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HomeMy WebLinkAboutDocumentation_Regular_Tab 6C_5/24/1990VILLAGE OF TEQUESTA Post Office Box 3273 • 357 Tequesta Drive Tequesta, Florida 33469-0273 • (407) 575-6200 FAX: (407) 575-0203 V I L L A G V I L L A G E C O U N P U B L I C S A F E T Y M A E O F T E Q U E S S P E C I A L C I L M E E T I N G D I R E C T O R I Y 8, 1 9 9 0 T A M I N U T E S N T E R V I E W S I. The Tequesta Village Council held a regularly special meeting at the Village Hall, 357 Tequesta Drive, Tequesta, Florida, on Tuesday, May 8, 1990. The meeting was called to order at 9:00 A.M. by Village Manager Thomas G. Bradford. A roll call was taken by the Recording Secretary. Councilmembers present were: Mayor Joseph N. Capretta, Vice -Mayor Ron T. Mackail, William E. Burckart, Earl L. Collings, and Edward Howell. Village Officials present were: Thomas G. Bradford, Village Manager. II. QUESTIONS OF THE VILLAGE COUNCIL AND VILLAGE MANAGER BRADFORD TO PUBLIC SAFETY DIRECTOR CANDIDATE, LEONARD KELLER: LEONARD P. KELLER 118 Aspen Drive Franklin, Pennsylvania 16323 HOWELL: Tell us about yourself and why you are interested in this job? KELLER: I am a native Buckeye, born in Ohio, raised on a farm approximately halfway between Akron and Cleveland. My family farmed until it became economically unfeasible. I graduated from high school in 1966, later went on to college, where I achieved a Bachelors Degree. I spent two years in the Army during the Viet Nam war. Upon return from that, I held two positions: 1) Deputy Sheriff with the Sheriff's Department, and 2) teaching at a local high school. I then decided to enter law enforcement on a full- time basis. I spent the time from graduation until entering the U.S. Army as a firefighter with the local township on a volunteer basis. I was fortunate to be one of the first people to be able to combine law enforcement with firefighting at the same time, in an area where Public Safety was pretty much unheard of at that time. I worked my way up through the Sheriff's Department from Dispatcher, Jailer, Patrol Deputy, Detective, and later to Lieutenant. In 1978 I was appointed as the first Chief of Police in Hinckley, Ohio. Village Council Special Meeting Minutes May 8, 1990 Page 2 ----------------------- The purpose was to build their first full -service law enforcement agency. They had been under contract to the Sheriff's Department for patrol services. They wanted a full-time, full -service agency. In 1982, I received an appointment as Chief of Police in VanBuren Township in suburban Detroit, with a population of approximately 20,000, and 36 square miles. This was the position of Transition Chief for the purpose of completely rebuilding and restructuring a law enforcement agency with some diversification as a Public Safety concept. In 1986, as a result of a consultant's study, I was placed in my present position in Franklin, PA., as a first, full-time Director of Public Safety, with the purpose of taking an existing 17-man Police Department, and 14 firefighters, and converting the entire operation to a Public Safety operation. The City of Franklin has approximately 8500 people in four square miles. My position there has been an intriguing challenge, in that we have been able to accomplish, in slightly less than three years, a complete transition from a traditional law enforcement function and traditional fire suppression function to a combined, consolidated Department of Public Safety. I am a graduate of the FBI National Academy. I am also a graduate of Northwestern University Traffic Institute School of Police Staff and Command, and I have 15 hours towards my Masters Degree, which I someday hope to complete. I am married, with three children living at home. The year-round good weather here in Florida is one intriguing aspect of the job opportunity. I see the opportunity being offered by Tequesta as an opportunity to utilize my talents as a Transition Chief. I see it as a career path move, an opportunity that not only enhances myself, but that of my family as well. Also, the area that we are in presently in Pennsylvania is an economically stagnant area. It provides me no opportunity for growth. Franklin, at the present time, is declining in population and economically is very weak. The city is struggling. The Public Safety Department is in place - it is functional. We have accomplished the goals that I was hired to do, and I am looking for a career path move. I spent twelve years as a Transition Chief; that's a specialty. That's what I do, and do very well. The opportunity the Village of Tequesta presents is an extreme challenge, utilizing the skills I have accomplished the last four years in my present position, as well as the background that I have. Village Council Special Meeting Minutes May 8, 1990 Page 3 ----------------------- COLLINGS: We have an area on the ocean called Coral Cove Park, where the traditional celebration of the 4th of July will take place. there will be a number of thousands of people there with little access. Can you conjecture on what type of crowd -emergency problems might arise? KELLER: I drove through that area as I was trying to familiarize myself with your community. Obviously, you would have some traffice flow problems, congestion problems. I could foresee parking problems, as to where you would put the overflow of vehicles in that area. Probably egress and access of emergency vehicles, should they be needed, should be given priority. Containment of the people in a safety zone, with fireworks nearby, might be a problem. A fairly easy flow of traffic in and out would require some pre -planning, making a point of a special operational procedure, which can require coordination