one half of the City's public safety. In 1989, the department responded to 6,500 calls.
In 2015, we responded to 13,255. As the community has grown, become more populated, and
become a tourist destination, the services the Fire Department has provided have expanded, as
well. The service expectations in a post 9/11 world are significant. As stated in the
introduction, the department provides the essential services of fire protection and EMS patient
care and transportation. As explained, the department provides these and many more services
to the community, including a variety of community risk reduction efforts, fire inspection, fire
investigation, Special Operations (Dive Rescue, Hazardous Materials, Confined Space, High
Angle Rescue), CERT, and Explorer Program. The LOS changes in this document provide for the
continuity of these services, and in some cases, the expansion of the department's capabilities
to meet response time and service expectations. The additional staffing (third person on
Rescue vehicles) will provide an ROI in the form of the maintenance of our response times, and
ensuring the highest level of patient care. Also, this staffing model will allow for the cost
avoidance of building an additional fire station for the foreseeable future and will result in
immediate cost savings of fuel and wear and tear on the fire apparatus which would not be
responding to their current volume of responses. The future of the Fire Department will mean
efficient responses to emergency calls with sufficiently trained staff, and with a supervisor on
all of the responses the department makes each year, increasing accountability and consumer
expectations.
File #: 16-376, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Departmental Level of Service Overview - Finance
I. Commission Approved FY2016 - 2018 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (REtR)
program
4. Focus on and invest in high value assets/programs
II. Departmental Goals and Level of Service Targets
A. Mission: Finance designs and manages the City's planning and financial
structure and operations to safeguard City assets and maximize levels of
service at acceptable levels of cost.
B. Core Services
The Accounting core service includes recording and publicly reporting all City
financial activity. The annual deliverable is the City's Comprehensive Annual Financial
Report (CAFR). Accounting also administers two pension plans and counsels
employees on retirement programs. The Accounts Payable group manages 14,000
annual payments. Payroll administration insures payments and federal tax reporting
for the City's 750 employees.
The Treasury core service insures that City has sufficient cash to achieve operating
goals. This also includes safeguarding the City's cash and non-cash assets.
The Risk Management core service manages the City's property and casualty
insurance programs. It also includes managing citywide workplace safety programs.
The Planning, budgeting and control core service designs and administers the City's
multi-year and annual plan and budget processes. This includes operating plans and
operating and capital budgets. The annual deliverable is the officially adopted annual
budget. This service also includes monthly reports on actual vs. plan performance.
This service also includes providing financial advice and support to the City
Commission and departments.
The Utilities / Customer Service core service bills and collects for City water / sewer
and sanitation services, including read 22,000 water meters monthly. This service
also includes general customer teller operations.
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File #: 16-383, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle D. Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 19, 2016
CITY CLERK DEPARTMENT LEVEL OF SERVICE
Recommended Action:
Discussion of Levels of Service for the City Clerk Department
100 N.W. 1 st Avenue
Delray Beach, FL 33444
Background:
Information is attached for your review and discussion regarding the functions of the City Clerk
Department. It addresses what the department does and the regulations for those functions.
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
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City of Delray Beach
100 NW 1st Avenue -Delray Beach, Florida 33444
Phone: (561) 243-7000 -Fax: (561) 243-3774
www.mydelraybeach.com
•
Workshop Meeting
Workshop Meeting/ Joint Session with the CRA
Tuesday, April 12, 2016
Public Hearings 7:00 p.m.
Commission Chambers
Delray Beach City Hall
City Commission
Mayor Cary Glickstein
Commissioner Shelly Petrolia
Vice Mayor Al Jacquet
Deputy Vice Mayor Jordana Jarjura
Commissioner Mitchell Katz
RULES FOR PUBLIC PARTICIPATION
PUBLIC COMMENT: City Commission meetings are business meetings and the right to limit discussion rests
with the Commission. Generally, remarks by an individual will be limited to three minutes or less. The
Mayor, presiding officer or a consensus of the City Commission has discretion to adjust the amount of time
allocated.
Public comment shall be allowed as follows:
A. Comments and Inquiries on Non -Agenda and Agenda Items (excluding public hearing or quasi-judicial
hearing items) from the Public: Any citizen is entitled to be heard concerning any matter within the
scope of jurisdiction of the Commission under this section. The Commission may withhold comment or
direct the City Manager to take action on requests or comments.
B. Public Hearings/Quasi-Judicial Hearings: Any citizen is entitled to speak on items under these sections
at the time these items are heard by the Commission.
C. All persons desiring to do a presentation on agenda or non -agenda items that are on a portable flash
drive device or a CD/DVD, must provide their media to the City Clerk no later than 12:00 p.m. one day
prior to the meeting where they wish to present.
SIGN IN SHEET: Prior to the start of the Commission Meeting, individuals wishing to address the Commission
should sign in on the sheet located on the right side of the dais. If you are not able to do so prior to the start of
the meeting, you may still address the Commission. The primary purpose of the sign -in sheet is to assist staff
with record keeping. Therefore, when you come up to the to speak, please complete the sign -in sheet if you
have not already done so.
ADDRESSING THE COMMISSION: At the appropriate time, please step up to the lectern and state your name
and address for the record. All comments must be addressed to the Commission as a body and not to
individuals. Any person making impertinent or slanderous remarks or who becomes boisterous while
addressing the Commission shall be barred by the presiding officer from speaking further, unless permission to
continue or again address the Commission is granted by a majority vote of the Commission members present.
APPELLATE PROCEDURES
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City Commission Workshop Meeting April 12, 2016
1 JOINT SESSION WITH THE COMMUNITY REDEVELOPMENT AGENCY (CRA) - (TO
BE HELD 5:00 P.M. UNTIL 6:30 P.M
1. Draft List of Potential FY 16/17 Projects and Budget Amendments
2. Potential Additional CRA Funding Items in FY 16/17 for City
Projects/Programs
3. Status Funding Discussions
Attachments: CRA and City Commission Joint Workshop Agenda Items
2. PRESENTATIONS:
2.A POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Letter To City Manager
2015 Level of Service Project -Overview 02-19-16
2.B EMERGENCY MANAGEMENT LEVEL OF SERVICE
Title: EMERGENCY MANAGEMENT LEVEL OF SERVICE
Attachments: Emergency Management LOS
2.0 FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Memo Fire Department
2.D FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Title: FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
Attachments: LOS Finance Deartment
2.E CITY CLERK DEPARTMENT LEVEL OF SERVICE
Title: CITY CLERK DEPARTMENT LEVEL OF SERVICE
Attachments: City Clerk LOS 2016
3 City Commission Comments
Please be advised that if a person decides to appeal any decision made by the City Commission with respect to
any matter considered at this meeting, such person will need to ensure that a verbatim record includes the
testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
City of Delray Beach Page 6 Printed on 4/12/2016
File #: 16-389, Version: 1
City of Delray Beach
Legislation Text
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvvcrtd by LtgistarTM
Proposed agenda items for April 12, 2016 CRA/City Commission joint workshop:
• Draft List of Potential FY 16/17 Projects and Budget /Amendment
• Potential Additional CRA Funding items in FY 2016-17 for City Projects/Programs
• Status funding discussions
Pursuant to Commission direction discussions have been ongoing between the City Manager and
the CRA Executive Director, conceming the potential utilization of CRA ids to support the
goals and objectives of the City. Prior to expending any ids for any of these proposals, the
specific :a. i g proposals would need to be presented to both the CR. Board and the City
Commission both would have to authorize same and approve an inter --local agreement approving
the ceding for the proposals. The proposed funding proposals that we have discussed are as
follows:
l Within the CR. boundaries and in accordance with Section 163.370, Florida Statutes, the
CR. may fund public improvements identified i the City's Capital hnp ro e e t Plan
(CIP) that will provide for a complete project. A "complete project"' is defined as
including all below ground and above ground public improvements that are completed a
single project. The improvements include water, sewer, storm -water improvements..,
alleys, street lighting, sidewalks, landscaping, street repaving and/or co .structio ,. The
City will be utilizing this procedure as a basic policy as it applies it Capital Improvement
Program tluo gho t the City. This will allow City funds to be used in non -CRA areas
per the City's CIP plan.. It is expected that the NW SW neighborhoods and Osceola Farb
will be scheduled for "complete neighborhoods" first based upon this approach.
2 The CR., whenever possible and consistent with the requirements of Sections x 63.370,
Florida Statues, and the Commuidty Redevelopment Plan, fand operational expenses
53EPIVICE c PERFORMANCE 0 INTEGRITY 0 If ESPONSIBLE "' 1 NNOVATIVE r, TEAMWORK
Status of Discussions with CSA.
Page 2 of 2
within the CR -A boundaries to free City resources for other poses or to allow
f n 1 ditty wherever possible.
3) The, Clean and Safe Program will be expanded to provide additional Police Officers and
Code Enforcement Officers for the, NW SW neighborhoods,
4 Transitional Prof ects : CRA/City projects that are located within the CRA District which
are in design or ready for construction or required to be completed as part of a
development project will be incorporated into the City's CIP schedule for FY 2016/17.
DC ss
Jc
See Attachments)
cc: Noel Pfeffer, City .A.tto.ey
Francine Ramaglia, Assistant City Manager
David Scott, .Assistant City Manager
EXHIBIT A
Potential CRA Funded Items - FY 2016-17
1. Police Department: : additional Clean& Safe Police Officers @ $x40,000 (Possibility of funding 1
Com rnunit r Service Officer @ $70..000, ire -lieu of a P o Ii ce Officer).
. Community Improvement Department: I Code Enforcement Officer @ $42,000(NW/SW Neighborhood)
3. Tennis Stadium Study: $70,000 (Delray Beach Sports Destination Committee also presented to the CRA and
made a request for CRA to contribute to a study.)
. Delray Beach Open Sponsorship — $x,983,830 Total:
a. ATP: ITC FY 15-16 — City Costs —$1,589,900 (Currant - ;_'u'n din gX550,000)
b, Champions Tour— City Costs -- $393,930. _
. Chris Evert Tournament: City costs -- $5,000
. Annul NAIA Soccer Tournament @ Hillto p r t Vii" :- ($15,.000)
. Additional CRA non-profit funding- $350,,000 -The'- CRAs funding of certain n ri=profit organizations are
based on the CRAs AGUIDElin s (Achieving Goals Using'.f pat Dr.iv'e'.n Eva luation)'pt-d-cess., which currently
allows a maximum funding of of an.. ntit 's budget. As thetkXs funding for both Old School Square and
the Library is currently below the thre.sho'Id, the CRA may be- ble to p rovid e additional funding for these
entity's ($350,000 total) , which is currently being provided by the CiTy.
. Landscape Maintenance: Current contribution to streets ape maintohan e FY 15-16 ILA Funding. $75,000).
CRA to consider ad diti nal- fu nd ingfor Atla ntic' Aven u e a n.d. s.ide--streets rnalntenan o which are currently not
included in the I LA and .Cl 'n" & S8f funding, May. co.hsider oth r: -maintenance items such as parkin g lots in
CRA District (currently oirnte at $30,000) - :.
. Capital Improvements Pr jegs: - Within CRA District; =.the CRA may fund all aspects of Capital Improvement
Project on tr. -tion; :i eluding it lite .=: rid :c . ge, :stent Frith F.S. x 63.370. This will enable the City to
rea lloatT �r.. �r.=ti�it- +d and fruit sernt funds typically included in the capital
ins ro mehtP ro* is withl {,t CRA DI tri t to profi t outside the CRA District. A a result, additional CRA
_ -
funds will b"e"':_fi'e cesnary for C I P -96'ects.
x
DELRAY BEAC CRA
t�
MEMO
To:
CRA Board of Commissioners
From,
Jeff Costello, Executive Director
Date
March 24, 2016
RE:
FY 2016-17 — Potential CRA Funded Items
The following are items were discussed between City Makna r,' Dori Cooper, and l as potential iters to be
considered for the CRA funding for FY 16-17, in addition- to the Projects and Programs funded in FY 15-16($3.6
millien) and net affiliated with Capital Improvement Projects ( IP), based upon consistency with the adopted
Community Redevelopment Plan and F.S. 163, Part ill. The intent is for the CRA to provide additional funding (net
affiliated with C1P Projects) that are consistent with the adopted Com m unity Redevelopment Plan that the City i
currently funding. The following are possible items that could be considered to assist the City with General Fund
expenses. The CRA is still working with the City on priority projects, which could ultimately affect the amounts the
CRA can provide based on prior commitments and the TIF revenue,
1. Police Department : additional Clean & Safe Police Officers — 2 @ $140,000 (Possibility of funding I
Community Service Office' @ $70,000, in -lieu of a Police Officer).
. Community Improvement Department: I Cade Enforcement Officer @ $42,000 (NW/SW Neighborhood)
. Tennis Stadium Study: $70,000 (Delray Beach Sports Destinationm' rnitte also presented to the CRA and
made a request for CRA to.contribute to. a study.)
4. Delray Beach Ope.n Sponsorship.— $2,533,83.0 Total:
a. ATP -..ITC FY 15-1 - City Costs - —$1,589,900 (Curre'nt CRA Funding $550.,000)
b, Champions Tour— City Costs - $393,030,($0 funding from CRA)
5# Chris Evert Tournament: City costs -$5,000.
6. Annual I AIA Soccer T urnarr ent @. Hilltohi rStadium: ($15,000)
. Additional CIA no'n-pr fit funding - $350,000 The RA's funding of certain non-profit organizations are
based on the CRNs A UIpFEine Achieving Goals ging Impact Driven Evaluation) process, which currently
aIlo yrs amaximum funding of 5 of an entity's budget. As the RA's funding for both Old School Square and
the Library is currently below the 5 threshold, the CRA may be able to provide additional funding for these
entity's ($350,000 total) , which is currently being provided by the City.
. Landscape Maintenance: Current contribution to street ape maintenance F' 15--10 ILA Funding: $75,000).
CRA to consider additional funding for Atlantic Avenue and side streets maintenance which are currently not
included in the ILA and Clean & Safe funding. May consider other maintenance iters such as parking lots in
CRA District (currently estimated at $30,000) -
0. Capital Improvements Projects: -- Within CRA District, the CRA may fund all aspects of Capital Improvement
Project construction, including utilities and drainage, consistent with F.S. 163.370. This will enable the City to
reallocate water & sewer utility funds and stormwater assessment funds typically included in the capital
improvement projects within the CRA District to projects outside the CRA District. As a result, additional CRA
funds gill be necessary for C1P Projects,
FVE
r.'.
tlj
MEMORANDUM r -i
To: CITY COMMISSIONERS & CRA BOARD of COMMISSIONERS
DON COOPER, CITY MANAGER
FROM: JEFF COSTELLO, CRA EXECUTIVE DIRECTOR
DATE: DECEMBER 1, 2015
SUBJECT,-, CRA BOARD of COMMISSIONERS & CITY COMMISSION JOINT WORKSHOP
On November 1 O, 20151 the CRA Executive Director submitted a letter to the City Manager on behalf of
the Delray Beach Community Redevelopment Agency (CRA) Chair and Board of Commissioners,
requesting a workshop meeting with the City Commission to discuss Old school square Campus/Park
Improvements Project, as well as, other projects identified in the FY 2015-16 CRA Work Plan.
The intent is for the City Commission and CRA Board to work more collaboratively on the prioritization
and implementation of Projects identified in the CRA Work Plan and the adopted Commu
Bedevelopment Plan and to provide assistance in meeting Commission goals.
The topics that are expected to be covered are:
• Update on priority FY 15/16 Capital Improvement ent Projects and CRA Budget Amendment
* Old school Square Campus/Park Improvements Project — Consulting Services
• Formation of a plan for joint or follow-up) meetings
Attached is a Chronology related to the Old School Square Carpus/Park improvements as well as, a
status report of priority City Capital Improvement ent Projects that have been or are anticipated to be
advertised for bid by January 2016. The spreadsheet includes updated cost estimates, which will assist
the CRA with its FY 15-16 Budget Amendment #1 and finalization of the City -CRA Interlocal Agreement
for CRA funding of construction and professional services for CIP projects. These iters are scheduled
for CRA Board consideration at its January 141h meeting.
Pursuant to the City Commission and CRA Board direction, CRA and City Engineering staff has been
coordinating to develop a more comprehensive approach to complete the design and construction of
neighborhood improvements. ents. This includes updates to the construction drawings previously prepared for
the Osceola Park neighborhood improvements and ars Alley and Sidewalk Improvement Pian for the
Northwest and Southwest Neighborhood .
It is anticipated that neighborhood meetings will be conducted in the first quarter of 2016 to present the
strategy and obtain input. The information gathered will be used in coordination with the updates to the
adopted Neighborhood. and Redevelopment Plans anticipated to commence in 2016.
File #: 16-366, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Jeffrey Goldman, Police Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
POLICE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
Jeffrey S.
Chief of Police
Delray
Beach
DELMY BEACH
FIVIMEMIA
A h9w
AN N—ffic--
V
City
P'oi°,~Department
Y V
300 West Atlantic Avenue
Delray Beach, Florida��44�-���5
(561) 743-788.8 Fax /561\ 243-7816 Accredited 1993
Since 2004 )001
TO : Mr. Donald Cooper, City Manager
FROM: Jeffrey SLGoldman, Chief ofPolice.
DATE* March 31'ZOIG ~
SUBJECT: LEVEL OF SERVICE
The police department's level of service document is attached for your review and dissemination. The
document was created by members of our command staff, with assistance from all levels of the
organization. This was our best attempt to capture what services and levels the police department
provides toour community. Although this report isvery extensive, | would beremiss if(didn't point out
the fact that detailing and outlining our level of service was very challenging. Please keep this in mind a5
you review the document.
It is my vision that ourstaffing levels will need to increase (sworn and non -sworn) to maintain our level
of service to keep up with the rapid growth of our city. Further on in this document, | will outline the
progression of these staffing increases. Our city has unique service population that makes it difficult
touse basic allocation models. The International Association o[Chiefs ofPolice states ''RatJos,such as
off icers-pepthousand population, are totally inappropriate as basis for staffing decis1on5.~ °Defining
patrol staffing allocation and deployment requirements is a complex endeavor which requires
considerat[on for an extensive series of factors and a sizable body of re|bh|e' current data.^ Our most
recent census of approximately 64'000 residents is very misleading. The following are a few key points
that need to be taken into account when examining the po4ce department's level of service and our
current staffing levels.
