Item H1
Jun 19 01 12:30p
p.2
BOARD OF COUNTY COMMISSIONERS
TIME CERTAIN:
Thursday, 6/21
1:30 p.m.
A~F.NnA TTF.M ~mMMARY
Meeting Date: ~]np ?0/?1 1.001
Division:
Roce
Bulk Item:
No
x
Department: Distrjct 5
AGENDA ITEM WORDING: Approval to adopt Fire/EMS/Emergency.Mgt. Plan as
adopted by the Monroe County Fire Chiefs, the Monroe County EMS supervisors
and the Director of Emergency Management Srvs. This plan is the result of
all parties working with COmIT.issloner Nelson to agree on a working
Fire/EMS/EM plan for Monroe County.
ITEM BACKGROUND: At a meeting on May 16, 2001, the BOCC directed
Co~~issioner Murray Nelson to meet with all Fire/EMS/EM personnel and all
affected communities and to present a working plan that all parties agreed
to. See attached organization chart, protocols, sops and reco~mendations.
PREVIOUS RELEVANT BOCC ACTION: .
CONTRACT AGREEM~~ CHANGES:
STAFF RECOMMENDATION:
TOTAL COST:
BUDGETED: Yes
No
COST TO COUNTY:
REVENUE PRODUCING:
No
AMOUNT PER MONTH
YEAR
APPROVED BY: County Attorney
OMB/Purchasing
Risk Mgt.
DIVISION DIRECTOR APPROVAL: /~. c... ~r-
.7 (Signature) .
MURRAY F. NF.T,SON. Cnmmi ssioner
DOCu~ENTATION: Included
To follow:
x
Not required:
DISPOSITION:
Agenda
Item # ~. H.L
Jun 19 01 12:30p
p.3
JOB SPECIFICATIONS FOR
MONROE COUNTY FIRE RESCUE CHIEF
GENERAL JOB DEFINITION
Under the direction and supervision of the County Manager, the Fire Rescue
Chief is responsible for overseeing and enhancing the operations and activities of
the Monroe County unincorporated Fire/Rescue and Emergency Medical
Services systems. These responsibilities include the overall coordination and
administration of all Fire Rescue activities in the unincorporated areas, as well as
coordination and cooperation with the incorporated areas of Monroe County.
Typical activities associated with this position include planning, organizing, and
budgeting Fire Rescue and Emergency Medica' Services functions within Monroe
County, with broad policies guided by federal, state and local laws, codes, rules
and regulations. This is to be coordinated in cooperation with and consistent with
the policies and input of the Monroe County Fire Chiefs Association.
ESSENTIAL JOB FUNCTIONS
· Coordinates the volunteer Fire/Rescue forces in cooperation with the
Monroe County Fire Chiefs Association.
· Plans, organizes, directs and coordinates the work of subordinate County
employees.
· Acts as liaison for Monroe County with the volunteer and incorporated Fire
Departments and the Monroe County Fire Chiefs Association, as well as
other departments, outside agencies, the press and the public.
· In cooperation with the Monroe County Fire Chiefs Association,
coordinates the development, implementation and maintenance of
standard operating procedures, mutual aid agreements, and an incident
command system Countywide.
· Plans and develops comprehensive programs for fire prevention and life
safety within unincorporated Monroe County and in cooperation with the
incorporated areas.
· Prepares, submits, and administers the Fire Rescue and Emergency
Medical Services budget within Monroe County.
Jun 19 01 12:30p
p.4
· Along _with Monroe County Fire Chiefs Association develops and
implements system policies, procedures, goals and objectives and
enforces state and county codes.
· Develops, assigns and participates in the delivery of public education
programs on fire/life safety and fire prevention.
· Conducts meetings and training sessions with department personnel, the
Monroe County Fire Chiefs Association, and the incorporated chiefs.
· Supervises in the investigation of all fires in the unincorporated area of the
County that results in substantial loss, death, or serious injury to
determine origin. cause and circumstances.
· Oversees County Emergency Medical Services for quality assurance.
medical control, and regulatory compliance. Administers EMS contracts,
interlocal and mutual aid agreements, both Fire and EMS.
· Performs other related duties as assigned by the Monroe County Manager
or appropriately requested by the Monroe County Fire Chiefs Association.
EOUCA TIONAL REQUIREMENTS
Mandatory:
· Graduate from an accredited High School or equivalent GED Certificate
supplemented with additional training and course work in fire department
management, fire prevention, fire investigation, the delivery of Emergency
Medical Services and other FirelRescue Department related subjects.