of police, fire and medical resources, as well as any other agencies. My understanding is that access to that would be the Town of Jupiter with the top part going into Martin County - therefore, it would require coordination with Martin County and Jupiter. Probably the best way of doing that would be to utilize the existing staff, utilize the existing agencies, and do some pre -planning to set up into a special operation procedure. COLLINGS: What is the main difference, in your mind, between separate Fire and Police operations compared to a combined operation? KELLER: I believe there are a number of things which are different: 1) Police operations and fire operations, in the past, have been very traditional, very "turfish". Firefighters believe their domain is specifically fire suppression. The past 20 years have seen a lot of changes in fire services, caused strictly from fire, medical, rescue, hazardous materials, fire safety education, and fire prevention. Fire is much more diversified and technical now than it was 20-25 years ago. 2) Law enforcement has a tendency to be very traditional also, and very resistant to change. Public Safety is not a new concept on its face itself, but. it is a new concept when brought into an area which has been accustomed to a traditional police and fire department. Change creates trauma. People have a tendency to be very comfortable with the status quo with the way things are. When those change, there is a tendency to disrupt lifestyles. Sometimes the fear of change, whether it be Village Council Special Meeting Minutes May 8, 1990 Page 4 ----------------------- actual or perceived, gets people very upset. To some extent, you have to look at the socio-economic background of the community, how it is structured, and how Public Safety will fit in. You cannot take a community which has an exceptionally high demand for police and fire services and combine them into one agency and expect them to be successful. The study that was prepared for you by Leonard Matarese, pertaining to Tequesta, is probably fairly accurate when it says Public Safety is more successful in areas where there is not traditionally a high demand for police or fire services. Tequesta apparently does not have a high demand. It takes a special breed of cat to perform the functions. Law enforcement, traditionally, can be stressful, can be a high impact situation. Fire suppression is done by firefighters less than 1% of their actual on -duty time. Being a career firefighter can create some trauma in itself. A firefighter must be trained and equipped for fighting fires, and be able to want to do it. I am a firm believer in aggressive interior attack on a fire. This requires a person who is trained to do that. Not everyone is cut out to do that. For the concept that Tequesta is pursuing, you are looking at some consolidation of services and job descriptions for people who need to be cross -trained. You need to look into your existing operation to determine how much it has to be modified, what additions are necessary, if any officials are required, and what will be done with the existing men. COLLINGS: In combined operations regarding unions, do you feel there are different concerns facing fire, or can one union handle both fire and police? KELLER: That may vary from one jurisdiction to another. I've seen Public Safety operations which have fire operations unionized on one side and law enforcement on the other, because they each obviously have their own specific concerns. Probably one of the greatest fears I have seen from the firefighters union is the fear of losing their job by being replaced by Public Safety Officers. I've seen other agencies which are purely consolidated and they operate under one umbrella, one bargaining unit, which represents the Public Safety Officers in doing both of their functions. That's a multi -faceted question with multi -faceted answers. It depends upon what type of jurisdiction you are looking at. COLLINGS: Does Franklin, Pennsylvania have a union? Village Council Special Meeting Minutes May 8, 1990 Page 5 ----------------------- KELLER: Yes. Police Officers are represented by the FOP and their bargaining unit, and the Firefighters are represented by IAFF. BURCKART: How familiar are you with Florida? KELLER: I've been down here on several occasions teaching. I spent one vacation down here. In my childhood, I spent one winter down here, per doctor's orders, because of bronchial pneumonia. Beyond that, I have to plead innocence to a lot of knowledge. BURCKART: I am from Buffalo, New York, and I know there is quite a shock in a change of that sort, moving from up north to Florida. In management of your department, what type of approach do you take: 1) with your subordinates, and 2) with the community? KELLER: Being a Transition Chief, I have a tendency to be very-, very much involved in the operation with a "hands-on" approach. As time evolves, and as the organization is put into place and is starting to develop, I start to use a more delicate approach. I am very much participative management oriented. I am a firm believer in utilizing the staff in the organizational structure and the day-to- day operations. I am a firm believer that the staff should be held accountable and responsible for job tasks and assignments which are given to them. I like to have the staff involved in the writing of Operational Procedures, and I am a very firm believer in the preparation of an Operations Manual which clearly defines the Operations from top to bottom, inside and out. Not only from the standpoint that it gives the employees directions and clearly defined operational guidelines, but it also serves as a Training Manual for new employees as they