1. Reportedly there are in excess of2OO rehabilitation/treatment facilities (unknown number of
beds) that accounted for approximately 6%oftheinddenLrepoAsLakenlnZDl5. This does not
take into account the several hundred calls for service vve receive in reference to this service
population that doesn't generate apolice report.
2. Delray Beach ishome toadomestic violence shelter.
3. Presently, our city has afood pantry establishment that operates inaresidential area ofthe city.
4. The City ofDelray Beach attracts 8arlge homeless population due to the availability offree food'
transportation' and restroom facilities.
S. One of only two Trauma centers in Palm Beach,County is located within our city limits.
G. There are three psychiatric receiving facilities within our city limits.
L~E.A.D.the ;hul!
S U BJ ECT: Level of Service
DATE: Thursday, March 31, 2016
7. Expanded full service courthouse (South County Courthouse), which operates in our Central
Business District.
8. Internationally recognized public beach.
9. Many facilities and internationally known events are organized and hosted in our area that
attract a large numbers of visitors, causing the numbers to expand well beyond the permanent
population.
10. There are approximately 1,200 businesses in our Clean and Safe area.
11. Approximately 1,000 hotel rooms within the Downtown Development Authority district that
have an average of 95% occupancy during season and 80% during off-season.
12. The most recent pedestrian traffic volume study for the downtown area has shown an increase
in pedestrian traffic from 2013 to 2015.
13. Continued growth in our commercial businesses and approximately over 1,040 new units (single
family and multifamily) projected for the future.
As you can see from the listed items I described as our Service Population, the City of Delray Beach is a
challenging city to police and therefore to continue our current levels of service into the future we will
need to increase our staffing levels. Presently, the police department is authorized 156 sworn officers
and 67 civilian positions. over the next three years our civilian positions will need to be increased by six.
With the implementation of body -worn cameras, we will need one new civilian position to oversee the
public records, retention, redaction, etc. of this program. With the large number of service population
which is described in this memorandum we -will need one special population advocate to work with this
population to decrease calls for service and provide social services for those in need. Community
outreach and social media is a cornerstone to our policing philosophy. An additional employee is needed
in our Public Information office to enhance our level of service. Equipment upkeep, maintenance,
ordering, and stocking is currently being done by a sworn officer. This needs to be transitioned into a
civilian position to better use our sworn staff. With the increases projected an additional front desk
employee would allow for increase in services to our community by increasing the front desk hours of
operations during the day. Presently we have a commander (sworn) that oversees all special events in
the city. This is a huge task and with the push for more ICS/NIMS compliance this position will be even
more administrative driven. A civilian employee would be better suited for this position.
Sworn staffing will need to increase to 170 sworn officers over the next three years. This upcoming
fiscal year we will be receiving funding for two additional officers from the CRA for our Clean and Safe
Unit. In the three-year plan the police department will be requesting two additional officers in the first
year,, Traffic Unit and Training Unit, along with five officers in the second year (Community Patrol), and
five officers in the third year (Community Patrol). These increases will ensure our continued growth to
maintain our level of services into the future.
This level of Service document has broken down our 26 functions into three levels of service; Our Core
Services,, Best Management Practices, and Discretionary. Additionally, we have supplied metrics that
help us accomplish our level of service.
If you have any questions please feel free to contact me.
City of Delray Beach
Police Department Level of Service Overview
I. Commission Approved FY 2016-18 Citywide Goals
1. Multi-year, integrated planning and budgeting process
• Goals, objectives and measureable outcomes approved by Commission at beginning
• Initial plan year is basis for budget
• Progress assessed and plan / budget updated semi-annually
2. Grow and diversify revenue base
• No increase in property tax millage
• Increase revenue from fees and services to full cost recovery levels
• Aggressive economic development program
• Evaluate City/CRA/DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & R) program
• Fleet
• Technology
• Facilities
4. Focus on and invest in high value assets / programs
• Clean and Safe
• Special Events
• Beach
5. Align organization and staffing to approved objectives and levels of service
• Establish information technology capabilities consistent with to -be -developed IT plan based
on internal and external needs
II. Departmental Goals and Level of Service Targets
A. Mission: "Ensuring Public Safety"
Vision: "To be recognized as the leader in innovative policing strategies, enriching
lifelong partnerships, and enhancing the quality of life for our community."
B. Services (Core/Best Practice/Discretionary)
1. List for each product, program or service provided: Is "customer" internal or external? (Full
Cost of Service for each)
CORE:
Special Services Bureau Management is responsible for providing the leadership and
direction for the department to obtain the goals and objectives as stated in the department's
mission statement. It consists of the Police Chief, Assistant Police Chief, Executive
Assistant, Support Services Lieutenant and Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goal 5 1 $8261810 Internal Core
02/19/16 1
City of Delray Beach
Police Department Level of Service Overview
Internal Affairs is responsible for the investigation of allegations of misconduct and various
policy violations as well as reviewing and tracking all agency response to resistance
incidents, officer/subject involved injuries, K-9 apprehensions, and employee involved motor
vehicle crashes. It consists of Police Lieutenant and PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 4,5 $204,980 External/Internal Core
Training is responsible for identifying and addressing Department's training needs, ensuring
mandatory State and Department training requirements are met, conducting recruiting
efforts, background investigations, oversight of the Field Training Program and the Honor
Guard Program, and for providing assistance during the Department's annual promotional
process. This unit consists of Police Sergeant, Administrative Assistant, and two (2) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 3,4 $8481950 External/Internal Core
Communications is responsible for answering all incoming non -emergency and E911 calls
from individuals within the City of Delray Beach and the Town of Gulf Stream relaying all
medical and fire calls to the PBCFR and for dispatching all police related calls 24 hours a
day, 365 days per year. This unit consists of Communications Manager, four (4)
Communications Supervisors, 16 FT and three (3) PT Communications Specialists.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,5 1 $1,992,040 External/Internal Core
Records/Police Information (PINS) is responsible for the storage, maintenance and
distribution of all police reports in accordance with Florida public records laws and Uniform
Crime Reporting. Additional responsibilities include tele -serve police incident reports,
parking citations, data entry, collection of parking fines, public records requests, and
document imaging. It consists of Police Information Supervisor, two (2) Senior Police
Information Specialists, eight (8) FT and one (1) PT Police Information Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $7601120 External/Internal Core
Field Operations Bureau Management is responsible for management and oversight of
the Community Patrol Division, and the Investigative Division. Operations Management
consists of one Assistant Chief.
Commission Goal FY 15/16 Budget Customers Service
Goals 5 1 $2521690 External/Internal Core
02/19/16 2
City of Delray Beach
Police Department Level of Service Overview
Community Patrol is responsible for continuous police coverage necessary to conduct
normal police patrols and law enforcement effort in order to maintain law, order, and quality
of life. This unit consists of Police Captain, Administrative Assistant, five (5) Police
Lieutenants, 12 Police Sergeants, and 60 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $11,641,720 External/Internal Core
Investigations supports the investigation of crimes such as murder, sexual assault, assault
& battery, robbery, suspicious deaths, extortion, gang activity, and child abuse as well as
property crimes such as: burglary, auto theft, grand theft, fraud, identity theft, checking
account schemes, computer crime, and arson. This unit consists of Police Captain, Police
Lieutenant, Administrative Assistant, two (2) Police Sergeants, and twelve (12) Police
Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 1 $216821910 External/Internal Core
Crime Scene is responsible for collecting evidence as well as photographing and
processing crime scenes in order to assist in the identification and successful prosecution of
criminals. This unit consists of Crime Scene Investigator Supervisor and four (4) full time
and two (2) part-time Crime Scene Investigators.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,3,4,5 $6277630 External/Internal Core
Clean &Safe is responsible for the entertainment district (I-95 to AM). Officers assigned to
this unit utilize Segways, as well as Patrol vehicles and also provide security for the City's
parking garages. This unit consists of two (2) Police Sergeants, one (1) Community Service
Officer, and ten (10) Police Officers.
Commission Goal FY 15/16 Bud et Customers Service
Goals 1,2,3,4,5 1 $118891240 External/Internal Core
Evidence is responsible for compiling, categorizing, storing, security, integrity, and ultimate
return or destruction of evidence and property. This unit consists of two (2) Evidence
Custodians.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $1681870 External/Internal Core
02/19/16 3
City of Delray Beach
Police Department Level of Service Overview
Traffic Unit is responsible for addressing traffic concerns throughout the City by employing
a systematic approach in an effort to reduce traffic crashes. Annual traffic analysis is also
used for deployment purposes. This unit consists of Police Sergeant and four (4) Police
Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 $8741560 External Core
Information Technology is responsible for ensuring daily functionality of the department's
public safety specific software and computer equipment, as well as the research, testing and
training of new hardware and software technologies. It consists of Technical Systems
Manager and Technical Support Specialist.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $2201930 External/Internal Core
Public Information Office is responsible for serving as the liaison with the local media and
city PIO, monitoring and maintenance of Agency announcements and updates through
social media, and the delivery of crime prevention programs and youth initiatives to include:
Holiday Toy Drive, Kids and Cops, Literacy Program, and Baseball Camp programs. It
consists of Public Information Manager.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,4,5 $1221280 External/Internal Core
Narcotics Enforcement includes the VIN Unit (Vice, Intelligence, and Narcotics). They
address issues related to street level narcotics and investigate gambling, prostitution and
organized crime, as well as assist with surveillance, tracking equipment, expertise and
undercover capabilities when needed. This unit consists of Police Sergeant and six (6)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,345 $1,2997800 External Core
Special Operations & Community Service Officers plans, coordinates, monitors and
supervises comprehensive police services at special events to ensure the safety of visitors,
participants and local citizens. This unit is also responsible for coordinating crossing guard
assignments and overseeing the Community Service Officers (CSO's) who assist the Road
Patrol units by handling traffic issues, delayed crime and other activities. This unit consists
of Police Captain, Police Lieutenant, Administrative Assistant, Auxiliary Police Officer,
Community Service Officer Supervisor and eight (8) Community Service Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $117771880 1 External Core
02/19/16 4
City of Delray Beach
Police Department Level of Service Overview
BEST PRACTICE:
Accreditation is responsible for monitoring agency compliance with state law enforcement
accreditation standards and re -accreditation, oversight and implementation of the Career
Officer Program and Employee Awards Program, and for the Department's policies (as
outlined in our General Orders Manual) which includes policy research, revision, and
dissemination. Accreditation consists of Accreditation Manager and Administrative Program
Coordinator.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 1 $120,980 External/Internal Best Practice
Administration is responsible for the preparation and monitoring of the department's
budget, payroll, internal oversight of purchasing, preparation of agenda items, processing of
daily invoices and vendor payments, grant writing and reporting, and inventory. This unit
consists of Administrative Officer, two (2) FT and one (1) PT Administrative Assistant.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,5 $2587940 Internal Best Practice
Problem Oriented Policing (POP) Unit responds to calls for service, and focuses on
creating and maintaining personal contacts with the community and partnerships with
homeowners/business owners that are designed to address crime and quality of life issues.
Task with addressing crime trends and offender based policing. This unit consists of three
(3) Police Sergeants and 18 Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $218907020 External/Internal Best Practice
K-9 Unit consists of the four Officer/K-9 teams. This unit performs regular patrol duties and
assists with search and apprehension of suspects along with recovering narcotics and any
items of evidentiary value associated with criminal activity.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4 1 $6141330 External/Internal Best Practice
Criminal Intelligence is responsible for gathering information on criminal activity, crime
trends, and criminal groups that pose a potential threat to public safety in the City. The unit's
primary responsibility is to assess, collect, analyze, and disseminate credible intelligence to
support the agency's operation. This unit consists of two (2) Crime Analysts and three (3)
Police Officers.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,3,4,5 $591210 External/Internal Best Practice
02/19/16 5
City of Delray Beach
Police Department Level of Service Overview
Dive Team consists of members from various units and is responsible for conducting
underwater search and recovery of bodies, weapons, vehicles, and other evidence from
canals, lakes, intra -coastal waterway and ocean.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 1 $81020 1 External Best Practice
Special Weapons and Tactics (SWAT) consists of members from various units and is
responsible for missions that require advanced equipment and tactics such as high risk
warrants and barricaded and hostage situations.
Commission Goal FY 15/16 Budget Customers Service
Goals 3,4,5 $921120 External Best Practice
DISCRETIONARY:
Facility Maintenance includes utility costs, maintenance and cleaning of the main police
facility, the firing range, exercise facility and one police substation as well as equipment
maintenance and inspections for systems such as the elevator, fire extinguishers, and
sprinklers. *This function should be done by Environmental Services
Commission Goal FY 15/16 Budget Customers Service
Goal 1 $401,190 External/Internal Discretionary
Volunteer Program Function includes costs associated with the Police Volunteer Program
which assists with parking enforcement, and provides increased visibility by patrolling the
communities. The Volunteer Program consists of over 250 volunteers. *Huge Benefit to our
community policing philosophy, also saves money with their volunteer patrols/parking
enforcement. Equates to 21.6 FTE's.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,34,5 1 $701340 External/Internal Discretionary
Atlantic Community High School Criminal Justice Academy consists of one Police
Officer and is responsible for providing a Criminal Justice classroom curriculum to high
school students. Important relationships are developed with the students, community at
large, the School Board, and the teachers. *Program is a key component to our community
policing philosophy and a great recruiting tool.
Commission Goal FY 15/16 Budget Customers Service
Goals 1,2,3,4,5 $1517490 External/Internal Discretionary
02/19/16 6
City of Delray Beach
Police Department Level of Service Overview
C. Departmental Goals and Level of Service Targets (Department goals as they link to each of the
applicable Commission Goals)
1. Regulatory/Legal Mandates (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Special Services
Accreditation
Statutory compliance
276
Training
Training compliance
141471
CJIS
Federal compliance
24
Support Services Communications
911 answer <10 sec
100%
Emergency calls
561191
Language line calls
24/7 /365 days_
Routing emergency calls
932
Routing urgent calls
28,687
Transfers to PBCFR
81736
Enter/run impounds
1,141
Criminal history searches
2,080 hrs.
Monitor CJIS terminal
24/7 /365 days
FCIC/NCIC
11273
Complete validations
28
DCF notifications/lo
449
FCIC/NCIC certs.
196
Monitor LE channel
24/7 /365 days
Public record requests
1,008
Teletype entries
11142
Front Desk/PINS
UCR (Part 1 crimes)
31164
alidations/FCIC/NCIC
374
Write report supplement
60
Daily records transmittal
624 hrs.
Scans of arrests
21510
UTC accountability
22,143
Background checks
536
Records reten./destruct
246
Expunge court orders
33
Toxicology case files
315
Customer Service calls
876
FS Chapter 119 activity
624 hrs.
Scan supplements
520 hrs.
Daily records requests
520 hrs.
II cash transactions
$8431684
DV transmittals/AVDA
183
Report corrections/UCR
11556
Court disp. letters
342
Daily cash balance
31650
Daily cash deposits
3,650
Maintain citation nos.
172
Maintain crash rpt. nos.
24 hrs.
Rpts./cks. > Tax Collect.
24 hrs.
Seatbelt cit. rpt.>DMV
915
02/19/16 7
City of Delray Beach
Police Department Level of Service Overview
Division Level of Service
Workload
Community Response Various Traffic Investigations
11801
Special Events
76
Vehicle maint. transport
360 hrs.
Vehicle calibrations
45 hrs.
Grid calls for service
23,180
Underage drinking ops.
48 hrs.
Liquor license checks
60 hrs.
Arrests
219
Routine patrols/various
8,736 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
1,960 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Traffic Safety rants
933 hrs.
Depo. attendance
120 hrs.
Court testimony
180 hrs.
Mandatory training
16 hrs.
THI Callouts
1,260 hrs.
Incident Reports
31414
CAD Reports
37164
Extra patrols
71231
Citations
77559
Accident investigation
11759
Parking citations
17262
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
31887
Extra Patrols
451623
Arrests
21262
Walk and Talks
81389
Citations issued
11,323
Traffic crashes
31639
Burglary/alarms
41485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic Crashes
31639
Assist other depts.
11175
Crisis/emergencies
431
Sup. Responsibilities
24/7 /365 da s
Level of Service
Workload
Investigative Division Various Pre-emp. Polygraphs
120 hrs.
Annual CPR training
12 hrs.
Annual def. tactics
224 hrs.
Call -out availability
120 hrs.
02/19/1
City of Delray Beach
Police Department Level of Service Overview
DCF coordination
120 hrs.
CPT coordination
120 hrs.
SAO coordination
300 hrs.
Public Def. Office Coord.
300 hrs.
LE agency coordination
360 hrs.
Travel re investigations
12 x/ r.
LEPC meetings
36 hrs.
Case investigation
1200 hrs.
Victim/Wit. Interviews
1200 hrs.
Person of interest int.
1200 hrs.
Suspect/Def. interviews
1200 hrs.
Patrol search assists.
120 hrs.
Traffic stops
120 hrs.
Traffic control
60 hrs.
Latent print examination
1,440 hrs.
Polygraph investigation
600 hrs.
DNA Search
36 hrs.
Depositions
180 hrs.
Court testimony
200 hrs.
Search warrant prep.
120 hrs.
Tracking Orders
132 hrs.
Arrest warrants
120 hrs.
Mandatory training
48 hrs.
Firearms qualifications
12 hrs.
DMV tag delivery
60 h rs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecretSrvc
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Annual evidence invent.
8 hrs.
Narcotics complaints
1200 hrs.
Prostitution complaints
600 hrs.
Gambling complaints
600 hrs.
Fed/State prosecutors
60 h rs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
2. Code/Policy Requirement (list): Actual Metric/LOS
DBPD Goal: "Utilize all resources to provide the residents, visitors, and business owners of
the City of Delray Beach with exceptional service."
Bureau DivisionSection/Unit
Level of Service
Workload
Chief's Office Administration Internal Affairs
Complaint review
10 cases/ r.