Desirable:
· Bachelor's Degree or Associate Degree from an accredited college or
university with major course work in management, public administration or
fire science supplemented with additional training and course work in fire
department and EMS related subjects.
Jun 19 01 12: 31 p
p.5
EXPERIENCE REQUIREMENTS
Mandatory:
· Ten years of progressively responsible experience in delivery of Fire
Rescue and Emergency Medical Services, including experience at the
administrative and management level.
· Must have a documented history of successfully organizIng and
administering a combined paid and volunteer system. This system must
have been an integrated fire and EMS service provider.
· Must have a working knowledge of the delivery of Emergency
Management Services and hurricane preparedness.
KNOWLEDGE AND SKILLS REQUIREMENTS
Highly Desirable:
· That the applicant be a certified Firefighter within the State of Florida.
· That the applicant have 3 years experience as an Incident Commander or
Supervisor in the delivery of both fire suppression and Emergency Medical
Services incidents.
· That the applicant be a Florida State certified Emergency Medical
Technician or Paramedic.
· That the applicant be trained in fire and arson investigation and
techniques.
· That the applicant possess the ability to function within a paid/volunteer
Fire Rescue and Emergency Medical Services delivery system with the
ability to maintain coordination and cooperation between all involved
agencies.
JOB SPECIFICATIONS FOR
MONROE COUNTY FIRE RESCUE CHIEF
GENERAL JOB DEFINITION
Under the direction and supervision of the County Manager, the Fire Rescue
Chief is responsible for overseeing and enhancing the oper~tions and activities of
the Monroe County unincorporated Fire/Rescue and Emergency Medical
Services systems. These responsibilities include the ove'n(lll~''p~ordinati'on and
administration of all Fire Rescue activities in the unincorporated.a,~as, as well as
coordination and cooperation with the incorporated areas of Monroe County.
Typical activities associated with this position include planning, organizing, and
budgeting Fire Rescue and Emergency Medical Services functions within Monroe
County, with broad policies guided by federal, state and local laws, codes, rules
and regulations. This is to be coordinated in cooperation with and consistent with
the policies and input of the Monroe County Fire Chiefs Association.
ESSENTIAL JOB FUNCTIONS
· Coordinates the volunteer Fire/Rescue forces in cooperation with the
Monroe County Fire Chiefs Association.
· Plans, organizes, directs and coordinates the work of subordinate County
employees.
· Acts as liaison for Monroe County with the volunteer and incorporated Fire Aj.
Departments and the Monroe County Fire Chiefs AssoCiation, as well as
other departments, outside agencies, the press and the public.
'-.
· In cooperation with the Monrola County Fire Chiefs Association,
coordinates the development, implementation and maintenance of
standard operating procedures, mutual aid agreements, and an incident
command system Countywide. .
· Plans and develops comprehensive programs for fire prevention and life
safety within unincorporated Monroe County and in cooperation with the
incorporated areas.
· Prepares, submits, and administers the Fire Rescue and Emergency
Medical Services budget within Monroe County.
· Along with Monroe County Fire Chiefs Association develops and
implements system policies, procedures, goals and objectives and
enforces state and county codes.
· Develops, assigns and participates in the delivery of public education
programs on fire/life safety and fire prevention.
· Conducts meetings and training sessions with department personnel, the
Monroe County Fire Chiefs Association, and the incol:pqrated chiefs.
... ',:".
,'~~ '-.,
· Supervises in the investigation of all fires in the ul)incdrp6~t~d area of the
County that results in substantial loss, death, or serrous injury to
determine origin, cause and circumstances.
· Oversees County Emergency Medical Services for quality assurance,
medical control, and regulatory compliance. Administers EMS contracts,
interlocal and mutual aid agreements, both Fire and EMS.
· Performs other related duties as assigned by the Monroe County Manager
or appropriately requested by the Monroe County Fire Chiefs Association.
EOUCA TIONAL REQUIREMENTS
Mandatory:
· Graduate from an accredited High School or equivalent GED Certificate
supplemented with additional training and course work in fire department Ai
management, fire prevention, fire investigation, the delivery of Emergency
Medical Services and other Fire/Rescue Department related subjects.
Desirable:
· Bachelor's Degree or Associate Degree from an accredited college or
university with major course work in management, public administration or
fire science supplemented with additional training and course work in fire
department and EMS related subjects.
"
EXPERIENCE REQUIREMENTS
Mandatory:
· Ten years of progressively responsible experience in delivery of Fire
Rescue and Emergency Medical Services, including experience at the
administrative and management level.