are brought on board. I think in a situation such as Tequesta is looking at, the implementation of a Public Safety Program requires a tremendous amount of education on the part of the City Manager, and the Department itself, to let people know what Public Safety is all about. Public Safety has a tendency to send "chills" through people, often times because they do not know what it is about. It takes a great deal of education. In today's Public Safety Operations, it requires a great deal of crime prevention, fire prevention, and fire safety education programs. On the fire side, it requires fire safety inspections. So it's not a simple process, nor a one -faceted process. I can see it as being a job task that is not only internal, but also external (in the community). Village Council Special Meeting Minutes May 8, 1990 Page 6 ----------------------- BURCHART: How does a Public Safety Department operate? KELLER: That depends on your type of Public Safety operation. On the assumption of going through the study which was prepared for Tequesta, I get the impression that Tequesta is looking at going into a fully -consolidated Public Safety Operation, whether the present Police Department will be cross -trained and transformed into the core of the Public Safety operation. Therefore, they would be providing police, fire, and medical service from a routine patrol operation. You may have one person specializing in fire training, such as a Fire Marshall or Fire Lieutenant. He obviously would be in charge of fire suppression on a fire scene. He would coordinate fire inspections, fire training, etc. But, the basic core of the work force is coming from those who work out of a marked patrol car. A marked patrol car would be set up so that they could respond and handle normal law enforcement services as they do today. The cars would be set up with complete trauma kits for medical emergencies, including aspiration and oxygen. Thev would be first respondant on all medical calls. They would probably be cross -trained to a minimum level of an EMT, and in some cases, there would probably be paramedics for advanced life support. Their response to medical calls would be to go in, set up (package the patient to ready for transport). From the fire suppression standpoint, the fire call would be received, the patrol cars would respond directly to the scene and one or two people would respond with the given amount of apparatus as called for in pre -plan. The patrol cars arrive with their turnout gear in the trunk of the car. They can be suited up, possibly have done some preliminary preparation for the first due apparatus, then begin fire suppression or whatever may be required at that time. Basically-, in a consolidated Public Safety operation such as has been recommended for Tequesta, the core is the patrol officers. Ninety percent of their time is spent in police patrol functions. Through that, they become first respondent for medical, as well as first respondant for fire suppression. BURCRART: How much preparation is required for hazardous materials, and in what manner would your department respond to that? Village Council Special Meeting Minutes May 8, 1990 Page 7 ----------------------- KELLER: We have just completed the purchase of fully -encapsulating suits, Level A and Level B, various plug kits, etc. Setting up and training for hazardous materials is extremely expensive and time- consuming. Unless you are in a bigger operation, I am not sure handling of hazardous materials, under the guidelines we are faced with today, can be done in a very cost-effective manner. MACKAIL: Public Safety has to have a positive approach, with no morale or attitude problems. What would you implement to keep the conversion positive? KELLER: There are several things that can be done along those lines: 1) examination of present staff, their skill levels, their present existing training levels, personal interviews, learning what their strengths and weaknesses are. There may be some fears. You have to take the strengths of the existing staff, and utilize those to the maximum to try to offset the weaknesses as best as possible. When converting from a traditional police opration into a Public Safety operation, there is a tremendous amount of training that has to take place. The training is not only time-consuming, but has a tendency to be very costly until everything is in place. There probably will be some attrition. 2) Recruiting: There will obviously be some recruiting to replace those who have gone in attrition. It should be well known and up front to these recruits that what you are looking for is a person to do three functions. If you can find people with these minimum skills coming in the door, you would be that much farther ahead in the developmental process. It would be difficult to take an 18-year veteran of your department and convert him into a Public Safety Officer, knowing he may only have a year or two to go. That would not be cost- effective. You may have to start with a smaller core. Tequesta has some advantages in that it has Fire/Rescue already in place with Palm Beach County. That might give you an opportunity to get your on -board system up and working before the total transition. I am not sure if the transition can be totally positive. The goal and objective would be to make it as positive as possible. Education and public relations training is very critical. Village Council Special Meeting Minutes May 8, 1990 Page 8 ----------------------- MACKAIL: What type of program would you have that would cause the police to still have a high profile within the community' KELLER: A career firefighter spends 1% of his time in fire suppression; medical is maybe a percent above that. The