Special Services
Accreditation
Program administration
230 standards
G.O. creation/revision
165 directives
S.O.P. creation/revision
50 directives
Support Services Communications
Dispatch Priority 1
29 sec.
Dispatch Priority 2
3 mins.
02/19/16
City of Delray Beach
Police Department Level of Service Overview
Dispatch Priority 3
15 mins.
Arrival Priority 1
5 mins.
Arrival Priority 2
10 mins.
Arrival Priority 3
23 mins.
Rc'v. non -emergency calls
1487859
Prioritize "1" calls
976
Prioritize "2" calls
271256
Prioritize "3" calls
201391
Route non-emer . calls
201800
Medical TOT PBCFR
61276
Alarm company assists
24/7 /365 days
Invest. searches
24/7/36 da
Call transfers>other depts
24/7 /365 days
DL checks
24/7/36 da
Warrant checks
24/7 /365 days
CAD/RMS/DAVID/PALMS
24/7 /365 days
Vehicle registrations
24/7 /365 days
Monitor radio traffic
24/7/36 da
Tow requests
21672
Monitor building security
24/7/36 da
BOLO distributions
24/7 /365 days
FCIC/NCIC queries
24/7 /365 days
Monitor FAX reports
24/7 /365 days
Monitor DCF notices
24/7 /365 days
Monitor call boxes
24/7 /365 days
NLETS/FAM contact
24/7 /365 days
Jail alarm testing
12
Jail monitoring
24/7 /365 days
PD main channel
24/7 /365 days
Secondary channel
24/7 /365 days
Self -initiated activity
113,004
Out -of -service codes
331864
Monitor status codes
24/7 /365 days
Monitor officer locations
24/7/36 da
Doc. calls in CAD
24/7 /365 days
Conduct safety checks
24/7 /365 days
Info. to officers
24/7 /365 days
Call -requests from officers
24/7/36 da
Crime Scene los
300 hrs.
Monitor staffing
24/7/36 da
Monitor calls for service
24/7 /365 days
Monitor PD/TTY traffic
24/7 /365 days
Repair logs/radios
220 hrs.
Local agency callouts
1092 hrs.
Input premise flags
728 hrs.
Maintain staffing levels
1,456 hrs.
Complete internal reports
100 hrs.
Performance reviews
728 hrs.
Monitor 3S1/banks
24/7/36 da
Monitor 3S1/tracking
24/7 /365 days
Monthly 911 trainin
24/7/36 da
Update tow rotations
364 hrs.
SOP review/updates
30 hrs.
Level of Service
Workload
Front Desk/PINS Missing report notices
520 hrs.
02/19/16 10
City of Delray Beach
Police Department Level of Service Overview
Records reten./destruct
246
Back -enter cases
21866
Enter handwritten UTC
260 hrs.
Enter Civil violations
260 hrs.
Customer service calls
2,080 hrs.
Build. security passes
130
Teleserves
534
Process ticket payments
10,938
Parking ticket entries
147366
Late notices
21113
Equipment checks
16
UTC transmittals
81938
Arrest transmittals
735
General transmittals
2,080 hrs.
Issue UTC books
1,664 hrs.
Process dept. mail
2,080 hrs.
Process incidents
131375
Process supplements
111807
Process arrests
31151
Report corrections
11556
Sr. victims' reporting
416 hrs.
C&S statistical report
260 hrs.
Monthly crime index
260 hrs.
Hate Crime report/mo.
260 hrs.
Missing case audit/mo.
260 hrs.
Semi/Annual UCR>FDLE
260 hrs.
UCR report review/mo.
260 hrs.
Staff in-service training
4,135 hrs.
Audit Staff Certifications
260 hrs.
NSF check collection
100 hrs.
Audit parking tickets & UTC
3,882
Audit BOOT list
156 hrs.
Handle ticket complaints
192
Proof seal/expunge requests
416 hrs.
SOP review/updates
624 hrs.
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coordinate Equip. install
60 hrs.
Photos/PD crashes
60 hrs.
RM liaison/PD crashes
48 hrs.
Preventative maint. lists
24 hrs.
Tow yard inspections
48 hrs.
Fuel stock maintenance
60 hrs.
Calls for service
231180
Arrests
219
Bus./Prk . enforcement
11262
Traffic selectives
720
Routine patrols/various
81736
CSO supervision
1,920 hrs.
CSO training review
120 hrs.
CSO payroll/evaluations
60 hrs.
Review all crash reports
480 hrs.
Invest./rpt. instructor.
60 hrs.
02/19/16 11
City of Delray Beach
Police Department Level of Service Overview
Emer. Veh. Oper. trainer
24 hrs.
THI assistance
50 hrs.
Fleet management
180 hrs.
Speed/laser/radar calib.
16 hrs.
Traffic complaints
120 hrs.
Contract assistance
120 hrs.
Underwater S&R (trainin)
192 hrs.
In-service training
288 hrs.
Fed. Agency assistance
8 hrs.
Spec. Event/out. vendors
24 hrs.
Spec. Event/Dept. Heads
120 hrs.
Spec. Event/traffic
2,160 hrs.
Spec. Event/applications
120 hrs.
Spec. Event /staffing $$
60 hrs.
Spec. Event /CM reports
80 hrs.
Spec. Event /assignments
120 hrs.
Spec. Event /DBA coord.
120 hrs.
Spec. Event /security
4,320 hrs.
Spec. Event /ICS
45 hrs.
SpecEvent/Crowd control
2,160 hrs.
Traffic selectives
720
Accident reduc. enforcmt.
960 hrs.
Police Escorts/dignitary Escorts/dignitary
60 hrs.
Field Training Officers
240 hrs.
DUI Dept. training
8 hrs.
Traffic Homicide Inv.
910 hrs.
SBI Investigations
350 hrs.
Consult City traffic dept.
30 hrs.
Annual Traffic Report
150 hrs.
School traffic liaison
1,440 hrs.
Disabled vehicle assist
180 hrs.
Parking citations
11262
Citations
71559
SWAT call -outs
36 hrs.
Incident Reports
31414
CAD Reports
31164
Extra patrols
71231
Citations issued
71559
Accident investigations
11759
Traffic complaints
1,960 hrs.
THI investigations
910 hrs.
SBI investigations
350 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Parking Citations
141366
-Various
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2)905
Death investigations
52
General service calls
6,263
Suspicious Incidents
81826
Civil matters
681
02/19/16 12
City of Delray Beach
Police Department Level of Service Overview
Assist other depts.
11175
Sup. Responsibilities
24/7 /365 days
Level of Service
Workload
Investigative Division Various SOP review/updates
10 directives
Latent print examination
1,440 hrs.
Polygraphs
600 hrs.
DMV tag delivery
60 hrs.
Public record requests
540 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Court testimony
200 hrs.
Annual evidence invent.
8 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
2,040 hrs.
Leadership Delray
12 hrs.
Citizens Against Crime
48 hrs.
National Night Out
24 hrs.
T.I.M. prep & meetings
96 hrs.
On-call status
2,080 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
AC meetings
48 hrs.
End-user training
24 hrs.
Defensive Tactics Inst.
24 hrs.
Bi -lingual assistance
300 hrs.
E -Trace
240 hrs.
PD Recruitment Team
120 hrs.
CO Program Committee
24 hrs.
Conduct perimeters
60 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics trainin
12 hrs.
Copy case video
60 hrs.
Prop. Voucher reviews
1200 hrs.
Video downloads
120 hrs.
Prop. Disp. Notices
120 hrs.
LETF deposits
24 hrs.
Deliver lab requests
24 hrs.
Prop. Release/owner
72 hrs.
Evidence/drug burns
168 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
Pen Link analysis
120 hrs.
Internal assistance
1200 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Surveillance assists
120 hrs.
Conduct internal train in
24 hrs.
02/19/16 13
City of Delray Beach
Police Department Level of Service Overview
AFIS entries 720 hrs.
Fingerprint identification 720 hrs.
Photograph accidents 300 hrs.
3. Life/Safety Requirement (list): Actual Metric/LOS
DBPD Goal: "Maintain the highest quality of life through the effective delivery of public
safety services using Intelligence Led Policing."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Support Services Communications Coordinate inoperabilit
24/7 /365 da s
PSAP reporting
24/7 /365 days
Operate building gates
24/7/365 da s
Operate jail doors/ ate
24/7 /365 days
Multi -database info.
24/7 /365 days
Emergency button calls
24/7/365 da s
Monitor call locations
24/7 /365 days
Activate radio patches
24/7 /365 days
Monitor equipment
24/7 /365 days
Assist from depts.
24/7 /365 days
After -hour callouts
24/7 /365 days
Public Utility callouts
24/7/365 da s
Level of Service
Workload
Community Response Various Vehicle maint. transport
480 hrs.
Calls for service
231180
Underage drinking ops.
48 hrs.
Arrests
219
City park monitoring
240 hrs.
Traffic selectives
720
Routine patrols/various
81736
Underwater S&R training
192 hrs.
Spec. Event/traffic
21160
Spec. Event/security
4,320 hrs.
Spec. Event/ICS
45 hrs.
Spec. Event/Crowd cont.
2,160 hrs.
Police Escort/dignitary Escort/dignitary
60 hrs.
Consult City traffic dept.
30 hrs.
City safety events
30 hrs.
Traffic safety rants
933 hrs.
Nat'l Car Safety programs
10 hrs.
School consults
20 hrs.
Disabled vehicle assist
180 hrs.
SWAT callouts
36 hrs.
Bureau DivisionSection/Unit Level of Service
Workload
Field Operations
Community Patrol Various FIR's
41807
Extra Patrols
571200
Special Enforcement
26
Arrests
31146
Walk and Talks
17,178
Citations Issued
327264
Calls for Service
2041795
02/19/16 14
City of Delray Beach
Police Department Level of Service Overview
Burglary/alarms
4485
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
2,905
Death investigations
52
General service calls
6,263
Suspicious Incidents
87826
Civil matters
681
Assist other depts.
17175
Crisis/emergencies
431
Traffic enforcement
11,336
Directed/extra patrols
45,623
Sup. Responsibilities
24/7/365 da s
Comm. Mtg. Security
18
SWAT deployment
35
Self -initiated activities
62444
Training attendance
7,268 hrs.
Baker Acts
434
Level of Service
Workload
Investigative Division Various Public record requests
540 hrs.
Court testimony
200 hrs.
Crime scene process.
840 hrs.
E -Trace
240 hrs.
Case assistance
600 hrs.
Undercover operations
720 hrs.
Defensive Tactics training
12 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Sex offender sweeps
120 hrs.
Comm. mtg. security
12 hrs.
SWAT callouts
14 hrs.
In-service instruction
14 hrs.
4. Best Management Practices (list): Actual Metric/LOS
DBPD Goal: "To foster community partnerships that are as diverse as the community we
serve."
Bureau DivisionSection/Unit Level of Service
Workload
Special Services
Accreditation Accreditation Program
230
Career Officer program
80
Career CSI Program
2
Police Officers Hired
16
Minority/Protected Class
37.5%
Recruitment Trips
25
Youth Outreach
700
Support Services Communications Answer ring -downs
24/7 /365 da s
Answer elevator phones
24/7 /365 days
Gen. caller -assistance
24/7/365 da s
Provide caller directions
24/7 /365 days
02/19/16 15
City of Delray Beach
Police Department Level of Service Overview
Int./ext. call transfers
24/7 /365 days
Lost/found animal calls
120
Multi -database reference
24/7/365 da
s
Filter citizen complaints
24/7 /365 days
Fill-in as needed
24/7 /365 days
Review reports/calls
24/7/365 da
s
Keep phone list current
24/7/365 da
s
Keep OSSI current
24/7/365 da
s
Policy/procedure trainin
640 hrs.
Monitor ov't channel
24/7/365 da
s
Keep callout list current
130 hrs.
Sup. Skills enhancement
1,032 hrs.
Quality assurance
840 hrs.
Level of Service
Workload
Front Desk/PINS Prepare Press folder
260 hrs.
Security checks (P2C)
115
Notary services
1455
Fingerprinting
2,825
Bike registration (P2C)
47
Active case audits/mo.
150
Review ticket entries
141102
Review report scans
520 hrs.
Level of Service
Workload
Volunteers Participants
264
Vol. Admin. hours
2,630
Vol. Ambassador hours
78
Vol. Citizen Roving Patrol
2,114
Vol. Downtown Roving
1481
Vol. Parking Enforcement
6,907
Vol. Haitian Roving
2,528
Vol. Home Front Security
803
Vol. Mobile Traffic
859
Vol. Support groups
101192
Level of Service
Workload
Community Response Various New car transport
120 hrs.
Vehicle Assign. List
60 hrs.
Vehicle file maintenance
120 hrs.
Coord. Equip. installs
180 hrs.
Spare veh. maintenance
144 hrs.
Vehicle calibrations
24 hrs.
Provide Ofc. Training
96 hrs.
Tow yard inspections
48 hrs.
Reconcile tow receipts
96 hrs.
Key Track System maint.
60 hrs.
Camera/computer rep.
60 hrs.
Taxi Cab Inspections
60 hrs.
Liquor License checks
60 hrs.
DDA,WARC,DBMC mtg.
60 hrs.
Monitor valet ops.
360 hrs.
Merchant relationships
1,000 hrs.
KoP mentoring program
60 hrs.
Teen Center volunteers
240 hrs.
High Liability/DT instr.
240 hrs.
Children/wounded war.
60 hrs.
RAD for citizens
144 hrs.
02/19/16 16
City of Delray Beach
Police Department Level of Service Overview
Police Explorers
120 hrs.
C&S reports
12 hrs.
Radar trailer deployment
60 hrs.
Message boards
24 hrs.
Static displays
60 hrs.
Member Heroin TF
24 hrs.
DTF Board member
24 hrs.
School traffic liaison
1,440 hrs.
City safety events
30 hrs.
Child seat installation
10 hrs.
Car -fit program (elderly)
16 hrs.
Nat'l Car Safety programc.
10 hrs.
Homicide Laser mappin
20 hrs.
School consults
20 hrs.
ACHS/CJ Academy
2,940 hrs.
T.I.M. prep & meetings
96 hrs.
SPEAR prep & mtgs.
72 hrs.
Kids & Cops mtgs.
24 hrs.
Teen Center volunteers
240 hrs.
CPTED
120 hrs.
PD Recruitment Team
120 hrs.
Walk and Talks
37988
SAO packet deliveries
192 hrs.
S. County Court delivery
360 hrs.
Thanksgiving meals
60 hrs.
o s for Tots
4 hrs.
Curb Appeal event
12 hrs.
Football parking assist
20 hrs.
Donuts w/Delray Cops
12 hrs.
Project Holiday
2 hrs.
Honor Guard/events
12 hrs.
Annual 911 Ceremony
20 hrs.
IB Showcase
40 hrs.
CHS Annual Decathlon
12 hrs.
Superintendent Forum
12 hrs.
Sober is the New Fun
48 hrs.
Constitution Day Event
12 hrs.
Veterans' Day Parade
2 hrs.
Monthly HOA meetings
8 hrs.
National Night Out
5 hrs.
Annual Baseball Camp
24 hrs.
Delray Reads
4 hrs.
Special Olympics 5K
4 hrs.
Paint Up Delray
12 hrs.
Leadership Delray
12 hrs.
Residence Academies
12 hrs.
Citizen Academies
12 hrs.
Haitian Academies
12 hrs.
Hispanic Academies
12 hrs.
Safety Day
24 hrs.
Bureau DivisionSection/Unit Level of Service Workload
Field Operations
lCommunityPatrol Orious Bur lar /alarms 141485
02/19/16 17
City of Delray Beach
Police Department Level of Service Overview
Domestic disputes
749
Citizen assists
681
Animal complaints
318
Disturbances
21905
Death investigations
52
General service calls
61263
Suspicious Incidents
81826
Civil matters
681
Traffic complaints
21501
Parking complaints
218
Assist other depts.
11175
Community Outreach
81389
FIR's
31887
VDA transports
139
Police Explorer program
196 hrs.
CPTED studies
6
Sup. Responsibilities
24/7/365 da s
Level of Service
Workload
Investigative Division Various Clearance/Property Crim
20%
Clearance/Violent Crimes
35%
AM/Juv. Arrest Monitor
12 hrs.
Firearms qualifications
12 hrs.
Gun disposal
24 hrs.
Counterfeit $>SecServ.
12 hrs.
Narcotics disposal
24 hrs.
Attorney assistance
36 hrs.
Fed/State prosecutors
60 hrs.
Defense attorneys
60 hrs.
Crime scene process.
840 hrs.
Latent print assistance
240 hrs.
Leadership Delray
12 hrs.
PD Recruitment Team
120 hrs.
City SPIRIT Committee
24 hrs.
Prop. Release/owner
72 hrs.
Federal agcy. assists
300 hrs.
Local PD assists
300 hrs.
State agency assists
300 hrs.
Phone analysis
120 hrs.
PenLink analysis
120 hrs.
Internal assistance
120 hrs.
Intelligence analysis
120 hrs.
Social Media research
600 hrs.
State probation assists
120 hrs.
Career offender review
120 hrs.
Crime scene process.
2,040 hrs.
Surveillance assists
120 hrs.
Conduct internal trainin
24 hrs.
AFIS entries
720 hrs.
Fingerprint identification
720 hrs.
Evidence/drug burns
168 hrs.
CPTED
120 hrs.
S. Fla. Org. Fraud TF
14 hrs.
PB Health Care Fraud TF
48 hrs.
Propert .com inventory
24 hrs.
Inv. Checklist developme
12 hrs.
02/19/16 18
City of Delray Beach
Police Department Level of Service Overview
Gang presentations
24 hrs.
PBSO gang meetings
24 hrs.
SWAT train/ops/displa
192 hrs.
Evidence processing
600 hrs.
Di ital file maintenance
60 hrs.
Line-up preparation
120 hrs.
Cellphone to Needy
12 hrs.
Clothing to Needy
12 hrs.
Project Holiday
12 hrs.
CSI Career Program coo
12 hrs.