· Must have a documented history of successfu!ly organizing and
administering a combined paid and volunteer system: ;;Tms system must
have been an integrated fire and EMS service provider.. \\,...
· Must have a working knowledge of the delivery of Emergency
Management Services and hurricane preparedness.
KNOWLEDGE AND SKILLS REQUIREMENTS
Highly Desirable:
· That the applicant be a certified Firefighter within the State of Florida.
· That the applicant have 3 years experience as an Incident Commander or
Supervisor in the delivery of both fire suppression and Emergency Medical
Services incidents.
· That the applicant be a Florida State certified Emergency Medical
Technician or Paramedic.
""'.
.....
'.~
· That the applicant be trained in fire and arson investigation and
techniques.
· That the applicant possess the ability to function within a paid/volunteer
Fire Rescue and Emergency Medical Services delivery system with the
ability to maintain coordination and cooperation between all involved
agencies.
NOTES ON COMMISSIONER NELSON'S PROPOSED
FIRE/EMS/EMERGENCY MANAGEMENT REORGANIZATION DOCUMENT
The above cited reorganization document was received in the Administrator's
office on Friday, June 15,2001. Initial observations by the Administrator are as follows:
I. The reorganization chart includes all parts of the present Division of
Public Safety. It does not separate out Fire RescuelEMS operations
as a separate department. In April, 2001, the BOCC concluded that
a separate department for Fire RescuelEMS would be the best
organization.
2. The Fire Advisory Board that is popular with the BOCC is now
subservient to the Monroe County Fire Chiefs Association;
therefore, rather than advising the new Monroe County Fire Chief
directly, the Advisory Board will have to go through the Fire Chiefs'
Association.
3. The Communications Department is downgraded and placed under
the section on Emergency Management. Both operations now are
lower than their present Department level.
4. Apparently, Fire RescuelEMS maintain their District I and District 6
designations. Under District I are the volunteer chiefs and the career
shift captains. Under District 6 is the Key Largo chief and the Key
Largo ambulance supervisors; therefore, District 6 has no paid,
supervisory personnel answerable to the Monroe County Fire Chief,
such as is the case for all other volunteer fire departments.
REASONS FOR REORGANIZATION
In the list of 13 items that are the reasons for reorganization, there are a number
that require comment. Based upon the declared pronouncements of the individual
members and the Board of the County Commissioners that is wishes to see a strong
County Fire Chief in charge of the services, the following are noted:
1. The goal is to "oversee all activities of the full-time employees and
volunteers..." It would seem to fit the goal better to say, "to
direct" or "to manage."
6. The goal is "to provide an advisory board to the Monroe County
Fire Chiefs' Association of one County Commissioner, one union
member (paramedic level), and one civilian member from each fire
district (1 and 6)." The original concept was to have an .Advisory
Committee that would deal directly with the new County Fire
Chief. Number six provides that the Advisory Board work through
the Fire Chiefs' Association. It may not be appropriate to have a
County Commissioner sitting on an Advisory Board that is at least
two levels below the Board of County Commissioners.
9. If the Board of County Commissioners accepts the proposal for the
Senior Director of Emergency Management position to be
eliminated as of December I, 200 I, and to give the Administrator
the authority to hire that individual as a private consultant, there
must be a clear distinction between the duties presently performed
by the Senior Administrator and those to be performed as an
outside consultant. There should also be an analysis of the
appropriateness of the hourly rate. If the BOCC decides that this is
the manner in which it wishes to proceed, the Administrator will
work with salary descriptions and compensation levels for later
discussion by the Board.
10. The downgrading of the Communications Department (meaning
Director) to a supervisor position has personnel implications that
need to be considered.
RECOMMENDED RESTRUCTURING PROTOCALS
Under the section Fire Protection Philosophy, it is apparent that this was prepared
by either the volunteer fire chiefs or the Monroe County Fire Chiefs' Association. This is
supported by comments in the third paragraph including "the Monroe County Fire Chiefs
can't stress enough..." One of the original concerns of the Board of County
Commissioners was that there be a highly professionalized management of the system
and that the volunteer core, so important to the fire system in Monroe County, be part of
that.
I. Structure. Responsibilities. and Chain of Command
5. The chief administrative officer is defined as the Monroe County
Fire Chief. This section states that it should be that person's
responsibility to "coordinate the delivery of fire protection, fire
prevention and EMS for the unincorporated areas of the County."
It has been the attempts in the past to utilize systems that
coordinated rather than directed or managed that partially produced
the situation in which the County finds itself. Therefore, it is
suggested that this statement be made stronger, as above.