fact that Tequesta is very concerned about the quality of life here, and the fact that Tequesta has the lowest crime rate in the State of Florida, is reflective of the opportunity Tequesta has for building a model agency. One of the things that could be done is proper deployment of police personnel. Tequesta is obviously proud of their law enforcement's response time. Response time has a tremendous impact on the perception of the public as to how well an agency performs. One thing that can be done is to examine the demand for service and schedule the personnel accordingly, depoyment of personnel into zones based on the demands of service. This enhances response time, and in a Public Safety concept, gives greater resources for deployment, whether a medical or fire call. I would make the officers more active, more involved, more diversified. Some employees may see it as a challenge. Routine patrol work has a tendency to be mundane and boring. Franklin found when employees were presented with the opportunity of medical calls and fire suppression, the activity level of the patrol officer goes up. They feel more of a challenge and it becomes more rewarding to them. MACKAIL: Our consultant's report was critical of the Police Department, stating there was insufficient documentation. Our Police Chief felt the consultant's report was inaccurate. What reports would you keep on file? KELLER: Understand that the consultant's report is only one document. Public Safety is a concept that must be tailor-made to fit the community. I sit on the Public Safety Director's Committee of the International Association of Chief's of Police, so I have had a tremendous amount of input and exposure to other Public Safety operations throughout the country. The unique thing about Public Safety is, once it is tailored to meet the needs of the community, it may be vastly different from any other Public Safety operation in a different community. If the operation needs refining and fine tuning, I think the key issue and element is to make yourself totally accountable for everything that's done. By analyzing the Village Council Special Meeting Minutes May 8, 1990 Page 9 ----------------------- specific data, you will know the most cost-effective and productive way to get mileage out of your personnel. Paper flow has a tendency to be overblown, but I think it is critical from the standpoint of documentation. Today we are a civilly litigated society, and without documentation to backup police and fire operations, the situation could be critical. MAYOR CAPRETTA: Who do you report to, and what is the relationship between you and the City Council? FELLER: I report to the City Manager. The Public Safety Department and the City Council is a unique experience. Four years ago the existing Council, looking ahead at the budget crunch and the physical operations of the City, the declining revenue, decided they could no longer support traditional police and fire and had to consider consolidation. They decided to pursue Public Safety, merely on the basis of cost-effectiveness. They did very little publicity, advertising, or public education. A traditional Police Chief who had been wit the Department 28 years, and a traditional Fire Chief who had been there for a number of years were both retired out of the system. I was brought in as an outsider. It was an uphill battle to build the Department and pull it together. At the present time, and during the course of the last four years, we have gone through a lot of political turmoil. We have four new people on Council this year, three of whom want to go back to traditional police and fire, with local Chiefs. One person on Council is a retired Police Lieutenant who went through the transition of traditional to the Public Safety operation who is very much a supporter of Public Safety. Two of the original seven Councilmembers are also in support of Public Safety. The five-year audit report recently released showed our Public Safety operation is the only aspect of the City Government in the last four years which has maintained costs on a level basis, while all other operating costs of the City have escalated. There are also a few other interesting things which have taken place. In 1986, the City of Franklin was spending a little over $350,000 for fire operations, with 12-14 firefighters. Today, we have an operational budget of $315,000 with 31 firefighters. Not only is there a decline in the cost-effectiveness, but a 250% increase in the number of firefighters, bringing up the efficiency levels and the productivity. Village Council Special Meeting Minutes May 8, 1990 Page 10 ----------------------- What has happened in Franklin has become purely political. Some of the people of the City who want to go back to traditional police and fire have self-serving reasons for wanting to take that route. However, not one has questioned the overall efficiency of the Department. MAYOR CAPRETTA: Let's talk about choosing Public Safety for the cost- effectiveness of it. Costs are escalating 30-40%/year in the County. When our TAVT group started their study, they did it on the basis of costs. The study also unveiled the fact that the response time was very good. This area is 40% retirees. You could say that medical would be the most pressing factor in Tequesta. Therefore, response time is an important issue. How long would it take (and some key- factors) to design a Public Safety System and implement it? We need a cost estimate of the transition and amount of operating costs. KELLER: Two to three years is probably a realistic period of time. I think the study done by TAVT is probably more accurate than the Public Safety consultant's study which was done, in that they addressed