III. Accomplishments and Next Steps
A. FY 2015 Accomplishments
1. Intelligence -Led Policing
a. The Community Patrol Division deployed fully under the Intelligence -Led Policing
concept, with Sector Lieutenants, Sergeants, and Officers being assigned to, and taking
ownership of, their specific areas and beats that comprise the City of Delray Beach.
Under this policing concept, officers and supervisors have been able to become intimate
with their areas of responsibility and utilize the intelligence, information and crime
analysis data to direct their focus on the offenders and other factors that are the cause of
the crime trends. As a result of the efforts by the Community Patrol Personnel the
community has experienced a drop in crime since its implementation.
2. Problem -Oriented Policing
a. The Community Patrol's newly formed POP Impact Team fully deployed in January
2015. This unit consists of 3 teams, each with 1 sergeant and 4 officers and was formed
to directly impact the Part One crimes occurring throughout the city. This proactive unit
responds to crime trends, conducts various types of operations (i.e. undercover,
surveillance, etc.) in order to address a particular criminal activity; however, they also
take a proactive approach to addressing crime through the Problem Oriented Policing
strategy, which includes conducting CPTED (Crime Prevention Through Environmental
Design studies at locations throughout the community. This unit has several officers who
are certified in the CPTED concept.
3. K9 Unit Enhancements
a. The K9 Unit, which is comprised of 3 canines and their officer/handlers, experienced
some enhancements to this specialized unit of the Community Patrol Division. A
lieutenant was appointed to directly supervise the Unit and all of its operations. This
lieutenant is responsible for all aspects of Unit and will more effectively manage and
deploy these officers and their canine partners. This unit also received a much needed
vehicle and equipment upgrade. Each K9 Officer was issued a new SUV, equipped with
all the necessary safety equipment necessary for the care and safe deployment of the
dog. This includes a heat safety alarm in the event the vehicle shuts off with the canine
still inside and the quick release door, which the officer can open and deploy the dog
remotely in the event he becomes incapacitated while on a call.
02/19/16 19
City of Delray Beach
Police Department Level of Service Overview
4. Community Involvement Efforts
a. Community Patrol officers remain committed to their community involvement efforts
through their participation in a variety of events that take place during the year. Some of
those events include "Walk a Child to School Day", the Law Enforcement Torch Run for
the Special Olympics, "Spady Field Day", and the Teen Summit. Officers also continue
to participate in their "traditional" events and programs such as the Midnight Basketball
Program, Annual Baseball Camp, the Thanksgiving outreach and the Christmas Toy
Drive. Also during the year, officers took part in the "March Against Violence" that was
organized by community members, the "National Night Out" which was a collaboration
between our Police Department and residents and business owners in the community
and the Knights of Pythagoras Mentoring Network, which is an organization that focuses
on "at risk" youth. Community Patrol Officers fully embraced the "Walk and Talk"
Initiative by conducting approximately 14,164 of these encounters since its kick off.
These proactive encounters have encouraged officers to get out of their vehicles and
"walk and talk" with the residents, merchants, citizens and visitors in the area and get
involved in a more proactive manner.
5. Crimes Against Persons Unit
a. The Crimes Against Persons Unit handled a multitude of violent and complex crimes
including 4 homicides, 124 robberies and 60 sexual batteries. In addition to investigating
the above, the Unit took a very proactive approach to preventing and reducing crime and
strengthening its partnerships within our community by creating and implementing action
plans.
6. White Collar Crime Unit
a. The White Collar Crime Unit investigated an elaborate fraud case where 2 victims had
large amounts of funds withdrawn with fraudulently written checks, totaling a loss of
$203,794. The subject was arrested and faces multiple charges to include; Grand Theft
over $20,000, Theft from a person 65 or older and Organized Scheme to Defraud.
7. Evidence Unit
a. The Evidence Unit's focus is to ensure that any property acquired, maintained, and
retained by the department through investigative means is accurately documented and
secured until adjudication. During the fiscal year, 2,772 new cases produced 9,668
pieces of evidence, while 2,099 cases and 7,270 items were disposed of.
8. Property Crimes Unit
a. The Property Crimes Unit took the initiative to lead the way with the new department
initiative (Intelligence Led Policing) and deploy detectives into geographical areas to
focus on crimes in their assigned sectors; East, Central and West. Detectives can now
focus on the crimes as well as the prolific offenders that work their areas.
02/19/16 20
City of Delray Beach
Police Department Level of Service Overview
9. Traffic Unit
a. The Traffic Unit has been actively participating in the Aggressive Driving enforcement
throughout the city after receiving a grant from the Florida Department of Transportation.
To date, over 4000 citations have been issued. The Bicycle Safety Rodeo at Pompey
Park was also coordinated for local youth, and in addition to the educational component,
free child bicycle helmets were distributed. Also, we received a Bicyclist and Pedestrian
Grant.
10. Social Media
a. The Delray Beach Police Department has embraced the concept of Social Media being
the forefront of police work and has broadened relationships with the community and
media outlets. The Delray Beach Police Department currently has 5,306 Facebook
"Friends", 4,511 Twitter "Followers", a MYPD app for I -phone and Android users, along
with an Instagram and YouTube account. All of these tools are used to educate the
public, provide accurate and timely information, and humanize the police department.
11. Parking Tickets
a. A total of 12,119 parking tickets were issued from October 2014 through September
2015. The revenue from paid parking tickets for this time period totals $359,610.37 (with
collection agency efforts the total is $370,980.78).
12. Volunteers
a. Delray Beach Police Department Volunteers worked 44,940 hours from October 2014
through September 2015, which equals a savings to the City of Delray Beach in the
amount of $811,167 in full-time salaries.
13. Training Unit
a. During FY 2014/15, members of the Police Department participated in approximately
13,208 hours of training with a total cost of $86,737.19. The Training Unit coordinated
31 training courses and 14 events. They also coordinated 10 job postings, 554
applications, and 13 hired personnel. The Field Training Program tracked 15 personnel,
and 4 internships were coordinated.
14. Accreditation and Program Services Unit
a. During FY 2014/15 the Accreditation and Program Services Unit monitored compliance
with 276 State law enforcement accreditation standards, and re -accreditation activities,
manages the PowerDMS electronic document management system which houses
hundreds of Department written directives and training and legal bulletins, creates,
coordinates, and assists with new Department policy and new program implementation,
coordinates the purchase of special -ordered office supplies and furniture, and
coordinates and manages the Department's Career Officer and (newly assigned) Career
Crime Scene Investigator programs. The Accreditation Manager supervises the unit and
oversees activities of the Administrative Program Coordinator. This unit revised and
distributed 50 documents to employees and managed 80 participants in the Career
Officer Program.
02/19/16 21
City of Delray Beach
Police Department Level of Service Overview
14. Communications Section
a. The Communications Section is vital to the safety of the community, assuring calls for
service are handled efficiently, effectively, and professionally when dispatching officers
as requested. It is overseen by the Communications Manager who ensures all
Communications employees receive their 911 Public Safety Telecommunicator
Certification pursuant to Florida State Statue 401.456(2)(j). Personnel handled 52,504
emergency (E911) calls, 149,548 non -emergency lines and entered 120,427 incidents
into the CAD system (of those 111,563 police, medical and fire calls were dispatched).
The Communications Section also complied with approximately 776 public and internal
records requests.
15. The Volunteer Senior Victim Advocacy Program
a. The Volunteer Senior Victim Advocacy Program reviewed a total of 998 reports with 544
cases referred to the Area Agency on Aging for further resources. This amounts to 54%
of senior victims being referred for assistance. The Ambassador Program continued its
efforts on East Atlantic Avenue by providing directions, safety recommendations, and
general information to visitors along the Avenue, making safety paramount when
enjoying the entire Downtown Delray experience.
B. 2016 Initiatives
1. Develop and institute a mentoring program for our supervisors and prepare our organization
for succession planning.
2. Develop educational courses for the community and hold these courses monthly: i.e. Fraud,
Internet Crimes, etc.
3. Increase recruitment efforts by attending job fairs, local colleges, and other outreach
programs.
4. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
5. Purchase of a Mobile Command Center.
6. Research and implementation of the use of Narcan.
7. Research and implementation of the use of Body Cameras
8. Achieve the Commission for Florida Accreditation's recognition for a successful, 4t" re-
accreditation -compliance Onsite assessment.
9. P25 inter -operability of Public Safety Radio's 3.5 million dollar communications makeover
involving PBC and Motorola.
10. The utilization of License Plate Recognition Cameras and surveillance cameras to address
the fear of crime, identify offenders and building a real time crime lab for officers to monitor
strategic locations identified thru active intelligence.
02/19/16 22
City of Delray Beach
Police Department Level of Service Overview
C. 2017-18 Plans
1. Increase sworn and non -sworn staffing to align ourselves with our increasing service
population.
2. Relocation of Police Facility
3. Continued technology advancements
IV. SWOT: Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the Commission
Goals.
A. Strengths
Strengths
Personnel (both sworn and civilian)
Community support
Commitment to training and education
Problem solving
Collaboration in solving issues and problems
Tradition
Good reputation with outside
Intelligence -led Policing/Criminal Intelligence Unit
New leadership
Public servants/caring
Pulling resources together
Growth
Promotions
Quality of police work/crime fighting
Community partnerships
Career opportunity
Good policy -based organization
Diversity in enforcement
OSSI Program/software
B. Weaknesses
Weaknesses
Young workforce
Internal communications problems, i.e. need to get more employee buy -in
F.T.O. Program/attitudes of Field Training Officers
Reduced funding for training budgets
Succession planning
Information Technology Support
Communications with executive staff
Diversity/mentoring
Planning process (creation of)
Losing quality personnel
Turnover (current)
Some people's lack of skills
Difficulty motivating
Supervisors supporting each other
Commitment to training and education
02/19/16 23
City of Delray Beach
Police Department Level of Service Overview
C. Opportunities
Opportunities
More Command Staff involvement
Improved communication
More supervisor training
Common goal of heading in the right direction
More internal/external support
Seeking alternative funding
Training and mentoring (succession planning)
Follow chain of command for consistent operations
Accountable FTO program
Continued use of social media
Self -correct
Walk and Talk
Restructure Information Technology positions
Value and meaning of open door policy
More community outreach for Haitian volunteers
Meeting with City and union representatives
Recruitment
Training method for metrics
Consistent accountability from the top
Inspection/updating of training manuals
Intelligence -led policing in full swing
Long term plan
Employee coaching
OSSI training (written manual/cheat sheets)
OSSI rights across-the-board
Limit time in specialty units
Strategic planning (long term)
Prioritize training
Set clear goals
Be visible
Advancement
Consistent uniform
Increase Training Unit staffing
02/19/16 24
City of Delray Beach
Police Department Level of Service Overview
D. Threats
Threats
A service population which is growing faster than the department is able to meet its needs
Budget reductions
Employee retention
Increased fraud and internet crimes
Continuous technology upgrade costs
Weakened judicial system
Reduced County jail space and prisoner transport resulting in increased recidivism
A growing service population of homeless, transient, and mentally ill residents
Unregulated rehabilitation facilities
Neighborhood quality -of -life issues
Decreasing social service organizations
Facility maintenance for aging Police building (i.e. increased repair/replacement costs)
Increased traffic issues
Revitalization of depressed neighborhoods
Ethnic populations increasing faster than department is able to create partnerships
Succession planning/loss of institutional knowledge
Ensuring safe communities with potential no increase in staffing
Increased employee pessimism due to over -burdened workforce
Need for larger, secure long-term evidence storage for bio -degradable evidence
Domestic and International increase in terrorism
Proliferation of Designer drugs and experimentation by the mainstream and casual drug users.
Resurgence of heroin, and the spread of communicable disease thru needle sharing
Unfunded State and Federal mandates
Re-entry of our Military Service members and the lack of programs to assist them with assimilating back
into a mainstream life style
02/19/16 25
City of Delray Beach
Police Department Level of Service Overview
Key:
I. Office of the Chief
A. Internal Affairs Unit
B. Administrative/Budget Unit
C. Public Information Office/Community Affairs
D. Emergency Management Unit
E. Special Services Bureau
F. Field Operations Bureau
II. Special Services Bureau (Supervised by an Assistant Chief)
A. Accreditation and Program Services Unit
B. Training Unit
C. Information Technology Unit
D. Community Response Division
1. Fleet/Special Operations Section
2. Community Service Officers
3. Traffic Unit
4. Clean & Safe
5. Atlantic Community High School Criminal Justice Academy
6. Dive Team
E. Support Services Division
1. Communications Section
2. Records/PINS Section
3. Volunteers
4. Youth Initiatives
III. Field Operations Bureau (Supervised by an Assistant Chief)
A. Community Patrol Division
1.
Administrative activities
2.
Central Sector
3
West Sector
4.
East Sector
5.
POP Impact Team
6.
SWAT Team
7.
K-9 Unit
B. Investigative Division
1. Investigative Section
a. Property Unit
b. Persons Unit
c. Vice, Intelligence and Narcotics Unit
d. Criminal Intelligence Unit
e. Crime Scene Unit
f. Evidence Unit
g. Hostage Negotiations Team
02/19/16 26
File #: 16-394, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Steve Hynes, Emergency Management Services
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
EMERGENCY MANAGEMENT LEVEL OF SERVICE
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Emergency Management Level of Service Overview
I. Commission Approved FY2017 - 2019 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (R Et R)
program
4. Focus on and invest in high value assets /programs
II. Departmental Goals and Level of Service Targets
A. Vision: Establish a world class municipal Emergency Management program,
keeping the Delray Beach community safe and resilient through coordination
and preparedness.
Mission: Minimize the impact of emergencies, disasters and planned events to
the Delray Beach community through education, planning and response by
coordinating information and resources.
B. Core Services
• Increase Emergency Management role to support residents, visitors,
businesses and city staff in preparing for, responding to and recovering
from man-made and natural disasters also known as an all hazards
approach.
• Reduce the loss of life and property of residents, businesses and visitors
due to man-made and natural disasters through Preparedness,
Mitigation, Response and Recovery planning.
• Provide an efficient, comprehensive organizational structure for
emergency response and recovery efforts and partner organizations to
ensure continuity of government.
• Coordinate emergency operations within the City of Delray Beach.
• Recover from all emergencies by providing for the rapid and orderly
start of restoration of persons and property affected by emergencies to
quickly restore normalcy within the community.
• Train residents, business owners, city leaders and staff on community All
- Hazard Preparedness, Planning, Mitigation, Response and Recovery
strategies.
C. Departmental Goals and Level of Service Targets (Department goals as they link
to each of the applicable Commission Goals)
Goal:
• Cooperatively build an All Hazard Municipal Emergency Management (EM)
program as a Department as well as build mobile EOC capabilities over
the next 5 years until a fixed CAT 5 rated, threat protected structure is
built to serve the City of Delray Beach over next 50 to 75 years as a 911
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City of Delray Beach
Emergency Management Level of Service Overview
call center, EOC, archive, 350 seat auditorium, fuel station, asset
storage, dormitory, kitchen and seat of government during incidents
when normal infrastructure is no longer able to be utilized or trusted,
West of Congress and preferably along Military Trail Corridor (away from
flood and rail areas).
• Seek additional funding from Grant opportunities
• Maintain oversight of Rapid/Damage Assessment Program
• Enhance Community Emergency Response Team (CERT)
• Develop:
➢ Emergency Operations Plan (EOP)
➢ Continuity of Operations Plan (COOP) for each department
➢ Continuity of Government Plan (COG)
➢ Disaster Debris Management and Monitoring Plan
➢ Operational EOC with devolution capabilities
➢ Explore internship opportunities with local institutions of higher
learning
➢ Implement outreach programs to the faith based, public and private
sector communities
➢ Create actionable Dept. of Health mass prophylaxis plan for city
staff and families
Departmental Goals and Level of Service Targets (Department goals as they link to
each of the applicable Commission Goals)
1. Regulatory / Legal Mandates - Federal, State, Local and / or contractual
2. Life / Safety Requirement
3. Code/ Policy Requirement
4. Best Management Practices/ Industry Standards
5. Past Practices, Current Practices and/or previous Initiatives
Commission
Product/ Service/ Progr
Description
Actu
Full Cost
Target
Proposed
Goal
am
at
LOS/Metr
Cost
LOS/
is
Metri
c
1, 2, 3, 4
40 EOC portable
EOC is seat of
0
0
Fully
$40yOOO.O
workstations, each
all
equipped
0
work station includes:
government
(Approx.
1 Laptop, 1 phone
operations
cost
(with own extension)
during a
pending
disaster.
IT
Government
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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and elected
officials must
have ability to
run city
operations
f rom EOC
alone.
1, 2,4
3 EOC Interactive
An interactive
0
0
Fully
White Boards. 2 within
whiteboard is
equipped
$15,000.0
EOC, 1 located at Ops
an
0(Approx.
breakout room
instructional
cost
tool that
pending
allows
IT
computer
estimate)
images to be
displayed onto
a board using
a digital
projector.
2,4
10 40" Flat Screen
Display
5
0
Fully
$2,250.00
T.V's for EOC
information
equipped
f rom news
stations
and/or Web
EOC, Weather
reports
1,2,3,4
2 Wi Fi Hot Spot
Internet
0
0
Fully
$400.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
IT
estimate)
1, 2, 3,4
2 Portable Hot Spots
Internet
0
0
Fully
$150.00(
connectivity
Equipped
Approx.
for the 37
cost
work stations
pending
during
IT
devolution
estimate)
(only
activated
when needed)
1,2,3,4
Remote internet
EPG as well as
0
0
Fully
(Unk.
Access control over
executive
equipped
cost
City Am Radio Station
staff must
pending
have ability to
IT
send public
estimate)
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City of Delray Beach
Emergency Management Level of Service Overview
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info notices
throughout
normal
operating days
and during
crisis. Radio
will be
utilized to
give public
constant info
to keep
community
calm and well
informed.
1,2,3,4
Arc GIS Damage
Software
0
0
Fully
$5,000.00
Reporting System:
program that
equipped
Program integrates
creates
with current GIS
damage
system
assessment
reports,
municipal
report must be
completed
within 30 days
of incident
1,2,4
Bold Planning:
Integrated tool
0
0
Fully
$25,000.0
COOP/EOP Software
that walks
equipped
0(Approx.
program / EM plans
users through
cost
consulting
each step of
pending
the COOP/
IT
COG/EOP
estimate)
planning
process.