2
2a. This section states that the Monroe County Fire Chiefs
Association shall be actively involved with the Administrator in
the development of the job description for the new position. It is
ultimately the Administration's responsibility to make the
determination of what the job description will be, where to
advertise it, and how to conduct the selection process. It is
appropriate for the Fire Chiefs' Association, or as previously
discussed by the Board of County Commissioners, the Fire
Services Advisory Committee, to participate with the
Administrator in the development of the job description.
2b. Similarly, the fire chiefs or the Fire Committee can have input into
the selection process as long as it is clearly understood that the
individual brought before the Board of County Commissioners for
confirmation is selected by the Administrator, to be confirmed by
the BOCC. This is responsibility spelled out under State Statute.
3. The statement here is that the Fire Chiefs primary responsibility
will be to "coordinate with the independent volunteer fire
departments and assist them in their mission of delivering. . ." This
is a far cry from the strong leadership position discussed by the
Board of County Commissioners. Coordination and assistance do
not necessarily place the kind of managerial oversight and control
that the Board indicated that it wanted. In fact, the present system
has "coordination and assistance".
3b. This item reinforces the coordination role of the County.
3d. The protocols now turn to dealing with daily operational issues that
it was originally thought would be the responsibility of the new
Chief. The idea of stating at this stage that there will be an
assignment of three personnel to the position of shift captains, when
the new person has not even been hired and had an opportunity to
review the system and make changes, is certainly premature. Item
3d goes on to indicate what the qualifications of those three positions
should be. It is certainly up to the new Fire Chief, the Administrator
and the Board of County Commissioners to determine staffing
levels, qualifications, and funding. The Fire Chiefs' Association can
have input into those issues.
3e. This section has two major problems. First, the County Code
clearly specifies that the right to hire staff is the responsibility of the
County Administrator. Second, staff can not be hired except in
limited cases without the establishment and funding of those
positions by the Board of County Commissioners. In addition, this
section ties the hands of the new Fire Chief if he or she determines
3
that a certain administrative structure is necessary and wishes to
recommend it. If the Fire Chief can not recommend appropriate
supervisory staff "without the recommendation from the volunteer
fire chiefs", it certainly limits his or her ability to function. In fact,
what this system does is to perpetuate a dual chain of command
whereby permission is needed from the volunteer organizations in
order to make managerial decisions.
4c. There is certainly reason to allow the volunteer fire departments
control over many aspects of their budget and purchasing. This,
however, should be limited according to the County's purchasing
policies.
4d. The practical application of this recommendation is that if a
volunteer department does not want to agree to the adjustment of its
budget proposal by the County fire chief then that proposal can not
go forward as part of the normal budget process. Since those
proposals are generally aggregated and put into the proposed budget
by the end of June, it would be very difficult to have a draft budget
prepared omitting specific volunteer department budgets. In fact, it
would be impossible. One of the reasons for the present system is so
that the Board of County Commissioners does not have to deal with
what would now be seven individual fire department budgets. If the .
Fire Chief is to have any authority at all, it must be to represent the
recommended allocation of resources within the context of overall
County budget and tax policy.
4e. This seems to set up a separate paid personnel system within each
volunteer fire department, if the department so chooses. This has
significant implications for the appropriate implementation of
personnel policies, affirmative action standards, etc. as well as labor
management implications.
5. This is entirely within the purview of the Administration with
recommendations to the Board of County Commissioners for the
establishment or discontinuance of positions. If we want a strong
Fire Chief to come to the County, we can't tie his or her hands by
having decided what the organization will look like and how it will
function prior to his/her arrival.
6a. The same comment as in number five. A footnote indicates that this
does not pertain to municipal tax District 6, fire and EMS. That
should be for the new fire chief to determine.
6. The same comment as in number five.
4
II. Organizational Effectiveness Goals and Recommendations
B. There is no basic disagreement with the philosophy here in
reference to support of the volunteers. The Board should keep in
mind that at one point it wanted to establish a County-wide
volunteer system while this proposal does not do that. However, it
does commit the Board of County Commissioners to the
continuation of Length of Service Award Program.
1 c. This item states that an employee assistance program and group
insurance program for the volunteer fire department should be
established. The Board of County Commissioners is reminded of
the increasing expense of the group benefits program and the fact
that it will be faced during this budget cycle with significant cost
increases.
C. This is a very good section which identifies goals the County and
the volunteers have pursued. In fact, in reference to number two,
the County Commission had a discussion of a vehicle replacement
program as part of the 304 Infrastructure Sales Tax account.