more facts and numbers as it impacts your household today. If you are intending to pursue Public Safety purely from the standpoint of saving dollars, you are "barking up the wrong tree". You are not going to save dollars in the first couple of years. If you're in the public sector, you have to spend money to save money; in the private sector, you have spend money to make money. It takes a tremendous amount of time and money to cross - train officers and getting people on board, purchasing fire apparatus. Unless you enter into some type of mutual aid agreement with surrounding areas, fire apparatus is not cheap. There will probably be a 12-14 month delivery time on a piece of appratus. Your consultant's study called for the purchase of one Quint and a Mini -pumper. I find that an interesting concept. Franklin went to a Mini -pumper concept, which is handling 85% of the calls. I am the type of Manager who is willing to gamble, innovate, create change, be progressive. Traditionally, if you talk to firefighters, they will tell you you have to run a full-size Class A Engine on every type of call that comes down the road. That is not so. There are not lots of fires in Tequesta. We found that 85% of our calls could be handled by the Mini -pumper, with one man driving, and two PSO's on the scene to assist. You would have that based on your existing staffing. Village Council Special Meeting Minutes May 8, 1990 Page 11 ----------------------- You have a vast number of shopping centers in Tequesta. They are probably sprinklered and alarmed. A shop manager reports an alarm going off, you respond to the call. Even though it may be a false alarm, it generates a public perception to your ability to respond and how you can handle a given situation. The public's perception of this is absolutely critical. You will need at least one, full-sized Class A Engine, probably with a 1500 gallon per minute pump on it, a minimum of a 500 gallon booster tank, and all other equipment needed. That Engine todays costs a minimum of $180,000-$200,000, depending on what you put on it. The study calls for Quint: you've just jacked the price up another $150,000. If you include an aerial with a bucket on it, you're now talking about $450,000 for one piece of apparatus. MAYOR CAPRETTA: Most of those enthusiastic about going to Public Safety are the condo dwellers. You can't fight condo fires with ladders. KELLER: You can only get so close and go so high with ladders. Beyond that, it's strictly with personnel and interior attack, and it's strictly you against the structure itself. A wise, prudent decision for condos would be to sprinkler them. It goes back to prevention. MAYOR CAPRETTA: Are you aware of our contract with Palm Beach County, or the new one we are about to sign' KELLER: Do you mean the one you are about to sign Thursday night, for seven years, with a two-year out in it? MAYOR CAPRETTA: Yes. When you talk about how long it would take to get this thing operational, can we hit that two-year window? KELLER: I think a two-year window would be realistic. You could have your equipment in place. It will not take an extensive amount of time to determine what you will need for apparatus. Two pieces of apparatus would probably do the job for you. I would recommend: 1) go with a 75' Quint with a 1500 gallon/minute pump. I'm not sure I would go with a Mini -pumper for you people. If you have a full- sized structure fire, (you have many shopping centers here) - if a fire takes off, it is going to hit more than one store. MAYOR CAPRETTA: Would you rcommend for us a 1-tier or a 2-tier system? KELLER: You have to decide whether you are going to have a 1-tier or a 2- tier system. A 1-tier system would mean taking a portion of your Village Council Special Meeting Minutes May 8, 1990 Page 12 ----------------------- people and train them in paramedical, so that you always have one paramedic per shift. There is a tremendous cost involved in the development of paramedics in training time. I would probably stay with the 2-tier system, until you could develop your own 1-tier. You could run a 2-tier, still get out the window, and still be in the ballpark. It's training intensive. You will probably have more dollars invested in training costs than actual response time costs. COLLINGS: Do you ever get into shouting matches with any of your guys' KELLER: Publicly, no - privately, in my office, yes. I have a firm belief that you praise in public and criticize in private. When I bring a guy into my office, whether it's to chew him out and correct a problem, I'll let him voice his opinion, as long as it is not bordring on insubordination. To serve a specific purpose - for doing things the way I do them, I think all the guys know how I'm going to do it. I don't expect the guys to like me - I don't expect them to agree with me, but at least respect me for the job that I have to do. My guys may tell you they may not like everything I do as a Chief, but at least if they understand and respect it, they know I will be there to back them up. BRA DFORD: Would you explain your views on recruitment of Public Safety personnel in regards to age, height, intelligence, education, psychological and psyciatric examinations, as well as in regard to women, and ethnic groups. KELLER: First of all, you can't discriminate with age, height, sex, or ethnic group. Personally, I don't care whether you're black, white, red, male, female, Baptist or Catholic - if you want to be a lumberjack, carry your end of the log. I don't care if you're a female - if you can carry a 1 1/2 inch tack line and you can go into the heat, knock yourself out. If you want to be a female patrol officer and you can handle a drunk driver, and you can walk into a