1, 2, 3,4
10 Private Property
Tablets
0
0
Fully
$10YO00.0
Damage Assessment
connect with
equipped
0(Approx.
Team member
internet, send
cost
tablets:
and receive
pending
data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
10 Public Property
Tablets
0
0
Fully
$10,000.0
Damage Assessment
connect with
Equipped
0(Approx.
Team member Tablets
internet, send
cost
and receive
pending
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City of Delray Beach
Emergency Management Level of Service Overview
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data f rom
IT
EOC, drop GPS
estimate)
points, take
pictures,
create reports
1,2,3,4
20 Damage
Pelican type
0
0
Fully
$20,000.0
Assessment Team
case holding:
Equipped
0
member Go Kits
Digital
camera,
personal
protective
equipment,
flashlight,
handheld
radio,
misc. tools
1 A
Community Emergency
Educates
55
$15,000.00
1 CERT
$45,000.0
Response Team (CERT)
community,
mem
Team per
0
Triple size of CERT
cost increase
bers
large
membership annually.
to triple
HOA and
Cost covers instructor
membership.
Faith
overtime and CERT
based
team equipment
organizat
issued.
ion
1
NIMS Compliance
All city staff
20%
0
100%
$10,000.0
Training: Prepares
must take
of
staff
0
staff to meet
appropriate
staff
complian
community needs
level training
has
ce and
during disasters and
ands specialty
p y
met
prepared
special events
training to
mini
meet Federal
'
mum
State a n d
s
Local laws.
1,2,3,4
Code Red System is
Emergency
Curr
$5,000
city
$25,000.0
currently utilized to
Notification
ent
needs to
0
inform residents of
system
purc
cover a
everything from a boil
hase
popu latio
water notice to
price
n of
evacuation notice.
only
100,000
cove
rs a
popu
lati o
n of
appr
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City of Delray Beach
Emergency Management Level of Service Overview
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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oxim
ately
25,0
00
4,5
EM Director Admin
Assist EMD
0
0
Fully
$60,000
Assistant
with daily
staffed
(Approx.
operations and
cost
administrative
pending
functions
HR
review,
includes
benefits)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Work station
with daily
Equipped
(Approx.
to include computer,
operations and
cost
screen, keyboard,
administrative
pending
mouse, phone
functions
IT
estimate)
415
EM Director Admin
Assist EMD
0
0
Fully
$2,000.00
Assistant Office
with daily
Equipped
furniture
operations and
administrative
functions
1,2,3,4
Land acquisition for
Safe location
0
0
Purchase
$3,500,00
future EOC/911 call
to be seat of
d
0.00
center/multi use
government
building site
during
disasters/incid
ents
Accomplishments and Next Steps
FY 2015/2016 Accomplishments
Implemented Special Event planning process
Implemented Special Event / Critical Incident Time sheet
Financial Coding on all Special Events / Critical Incidents
Basic Incident Command System Training for all city staff (on going annually)
Increased CERT Program
Community reach out and awareness programs have begun
Emergency Management GAP analysis identified "low hanging fruit".
Department heads becoming stakeholders in EM preparedness initiatives
Successful mitigation of King Tides, large scale Special Events and February Tornado
City Staff attending emergency active shooter exercise
EOC staff attending full scale exercise
City EOC EPG attend full scale exercise
Commission ICS training
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City of Delray Beach
Emergency Management Level of Service Overview
FY 2016 / 2017 Initiatives
Community Resiliency Campaign
Expand current community communications capabilities
Expand CERT teams to Faith based organizations and HOA's
Train city staff to perform in EOC functions
NIMS Compliance
Increase CRS rating
Expand Code Red usage and community data base
Bring in EM specialty training courses ie, Debris Management, Damage Assessment and
Reporting, Super circular on 2 CFR 200 for city staff
Change pay policy to include double time rate for staff during declarations
Create written plan for temporary EOC facility within DBFR HQ.
FY 2017 / 2018 Plans: will be based on GAP and SWOT analysis during 2017.
SWOT: (Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the
Commission Goals)
A. Strengths
Strengths
Building EM program from nothing
Community support
Commitment to training and educations
Collaboration in solving issues and problems
Good reputation with outside stakeholders
New leadership
Public servants passion for city
Pulling resources together
Community partnerships
Senior Management "Buy -In"
County and State Resource support
B. Weaknesses
Weaknesses
Building EM program from nothing
Piggy backing on other departments for all resources and infrastructure
Building program from nothing
No fixed EOC
Staffing
Staff work loads
Internal communications problems, i.e. need to get more employee buy -in
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City of Delray Beach
Emergency Management Level of Service Overview
Staff not trained in Special Event Planning process
Special Event Community Support to institute necessary changes to keep events safe and
meet national standards
Special Event Site selection process
Special Event staffing to institute standards
Reduced funding for necessary equipment and infrastructure
Information Technology Support timelines
Communications and training with elected officials
Limited city staff trained in emergency management
Limited city staff trained to operate in EOC environment
Limited city staff trained in All Hazard Security and Threats
City staff not equipped or trained to conduct city damage assessments
Staff lack of understanding holistic approach to EM Preparedness
Current mitigation infrastructure needs during event / incident over next 6 - 12 months
Communications with community and staff during an incident
Community awareness
Community Education
Information not getting to subordinates
Understanding 2 CFR 200
Understanding Stafford Act reimbursement processes
Understanding roles during disaster at all levels
Social Media
All city assets in one geographical area and the increased risk
Speaking with "One Voice" during disasters
No COOP plans in place for any city department
No COG plans in place for city
C. Opportunities
Opportunities
Increase staffing for DAT, EOC staff, Debris management staff
Improved communication among staff and community
More NIMS /DHS / EM Based training
More community outreach to business and faith based organizations
More internal/external support
Seeking alternative funding
Training method for NIMS metrics
Steer staff towards free training opportunities
Strategic planning (long term) for EOC placement and supporting infrastructure to reduce
risk
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City of Delray Beach
Emergency Management Level of Service Overview
D. Th reats
Threats
Population exceeding city infrastructure
Budget reductions
Community complacency
Political complacency
City Staff complacency
Growing Special needs community
No accurate census during events, incidents or transient / tourist housing
Evacuation route congestion
Climate Change
Special Event Site selection
Manmade hazards
Natural hazards
New department silos
C:\Granicus\Legistar5\L5\Temp\f44e7f5e-292e-48e1-8fde-2e898c845a29.docxPage Sof 9
File #: 16-367, Version: 3
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Danielle Connor, Fire Department
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FIRE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
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Delray Beach Fire Rescue (DBFR) serves the City's population of 65,000 residents providing
services including but not limited to: fire suppression, fire prevention, fire investigation,
Advanced Life Support (ALS) and Basic Life Support (BLS) Emergency Medical Services,
Hazardous Materials response, and Specialty Rescue emergencies (rope rescue, confined space,
and dive rescue). The department also oversees the Ocean Rescue Division, including Lifeguard
and beach oversight. In our most recently completed FY 2014-2015, DBFR responded to 13,255
service calls. This 1% increase in call volume is broken down as follows:
14,000 - - FY 14-15 a Response Data 1o0i
I p
12,000
10,000
81000
61000
76%
4
4A
41000
22.60
21000 -4
1.40%
0
EMS Calls Fire Calls Other Calls Total
0 Seriesl 10,074 186 21995 13,255
In addition to the calls for emergency service noted above, the department also plays a critical
role in the preparation and staffing of a multitude of special events throughout the year. In the
past year, the department provided staffing and prepared Event Action Plans (EAP) for over 55
events within the City. Over 1,270 man hours were devoted to these events, with overtime
expenditures in excess of $83,000.
The service area is approximately 16 square miles, and services are provided per Interlocal
Agreement with the Town of Highland Beach and the Town of Gulf Stream. The department
currently provides its services from six fire stations (five in the City, and one in the Town of
Highland Beach), which are geographically spread throughout the City to maximize their
efficiency and effectiveness and to ensure appropriate service levels through response times.
Response time targets are established to ensure that units are strategically placed to ensure
timely responses that in turn ensure the minimization of damage from fire, or further patient
illness or injury caused by excessive delays. In this past year, the average total unit response
time (inclusive of dispatch time, turnout time, and travel) was 6:02. The average dispatch
handling time was 0:42, average turnout time was 1:13, and average travel time was 4:05.
There are a total of 175 employees within the Fire -Rescue Department, including Ocean
Rescue. Demographically, there are 144 males and 31 females. Further demographic
breakdown and the department's years of service spectrum is as follows:
Hispanic, 8 Asian, 1
Black, 10
Years of Service 25-30 Years
7%
0-4 Years
19%
5-9 Years
15%
10-14 Years
26%
20-24 Years
25%
15-19 Years
8%
With the exception of Ocean Rescue, all personnel are dual certified as Firefighters and
Paramedics or EMTs. Operationally, Delray Beach Fire Rescue staffs three (3) shifts (A,B,C) with
a minimum of 33 operating personnel per day, and each shift comprised of 44 total personnel
(133 operational positions).
This Level of Service document will outline the Fire -Rescue Department's current service levels
from three perspectives: core, best practice, and discretionary services. Background, data,
budgetary commitments, and identification of service recipients will be described and
conjoined with the identified City Commission goals for 2016-2018. Of special note is that the
current budget and staffing are reflective of the current census numbers and do not realistically
reflect the development, transitional housing, special events, and tourism that have together
made Delray Beach a legitimate destination to live, work, and play.
COMMISSION-APPROVED FY 2016-18 GOALS
1. Multi-year, integrated planning and budgeting process
Goals, objectives and measureable outcomes approved by
Commission at beginning
Initial plan year is basis for budget
Progress assessed and plan /budget updated semi-annually
2. Grow and diversify revenue base
No increase in property tax millage
Increase revenue from fees and services to full cost recovery levels
Aggressive economic development program
Evaluate City /CRA /DDA structure
3. Agree levels of service and a scheduled repair and replacement (R & RJ program
Fleet
Technology
Facilities
4. Focus on and invest in high value assets /programs
Clean and Safe
Special Events
Beach
5. Align organization and staffing to approved objectives and levels of service
CORE SERVICES
Fire Operations
The Operations Division is responsible for managing the emergency response resources of the
Department. Those responses include fire suppression, emergency medical services (EMS),
hazardous materials response and mitigation, dive rescue, building collapse, confined space
rescue, and rope rescue. We respond to and mitigate all natural or manmade disasters that
occur within our response area. We operate out of six (6) fire stations, including the Highland
Beach station, with one (1) Battalion Chief, one (1) EMS Captain (supervisor), four (4) Engine
Companies, two (2) Ladder Companies, six (6) Rescue Companies (medical transport units), and
one (1) Special Operations truck with a daily minimum staffing of 33 shift personnel. Each
Engine and Ladder Company is staffed with three (3) personnel including a Captain, Driver
Engineer, and Firefighter/Paramedic. Each Rescue Company is staffed with two (2)
Firefighter/Paramedics. There are 116 budgeted positions that include staffing of emergency
vehicles, one (1) Assistant Chief of Operations, one (1) Division Chief of EMS, one (1) Special
Operations Captain, and one (1) Administrative Assistant. The Department responded to 13,255
incidents in FY 14-15. The Fire Department's LOS Goal #1 is to transition from 2 -person to 3 -
person staffing for Rescue trucks, with designated Rescue Lieutenants on these units. Several
different financing options are provided in this tab to show how this staffing can be slowly
transitioned.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 4, 5
$18,857,950
External/Internal
Core
Fire Inspections/Prevention
The Delray Beach Fire -Rescue Department's Fire and Life Safety Division's mission is to ensure a
safe environment exists for residents, visitors, and employees working within the City limits.
The overall mission of the Fire and Life Safety Division is to partner with the fire safety
community and general public to help assure Delray Beach is a safe community for its residents
and guests. To accomplish its mission, the Division conducts inspections of businesses and
occupancies as mandated by state and local ordinances, performs life safety plan review, and
investigates all fires occurring within the Fire Department's jurisdiction with special emphasis
on major and suspicious fire incidents. During the past fiscal year, the Delray Beach Fire -Rescue
Department's Fire and Life Safety Division conducted a total of 10,042 fire and life safety
inspections. During these routine inspections, inspectors identified 433 code violations that
resulted in 399 corrections occurring within 90 days thereby creating a safer environment. The
Division consists of the Office of the Fire Marshal, five (5) Fire Inspectors, one (1) Plan Reviewer
and one (1) Administrative Assistant. The five Inspectors in the Division are currently made up
of individuals who hold the rank of Captain. All of the Fire Department's Special Events
planning and costing are managed by one of the Senior Inspectors. Given the number of events
and the associated required planning, this component of his job takes up a substantial amount
of his time.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,227,000
External/Internal
Core
Fire Investigation
Fire Inspectors conducted 40 fire investigations to determine cause and origin. These fire
investigations are conducted both during normal business hours as well as after hours.
Members of the Fire Safety Division that conduct these investigations hold certifications as Fire
Investigator I or II as recognized by the state of Florida Fire Marshal office. Some examples of
when a fire investigation occurs include; property damage over $25,000, suspicion of arson,
juvenile fire starters, fire related injury or death, code violations contributing to the start of the
fire, fire in general is suspicious in nature or undetermined, and/or a second alarm is called.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
See fire
External/Internal
Core
inspection/prevention
Goal 1, 3, 5
budget
External/Internal
Core
EMS
The EMS Division is responsible for managing the resources that contribute to the overall
operations of the Department. It is an integral part of the service delivery of the Department.
The division is also responsible for maintaining compliance with all state and local certification
requirements. Of the 133 budgeted positions for emergency response, 128 are certified
paramedics and five (5) are emergency medical technicians (EMTs). Every Engine, Ladder, and
Rescue Company is advanced life support (ALS) certified and equipped, with staffing of at least
one (1) paramedic. In FY 14-15, 76% of the total call volume was for EMS related incidents. All
EMS functions are provided under the medical license of our Medical Director, Dr. Craig
Kushnir.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$125,000
External/Internal
Core
Training
Delray Beach Fire Rescue prides itself on the intensive and quality training provided to its
members. In order to meet local, state and national standards and stay prepared for whatever
emergency situation could present DBFR, provides each member a minimum of 20 hours of
training per month. The Training Division is responsible for training ALL personnel, standards
compliance with NFPA and ISO requirements, and hiring and training of all new firefighters.
The Training Division oversees all on-line EMS/Fire training through Target Solutions which
provides each member over 250 hours of training opportunities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$420,000
Internal
Core
Records Management
Records management for DBFR fall under the responsibility of the IT Support Manager, the
Payroll and Records Coordinator, and the Administrative Officer through the utilization of
Firehouse, SafetyPad, Telestaff, and Target Solutions software. These responsibilities include
payroll, Worker Compensation paperwork, employee physical scheduling, evaluations, Driver's
License verification, public record requests, and subpoenas.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$100,000
External/Internal
Core
[lrann Racri m
The Ocean Rescue Division provides lifeguard services to the municipal beaches and Atlantic
Dunes Park, from 9:OOam — 5:OOpm, 365 days of the year. They are an integral part of the public
safety delivery system provided by the City. A large part of the work of the Ocean Rescue is
prevention through direct observation from the lifeguards in their towers. They provide
warnings through direct contact (whistle) as well as their flag system. These warnings keep
beach patrons safe from hazards such as rip currents, rough surf, man -o -war, etc. The division
also provides CPR classes to the public on a regular basis, as well as a Junior Lifeguard program,
annual Surf Festival, and an annual one -mile ocean swim competition. In FY 14-15, Ocean
Rescue expanded their hours of operation to 6:OOpm during daylight savings time with plans to
operate until 6:15 this year.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,430,420
External/Internal
Core
Administration
The Fire Administration Division consists of one Assistant Chief and one Administrative
Assistant and is responsible for the Training Division, Fire and Life Safety Division, Fleet,
Facilities as well as IT and Support Management. DBFR fleet consists of 18 staff vehicles and 15
specialty units. The facilities of DBFR consist of six fire stations, Ocean Rescue Headquarters,
and eight lifeguard towers. The Assistant Chief of Administration works hand in hand with the
Assistant Chief of Operations to provide safe working environments, efficient apparatus, and
meet the NFPA and ISO training needs.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$1,930,000
External/Internal
Core
BEST PRACTICE
Hazardous Materials
The Hazardous Materials Response Team (HMRT) is the community's first line of defense to
mitigate incidents involving chemical transportation accidents, chemical spills in
business/manufacturing facilities, and acts of terrorism involving weapons of mass destruction.
Additionally, our HMRT is one of four Regional Response Teams within Palm Beach County and
one of three State Response Teams within Florida's Region 7 territory. The City receives
approximately $250,000 annually through funding collected by the Solid Waste Authority to
fund the County regional hazmat team.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$810,000
External
Best
Ahura Tamm
The Dive Rescue Team is a rapid deployment water rescue unit within DBFR. Thirty six Dive
Rescue Specialists provide water rescue and recovery services throughout Delray Beach and for
surrounding cities. Divers are equipped with standardized technical diving equipment provided
on every frontline suppression and rescue apparatus within the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$59,000
External
Best
Technical Rescue
DBFR's Technical Rescue Team (TRT) responds to extreme rescue situations such as confined -
space rescue, high angle/low angle operations and vehicle extrication/stabilization operations.