CONCLUSIONS
Overall, this is a thoughtful approach to trying to solve the fire rescue/EMS
problems in Monroe County. However, there are some comments which are necessary
and which, if accepted, would lead to a more strongly managed and efficient system.
First, there are many details identified in the analysis. It was previously
discussed by the Board of County Commissioners that many of these operational details
and organizational issues would be developed or recommended by the new County Fire
Chief. To begin identifying them at this stage before anyone has even applied for the
position hinders that Fire Chief from coming to the County with a free hand to begin
improving the system.
With the implementation of this proposal, it will be difficult for the new Fire
Chief to implement strong management over the system. It was understood that the
Board of County Commissioners did not want to get into this level of
micromanagement but that it wanted to establish a professionally managed system with
most authority placed in the Fire Chief. Recognizing that the volunteers are the core of
the fire rescue system in the County, it is necessary that they have s strong voice in the
development of policies and recommendations to the Fire Chief, the County
Administrator, and the Board of County Commissioners. However, keeping the same
level of operational authority without the establishment of a County-wide volunteer
system with the Fire Chief "coordinating or assisting or considering" issues and actions
does not accomplish what the Board stated it wished to accomplish. -
5
In addition, the organizational chart has the Emergency Management function
and the Emergency Communications functions under the new Fire Chief. There is
nothing in the document which supports the placement of those functions in that
position.
The comments in this document are meant to point out issues that either have
not been considered or are geared toward one side of the equation. It should be noted
that neither the Administrator nor the Director of the Division of Public Safety was
consulted, although they play important roles in the transition to the new Fire Chief s
system.
For example, the level of detail addressed and the potential impacts on the paid
personnel, represented by the International Association of Firefighters, could be
deemed as effecting the terms and conditions of their employment. If that is true, it
may be necessary for the County to enter into "impact bargaining" with the union.
This is a strong start in reference to reforming the system. However, it is
recommended that this be the basis for continued discussions with the Administration,
the International Association of Fire Fighters, the Volunteer Chiefs' Association, the
Unincorporated Fire Chiefs (if that is different from the Volunteer Chiefs' Association),
and Commissioner Nelson.
James L. Roberts
County Administrator
6
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06/18/2001
RECOMMENDED RESTRUCTURING PROTOCOLS
This is a summary of the responsibilities and duties corresponding to the organizational
structure as they pertain to the delivery of fire protection, fire prevention, and emergency
medical services for the unincorporated areas of Monroe County. Also included are
several goals and recommendations, which are key components, needed in order for the
organization to succeed.
Fire Protection Philosophy
Monroe County must recognize that one of the most valuable asset of the Monroe
County fire protection system is the voluntary service that is provided by the
officers and members of the fire departments along with the services provided by
career staff.
Fire protection is a costly but essential function of local government. The level of
fire protection service in Monroe County should be sufficient to provide an
appropriate level of fire protection from loss of life and property due' to fire.
However, no fire protection system can assure absolute protection from fire.
Similarly no unit of government can afford to provide for every "worst case" fire
that might occur. Thus the service must be cost-effective and once the optimum
level of service is achieved, additional expenditures will not produce an
improvement in level of protection or reduction in losses.
Also no fire department can deliver a complete fire protection system by itself. A
complete system consist of building codes, land use zoning laws, law enforcement
systems, streets and roads, a water supply and distribution system, emergency
communications system, fire prevention codes and public education in addition to
the fire department. The Monroe County Fire Chiefs can't stress.enough that the
key to a successful system requires the cooperation and "A TEAM Approach"
from. all the parties involved.
These protocols take into account the unique conditions imposed on Monroe
County due to the geography, weather, seasonal fluctuation in population, and
economy of the Florida Keys.
These protocols identify the duties and responsibilities within the organizational
structure while giving the volunteer fire chiefs and corporations more authority to
carry out their mission of delivering an efficient and high level of service to the
community.
Note: The safety of the fire fighters and the public shall always be of top priority
when developing this or any other policies, procedures, or protocols. The fire
chiefs, volunteer fire departments, and the career staff are committed to operate
within the guidelines of the adopted standard operating procedures.
1
I Structure, responsibilities, and chain of command
I. Monroe County's fire protection, fire prevention and emergency medical services
shall operate as a combined volunteer/career system. All emphasis shall be to encourage
and preserve the volunteer fire protection system and assure that all career staff are cross
certified as a firefighter/EMT or firefighter/Paramedic.
2. There shall be a chief administrative officer, whose responsibility shall be to
coordinate the delivery of fire protection, fire prevention and EMS for the unincorporated
areas of the County. This position shall be titled "Monroe County Fire Chief'. The
Monroe County Fire Chief (MCFC) shall report directly to the County Administrator.