bar fight, I don't care - knock yourself out. I expect the same standard of every employee, regardless of whether they are six foot six, or five feet tall. I have a five foot tall, 115 pound female patrole officer right now. She was hired under the sane guidelines, the same standards as anybody else. Her expectations, and our expectations of her are exactly the same as they are with anybody else. We do have have an obligation, once we've gone through the recruiting and hiring process, to make that person develop into an adequate employee. There are qualities that I like to look for in a recruit that you don't find in a written, oral or physical agility test. Those are the intangibles such as: drive, desire, honesty, integrity. Village Council Special Meeting Minutes May 8, 1990 Page 13 ----------------------- I would probably use the same type of format that we use in Franklin right now: We go to colleges and recruit out of there. I like to get people who Have some college background, preferabl:- a Degree. When we recruit, we use brochures, for public relations work, as well. We tell these people exactly what we're looking for. After we recruit, we accept applications. I made the decision that I would not accept any application through the process unless they are already police certified, simply because we can no longer afford to hire a recruit off the street, and have that person be sent to an Academy, at our expense, for four months. When we get that person back from the Academy, then they are out in the street with a Field Training Officer for another 12 weeks, and now we have spent roughly 5 1/2 months, and we don't know if they're going to cut it or not. So, we want them to have that minimum certification coming in the door. Then they go through a general aptitute written examination. The "survivors" of that then go through a physical agility test. This in an 8-phase station test with basically five stations that are police oriented, and three stations that are fire oriented. It goes anywhere from a ladder climb, to dragging a dummy, to a half -mile shuttle run - everything is time against the person with basically strength, endurance and agility skills incorporated. The survivors of that then take a test from Reed & Associates out of Chicago, which is a job aptitude test. They basically look for drug involvement, alcohol involvement, job attitude, etc. we get the results after that which say recommended or not recommended. If they're not recommended, they're out of the process. We then send the files of the survivors of that on to the detectives and the investigators then go out and do a background check. We do a background check before the oral interview because I want to have some data on hand before that oral panel to ask of the candidate. Our oral panel consists of one person from police, one from fire, the EMS Director, one Councilman, and one citizen at large who is usually an educator, like the Principal of the local High School, and myself as the Moderator. I don't score - I don't do anything - I just moderate and listen to the answers. The survivors of the oral, their raw scores on the written, their physical agility pass/fail, and the raw scores on the oral are then tallied up and we establish an eligibility list. From that point they are sent to a local university where we conduct a clinical psychological by a Psychologist on staff; we give them the MMCI 30-45 minute oral interview. He then sends a one -page written document to us showing that person's strengths and weaknesses. I like to use the psychological to work with the strengths. If there is a shortcoming, that's an area we know we need to work with, and maybe monitor on a regular basis, until we're out of the dark areas. Village Council Special Meeting Minutes May 8, 1990 Page 14 ----------------------- We then take them to the hospital where we have a staff that handles all public safety employees, where they receive a physical, annually. After the pysical exam, I then bring them in for the final interview. If they are married, or engaged, I ask that they bring their potential spouse with them. I want that spouse to clearly understand what they are getting into. I've seen officers go down the tubes because of marital problems, simply because their spouse did not understand this person is going to be working shifts, called out in the middle of the night, have to go to court. Once the person is hired, they spend the first two weeks doing nothing but reading Policy Procedure. They then go out on the road for a 10-12 week period of time with a Field Training Officer (FTO) or a coach. From the time we've recruited that person to the time they've completed their FTO program, I think we've got a pretty good handle on whether they are going to cut it or not. I expect high standards, productivity and professionalism. I don't want. to get involved in personalities nor politics. BRADFORD: A hypothetical situation: While you're on vacation, a member of the Village Council contacts the Captain in your Department and indicates a desire for the No Parking restrictions in the Country Club are to be more stringent than enforced. To date the Department has reluctantly employed parking citation issuance and follow-up tow -away request authority. After receiving the Councilman's complaint, the Captain orders the Public Safety Patrol Officer to strictly enforce parking regulations, ticketing every car in violation of the Parking Code, and ordering tow-aways as authorized. This mandate leads to immediate issuance of a large volume of tickets and a comparable expression of public dissatisfaction. This is the situation when you arrive on the job the next morning. What actions would you take in this