The TRT members receive extensive training, have operational and technician level
certifications and demonstrate proficiency in special rescue operations before and while they
are assigned as a team member.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$62,000
External/Internal
Best
Public Education/Community Risk Reduction
Delray Beach Fire Rescue prides itself on community involvement. From participating in
community and school events, to hosting open house events at our fire stations DBFR places
community education and risk reduction as a core value. This year DBFR has hired for the first
time a civilian Public Education Specialist whose sole responsibility will be to foster the
relationship between the fire department and the community.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$55,000
External/Internal
Core
Public Information Officer
The Public Information Officer (PIO) provides pertinent and timely information to the various
local media outlets as well as our partners at City Hall and the Police Department. The PIO also
maintains our presence on the various social media sites including Facebook, Twitter, and
Instagram. Currently this position is filled with a shift Captain.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$2,000
External/Internal
Best
IT Support
The IT support for the Fire Department is staffed by one member. The functions of the IT
support include day to day support of all fire department specific software applications, training
of all personnel on the fire specific applications and liaison with Palm Beach County Fire
Rescues IT Division.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$98,000
Internal
Best Practice
Logistics
The logistics Captain position is a new position for the FY 15-16. This position reports directly to
the Assistant Chief of Administration. Job duties of this position include the ordering, stocking
and delivering of all EMS supplies, all Personal Protective Equipment (PPE) including bunker
gear, all station supplies and any other job duties deemed necessary. From an LOS perspective,
the roles and duties of this position could be served at a lower total cost by transitioning this
position from a sworn Captain to a civilian. The net cost for a civilian would be approximately
$80,000; thus projected savings of $95,000.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$175,000
Internal
Best Practice
EMS Billing
The department has one EMS Billing Supervisor and two EMS Billing Specialists who are
responsible for all duties related to EMS billing. This Division ensures standards and compliance
within the department by adhering to the established HIPAA and billing guidelines. For FY
14/15, the division exceeded their goal by collecting $2,522,538 in receivables.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$200,000
External/Internal
Best
Dlnn QAO\/11O\A/
Fire Plan review is conducted by one member of the Fire Safety Division who also spends 40%
of his hours reviewing City plans at City Hall. In the FY 15-16 there were 1,394 plans reviewed
during the fiscal year that generated an additional $196,329.83 in revenue for the City.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$40,000
External/Internal
Core
Highland Beach Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Highland
Beach. Per the ILA, the town funds 22.5 positions annually. In FY 14/15, there were a total of
525 emergency responses in Highland Beach. This station provides a second station east of the
ICK strengthening the department's capabilities.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$3,222,160
External/Internal
Discretionary
DISCRETIONARY
CERT Program
The Community Emergency Response Team Program (CERT) is an active program of community
volunteers who are trained and prepared to activate in the event of an emergency. Annual
training and refresher courses are offered. In FY 14/15, a total of 2,196 volunteer hours were
provided by CERT.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$10,610
External/Internal
Discretionary
Explorer Program
The Delray Beach Fire Explorer Post has been in existence for the past 30 years. This program
engages and trains young people about career choices in the fire and EMS field. Often, this
program has served as a recruitment tool for DBFR and has been utilized to try to enhance our
diversity.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
$7,560
External/Internal
Discretionary
Gulf Stream Contract
DBFR provides, through Interlocal Agreement, fire and EMS services to the Town of Gulf
Stream.
Commission Goal
FY 15/16 Budget
Customers
Service
Goal 1, 3, 5
($429,460)
External/Internal
Discretionary
FIRE -RESCUE DEPARTMENT GOALS AND LOS TARGETS
Vision: "Our vision is to provide fire -rescue, emergency medical and special operations services
at the highest level of excellence, professionalism and commitment to the community. Proud
of our past and embracing our future, the members of Delray Beach Fire -Rescue will work as an
effective and integrated team, dedicated to continuous improvement and maintaining a
positive environment. The Department will be a model to others and the pride of the
Community."
Mission: "The Delray Beach Fire -Rescue Department is resolved to provide the highest quality
of emergency services to residents and visitors of our community; effectively mitigating all
types of incidents threatening life or property; educating the public in specific aspects of health
and safety to assure a superior quality of life."
LOS Target #1— Increase Rescue Unit Staffing
The staffing and deployment model currently utilized in the Operations Division utilizes three
personnel on all Engine and Ladder trucks, and two personnel on Rescue trucks. Compared to
our mutual aid partners — Boca Raton, Boynton Beach, and Palm Beach County Fire Rescue -
DBFR is the only agency staffing all of our transport Rescue Units with two (2) FF/Paramedics.
Our mutual aid partners are staffing the majority of their Rescue Units with three (3)
FF/Paramedics. This configuration for emergency response dictates that in the majority of EMS
calls, both a fire apparatus and Rescue vehicle are required to respond (except in minor medical
instances) for the personnel. This response places five people at the scene of any medical
incident, with both units responding in tandem. One impact is that with both units at one
emergency call, any secondary call in that zone would necessitate an out -of -zone response,
resulting in not only the secondary zone now without one of its two apparatus, but delayed
response times, as well.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -Rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Engine and Ladder Trucks, and either two (2) or three (3)
FF/Paramedics to their Rescue trucks. The operational advantages of 3 -person Rescue vehicles,
particularly for the busier stations, includes:
• Reduction in response times
• Faster turnaround and inservice times at the local hospitals
• Availability of a second ALS unit in zone
• Less wear and tear and associated costs on the fire apparatus
• Potential for enhanced patient outcomes, and improved safety on emergency scenes.
The chart below shows the EMS calls only for DBFR since FY 00-01 to FY 14-15. During this time
frame, EMS calls have increased 14.9% from 8,769 in 2000 to 10,074 in 2015. Of note in the
most recent FY, 7,562 of the 10,074 EMS calls (75.1%) resulted in the patient being transported
to one of the local emergency departments. Whereas a typical EMS call can be 20-30 minutes,
this time frame increases to 60-75 when the patient is transported. These times translate to
time that this unit is not in service for any secondary calls that come into their respective zones.
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
FY
14-15
13-14
13 -Dec
11-12.
10-11.
09-10.
08-09.
07-08.
06-07.
05-06.
04-05.
03-04.
02-03.
01-02.
00-01.
EMS INCIDENTS
Total Received
10074
10354
9692
9202
9172
9422
10434
10141
9550
9410
9551
9739
8855
9032
8769
a. EMS calls by Zone
Sta.# 1
2585
2797
2561
2386
2377
2611
2998
2756
2817
2732
2748
2886
2580
2769
2704
Sta.# 2
1277
1295
1241
1100
897
618
675
905
657
663
696
730
640
693
604
Sta.# 3
2178
2229
2043
1902
2007
1993
2247
2151
1930
1939
2194
2113
1995
2003
1991
Sta.# 4
1752
1892
1781
1688
1745
1668
2020
1910
1875
1829
1608
1711
1626
1550
1560
Sta.# 5
1680
1605
1590
1608
1606
1758
1993
1843
1914
1851
1827
1854
1614
1626
1539
Sta.# 6
520
536
476
518
540
591
501
565
357
396
379
345
400
393
371
Out of Jurisdiction (OJ)
82
0
0
0
0
0
0
0
0
0
0
0
0
0
0
b. Transports per Station
Sta.# 1
1768
1846
1729
1779
1706
1905
1927
1884
1652
1541
1618
1660
1448
1332
1356
Sta.# 2
1028
1079
975
811
644
397
468
442
371
347
412
403
353
378
359
Sta.# 3
1586
1629
1519
1447
1318
1297
1335
1328
1208
1107
1387
1416
1231
1094
1143
Sta.# 4
1309
1338
1320
1325
1236
1295
1254
1284
1103
1144
1041
1135
987
859
885
Sta.# 5
1369
1321
1110
1353
1371
1623
1704
1594
1422
1360
1401
1299
1163
1120
969
Sta.# 6
502
551
432
369
347
271
214
257
207
238
234
226
253
226
211
7562
7764
7085
7084
6622
6788
6902
6789
5963
5737
6093
6139
5435
5009
4923
Stations #1 and #3 accounted for 47% of all EMS calls in our most recent FY. As we have been
trending this data for several years, while simultaneously considering the migration towards 3 -
person staffing for our Rescue vehicles, we decided to conduct a trial period for this current FY.
Staffing on the Rescue vehicles for Stations #1 and #3 was increased from 2 to 3 for a six month
period, which began in November 2015. The rationale was that these are our two busiest
stations, and the period covered has consistently been our busiest in recent years. To maximize
this investment, we decided to increase the staffing on our rescue units. Presently, we respond
from six fire stations (including Highland Beach) to over 13,000 calls during our peak hours,
which is statistically 0900-1800, Monday through Friday. The costs of the up staff (2 people x 9
hours per day, x 5 days per week x $49.34 per hour) will be $115,456. In 3 months of
implementation, the data suggests that the response times have been reduced, hospital
turnaround times have decreased, and there have been countless documented cases of
secondary calls coming into these zones that the in service fire apparatus handled. Although a
longer period of data analysis would give a more accurate picture of this staffing model, we
have initially received the anticipated outcome from the hypothesis of the impact of 3 -man
Rescues.
Although Stations #1 and #3 remain the department's busiest, special note should be given to
Fire Station #2, as well, which has seen an 83.5% increase call volume in a ten year period. In FY
04/15, Station #2 responded to 696 emergency calls. Last year (FY 14/15), this station
responded to 1277 EMS calls, 81% (1028) of which resulted in patient transport to a local
hospital. As the department's only barrier island station, increasing the rescue unit staffing
from two to three will have an immediate impact by allowing for faster hospital turnaround
times and having a secondary unit (the Fire Engine) available for any secondary responses in
that zone while the Rescue is on another call.
As a matter of practice, we regularly analyze response data to determine if the geography,
apparatus placement, equipment, and staffing are adequate and efficiently placed to maximize
our effectiveness. Per the table and discussion above the annual call volume has increased
steadily and consistently over the past several years. While future consideration will need to
address possibly adding another full service fire station and/or remote partial stations (North
and South Federal Highway), the focus in the next 12-36 months will be on adding personnel to
our Rescue apparatus in a methodical and strategic manner.
One of the core metrics, in addition to call volume, that is analyzed in consideration of
apparatus placement, staffing, and station construction is response times. The National Fire
Protection Association (NFPA) Standard for the Organization and Deployment of Fire
Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by
Career Fire Departments, 2010 Edition, also known as NFPA 1710, outlines the minimum
requirements for the deployment of fire suppression operations, emergency medical
operations, and special operations to the public by substantially all career fire departments.
The four phases of total response time are 1) dispatch notification, 2) fire department
notification time, 3) fire department turnout time, and 4) fire department travel time. As
mentioned, for our most recently completed FY, the average total unit response time (inclusive
of dispatch time, turnout time, and travel) was 6:02. The average dispatch handling time was
0:42, average turnout time was 1:13, and average travel time was 4:05.
Phase I Phase 11 Phase III
Dispatch Fire Department Fire Department
Notification !Turnout
riccalls 911
Call transferred Dis atch alerts Firefighters Firefi hters
� receive caI'l ar~d g
to Dispatcher Fire De artment travel to scene
Turn€�ut
Alarm
Handling time
(Includes answering
and processing time)
AIGDA Qf-nnt4nrrAc-
Alarm
Dispatch time
(Includes transfer time,
dispatch time)
NFPA Standards
Fire: 60 seconds or less
EMS: 60 seconds or less
Alarm
Turnout time
(Firefighters get
notification of alarm
and leave fire station)
NFPA Standards
Fire: 80 seconds or less
EMS: 80 seconds or less
"IIIII�j
Phase 11
Fire Department
Travel Time
IL
!�2Firefi
Alarm
Travel time
NFPA Standards
Fire: 240 seconds or less
EMS: 240 seconds or less
An analysis of our FY 2015 response time data, juxtaposed to the above NFPA standards is as
follows:
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
Counts
Percentage
Number of EMS Calls:
21295
100%
Turnout Time Less Than 60 Seconds:
7445
34.96%
Turnout Time More Than 60 Seconds:
13850
65.04%
Travel Time Less Than 4 Minutes:
10661
50.06%
Travel Time More Than 4 Minutes:
10634
Counts
49.94%
Percentage
Number of Fire Calls:
693
100%
Turnout Time Less Than 80 Seconds:
251
36.22%
Turnout Time More Than 80 Seconds:
442
63.78%
Travel Time Less Than 4 Minutes:
238
34.34%
Travel Time More Than 4 Minutes:
455
Counts
65.66%
Percentage
Number of MVA Calls:
3397
100%
Turnout Time Less Than 60 Seconds:
1110
32.68%
Turnout Time More Than 60 Seconds:
2287
67.32%
Travel Time Less Than 4 Minutes:
1578
46.45%
Travel Time More Than 4 Minutes:
1 1819
53.55%
Where, when, and how to incorporate this staffing can yield many hypothetical responses. For
example, we can hire personnel to add a third person to one rescue per year. Or, we could
continue with peak staffing of two stations. Or, we could expand the peak staffing to four
stations. Full time peak staffing? Part time only peak staffing? The combinations are unique.
As unique as they are, the associated costs are reflected in the variance of each proposal. The
premise for these discussions will be predicated upon the following:
The current cost of a new Firefighter is broken down as follows:
Firefighter/Paramedic
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
BARGAINING HOLIDAY
4.23%
$2,093.96
PENSION
58.17%
$30,009.04
SOCIAL SECURITY
6.20%
$3,198.27
MED. SOCIAL SECURITY
1.45%
$747.98
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
LIFE INSURANCE
$13.00
Monthly
$156.00
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNIFORMS
$1,000.00
BUNKER GEAR
$2,500.00
Total
$99,123.83
The Fire -Rescue Department uses a Full Time Equivalent (FTE) factor of 4.2 for planning,
budgeting and staffing purposes. In other words, each position requires hiring 4.2 personnel.
This number is calculated based upon three shifts (one per shift) and annual averages of
employee leave time (ie, sick time, vacation time, Worker Compensation injuries, maternity
leave, bereavement leave). Using this full cost methodology, to hire one person on a full time
basis for one rescue vehicle would be $395.600 (Option F, below). To hire personnel to
permanently staff two rescue vehicles would then be $791,200 (Option Q.
In consideration of long term LOS goals for Fire -Rescue, permanent 3 -person staffing is the
goal. In an attempt to roll this staffing out at our high volume stations during peak hours, we
have prepared the following staffing options. Options A through D would utilize overtime to
staff our three or four busiest rescues with a third person. We have further broken this option
down to 6 or 12 month time periods. The primary benefit to utilizing overtime funding is that
the City would avoid the associated costs of hiring additional personnel (ie, uniforms, bunker
gear, health insurance, pension costs, etc). Utilizing overtime as the less expensive option will
afford the department and the City time to a) pursue grant funding, and b) plan for the
increased expenditures.
Option A
Option C
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
Add peak hour staffing to R115
57,728 Add peak hour staffing to R115
115,456
******* 6 months,1 additional
person on four units, 0900-1800
*******12 months, 1 additional
230,912 person on four units, 0900-1800
461,824
M
Option 6
Option D
I
Add peak hour staffing to R111
57,728 Add peak hour staffing to R111
115,456
Add peak hour staffing to R113
57,728 Add peak hour staffing to R113
115,456
Add peak hour staffing to R114
57,728 Add peak hour staffing to R114
115,456
******* 6 months,1 additional
person on three units, 0900-1800
Option E
*******12 months, 1 additional
173,184 person on three units, 0900-1800
Option F
346,368
Permanently add 3rd person to R111
Permanently add 3rd person to
416,316 R113
416316
Permanently add 3rd person to R113
416,316
832,632
LOS Target #2 — Rescue Supervisors
The Rescue vehicles, as described above, are currently manned with two
Firefighter/Paramedics. Both personnel are the same rank, and neither is a supervisor. Last
year, 10,074 of the department's 13,255 service calls were EMS -related, which accounts for
76%. These two person Rescue Companies function alone on the majority of calls. 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 states that
"Each company shall be led by an officer who shall be considered a part of the company"
(5.2.2.2.2). Furthermore, the industry standard in South Florida is to provide a supervisor on
each Rescue. This provides oversite and responsibility to a specific individual on the Rescue to
ensure treatment protocols and documentation are followed and completed in a timely and
professional manner.
As with any organization, there is more than one way to allocate resources to meet the goals
and objectives of the overall mission. Fire -rescue deployment models in Palm Beach and
Broward Counties with similar demographics, populations, and services provided by fire -rescue,
assign three (3) personnel to Rescue Trucks. All of our mutual aid partners, Boca Raton,
Boynton Beach, and Palm Beach County Fire Rescue, have three personnel on the majority of
their Rescue apparatus.
Jurisdiction
Engine
Ladder
Rescue Unit
Combined
Fire/EMS
System
Population
Annual Incident
Volume
Fire Stations
Delray Beach
3
3
2
Yes
65,055
13,000
516*
Boynton Beach
3
3
3
Yes
73,124
12,791
5
Boca Raton
3
3
312**
Yes
91,332
18,606
8
Palm Beach County
3
3
3
Yes
11397,710
1311171
49
Ft. Lauderdale
3
3
3
Yes
176,013
54,387
11
Pompano
3
3
3
Yes
106,105
28,000
6
West Palm Beach
3
3
3
Yes
104,031
25,113
8
* Delray Beach has
** Boca
five fire stations
Raton Fire
with minimum
Rescue
daily staffing of 28
operates
personnel. A
two of their
contract with
Rescue
Highland Beach
units with
operaties Station #6 two (2)
with five personnel
personnel.
bringing daily
They also
staffing to 33.
staff a three
(3) person
Rescue Unit
M - F, 0800-
1800
In addition to the stated benefits of having three personnel on Rescue Trucks (as outlined in
LOS Target #1), one of the essential benefits is having a supervisor on every unit and available
for response to every emergency call in the City. The position of Rescue Supervisor would
enhance accountability, improve customer service, ensure treatment protocols are upheld,
would serve as Field Training Officers (a cost savings), and would be responsible for Quality
Assurance (QA) of all EMS Patient Care Reports (PCR). As we migrate toward 3 personnel on
our Rescue vehicles, the LOS target of staffing these apparatus with Rescue Supervisors should
run concurrent.
The cost of implementing this LOS goal would have to be determined per the collective
bargaining process, and in consultation with Human Resources. This would represent the
creation of a new position, and thus a new pay classification would have to be established, as
well. The pay scale would have to be consistent with separation from the Paramedic
classification, but less than the Captain position. This would not require the addition of any
new personnel, rather, the titles and nomenclature would be reclassified.
LOS Target #3 - Additional Training Captain
Currently, Delray Beach Fire Rescue is comprised of over 95% Paramedic and Firefighter II
certified personnel. Additionally, 63 personnel certified as Hazardous Material Technicians, 33
personnel as Dive Rescue Specialist, 42 Rope Rescue, 42 Confined Space, and 60 Florida State
Fire Inspector. Other certifications personnel at Delray Beach Fire Rescue possess and maintain
are Live Fire Training Instructor (LFTI), Fire Investigator (I and II, Vehicle and Machinery
Technician, Structural Collapse, Trench Rescue, and Fire Instructor (I, II, and III).
Of these 133 personnel, there are currently 24 members in the Deferred Retirement Option
Plan (DROP) which places 5 year maximum employment expectancy. In addition to the 24
members in the DROP, there are 21 members who have reached their 20 -year mark and are
DROP eligible. In the past year Delray Beach Fire Rescue has hired 31 new Firefighter /
Paramedics due to attrition through retirement and/or resignation. In addition to the projected
attrition below, Delray Beach Fire Rescue has had 15 resignations and 1 termination over the
past 5 years.
Attrition and Hire Projections
DROP, 24
New Hires, 31
s
Less than 1
vr. 18 �
DROP Eligible, 21
Each new recruit for Delray Beach Fire Rescue is required to complete a probationary training
program lasting anywhere from 10-12 weeks depending on the number of new hires. Combined
with those members in the DROP and DROP eligible personnel, by FY 2021 Delray Beach Fire
Rescue will have 51% of its total operational personnel with less than 5 years' experience.
Training forms the foundation of all fire department performance. As with most occupations
that may involve saving lives, training is of paramount importance. As firefighters however, we
are faced with a variety of potentially deadly situations that simply cannot be duplicated using
computer simulations or tabletop exercises. Fire Executives must create an atmosphere where
firefighters can practice and maintain proficiency at their craft. Training of firefighters under
realistic conditions is critical for efficient and effective performance of technical firefighting
skills on the fire ground and for firefighter safety. In a nutshell, fire department training
improves firefighter safety. The ever-changing technologies in fire suppression techniques
require that firefighters be knowledgeable, trained, and experienced. Within the next two
years, the department will have a training center to support our expanding training needs.
Training is ongoing, repetitive, and challenging, and encompasses a combination of
methodologies that are didactic, practical, classroom, skills based training and evolutions in
areas including;
o Recruit orientation training
o Officer Development training
o Driver Engineer continuing education and training
o Multi -company drills
o Roof ventilation
o Search -and -rescue
o Forcible entry
o Interior ventilation
o Wind -driven fire evolutions
It is the recommendation of the Fire Chief in accordance to LOS Goal #4, to create an additional
Training Captain position bringing the total number of positions to two (2). According to NFPA
1001, each member of Delray Beach Fire Rescue including administrative staff, is required to
complete a minimum of 20 hours per month totaling over 35,000 hours of training per year.
NFPA also has training requirements for positions including Driver Engineer, Company Officer,
Hazardous Material, New Recruits, Incident Management, NIMS, Dive Rescue, Rope Rescue,
Confined Space, EMT, and Paramedic. While once the training in the fire service industry was
minimal or consisted of practicing flowing water through hose lines, the philosophy of training
in a post -9/11 world is significantly different. Our departmental training is inclusive of fire,
EMS, Hazardous Materials, Technical Rescue (rope rescue, confined space, elevated rescue,
etc.), terrorism preparedness, and administrative policy review.
The estimated costs would include hiring one additional entry level Firefighter, and the
associated costs of the promotion and reclassification of one individual from Firefighter to
Captain. Total cost estimate to add an additional Training Captain would be $133,737.07.
Firefighter/Paramedic
Training Captain
(promotional costs)
Annually
Annually
PER HOUR (MINIMUM)
PER HOUR
$49,491.00
PER HOUR (MINIMUM)
PER HOUR
$201000.00
BARGAINING HOLIDAY
4.23%
$2,093.96
BARGAINING HOLIDAY
4.23%
$846.20
PENSION
58.17%
$30,009.04
PENSION
58.17%
$12,127.07
SOCIAL SECU RITY
6.20%
$3,198.27
SOCIAL SECU RITY
6.20%
$11292.46
MED. SOCIAL SECURITY
1.45%
$747.98
MED. SOCIAL SECURITY
1.45%
$302.27
WORKERS COMPENSATION
$ -
WORKERS COMPENSATION
$ -
DISABILITY
0.22%
$111.94
DISABILITY
0.22%
$45.24
EMPLOYEE ASSISTANCE
$2.55
Monthly
$30.60
EMPLOYEE ASSISTANCE
$2.55
Monthly
LIFE INSURANCE
$13.00
Monthly
$156.00
LIFE INSURANCE
$13.00
Monthly
HEALTH INSURANCE
$812.66
Monthly
$9,751.92
HEALTH INSURANCE
$812.66
Monthly
UNEMPLOYMENT
$2.76
Monthly
$33.12
UNEMPLOYMENT
$2.76
Monthly
UNIFORMS
$1,000.00
UNIFORMS
BUNKERGEAR
$2,500.00
BUNKERGEAR
Total
$99,123.83
$3416
DEPARTMENT GOALS
• Protect life and property in the community through timely emergency response.
• Provide career development, education, and training for personnel to meet future
challenges and issues that will impact the City.
• Expand fire safety education programs
• Improve cardiac arrest (ROSC) patient outcomes
• Improve the Logistics position's capacity to support Operations
• Graduate to a comprehensive inspection program for all community structures
• Implement an officer development program to better prepare employees who may
want to move into management positions within the department
• Prepare long and short term strategic goals for succession planning, apparatus
replacement, and capital infrastructure replacement
• Reduce preventable deaths, injuries, and property loss in the community through
public education programs.
• Maintain proactive recruitment programs to attract and retain high quality
professional staff.
• Be responsive to all customer and citizen needs by identifying appropriate service
levels through interaction with citizens and other local government departments.
Maintain high level of compliance with industry standards.
• Require all buildings to be in compliance with the appropriate local and state fire
codes.
• Reduce preventable and intentional fires in the City.
• Educate the community on methods of reducing preventable deaths, injuries, and
property loss through public education instructional programs, teacher training in
schools, and adult group presentations throughout the community.
FIRE -RESCUE GOVERNANCE
1. City of Delray Beach Ordinance
a. Section 33.20 - ESTABLISHMENT: Department to be known and designated as
the Fire -Rescue Department is created for the City.
i. (Code 1980, § 11-1; Ord. No. 46-02, § 1, passed 10/1/02)
b. Section 33.21— POWERS, DUTIES OF DEPARTMENT: The Fire -Rescue
Department shall have control and management of all fires and emergency
medical services within the limits of the City. It shall be unlawful for any person to
interfere with any Fire -Rescue Department personnel by means of a physical act
with the intent to hinder said Fire -Rescue Department personnel in the
performance of his duties.
i. (Code 1980, § 11-2; Ord. No. 46-02, § 1, passed 10/1/02)
2. Regulatory Mandates
a. OSHA regulations
i. CFR 1910.132 —Personal Protective Equipment
ii. CFR 1910.156 (a)—Training
iii. CFR 1910.120 -Hazardous Materials
b. Bureau of EMS
i. Chapter 64-J of Florida Administrative Code
ii. Chapter 401 F.S.
iii. EMT/Paramedic Certification
iv. ALS vehicle regulation and licensure
c. Florida Fire Prevention Code and Florida Building Code
3. Code/Policy/Contract
a. Mutual/Automatic Aid Agreements
i. PBCFR
ii. Boynton Beach
iii. Boca Raton
4. Best Management Practices
a. NPFA Standards
i. 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
i i. Response times
iii. NFPA 1500: Standard on Fire Department Occupational Safety and
Health Programs
iv. Firefighter physicals
v. Personal Protective Equipment (PPE)
b. National Fire Incident Reporting System (NFIRS)
c. National Emergency Medical Services Information System (NEMSIS)
d. American Heart Association (AHA)
i. Care of cardiac patients (CPR, ACLS)
ii. Care of stoke patients
5. Insurance Service Office (ISO) community rating system
6. United States Fire Administration (USFA)
2015 Accomplishments
• Installation of diesel exhaust removal system in all fire stations
• Migrated to the PBCFR Dispatch System in May 2015
• Established a routine fire inspection program utilizing an electronic inspection records
management system
• Installed 525 smoke detectors and conducted over 200 home inspections
• Successful transition of Ocean Rescue from Parks and Recreation to Fire -Rescue with
resulting service enhancements
• Ratification of a three year Collective Bargaining Agreement (CBA) with the IAFF 2928
• Insurance Services Office (ISO) site visit took place in November 2015. The department
maintained a Class 2 rating.
• Established a Logistics position to better utilize and manage resources
2015-2016 Initiatives
• Relocation/rebuild of Fire Station #3
o Land acquisition
o RFQ/RFP for design/build
• RFQ/RFP for training center
• Hire new Fire Chief
• Implementation of new CBA
• Migration to new RMS system for EMS Patient Care Report (PCR) and training
• Apparatus replacement
o Ordered two fire apparatus
o Ordered one replacement rescue truck
• Peak level staffing of rescue trucks
o R111 and R113 staffed with three personnel from November 2015 to May 2016
o Peak level staffing, Monday through Friday, 0900-1800
• Continuation of cancer prevention efforts
o Bunker gear washers
o MagneGrip diesel exhaust removal system installed and in use
• Hired 18 new Firefighters
o Complete orientation
o Assign to shift
o Completion of probationary requirements
• Succession Planning
o Officer Development Program
o Promotional Examinations
o Talent Identification
LOS implementation timelines
• Immediate: The logistics position is currently staffed by a Captain. Transitioning this
position to a civilian will save a minimum of $70,,000 and will have minimal impact on
the organization.
• FY 16/17: Add one additional position to Rescue 113, which would entail hiring four
(4) additional Firefighters.
• FY 16/17: Through the CBA process, add the rank of "Rescue Lieutenant" and have a
supervisor placed on all rescue apparatus.
• FY 16/17: Add one additional Training Captain to the Training Division
• FY 18/19: Add one additional position to Rescue 111, which would entail hiring four
(4) additional Firefighters.
• FY 20/21: Add one additional position to Rescue 112, which would entail hiring four
(4) additional Firefighters.
• FY 22/23: Add one additional position to Rescue 114, which would entail hiring four
(4) additional Firefighters.
• FY 24/25: Add one additional position to Rescue 115, which would entail hiring four
(4) additional Firefighters.
EXECUTIVE SUMMARY
The City of Delray Beach is a prospering and growing community. The Fire Department
provides one half of the City's public safety. In 1989, the department responded to 6,500 calls.
In 2015, we responded to 13,255. As the community has grown, become more populated, and
become a tourist destination, the services the Fire Department has provided have expanded, as
well. The service expectations in a post 9/11 world are significant. As stated in the
introduction, the department provides the essential services of fire protection and EMS patient
care and transportation. As explained, the department provides these and many more services
to the community, including a variety of community risk reduction efforts, fire inspection, fire
investigation, Special Operations (Dive Rescue, Hazardous Materials, Confined Space, High
Angle Rescue), CERT, and Explorer Program. The LOS changes in this document provide for the
continuity of these services, and in some cases, the expansion of the department's capabilities
to meet response time and service expectations. The additional staffing (third person on
Rescue vehicles) will provide an ROI in the form of the maintenance of our response times, and
ensuring the highest level of patient care. Also, this staffing model will allow for the cost
avoidance of building an additional fire station for the foreseeable future and will result in
immediate cost savings of fuel and wear and tear on the fire apparatus which would not be
responding to their current volume of responses. The future of the Fire Department will mean
efficient responses to emergency calls with sufficiently trained staff, and with a supervisor on
all of the responses the department makes each year, increasing accountability and consumer
expectations.
File #: 16-376, Version: 1
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 12, 2016
FINANCE DEPARTMENT LEVEL OF SERVICE PRESENTATION
100 N.W. 1 st Avenue
Delray Beach, FL 33444
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
City of Delray Beach
Departmental Level of Service Overview - Finance
I. Commission Approved FY2016 - 2018 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (REtR)
program
4. Focus on and invest in high value assets/programs
II. Departmental Goals and Level of Service Targets
A. Mission: Finance designs and manages the City's planning and financial
structure and operations to safeguard City assets and maximize levels of
service at acceptable levels of cost.
B. Core Services
The Accounting core service includes recording and publicly reporting all City
financial activity. The annual deliverable is the City's Comprehensive Annual Financial
Report (CAFR). Accounting also administers two pension plans and counsels
employees on retirement programs. The Accounts Payable group manages 14,000
annual payments. Payroll administration insures payments and federal tax reporting
for the City's 750 employees.
The Treasury core service insures that City has sufficient cash to achieve operating
goals. This also includes safeguarding the City's cash and non-cash assets.
The Risk Management core service manages the City's property and casualty
insurance programs. It also includes managing citywide workplace safety programs.
The Planning, budgeting and control core service designs and administers the City's
multi-year and annual plan and budget processes. This includes operating plans and
operating and capital budgets. The annual deliverable is the officially adopted annual
budget. This service also includes monthly reports on actual vs. plan performance.
This service also includes providing financial advice and support to the City
Commission and departments.
The Utilities / Customer Service core service bills and collects for City water / sewer
and sanitation services, including read 22,000 water meters monthly. This service
also includes general customer teller operations.
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City of Delray Beach
Departmental Level of Service Overview - Finance
C. Departmental Goals and Level of Service Targets
1. Regulatory / Legal Mandates - Federal, State, Local Ordinances, Resolutions, and / or contractual
Commission
Goal
Product /
Service /
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Program
Produce and submit audited
CAFR by June 30 (Florida Statute
Submit CAFR by
395.0
Submit CAFR by
399.0
218.32 Annual financial reports;
Mar 31
Feb 28
local governmental entities.)
Valid and proper accounts
100/ o processed
100/ 0 processed
payable invoices paid on time
within 30 days of
145.0
within 30 days of
145.0
(Prompt Payment rule 31 u. s. c.
recei pt
recei pt
3 903 )
Payroll paid on regular
Pay 100% of
Pay 100% of
Accounting
paydays for each pay period
employees on
123.9
employees on
123.9
(FLSA)
timely basis
timely basis
1
Comply with all financial
Be in compliance
Be in compliance
with all grant
requirements of grant
with all grant
105.9
requirements
reqo
105.9
agreements
requirements
100/ of the time
File all reports
File all reports
Pension administration for all
timely with Dept
89.8
timely with Dept
89.8
pension plans
of Retirement
of Retirement
Services
Services
Operating and Capital budget
P B Et C
(Florida Statute 166.241 Fiscal
Approved bud et
g
143.5
Approved budget
p p g
143.5
years, budgets, and budget
amendments.)
WC Claims reporting to Third
Within 4 days;
Report within 4
4
Risk Mgmt
Party Administrator (Florida
Analyzed WC
115.6
days 99% of the
118.5
Statute 440.185)
claims annually
time.
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
Product /
Service /
Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
5
UTB
Bill Et collect payments for
< 3% estimated
460.5
< 2% estimated
470
22,100 accounts monthly
reads
96.4
reads
100
Internal and External
> 175
Reporting related to Cash,
Train new
4
Risk Mgmt
Debt and Investments
employees
(Florida Statute 280.17 Public
New Employees
19.2
within one
20
Depositor, Florida Statute
o
100/ on-time
o
100/ on time
4
Accounting
218.32 CAFR, Florida
157.3
starting 95%
$160.5
1 24 BSECreporting
Statute 66. Budgets,
reporting
Rule 15c2-12 Operating Data,
Florida Statute 218.32
Continuing Investment
Education)
2. Life / Safety Requirement
Commission
Goal
Product / Service /
Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Training / field
T
raining /
Workplace safety
surveys > 175
96.4
field surveys
100
> 175
Train new
4
Risk Mgmt
employees
Safety Training for New
New Employees
19.2
within one
20
Employees (Orientation)
0
(Orientation) 100/
month of
starting 95%
of the time
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10
City of Delray Beach
Departmental Level of Service Overview - Finance
3. Code/Policy Requirement - City Commissioner's Motions, City Manager's Direction
Commission
Goal
Product / Service /
Program
Description
Actual LOS/Metric
Full
Cost
Target LOS / Metric
Proposed
Cost
Responded to
($000)
Respond to City
($000)
4
Financial advice
Maintained
Maintain
4
Accounting
Meet cash needs
Reserves > 19
25.9
Reserves > 19
25.9
Management
of the time
4
Accounting
Ensure Debt Payments are made timely (BF-
100% On-
3.5
o
100/ On -Time
3.5
23 Debt Mgmt Policy)
Time
City's Investment returns meet or exceed
the designated benchmarks Et ratings; LT -
Met
Exceed
4
Accounting
BOA Merrill Lynch 1-3 Year U.S. Treasury
Benchmark
109.2
Benchmark
109.5
Index; ST- S&P Rated Govt. Invest. Pools
Returns
Returns
Index (BF -2 Investment Policy)
97% Monthly
< o
< 3/
Zero
4
UTB
Read 22,000 meters monthly
estimated
418.7
estimated
429
routes
routes
4. Best Management Practices
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Responded to
Respond to City
4
Financial advice
Senor Management
Accounting
and support
City Senor
339.8
0
within 1 week 95/
339.8
Management
of the time
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Pension Plan
Train 50
employees
Train 50 employees
4
Accounting
employee
during the
99.8
during the fiscal
99.8
education
fiscal year
year
Obtain G FOA
Obtain G FOA
Certificate of
Certificate cate of
4
Accounting
Financial Reporting
Excellence in
1
Excellence in
1
Financial
Financial Reporting
Reporting
Bank
reconciliations
Prepare
Prepare within 30
4
Accounting
prepared on timely
within 30 days
10
days of month end
10
basis
of month end
o
90/ of the time.
Competitively
..
Competitively pace
paced the
the cost of
4
Risk Mgmt
Property Et Casualty
Insurance
cost of
in
19.2
insurance coverage
20
coverage
annually (market
the open
renewal)
market
Assigning care to
Within 1
Assign care within
4
Risk Mgmt
WC employee
business day
19.2
one business day
20
o
99/ of the time
Respond to Liability
Within 1
Report within one
4
Risk Mgmt
Claimants
business day
38.5
o
business day 99/ of
39
the time
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City of Delray Beach
Departmental Level of Service Overview - Finance
Commission
Goal
product / Service / Program
Description
Actual LOS/Metric
Full Cost
($000)
Target LOS / Metric
Proposed Cost
($000)
Analyze WC
Analyze WC Clams
Analyze WC clams
Clams within
within five business
4
Risk Management
and managing
five business
77.4
0
day 99/ of the
79
network doctors
o
day 95/ of the
time
time.
Encourage utility
Currently
UTB/Customer
customers to
8,345 utilize
Increase customers
4
service
choose to make
self-service
505.1
utilizing self -serve
515
payments
pay by 5 o
electronicall .
Y
pay
Monitor and
minimize Accounts
Receivable Days
Outstanding.
The number of days
Monitor A/R
A/R Days
4
Accounting
that a customer
Days
86.8
Outstanding
90.5
invoice is
Outstanding
/Month
outstanding before
each Month
Decreases at EOY
it is collected.
Less than 45 days is
considered
excellent.
III. Accomplishments and Next Steps
A. FY2015 Accomplishments
Accounting and Financia( Reporting
• Completed and submitted the 2015 Comprehensive Annual Financial Report on timely basis.
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City of Delray Beach
Departmental Level of Service Overview - Finance
• City received the Certificate of Achievement for Excellence in Financial Reporting Award for the 2014 CAFR. City
expects to receive the Certificate of Achievement for Excellence in Financial Reporting Award for the 2015 CAFR
(approximate 6 month review process).
• Finance implemented process to include employee service awards with biweekly check instead of through
manual checks thereby reducing the number of checks written and unclaimed checks.
Planning, Budgeting Et Control
• Began process to allow for earlier City Commission involvement in the budget process.
• Passed budget for FY 2016.
• Provided financial information for IAFF negotiations.
• Provided financial information for Police LT negotiations.
• Provided financial information for SEIU negotiations.
• Developed new monthly report for distribution to Department Heads and City Commission.
• Provided financial information for Fire/County negotiations.
• Passed budget amendment.
Treasury
• On Feb. 24, 2015, Commission approved Resolution 13-15, authorizing the issuance of $39MM Utility Tax Revenue
and Improvement Bonds, Series 2015, whereby the sale netted $2.5MM net present value debt service savings
and provided for the refunding of the City's outstanding Utilities Tax Revenue Bonds, Series 2007, prepayment of
a portion of the City's outstanding Bond Anticipation Revenue Improvement Notes, Series 2013 and $9MM to be
utilized for financing of certain capital projects within the City.
• On May 5, 2015, Commission approved Resolution 25-15, authorizing the execution and delivery of a Master
Equipment Lease/ Purchase Agreement with Banc of America Public Capital Corp., who responded with the
lowest overall borrowing costs and most favorable terms to a public notice for a $10MM Non -Revolving Line of
Credit to finance certain capital expenditures. Also on May 5, 2015, Commission approved Resolution 26-15,
declaring the City's intent to reimburse itself for certain capital expenditures, within the guidelines of the
master equipment lease/ purchase agreement.
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City of Delray Beach
Departmental Level of Service Overview - Finance
Utility Billing Et Customer Service
• Continued with the implementation of the City Wide Meter Replacement program, we added additional
staffing to facilitate the utility billing process and improve internal billing and customer service processes.
• We had an interface built by SunGard to import and extract meter data to the SunGard system to eliminate
manual data entry for the City Wide meter replacement program.
• A Refund in the amount of approximately 1.6 million dollars in excess cart replacement fees to our
customers.
• We assisted with the implementation and billing process for the new sanitation vendor Southern Waste
Systems LLC.
Risk Management
.
Review and, if desirable, restructure the City's existing business insurance relationships. Review current self-
insurance policy, including property, legal liability and workers compensation programs.
• Continue to manage claims prevention and a City wide financial structure and debt plan. Develop and
negotiate the City's insurance policies and programs; account for the cost of insurance and claims; communicate
and assist employees in matters of workers' compensation claims, investigate and settle liability claims, monitor
claims development, monitor and advise on loss control and safety matters.
• Continue to be the City's risk management expert and resource. Establish and maintain relationships with the
financial advisors and financing sources. Assist departments and senior management in all matters to minimize
overall risk of loss to the City.
Treasury
• Review and restructure the City's banking relationships. Review and analyze alternatives and develop
restructuring plan. Suggest preliminary findings by Apr 2016, with an RFP to be evaluated before Sept. 2016.
• Develop and implement a City wide cash management program . This includes direct management and review of
daily cash operations (including Armored Courier Services) at multiple City locations, accounts receivable, short
term investments, and oversight (through development of policies) of payables.
• Develop and implement a City wide financial structure and debt plan. Insure that the City has access to funding
necessary to achieve public policy objectives by evaluating Borrowing Capacity, maintaining Debt Policies and
Debt Covenants.
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City of Delray Beach
Departmental Level of Service Overview - Finance
• Continue to be the City's cash and debt expert and resource. Establish and maintain relationships with the
financial advisors and financing sources. Assist in the design process of establishing new business processes that
affect Cash.
Utility Billing
• Review, restructure and modernize existing utility billing activities by taking advantage of new systems /
software capabilities. Identify opportunities for electronic invoicing both for current UTB invoices and for other
invoicing activities City wide. Look for opportunities to restructure staffing based on changes achieved
• Review, restructure and modernize existing utility collection (bill payment) activities by taking advantage of
new systems / software capabilities. Identify opportunities for electronic payments both for current UTB
invoices and for other invoicing activities City wide. Look for opportunities to restructure staffing based on
changes achieved
• Review, restructure and modernize your existing billing, meter and field operations activities. Identify
opportunities for reengineering meter installation, maintenance and reading activities. Look for opportunities
to restructure staffing based on changes achieved
Accounting
1. Submit FY 2016 CAFR on time and with minimal audit changes and management letter comments.
Coordinate the external audit with all outside entities to ensure all information is submitted to the City in a timely
manner. If it appears likely that critical information will not be provided according to required deadlines,
accounting department will escalate the matter and inform the appropriate party
2. Identify pportunities to improve financial controls City-wide.
a) Work with Bank of America to replace all City credit cards with cards that contain computer chips to protect
against fraud.
b) Perform capital asset audit of the two Golf Courses to ensure all assets are accounted for and all City asset
policies are being followed.
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City of Delray Beach
Departmental Level of Service Overview - Finance
3. Identify pportunities to improve financial operations City-wide.
Complete a cash handling audit of the Parks Et Rec department to ensure all internal controls are proper to mitigate
loss and risks.
4. Continue to be the City's accounting expert and resource
a) Attend FGFOA School of Government Finance in November to keep current on accounting &t reporting issues.
b) Share knowledge by training new Accounting Manager. Document processes and make improvements as needed.
B. 2017-2018 Plans
• Complete transition to new CFO
• Carry forward FY2016 plans and programs
• Restructure pension administration function
• Restructure Citywide payroll administration business process
• Restructure Citywide invoicing and accounts receivable business processes
IV. SWOT
Strengths: Seasoned, well qualified middle -management staff
Weaknesses: Some gaps in lower level staff backgrounds and training
Inadequate financial systems
Opportunities: Reengineer work processes
Threats: None
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File #: 16-383, Version: 2
City of Delray Beach
Legislation Text
TO: Mayor and Commissioners
FROM: Chevelle D. Nubin, City Clerk
THROUGH: Donald B. Cooper, City Manager
DATE: April 19, 2016
CITY CLERK DEPARTMENT LEVEL OF SERVICE
Recommended Action:
Discussion of Levels of Service for the City Clerk Department
100 N.W. 1 st Avenue
Delray Beach, FL 33444
Background:
Information is attached for your review and discussion regarding the functions of the City Clerk
Department. It addresses what the department does and the regulations for those functions.
City of Delray Beach Page 1 of 1 Printed on 4/12/2016
puuvucrtd by LtgistarTM
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City Clerk Department
I. Commission Approved FY2017 - 2019 Citywide Goals
1. Multi-year, integrated planning and budgeting process
2. Grow and diversify revenue base
3. Agree levels of service and a scheduled repair and replacement (R Et R) program
4. Focus on and invest in high value assets/programs
II. Departmental Goals and Level of Service Targets
A. Mission
The City Clerk Department creates or maintains accurate, unbiased records of all municipal business
activities, and retrieves these records in a courteous and expeditious manner, providing the means for
citizens to participate in city government and together build a more harmonious community in which to
live.
B. Core Services
The City Clerk Department is a professional service department within the City that provides statutory,
City Code and policy support upon which the City Commission, City Departments, and the general public
rely for information regarding the legislative history and operations of the City. The department serves as
the liaison between the public and the City Commission and provides related municipal services.
1. Administration
Customers: Internal/ External
0 Secretariat to the City Commission
0 Secretariat to the Municipality
0 Serves as Municipal Elections Supervisor
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2. Public Records
Customers: Internal/ External
0 General Records Custodian for Municipality
3. Records Management
Customers: Internal
Records Management Liaison Officer with the Florida Department of State Library and Information
Services
C. Departmental Goals and Level of Service Targets
(Department goals as they link to each of the applicable Commission Goals)
1. Regulatory/Legal Mandates - Federal, State, Local - Ordinances, Resolutions, and/or contractual (list)
Goal 1: Regulatoryl Legal Mandates: Florida Statutes Chapter 119 and Florida Administrative
Code Rule 18-24.003(1)(a).
Review and Rewrite of Records Management Policy and Procedures Manual and Implementation (Draft
complete); awaiting City Manager and City Attorney review and feedback.
Objective: Effective and Efficient receipt, retrieval and destruction of municipal records according to
the Florida Department of State Library and Information Services General Records Schedule GS1-SL for
State and Local Government Agencies.
Purpose is to further centralize and create an electronic records management system to improve the
flow of records to, from and within departments in an efficient manner.
2
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Records Management
Receipt,
Centralize
Conduct two trainings
$206,460
and invest
Program
Retrieval and
and create
per year
to include costs for
in high
destruction
an
Records Management
value
of records
electronic
Maintain and destroy
Assistant and LOS
assets/
according to
records
records according to the
Enhancement for
programs
the State
management
GSL Schedule
needed Scanning/
GS1-SL
system
Shredding Contractual
schedule
Services
Goal 2: Regulatory/Legal Mandates: Florida Statute Chapter 119
Conduct citywide training and improve communications within and among departments for Public
Records Requests and Responses.
Objective: To improve response times and minimize delays in providing information to requestors.
An Administrative Assistant is assigned to this function.
Purpose is to insure compliance with Florida State Statutes Chapter 119, Public Records and develop a
contact list of persons responsible for departmental responses to requests, coordinate, manage and track
requests via the new electronic public records request system.
3
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Public Records
Persons ask for
Improve
Train all departments
$63,410 to include
and invest
Requests
city documents
response
twice per year
Public Records
in high
times and
Administrative
value
provide
Provide response to the
Assistant and cost of
assets/
information to
requestor within forty-
public records
programs
the public
eight hours upon receipt
request software for
from departments
the automated
sequencing and
tracking of public
records requests
received by the city.
Goal 3: Regulatory/Legal Mandates: Florida Statute Chapter 286
To centralize city meeting minutes transcription and archiving into the City Clerk Department to include
advisory board minutes.
Objective: To produce all city advisory board meeting minutes expeditiously and archive in the
LaserFiche document imaging system and placement on the city website pages of the various advisory
boards.
This includes monitoring and retrieval of various advisory board minutes from departments as well as
transcription of City Commission Meeting minutes to accomplish this task.
Purpose is to insure compliance with Florida State Statutes Chapter 286, Public Business and provide
public inspection of and access to minutes.
4
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual LOS/
Metric
Full Cost
Target LOS/Metric
Proposed Cost
Focus on
Minutes
Ensure
To attend
Provide training to
$118,280 to be
and invest
transcription
accurate and
meetings
departments twice
performed by two
in high
unbiased
and prepare
per year
Administrative
value
compilation of
minutes in
Assistants
assets/
legislative
compliance
Provide accurate
programs
history of the
with
minutes within two
official actions
Chapter 286
weeks after the
of the City
meetings
Commission
and Advisory
Post the minutes to
Boards
the website within
two days of official
approval
2. Life /Safety Requirement (list)
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service/Program
Description
Actual
LOS/Metric
Full
Cost
Target
LOS/Metric
Proposed Cost
Focus on
and invest
in high
value
assets/
programs
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3. Code/Policy Requirement - City Commissioner's Motions, City Manager's Direction (list)
Goal 1: Policy Requirement: Commission Directive
Improve and Increase transparency of public information on website.
Objective: Frequent and timely public access to official legislative actions taken by the City Commission.
Achieve Rewrite of Agenda Preparation Procedures (Draft complete).
Purpose of new system is to centralize all data from City Commission Meetings: agenda, minutes and
video will now all appear on same page with access to the items and backup from within the electronic
minutes as well as from within the video of the meetings. Currently, data is accessed on multiple pages
within the website.
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/ Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on
Transparency: City
Public
Post agenda and backup
$52,810 to be
and invest
Information i.e. advisory
Access to
on website one week
performed by the
in high
board and City
City
prior to actual City
Agenda
value
Commission meeting
Information
Commission and
Coordinator and
assets/
agendas (to include
Advisory Board Meetings
City Clerk
programs
backup), minutes and
video on Website
Post meeting video
within two days after
the meetings
E
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4. Best Management Practices/ Industry Standards - Certification Programs, Accreditation Programs,
Efficiency with Service Delivery, Community Values, Positive Return on Investment (list)
Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/Service/Program
Description
Actual
LOS/Metric
Full Cost
Target
LOS/Metric
Proposed Cost
Focus on
and invest
in high
value
assets/
programs
5.
6. Past Practices, Current Practices, and/or Previous Initiatives (list)
Goal 1: Past/Current Practice: City Manager Directive
The City Clerk Department assumed the Cemetery Administrative Function.
Objective: Accurate and proper cemetery records and cost savings due to elimination of a contract with
an outside party who was managing the cemetery sales.
Purpose was to centralize all data in-house from the cemetery plot and opening/closing sales and to
develop new policies and procedures.
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Target Metric/LOS, Actual Metric/LOS
Commission
Goal
Product/
Service/
Program
Description
Actual
LOS/Metric
Full
Cost
Target LOS/Metric
Proposed Cost
Focus on and
Cemetery
Selling of city
Centralized
Meet with families,
$77,550; currently
invest in high
Administration
cemetery plots
cemetery
coordinate with
performed by the Deputy
value assets/
and opening
data,
funeral homes
City Clerk (for cemetery
programs
and closing
records and
plot and opening and
services
sales
Develop interment
closing sales as well as
orders and email
research/creation of
orders to Parks and
records and coordination
Recreation
with the funeral homes
Department
and Parks and
Recreation. The budget
for the actual cemetery
crew and maintenance,
etc. is in the Parks and
Recreation Department
Budget
III. Accomplishments and Next Steps
A. FY2015 Accomplishments
Held citywide training of all departments and worked with Information Technology to implement new
paperless agenda software system (Legistar) as of October 1, 2015. The first full use of the system was
for the November 3, 2015 Regular City Commission Meeting. Staff will continue to monitor the
effectiveness of the system.
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B. 2016 Initiatives
• The City Clerk Department vision is to provide courteous service and assist citizens/residents/other
departments with the information they are seeking. Equipped with the necessary staffing and tools,
the department can be a valuable resource for internal and external customers.
• Development of Local Historical Archives Partnership with the Delray Beach Historical Society to
include identification of value/maintenance/transference of city's oldest historical records.
C. 2017-2018 Plans
• Update the City's Records Management Program citywide by mandating daily use of the document
imaging/ management software by departments.
• Codification of Ordinances pertaining to the Land Development Regulations and integrate entire
LDR into the City's Code of Ordinances
• Transfer the city's permanent/vital records to electronic optical -character -reader format.
• Implement and monitor training standards for staff members.
9
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IV. SWOT: (Strengths, Weaknesses, Opportunities, Threats Analysis to achieving the Commission Goals)
Strengths
Personnel (new staff members)
Certification in profession and continued attendance at conferences, seminars and academies
Desire to serve the public efficiently and well
Knowledge of city's Code of Ordinances, policies, procedures, Florida Statutes and Florida Administrative Code
Collaboration in solving issues and problems
Great rapport with departments
Diversity
Weaknesses
Non -automated processes/software needs
Turnover in management
Aging facility
Opportunities
Personnel (new staff members)
Continued education and training regarding level of service and profession
Improve employee morale
Ensure continuity of service
Updated regulatory processes
Threats
Budget Reduction
Unfunded mandates (county, state and federal)
Air quality
10
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Appendix 1: FY2017-19 Goals
1. Multi-year, integrated planning and budgeting process
1-1 Program specific LOS standards
Progress assessed and plan / budget updated semi-annually
Identify activities to be deleted / reduced; redeploy spending
Fully integrated capital plonning, budgeting and control process
1-1 Planning / budgeting calendar provides information to Commission and public early in process
Monthly budget vs actual reporting
Monthly management review meetings
Update Comprehensive Plan including mission statement, climate change, West Atlantic and Arts District
Update major plans including funding sources (e.g., downtown, NW/SW/Osceola Park neighborhoods)
2. Grow and diversify revenue base
1-1 Increase revenue from fees and services to full cost recovery levels
Implement Special Events pricing plan
Accelerate economic development
Implement parking enforcement / collections program
Support County sales tax initiative
Identify sustainable surplus to reduce millage
Accelerate into FY 2016 review of City / CRA relationship
1-1 Present implementable TIF formula change proposal by Mar 2016
Implement recommendations in FY2017
3. Agree levels of service and a scheduled repair and replacement (R Et R) program
Integrate asset specific LOS standards into planning / budgeting /control process
Focus spending on achieving LOS ("no new projects")
Core services targets in top quartile of peer cities
1-1 Parks Et Rec, "public works", public safety, Planning / building
At completion of facilities study, establish parameters for city property dispositions and other value adding options
4. Focus on and invest in high value assets / programs
Clean Et safe
Special events
Beach master plan
Resolve City not-for-profit (NFP) funding policy; facilitate NFP organizational rationalization / consolidation
11