2a. The Monroe County Fire Chiefs' Association together with the County
Administrator will actively be involved in the development of the job description
and qualifications for the position of Monroe County Fire Chief.
2b. Monroe County shall assure that the Monroe County Fire Chiefs'
Association has input in the selection process of the Monroe County Fire Chief
position prior to final approval for the position being filled. This process will
reinforce the working relationship between the volunteers and the County.
3. The Monroe County Fire Chiefs primary responsibilities shall be to coordinate with
the independent volunteer fire departments and assist them in their mission of delivering
the most efficient and highest level of service to the community. The MCFC will also be
responsible for overseeing the delivery of EMS to the unincorporated areas of Monroe
County.
3a. Emphasis shall be placed on utilizing the career firefighter/EMT's and fire
fighter/Paramedic's (where applicable) in order to augment the volunteer system
but not replace it.
3b. It is essential that there be a close and clear coordination between the
county and volunteer fire departments. This coordination must consider that the
local volunteer fire chiefs and officers are more familiar with their jurisdiction and
have the best interest of their community at hand.
3c. The MCFC shall work in conjunction with the Monroe County Fire
Chiefs' Association, which also includes the incorporated chiefs, to constantly
review, recommend and update the adopted standard operating procedures
(SOP's) and the mutual aid agreements with municipalities and all applicable
agenCIes.
2
3d. The MCFC should have the authority, in keeping with county personnel
policies and with recommendations from the volunteer fire chiefs, to assign three
personnel to the positions of shift captain. The shift captains must have
knowledge of emergency medical, fire prevention, and fire suppression and shall
be proficient in Incident Command. The shift captains must also be willing to
work with the volunteer fire chief in the administration of county SOP's and be
qualified to direct paid staff. There shall be one district shift captain assigned to
each one of the three 24hr shifts in district I.
3e. The MCFC shall have the authority to hire or assign administrative
support staff to adequately complete the duties of his position. The MCFC can not
however place supervisory staff between himself and the volunteer fire chiefs
without the recommendation from the volunteer fire chiefs and the consent from
the county administrator or the Board of County Commission. This will eliminate
the dual chain of command that has existed in the past.
3f. The MCFC, with recommendations from the Monroe County Fire Chiefs
Association, will have the authority to remove a fire chief for just cause, as.
outlined in the SOP's.
4. The volunteer fire departments shall have primary responsibility for fire
protection and rescue services to their jurisdiction. The local fire chief and officers shall
have specific authority to carryout their mission. The County shall coordinate resources
as necessary to assist the local fire departments.
4a. During fire or rescue related emergency operations, the local fire chief or a
qualified designee shall have command of all operations .relating to. that. incident
including but not limited to all volunteer personnel, applicable County career
staff, and equipment. In the absence of the chief, the highest most qualified fire
fighter on the scene will assume command as outlined in the SOP's.
4b. During non-emergencies the local fire chief or designee shall coordinate
with the shift Captain for day-to-day duties pertaining to the career staff, if such
staff is assigned to his department.
4c. The Monroe County Volunteer Fire Departments shall have authority over
specific budgetary items which have a direct impact on the success of their
departments such as: training, travel and per diem, volunteer reimbursement,
purchase of non-capital tools, supplies and equipment, and contractual personnel
services. This shall be in accordance with clearly defined standards, and
individual departments shall be held accountable to these standards.
3
4d. The individual volunteer fire department budgets shall not be submitted to
the Board of County Commissioners until the volunteer fire department has
signed off on it indicating approval, or have had the opportunity to address the
Monroe County Fire Chiefs Association to justify any discrepancies.
4e. In lieu of county career personnel, the volunteer fire departments may
elect to employ department personnel.
5. There shall be a mInImum of two support positions with the prImary
responsibilities of coordinating county-wide training, vehicle maintenance, and the
purchasing and distribution of equipment and supplies. These two positions will report to
the MCFC.
6. Career staff shall have primary responsibility for the delivery of pre-hospital
emergency care and transportation of the sick and injured to the appropriate medical
facility. The Monroe County Fire Chief shall supervise the operations of EMS.
6a. * There shall be one shift captain assigned to oversee each of the three
24hr shifts. The shift captains shall report to the MCFC. The shift captains
shall be responsible for coordinating medical emergency operations and
day-to-day duties for that particular shift. The shift captains shall have
specific authority regarding all medical resources during their tour..
'Emergency response procedures and day-to-day duties asthe~pertain to
the combined system shall be managed under approved SOP'S.
7. Fire prevention shall encompass fire safety inspections, fire safety plan review,
hydrant and wells, fire investigations, fire code enforcement, hazardous material planning
response and mitigation. Fire prevention will report to the Monroe County Fire Chief but
will continue to deal directly with the individual fire departments where applicable.
8. Organizational structure: See attached organizational chart.
* This does not pertain to municipal tax district 6 fire and EMS.
4
II Organizational Effectiveness, Goals and Recommendations
A. Training
I. The County should provide a continuous program of basic and advanced training
in fire fighting and rescue operations to all fire fighters.
B. Volunteer recruitment and retention
I. Volunteer fire fighters are basically generous people who are motivated to give of
their time and effort to fill otherwise unmet community needs. They have a genuine
concern for their neighbors and community, and are willing to make personal sacrifices of
time away from home in order that the community can enjoy an otherwise unaffordable
level ~~>~~f~~ an~ protection.
1 a. The County should assist the volunteer fire departments with recruitment
and retention by helping to develop and support programs to attract and
recognize volunteers. Incentives, such as the existing Length of Service
A ward Program (LOSAP) and monthly reimbursement, should continue to
be funded and expanded to attract and retain the volunteers in accordance
with established standards.
1 b. . The County should give special recognition to those businesses that
support the system by releasing employees to respond to fire department
emergencIes.
lc. The County should establish and fund an Employee Assistance Program
(:SAP) and research the possibility of providing health insurance for its
. volunteer fire departments: similar to the one provided by the County for
the career personnel.
C. Maintenance and repair of apparatus and equipment
I. The effective delivery of fire department and other emergency services is
dependent on the reliability of apparatus and equipment. The reliability of apparatus and
equipment is dependent on research, adequate purchase specifications, careful inspection
and testing of delivered items prior to acceptance, and a program of preventive
maintenance and timely repairs during the useful life of the item.
la. Monroe County should continue to assume primary responsibilities for
maintenance and repair of all fire apparatus and equipment. This includes
conducting annual pump tests and ladder tests where applicable.
5
I b. The volunteer fire departments, with assistance of career personnel, (where
applicable), should continue their efforts of routinely inspecting and
maintaining the equipment within their capabilities and reporting any
needed repairs to the County.
2. Monroe County should establish and fund an apparatus replacement program.
This can be accomplished by establishing a reasonable service life for each apparatus. A
fund can then be established to replace the apparatus at the end of its normal service life.
3. Sufficient reserve apparatus of each basic type should be maintained in fully
loaded ready-to-respond status.
D. Fire protection water supplies
I. There are many instances throughout Monroe County where water service for fire
suppression is inadequate for the properties needing protection. In some areas no useable
water supply facilities exist. Poor hydrant distribution andwidely separated fire wells are
characteristics of the Keys.
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2. Considerable development has taken place over the years without considering the
need for fire protection water supplies. There is no practical means of quickly mitigating
water deficiencies in these areas. Therefore, fire suppression needs must be met by water
carried in fire apparatus tanks for the foreseeable future.
3. Monroe County should adopt reasonable fire flow standards for application to all
classes of properties in the Keys. This can be accomplished by having the Fire Marshal's
office (with support of the County), coordinate with The Florida Keys Aqueduct
Authority and the volunteer fire departments to come up with a plan that meets Insurance
Services Organization (ISO), standards.
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E. Em~gency communications
I. Fire-medical dispatching is quite different than that of the police agency. Most
Fire-medical calls represent a potential threat of life loss or serious property damage. It is
essential that emergency communications operators receive special training in the
communication procedures and terminology used by the fire rescue departments.
la. Training should include visits to and personal observations of fire and
rescue operations in order to familiarize them with the terminology, and
operational features and needs of the fire departments that are served by
the system.
6
F. Buildin2 codes
I. Building officials must continue enforcing the current ordinances and explore the
possibility of establishing new codes that will aid in the prevention of loss of life and
property, such as encouraging the installation of automatic sprinkler systems in all new
residential homes and commercial buildings.
G. Special fire suppression & rescue resources
1. There are several other specialty resources that are of great need to this
community. The need for wildland and marine resources as well as other specialty needs
should be reviewed and implemented as necessary.
Signed:
Chief Dan Cassel,
Big Coppitt Volunteer Fire Dept.
Chief John Rolli,
Sugarloaf Volunteer Fire Dept.
Chief David Alan
Big Pine Volunteer Fire Dept.
Chief Wayne Fletcher
Layton Volunteer Fire Dept.
Chief Keith Cortner
Tavernier Volunteer Fire Dept.
Chief Sergio J. Garcia
Key Largo Volunteer Fire Dept.
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COMMENTS ON FIRE/EMS/EMERGENCY MANAGEMENT
PARTICIPANTS & AGREEMENTS
1. Fire chiefs and full-time employees have been extremely helpful to
achieve what you will hear and see today
2. All parties in Fire Districts 1 & 6 agree that this plan meets their needs
versus the cost to implement. '" '.~. .
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3. Staff has been extremely helpful in putting this plan togeth~\.Having all
parties agree to it after so many years of disagreement is a major step
forward.
4. The Plan provides the new County Fire Chief the flexibility to bring his
knowledge and skills to Monroe County and improve on what is begun
here today!
5. Provides the beginning of the process of making County government a
more streamlined efficient body that meets the needs of the taxpayers.
6. Stock Island has not been solved but that process is ongoing 'and I am
optimistic that this issue can be worked out to the satisfaction of all
parties.
SUPPORTERS: '~_
Monroe County Volunteer Fire Chiefs
Monroe County Firefighter/Paramedic Supervisors
Jim Ward, noted fire consultant,
Stock Island representatives
Tavernier Community Association
Ocean Reef Fire Chief
Islamorada Fire Chief
Marathon Fire Chief
Big Coppitt Fire Chief
Key Largo Volunteer Ambulance, and myself and many others
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7. Provides for the smooth transition from the existing Emergency
Management Senior Director to Irene Toner, the current Emergency
Management Director and provides for a large saving for the residents
of Monroe County.
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REASONS FOR REORGANIZATION OF THE MONROE COUNTY
FIRE/EMS/& EMERGENCY MANAGEMENT SERVICES
TO UNIFY THE EMERGENCY RESOURCES OF MONROE COUNTY UTILIZING
A P AIDNOLUNTEER CONSOLIDATED APPROACH
1. To provide for a County Fire Chief to oversee all activities of the full-time employees
and volunteers of the Fire/EMS/Emergency Management services in Monroe County.
2. To provide a chain of command whereby all volunteers and pai<:1; personnel are
accountable to a qualified County Fire Chief '.\
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3. To provide a method for the volunteer fire chiefs to affect policy deds~,s with the
County Chief .
4. To provide guidelines for all paid and volunteer officers and chiefs to meet training
standards for the rank they hold by established standard operating procedures.
5. To provide a method to remove a volunteer fire chief for not fulfilling his duties
under agreed protocols.
6. To provide an advisory board to the Monroe County Fire Chiefs' Association of one
county commissioner, one union member (paramedic level), and one civilian member
from each fire district (I & 6).
7. To provide a higher level of authority to volunteer fire chiefs while requiring a higher
level of responsibility and accountability.
8. To provide for the Communications Department to be under the command of the
Emergency Management Director.
""'.
9. To provide for the elimination of the Emergency' Management Senior Director as of
December 1, 2001 and to give the County Administrator the authority to hire as a
private consultant, the outgoing Senior Direc~or Billy Wagner as required after
December 1, 2001. The hourly rate to be paid would be $60.00, plus expenses.
10. To provide for a net savings of$ 85,293.00 by eliminating the Senior Director's job
and downgrading the Communications Department to a supervisor's position.
11. To provide a career ladder for achievement of rank to full time EMS/Firefighter
employees.
12. To provide an interim transition of the current Public Safety Director to the new
County Fire Chief-not to exceed 60 days
13. To provide a mechanism to enhance volunteer issues such as recruitment, retention
stipends, benefits, training, etc.
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William A. Wagner
Irene Toner
Phone
William A. Wagner
Card
Cell
Total phone
Irene Toner
Memberships
William A. Wagner
Irene Toner
Misc. Expenses
William A. Wagner
Irene Toner
~
1998 1999 2000 2001
5,076.76 9,846.60 10,864.90 4,589.37!
1,676.92 2,934.51 2,700.00
1998
1999
2000
2001
$1.109.47 $2,205.35$1,269.91
$180.00 $180.00 $180.00
$1,289.47 $2,385.35 $1,449.91 . '
$462.00 $853.04 $366.52
1999
$339.98
S60.00
2000
$339.98
$175.00
2001
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$339.98 ,
$60.00
1999 2000 2001
$4,868.26 $1,113.75 '
$73.98 $0.00 $0.00
Salary & Benefits 1998 1999 2000 2001
William A. Wagner 66,819.00 64,456.00 67,175.00
Irene Toner 50,871.00 48,580.00 59,980.00
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