situation? KELLER: Assuming this Captain is in charge in my absence, my first approach would be to the Captain, asking for an explanation of what. happened and why, what his logic and reasoning was for taking the approach that he used. I think there are certain types of scenarios and situations where you have to swat flies with a sledgehammer, but I prefer to catch them with honey. After the Captain has explained the rationale and reasoning for the approach, I Would examine the original policy as to why this was never applied equitably, fairly, and as directed to begin with. That is probably what caused the existing problem. If that had been done, the Captain would not have had to succumb to political pressure while I was out of town. Village Council Special Meeting Minutes May 8, 1990 Page 15 ----------------------- I would probably go to the Country Club seeking compliance from them, explaining to them a problem which remained unaddressed in the past has been overdone, and we need their help in correcting the problem. The next thing I would do is go through the City Manager and inform you there was a political problem that existed with one of the Councilmen who had jumped the chain of command. I can't have Councilmembers running to my staff giving them immediate direction as to how they want things done on an individual basis. Otherwise, we've totally disrupted the chain of command. How the City Manager handles that, I don't know. Village Council Special Meeting Minutes May 8, 1990 Page 16 ----------------------- EDWARD F.HIMMELSBACH 3611 Cosmos Street Palm Beach Gardens, Florida 33410 (407) 622-6640 HOWELL: Tell us about yourself. HI`MELSBACH: I've been in law enforcement for approximately 25 years some of it in New Jersey, and 23 of those 25 years here in Florida. I started with the Martin County Sheriffs Department, the I went down to the North Palm Beach and worked in the Department of Public Safety and worked my way up to Assistant Chief and was acting Chief for a period of time while the Chief had throat cancer. From there I went on to be Chief of Police of Palm Beach Gardens until I left there in 1985. Then went down to run security at University and Polo Club in Boca Raton. At the present time I work for the Sheriffs Department. HOWELL: What attracted you to this position? HI`MELSBACH: Tequesta has advertised for a Director of Public Safety- and I have always liked the area of Tequesta. In fact, when I was Chief of Police of Palm Beach Gardens, I commented several times that I would enjoy working in Tequesta. When the job came open, I sought to put in a resume and thought it would be something I would enjoy. HOWELL: You are married with children? HI". ELSBACH: Yes, sir, I have two grown daughters. They are both married and I have three grandchildren. They all live in the Juno -Palm Beach Gardens area. HOWELL: Are you originally from Florida? HIMMELSBACH: No Sir, I'm originally from New Jersey. I have lived in Florida the last 25 years. BURCHAART: From being a Police Chief, what is your management approach in dealing with your subordinates and superiors? Village Council Special Meeting Minutes May 8, 1990 Page 17 ----------------------- HI,"ELSBACH: I feel I have strong management, but fair, and I feel that the people that I work for are the ones that I'm going to do the job for because of what it takes. BURCHART: How do you balance your time regarding public relaitons and working within the Department itself? HIMMELSBACH: I have always felt strongly towards public relations. When I was Chief down in Palm Beach Gardens, we had a very good working relationship with the community. We had crime prevention programs that we put on, programs within the school system. At that time I belonged to several clubs. I think our community awareness was quite good. BURCHART: What was the Gardens Public Safety program like? HIM.MELSBACH: There has never been Public Safety in Palm Beach Gardens. I worked Public Safety when I was in North Palm Beach. North Palm Beach is still Public Safety, the Gardens has never been Public Safety. BURCHART; Have you ever had any exposure to pub4c safety? HIMMELSBACH: Yes sir. I was twelve years with North Palm Beach working the Public Safety System and paramedics. We started the paramedic program. I was second in command. BURCKART: What did your wholesale/retail business involve? HIMIELSBACH: I was buying and sellig merchandise out of the Miami area and up in Jacksonville. I sold locally to different merchants and market vendors. COLLINGS: Knowing what you know of Tequesta, do you think Tequesta should go to Public Safety? HIMrIELSBACH: It's a workable concept, with proper management and community participation. It has pros and cons. I think it would work in Tequesta. COLLINGS: How would you staff a Public Safety Department? Village Council Special Meeting Minutes May 8, 1990 Page 18 ----------------------- HIIrMELSBACH: There are different ways of staffing. You could set up a low- cost Department. If I could staff a Public Safety Department the way I wanted to staff it, there would be firemen on each shift with a Lieutenant or Captain, whatever the rank may be for fire, at least one, may be two, cross -trained officers on every shift. That concept would be a workable concept. COLLINGS: How would you go about the cross -training? HIALKELSBACH: Well, they only have four day classes and two night classes per year - it's a seven -week class. You could send one or two at a time, until you have enough certified for cross -training. I would try to hire qualified firemen and a Fire Chief from the outside. COLLINGS: Do you know how many policemen we have right now? HI`i`1ELSBACH: Sixteen, sir. COLLINGS: What methodology would you use to select them to cross -train? HI". ELSBACH: Well I think I would to the individual officers to see if they're interested in becoming a cross -trained individual, then go on from there. There would also be some physical requirements. COLLINGS: Any other requirements other than physical? HIMMELSBACH: Mental. He's got to want to do it. I would advertise for outsiders to come in if I didn't have enough officers within. I've come to know a lot of people over the years, and I feel I could recruit from that base. COLLINGS: Have you fought a fire yourself. HIKMELSBACH: Yes, in North Palm Beach. MACKAIL: Do you feel Public Safety training has to start at the top? HIKXELSBACH: Yes, sir. There has to be a need their with the city fathers. MACKAIL: How would you implement the program? HIMMELSBACH: First I would find out who wants to be cross -trained, then order pumpers, either new or used, or custom-made. Village Council Special Meeting Minutes May 8, 1990 Page 19 ----------------------- MACKAIL: There may be a morale or attitude problem within the Department when switching to Public Safety. Would you try to achieve an understanding of the concept from the employees first and try to work with the staff, or immediately go outside? HIMMELSBACH: I would start within first to see what I had to work with. MACKAIL: Explain the goals of a career development program that should be in a Department of Public Safety and what plans, as a Public Safety Director, would you implement to achieve those programs? HIMMELSBACH: Well, you have to have strong law enforcement and strong Public Safety. I don't know what your feelings are on emergency medical. I won't go into that at the present time since I haven't heard the question come up. You have to show you are capable of those jobs. MACKAIL: How would you recruit regarding age, ethnic background, etc. HIMMELSBACH: First, I would see if they're interested in being cross - trained, make sure they are physically fit, preferably- with some background in law and/or fire. They would have to be sound to start with. I believe in testing. MACKAIL: How long would it take to implement a Public Safety program' HIMMELSBACH: . One year minimum. I would be more comfortable with 1 1/2 to 2 years. MAYOR CAPRETTA: Are you familiar with our consultant's report, and if so, what did you think of that report? HIMMELSBACH: Yes, sir. That's what they sent me. I agree with the Public Safety aspect; regarding the existing Police Department, I couldn't say. MAYOR CAPRETTA: would you recommend for Tequesta a 2-tier system? HIMMELSBACH: From the report, I gather Tequesta is not real happy with the way their emergency medical is at the present time. To imple,ent a paramedic unit with your Public Safety concept would include 1250 hours for paramedic school, plus three full terms of college. You would need at least one paramedic and one EMT on every call. You would probably need about six paramedics in the Village Village Council Special Meeting Minutes May 8, 1990 Page 20 ----------------------- to run an emergency medical program. I would look to the outside and bring in already trained paramedics. I feel more strongly regarding Public Safety than paramedics. MAYOR CAPRETTA: Regarding startup costs, could Tequesta get equal or better service for comparable cost? HI`MELSBACH: The first few years of Public Safety will be more expensive. It will level out in the following few years. MAYOR CAPRETTA: How long would it take to develop a feasibility study and implementation the plan? HI`MELSBACH: It would take 2-3 months to do a complete plan. BRADFORD: Define the role of the Village Council, Village Manager and the Public Safety Director, and the proper working relationship between each. HI`MELSBACH: The Mayor decides what is best for the community. That is related down to the Village Manager. Then a decision is made and handed down to the Public Safety Director. BRADFORD: What is your managment style regarding subordinates? HI%MELSBACH: I am strong, but fair. I do not like dual standards. Every man is a representative, and should carry himself accordingly. I have a good rapport with my men. BRADFORD: Who defines the men's jobs? HI`MELSBACH: The Policies and Procedures Manual defines the jobs and the supervisor assigns. Every man should know his job - no guesswork. The job description should be outlined specifically. It should not be left to the subordinate's discretion. BRADFORD: Define "aggressive patrol" and "directed patrol". HI'MELSBACH: Aggressive patrol is where the officer takes initiative (i.e., checks backs of buildings, doors, any lights that are on). "Directed patrol" is an officer patrols an area because he has been assigned to do so. BRADFORD: What personal or professional weaknesses do you perceive in yourself, if any? Village Council Special Meeting Minutes May 8, 1990 Page 21 ----------------------- HIMMELSBACH: I don't see any. COLLINGS: How would you fire someone? HIMMELSBACH: I wouldn't do that until I had given a thorough evaluation of his performance. COLLINGS: You have an enviable list of schools and courses on your resume. HIMMELSBACH: I try to find out everything. I did most of that schooling on my own time. I like to go to school. MACHAIL: When Public Safety is implementd, there is always an adverse effect. Have you ever seen a change in attitude once an objector is trained? HIMMELSBACH: Yes, in North Palm Beach. This officer knew he could do the job, but didn't want to. He was given an ultimatium. He mellowed after training. III. ANY OTHER MATTERS There being no other matters the meeting was adjourned at 11:27 A.M. Respectfully submitted, Fran Bitters Recording Secretary ATTEST: Bill C. Hascavelis Finance Director/VIllage Clerk DATE APPROVED: