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HomeMy WebLinkAbout07.B- City Manager t 73 DOC ID: 2797 CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION jInformation/Report From: Allen Parker M/CC Meeting Date: 12/02/2013 Prepared by: Chris Lopez, (909) 384-5122 Dept: City Manager Ward(s): All Subject: Update Council on Request for Qualifications Regarding Fire Services Study(#2797) Current Business Registration Certificate: Not Applicable Financial Impact: Motion: Receive and file. Synopsis of Previous Council Action: November 18, 2013: Direct the City Manager to conduct an RFQ process to hire a qualified expert on a contract basis to develop for the Council's consideration a needs analysis of the current Fire Department, the types of calls within the City, the Fire response protocol, emergency medical services and potential consolidation to improve effectiveness and reduce costs while maintaining service levels. The City Manager shall report to the council at its next regularly scheduled meeting the total costs of the consultants and time frame needed to perform the analysis. Background: Supporting Documents: Updated: 11/26/2013 by Linda Sutherland Entered Ino Rec, MCC/CDC Mtg. l Lh j3 by: Agenda Item No: 7 r CITY OF SAN BERNA b ' INTEROFFICE MEMORAN a CDC Secretary CITY MANAGER'S OFFI of San Bernardino TO: Mayor and Common Council FROM: Allen Parker City Manage SUBJECT: Update: Needs Analysis for Current Fire Department DATE: December 2, 2013 At the November 18, 2013 Mayor and Common Council Meeting, the City Manager was directed to conduct an RFQ process for a qualified consultant to develop for the Council's consideration a needs analysis of the current Fire Department, the types of calls within the city, the Fire response protocol, emergency medical services and potential consolidation to improve effectiveness and reduce costs while maintaining service levels. Staff has contacted consultants capable of conducting this type of work, and two organizations have provided material for your review. The International City/County Management Association (ICMA) and City Gate Associates, LLC approach this project with an initial study into the operations of the Fire Department with a heavy emphasis on data and analysis to look at incident type workload, response time, and analysis of the busiest hours to detail the current operation. International City/County Management Association ICMA offers a comprehensive report that focuses on key performance which highlights the following: • Comprehensive Data Analysis • Governance and Administration • Organizational Behavior/Management/Processes • Financial Resources • Programs • Risk Management • ISO/Accreditation Benefit Analysis ICMA utilizes GIS technology and uses a methodology for determining resource utilization that quantifies the maximum and minimum deployment of personnel and equipment with an aim to deliver the right resources at the right time. Citygate Associates, LLC Citygate offers a range of services and packages based on the ultimate goal of the Mayor and Common Council. Below are the studies offered by Citygate: 1. Deployment Study—This study looks at peak activity times, call volumes, response times, and analysis of the busiest hours to detail the operation. 2. Headquarters System and Overall Agency Performance Audit—An audit of various headquarters and support service bureaus, with an analysis of fiscal strategies. 3. Contract for Service or Merger Analysis—This report reviews the current service cost structures and identifies opportunities and constraints if the agency were to contract for fire services or merge with one or more partners. Costs and Timeframe The table below shows the costs, types of study, and the time frame for the study: Consultant Deployment Performance Contract for Time to Study Cost Audit— Service or Complete Fleet, IT, Merger Fire Analysis Prevention Citygate $53,000-$74,000 $75,000- $40,000-85,000 150 days after Associates, $79,000 signed contract LLC ICMA $85,000 NA NA 105-135 days after signed Contract I Proposal for Comprehensive Analysis of Fire / EMS Services San Bernardino, California M^ C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T Submitted by: ICMA Center for Public Safety Management International City/County Management Association 777 North Capitol Street NE,Suite 500 Washington, DC 20002 716-969-1360 1CMA Leaders at the Core of Better Communities 1CMA Leaders at the Core of Better Communities December 2, 2013 Mr. Alan Parker, City Manager City of San Bernardino 300 North D Street San Bernardino, CA 92418 Dear Mr. Parker: The ICMA Center for Public Safety Management is pleased to submit this proposal for an analysis of fire/ EMS services for San Bernardino. The ICMA approach is unique and more comprehensive than ordinary accreditation or competitor studies. In general, our analysis involves the following major outcomes: • Utilize contemporary research identifying the changing role of the fire service with regards to its mission as a medical services provider and how this should affect staffing and organizational structure; • Conduct a data-driven forensic analysis to identify actual workload particularly fire related activities vs. medical services. • Perform gap analysis, comparing the "as is" state of the department to the best practices of industry standards; • Recommend a management framework to ensure accountability, increased efficiency and improved performance; • Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department. This proposal is specifically designed to provide the local government with a thorough and unbiased analysis of fire / EMS services in your community.The team assigned to the project will have hundreds of years of practical experience managing emergency service agencies, a record of research, academic, teaching and training, and professional publications, and extensive consulting experience completing hundreds of projects nation-wide. The team assembled for you will be true "subject matter experts" not research assistants or interns. ICMA has provided direct services to local governments worldwide for almost 100 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. I, along with my colleagues at ICMA, greatly appreciate this opportunity and would be pleased to address any comments you may have. You may contact me at 716.969.1360 or via email at Imafarese @icma.ora Sincerely, Leonard A. Matarese, ICMA-CM, IPMA-HR Director, Research and Project Development ICMA Center for Public Safety Management ICMA Center for Public Safety Management -San Bernardino, CA Page 2 of 22 The Association International City/County Management Association (ICMA) t The International City/County Management Association (ICMA) is a 100 year old, non-profit t professional association of local government administrators and managers,with approximately j 9,000 members located in 32 countries. { Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to its citizens in an efficient and effective manner. Our work spans all of the activities of local government- parks, libraries, recreation, public works, economic development, code enforcement, Brownfield's, public safety, etc. ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Our work includes both domestic and international activities in partnership with local, state and federal governments as well as private foundations. For example, we are involved in a major library research project funded by the Bill and Linda Gates Foundation and we are providing community policing training in Panama working with the U.S.State Department.We have personnel in Afghanistan assisting with building wastewater treatment plants and have teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA/CPSM) is one of four Centers within the j US Programs Division of ICMA providing support to local governments in the areas of police, fire, j EMS, Emergency Management and Homeland Security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. ICMA/CPSM is also involved in police and fire chief selection; assisting local governments in identifying these critical managers thru original research we have conducted identifying the core competencies of police and fire managers and providing assessment center resources. Our local government technical assistance includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices. We have conducted over 190 such studies in 32 states and 91 communities ranging in size from 8,000 population Boone, IA, to 320,000 population St. Louis, Missouri, to tourist meccas such as 586,000 population Las Vegas. ' Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Director of Research & Program Development. 'j t a j j ICMA Center for Public Safety Management -San Bernardino, CA Page 3 of 22 i Project Staffing The proposal will look at the fire and EMS services of San Bernardino. For this project, the ICMA has assembled a premier team of experts from a variety of disciplines and from across the United States.The goal is to develop recommendations that will enable it to produce the outcomes necessary to provide critical emergency services consistent with the community's financial capabilities.The team will consist of a Project Manager, two Team Leaders and several senior public safety Subject Matter Experts selected from our team specifically to meet the needs of the community. The management organizational chart for the project includes the following Key Team Members: Project Leonard Matarese, MPA Leader Fire Team Data Team Leader D• Ph.D. ICMA Center for Public Safety Management -San Bernardino, CA Page 4 of 22 Project Manager Director of Research and Project Development, ICMA Center for Public Safety, Leonard Matarese, MPA, ICMA-CM, IPMA-CP • Background Mr. Matarese is a specialist in public sector administration with particular expertise in public safety issues. He has 44 years' experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing Project which has subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with particular attention to matching staffing issues with calls for service workload. Recognized as an innovator by his law enforcement colleagues he served as the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71 agency, U.S. Customs Service anti-terrorist and narcotics task force and also as president of the Miami-Dade County Police Chief's Association-one of America's largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director he has managed fire / EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs. Mr. Matarese has presented before most major public administration organizations annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linkoping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona,Spain. He has a Master's degree in Public Administration and a Bachelor's degree in Political Science. He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management Association- Human Resources. He also has extensive experience in labor management issues, particularly in police and fire departments and is currently editing an ICMA book on the selection of police and fire chiefs. ICMA Center for Public Safety Management -San Bernardino, CA Page 5 of 22 Data Assessment Team ICMA Center for Public Safety Senior Team Members Dov Chelst, Ph.D., Director of Quantitative Analysis • Background Dr. Chelst is an expert in analyzing public safety department's workload and deployment. He manages the analysis of all public safety data for the Center. He is involved in all phases of The Center's studies from initial data collection, on-site review, large-scale dataset processing, statistical analysis, and designing data reports.To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000. Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has taught mathematics, physics and statistics, at the university level for 9 years. He has conducted research in complex analysis, mathematical physics, and wireless communication networks and has presented his academic research at local, national and international conferences, and participated in workshops across the country. Senior Public Safety Subject Matter Expert David Martin, Ph.D., Senior Researcher in the Center for Urban Studies, Wayne State University • Background Dr. Martin specializes in public policy analysis and program evaluation. He has worked with several police departments to develop crime mapping and statistical analysis tools. In these projects he has developed automated crime analysis tools and real-time, dashboard-style performance indicator systems for police executive and command staff. Dr. Martin is an expert in producing fire and EMS response mapping. Dr. Martin teaches statistics at Wayne State t University. He is also the program evaluator for four Department of Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls for service workload and deployments. Senior Public Safety Subject Matter Expert Gang Wang, Ph.D., Fire & EMS Services Data Analyst • Background Gang Wang is an expert on analyzing fire / EMS response. He received the dual bachelor degrees in industrial design and management science, and the M.S. in information system from Chongqing University in China and the Ph.D. degree in industrial engineering from Wayne State University. He has five years experience in enterprise information system and eight years experience in data analysis and applied mathematical modeling. He has rich experience in areas of automotive, travel and public safety with particular emphasis in fire/ EMS analysis. He has published a book chapter and several journal articles. i ICMA Center for Public Safety Management -San Bernardino, CA Page 6 of 22 Operations Assessment Team - Fire Unit Director, ICMA Center for Public Safety Management Thomas Wieczorek, Retired City Manager Ionia, MI;former Executive Director Center for Public Safety Excellence (formerly Commission on Fire Accreditation) • Background Thomas Wieczorek is an expert in fire and emergency medical services operations. He has served as a police officer, fire chief, director of public safety and city manager and is former Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International, Inc.). He has taught a number of programs at Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), and Grand Rapids Junior College. He has testified frequently for the Michigan Municipal League before the legislature and in several courts as an expert in the field of accident reconstruction and fire department management. He is the past-president of the Michigan Local Government Manager's Association;served as the vice-chairperson of the Commission on Fire Officer Designation, and serves as a representative of ICMA on the NFPA 1710 career committee. He most recently worked with the National League of Cities and the Department of Homeland Security to create and deliver a program on emergency management for local officials titled, "Crisis Leadership for Local Government Officials." It has been presented in 43 states and has been assigned a course number by the DHS. He represents ICMA on the NFPA 1710 and 1730 Standards Committees and is a board member on the International Accreditation Service, a wholly owned subsidiary of the International Code Council. He received the Mark E. Keane "Award for Excellence" in 2000 from the ICMA, the Association's highest award and was honored as City Manager of the Year (1999) and Person of the Year (2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan Municipal League in 2005. Senior Manager of Fire and EMS Chief Steven G. Knight, Ph.D., MPA, BS, EFO, CFO, Assistant Chief, St. Petersburg, Fl. Fire and Rescue Department. • Background Dr. Steve Knight is a 20-year veteran of the fire and EMS service and is currently the assistant fire chief with the St. Petersburg, Florida Fire and Rescue Department.St. Petersburg Fire & Rescue protects the lives and property of over 260,000 residents and responds to over 40,000 emergency incidents annually from 12 stations. During his tenure with SPFR, Chief Knight has served as the chief of rescue. Knight also currently serves for the Center for Public Safety Excellence, Commission on Fire Accreditation International as a technical advisor and peer assessor. Chief Knight received the outstanding research award by the National Fire Academy/ United States Fire Administration in 2007, as well as the A. Don Manno Award for Excellence in Research by the National Society for Executive Fire Officers also in 2007. ICMA Center for Public Safety Management -San Bernardino, CA Page 7 of 22 Knight holds a Ph.D. from the University of South Florida in curriculum and instruction and a minor in research and measurement, a master's degree in public administration from Troy University and a bachelor's in Fire &Safety Engineering from the University of Cincinnati. Chief Knight is also a graduate of the Executive Fire Officer Program through the U.S. Fire Administration, Federal Emergency Management Agency. Knight is an accredited Chief Fire Officer through the Center for Public Safety Excellence and holds numerous Florida state fire and EMS technical certifications. Knight also serves as an adjunct instructor at St. Petersburg College in the Fire Science and Public Safety Administration Program, is the former Program Director-Emergency Medical Services at Manatee Technical Institute. f Senior Associate Chief Joseph Pozzo (Ret.), MPA, CFO. Former Deputy Director, Volusia County Department of Public Protection;former Director and Fire Chief, Volusia County, Florida, Retired Fire Chief, Loudon County, Virginia,former Fire Chief Portsmouth, Virginia. • Background Chief Pozzo has enjoyed a thirty-four (34) year career in public service. Before joining the ICMA team, Chief Pozzo served as the Deputy Director of f the Department of Public Protection Volusia County, Florida,where he was responsible for the operations of Fire, EMS, Emergency Management, Medical Examiner, Beach Safety, Corrections, and Animal Services. He was formerly Chief of the Volusia County Fire Services.This agency is a combination department providing fire suppression and EMS services with career firefighters and volunteer members.The agency operates out of 23 stations. Prior to Chief Pozzo's appointment in 2010 in Volusia County, he served as the Chief of the Loudoun County Department of Fire and Rescue.This agency is a combination fire and rescue system providing fire, rescue, and emergency management services to one of the fastest growing counties in the nation. The fire and rescue system provides these services to over 275,000 permanent residents living in 520 square miles of diverse suburban and rural area located within the National Capital Region. Fire, Rescue and Emergency Management services are executed through 450+ career staff and over 1,300 t volunteer members operating out of nineteen stations. Prior to his appointment with Loudoun County, Chief Pozzo served as Chief of the Portsmouth Fire, Rescue and Emergency Services Department. This agency is one of the oldest professional departments on the eastern seaboard and serves over 95,000 residents within a 30 square miles area. Chief Pozzo also served in the City of Virginia Beach, Va. Fire Department for 19 years reaching the level of Battalion Chief prior to embarking on his career as a Fire Chief/Director. He holds a Master of Public Administration degree from Troy University where he graduated with honors, a B.A. in Public Administration from Saint Leo University and several associate degrees including an AAS in Fire Science and Protective Services. He holds the Chief Fire Officer Designation from Center for Public Safety Excellence and has served as an Adjunct Instructor for the Virginia Department of Fire Programs. ICMA Center for Public Safety Management -San Bernardino, CA Page 8 of 22 a ) ) i Senior Associate Gerard J. Hoetmer, MPA, retired Executive Director of Public Entity Risk Institute, 1 Fairfax, Virginia 1 • Background Gerry Hoetmer is an expert in fire services, emergency management, and risk management. He served as the founding executive director of the Public Entity Risk Institute, a nonprofit organization that provided training, technical assistance, and research on risk management issues for local government _t and other public and quasi-public organizations. During his tenure as executive director he was a member of the National Academy of Sciences Disaster Roundtable. Prior to his position as executive director at PERT, Mr. Hoetmer worked at ICMA for 19 years, most recently as the director of research and development. He has written extensively on local government emergency management, the fire service, code enforcement, and risk management issues. Seminal works include the first report to Congress on fire master planning and the first edition of Emergency Management: Principles and Practices for Local Government. In addition to providing expert testimony before Congress and local arbitration boards on fire staffing and scheduling issues, Mr. Hoetmer represented ICMA on the NFPA 1500 Standard on Occupational Safety and Health; NFPA 1201, the Standard for Providing Emergency services to the Public; and the 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. Mr. Hoetmer has developed and conducted training programs and seminars at FEMA's Emergency Management Institute and the National Fire Academy in Emmitsburg, Maryland. He holds a Bachelors from the State University of New York, New Paltz and the Master of Public Administration degree from the University of Colorado at Denver <i Senior Associate Chief John (Jack) Brown (Ret.), BA, MS, EFO, Director, Arlington County Office of Emergency Management, Retired Assistant Chief Fairfax County Fire & Rescue Department • Background Jack Brown's 40 year public safety career includes 29 years with the Fairfax County, Virginia Fire & Rescue Department, where he retired as Assistant Fire Chief of Operations. He served in a number of operational and staff positions, including the Office of the Fire Marshal where he attained NFPA certification as a Fire Inspector II and Fire Investigator. As an investigator, he conducted post fire and post blast investigations, assisting in the prosecution of offences involving arson and illegal explosives. He served as a Planning Section Chief and Task Force Leader for the Fairfax County Urban Search and Rescue Task Force (VA TF-1). He deployed to Nairobi, Kenya as Plans Chief in response to the 1998 embassy bombing and as Task Force Leader on a deployment to Taiwan in response to an earthquake in 1999. Upon his retirement from Fairfax County in 2000, he became the Assistant Chief for the Loudoun County Department of Fire, Rescue and Emergency ICMA Center for Public Safety Management -San Bernardino, CA Page 9 of 22 i Management, where he led a team of firefighters to the Pentagon on 9/11 and assisted the Arlington County Fire Department as the initial Planning t Section Chief for the incident. Jack served as Planning Section Chief on a l Northern Virginia multi-jurisdictional emergency management task force that reestablished the New Orleans Emergency Operations Center just after Hurricane Katrina. He retired from Loudoun County in 2006 to pursue a career in emergency management. Brown retired from the Coast Guard Reserve as a Chief Warrant Officer 4, specializing in port safety and security,with 33 years of combined Army and Coast Guard Reserve service. After 9/11, he served on active duty for 47 months, including 15 months in the Middle East. He received the Bronze Star Medal for actions in Baghdad, Iraq while supporting combat operations during Operation Iraqi Freedom. Brown holds a bachelor's degree in Fire Science Administration from the University of Maryland and a master's degree in Quality Systems Management from the National Graduate School, Falmouth, Massachusetts. He is a 1997 graduate of the National Fire Academy's Executive Fire Officer Program at the National Emergency Training Center, Emmitsburg, Maryland. He has been an adjunct professor at the Northern Virginia Community College and the University of the District of Columbia in the Fire Science curriculums. He is a graduate of the Executive Leadership Program in the Center for Homeland Defense and Security at the Naval Postgraduate School, Monterey, California. Associate Chief Mike lacona, MPA, Fire Chief/Director Flagstaff Fire Department, Flagstaff Arizona; former Director and Fire Chief , Orange County, Florida Fire Rescue Department. • Background Chief lacona has 38 years of fire service experience, with the last 17 years as Fire Chief. He currently serves as fire chief for the City of Flagstaff, Arizona and has held this position since 2002. Prior to this, he was the Director of Orange County Fire Rescue, Florida,which included oversight of the County's emergency management functions. In addition to duties associated with fire chief, he has served in various capacities, rising through the ranks from to fire fighter/paramedic to chief fire officer. Mike has led a fire training division,was the Chief of Operations, served as Emergency Manager in EOC Operations, was Chief Negotiator in multiple IAFF Contract deliberations. He has supervised the development of several fire master plans,was a volunteer fire fighter coordinator, led multiple fire code adoption processes,was in charge of personnel and payroll functions and implemented fire impact fees. He also has wildland fire experience, supervising a fuel management program, the adoption of a Wildland Interface Code, and the adoption of a Community Wildfire Protection Plan (CWPP). Chief lacona holds a Master's Degree in Public Administration and did his undergraduate work in Urban Planning at Florida Atlantic University, in Boca Raton, FL. He is a graduate of the National Fire Academy's Executive Fire Officer Program and attended The Program for Senior Executives in State and Local Government at the Harvard Kennedy School. ICMA Center for Public Safety Management -San Bernardino, CA Page 10 of 22 j l j Project Schedule Milestone 1 -Full execution of the agreement Agreement will identify Project Launch date. Milestone 2-Project Launch We will conduct an interactive telephone conference with local government contacts. Our project leads will launch the project by clarifying and confirming expectations, detailing study 1 parameters, and commencing information gathering. Milestone 3a-Information Gathering and Data Extraction- 30 Days Immediately following project launch, the operations leads will deliver an information request to the department.This is an extensive request which provides us with a detailed understanding of the department's operations. Our experience is that it typically takes an agency several weeks to accumulate and digitize the information.We will provide instructions concerning uploading materials to our website. When necessary, the lead will hold a telephone conference to discuss items contained in the request.The team lead will review this material prior to an on-site visit. Milestone 3b-Data Extraction and Analysis- 14 Days Also immediately following the project launch the Data Lead will submit a preliminary data request, which will evaluate the quality of the Computer Aided Dispatch (CAD) system data. This will be followed by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This request requires a concerted effort and focused response from your department to ensure the timely production of required for analysis. Delays in this process will likely extend the entire project and impact the delivery of final report. The data team will extract one year's worth of Calls for Service (CFS) from the CAD system. Once the Data Team is confident the data are accurate, they will certify that they have all the data necessary to complete the analysis. Milestone 3c-Data Certification- 14 days Milestone 4a-Data Analysis and Delivery of Draft Data Report-30 days Within thirty days of data certification, the analysis will be completed and a draft, unedited data report will be delivered to each of the departments for their review and comment. After the data draft report is delivered, an on-site visit by the operations team will be scheduled. Milestone 4b-Departmental Review of Draft Data Report- 14 days The department will have 10 days to review and comment on the draft unedited data analysis. During this time, our Data team will be available to discuss the draft report.The Department must specify all concerns with the draft report at one time. Milestone 4c-Final Data Report- 10 days After receipt of the department's comments, the data report will be finalized within 10 days. JI Milestone 5-Conduct On-Site Visit-30 days Subject matter experts will perform a site visit within 30 days of the delivery of the draft data t report. Milestone 6-Draft Operations Report-30 days Within 30 days of the last on-site visit, the operations team will provide a draft operations report to each department. Again the departments will have 10 days to review and comment. t Milestone 7-Final Report 15 days Once the Department's comments and concerns are received by ICMA the combined final report will be delivered to the city within 15 days. 1 TOTAL ELAPSED TIME: 105 - 135 days j ICMA Center for Public Safety Management -San Bernardino, CA Page 11 of 22 The 1CMA Approach: Operations Review Using information analyzed by the data team, an operational assessment by ICMA technical experts will be conducted to evaluate the deployment of emergency resources. The ICMA team will evaluate equipment, maintenance, records, policies, procedures, mapping, implemented technology and innovations, facilities, training, and staff to create recommendations for future service delivery. The team may meet with elected and appointed officials as well as identified community leaders to determine the outcome they are seeking from deployment of resources. Observations and recommendations will be developed around key performance and analysis areas in the completion of the report and include: • Comprehensive Data Analysis • Incident Type Workload • Response Time • Unit Workload • Analysis of Busiest Hour • Governance and Administration • Organizational Structure • Organizational Leadership • Staffing and Deployment • External Relationships • Organizational Behavior/Management/Processes • Time Allocation of Staff • Organizational Communication • Strategic Planning • Performance Measurement • Financial Resources (Operating and Capital Resources) • Programs (To include fire suppression, EMS, fire prevention, public education, fire investigation, technical rescue, hazardous materials, emergency management, , and other service delivery programs) • Risk Management/All hazards approach to community protection • ISO/Accreditation Benefit Analysis Using GIS technology we will review the current locations of deployed equipment and stations with recommendations developed for the future. Key to making these determinations will be response time for dispatched units and call density. The ICMA data team has created a methodology for determining resource utilization that quantifies the maximum and minimum deployment of personnel and equipment. It is unlike any other approach currently used by consultants and is indicative of the desire by ICMA to deliver the right resources at the right time. ICMA Center for Public Safety Management -San Bernardino, CA Page 12 of 22 Fire Suppression Services Fire departments staff their stations and train their personnel to respond to a wide array of fire and vehicular accident emergencies. In addition, many departments use the long intervals between calls for service for a variety of fire prevention, training and station activities. Research in the United Kingdom as well as by FEMA has shown that the most cost-effective approach to fire deployment is the elimination of calls. If a call is received, eliminating hazards decreases the risk faced by first responders and may result in a more positive outcome.These preventive strategies should include building effective code enforcement and fire prevention activities as well as strong public education programs promoting smoke detectors fire extinguisher use and placement in homes and businesses.The effort may also include early fire suppression through the use of automatic sprinkler systems and other fire protection systems. All of these prevention and response challenges are illustrated below. y FIRE CHALLENGES Fire Early Early Life Property Detection& Prevention Reporting Suppression Safety Conservation Code Smoke/Fire Extinguishers, Rapid Rapid Enforcement Alarms Automatic Response Response Sprinklers Medic-Rescue Fire Unit Utilization FIRE DEPARTMENT ACTIONS ICMA Center for Public Safety Management -San Bernardino, CA Page 13 of 22 The resulting data study ICMA completes will gather and analyze data on the efficiency and effectiveness of the current deployment on the fire runs. Resource utilization will be quantified for concentration, location, and unit utilization. The study will also analyze fire call data to provide a comprehensive review of how fire services are delivered to the community including a detailed analysis of workloads and response times. The analysis of the workloads should begin with an in-depth study of the types of calls handled and their severity.The goal of this data gathering would be to explicate the fundamental nature of the fire challenge faced by the Fire Department. The study will pay special attention to fires reported in residences or buildings. Some examples of questions to be answered as a part of the study include:What was the average response time of the first arriving fire suppression unit capable of deploying extinguishing agent? How long did the engine companies work at the scene? For each call type, we will determine the time spent on-scene and the manpower personnel who worked the scene.This data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period and by shift for each engine company. It will document any dramatic variations by time of day and day of week as well as seasonal variations. It will also require the review the department's non-emergency productive hours that fire personnel carry out between emergency calls. The study will also analyze data to determine the proportion of calls and the associated workload that arise within the community's borders compared to mutual aid calls. Response time is an important statistic in emergency service systems.We will determine: Average response time of first arriving fire suppression unit capable of deploying extinguishing agent. Distribution of response times for different call categories Response time for the second arriving engine company,where possible We will also identify and review calls that experienced unusually long response times. ICMA Center for Public Safety Management -San Bernardino, CA Page 14 of 22 Emergency Medical Services Fire Departments provide emergency medical services in addition to fire suppression duties. In many instances the response to medical calls for services constitute up to 80%of the total workload of the agency. However, many fire departments have failed to structure their agency to reflect this dramatic change in the role of the agency. Several counties in California have documented this changing role in great detail and this study will consider these works. For example the"2010-2011 Santa Clara, County Civil Grand Jury Report "Rethinking Fire Department Response Protocols" and the Orange County Civil Grand Jury Report "Emergency Medical Response in Orange County" provide detailed insight into the changing role of the fire service. Additionally the "Emergency Medical Services, Evidence-Based System Design White Paper for EMSA by the University of Oklahoma, School of Medicine" provides a well-documented review of typical EMS delivery systems, many of which are based upon false or outdated assumptions. In this project we will draw upon the valuable lessons learned from these, and other, independent studies to help shape our recommendations for the future of the San Bernardino Fire ?EMS Department. EMS CHALLENGES Medical Early Early Prevention Detection I Action Stabilize Transport Reporting Medical Incident Progression Public Public& Public CPR I Rapid ALS ALS Education Targeted Education Response AED Trainin Res Transport Education P P EMS DEPARTMENT ACTIONS ' I I s ICMA Center for Public Safety Management -San Bernardino, CA Page 15 of 22 i In this project we will analyze EMS call data to provide a comprehensive review of emergency medical services including a detailed analysis of workloads and response times.The analysis of the workloads will begin with an in-depth study of the types of calls handled and their severity. The goal is to explicate the fundamental nature of the emergency medical challenge faced by the community's Fire Department. We will pay special attention to the most critical emergencies such as heart attack and serious vehicular accidents. For each call type,we will determine the time spent on-scene and the manpower personnel who worked the scene.These data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period for each ambulance company and the unit hour utilization (UHU). We will also determine how much EMS calls contribute to the workload of fire engine companies since they also respond to most calls. We will document any dramatic variations by time of day and day of week as well as seasonal variations. Response time is an important statistic in emergency service systems. We will determine not only average response time but also the distribution of response times for different call categories. We will also identify and review calls that experienced unusually long response times. ICMA Center for Public Safety Management -San Bernardino, CA Page 16 of 22 Analysis of the Busiest Hours of the Year Fire departments often speak of the "worst case scenario" or "resource exhaustion" when developing staffing and deployment plans. In reality, on agency can never staff for the worst case scenario, because whatever situation can be envisioned, there can always be a more serious event that can be planned. What is needed to make staffing and apparatus decisions is a clear understanding of what levels of demand can reasonably be expected over specific periods of time in a specific jurisdiction. For example, what are the busiest calls for service times over a one year period and what levels of staffing and apparatus were needed to handle this workload? To answer this question requires a detailed analysis of calls for service, broken down minute by minute, identifying which units were busy and how many units remained available to respond to a new call for service. More sophisticated analysis can take into consideration available mutual aid resources. There is significant variability in the number of calls from hour to hour. One special concern relates to the fire resources available for the highest workload hours. We tabulate the data for each of 8760 hours in the year.We identify how often the fire department will respond to more than a specified number of calls in an hour. In studying call totals, it is important to remember that an EMS run typically lasts, on average, a different amount of time than a fire category call. Example of"Busiest Hour Analysis" What follows is an example of an ICMA study of a fire department with 17 units staffed all the time. For the vast majority of these high volume hours, the total workload of all units combined is equivalent to 3 or fewer units busy the entire hour. For the ten highest volume hours, 0.1%of the hours, the total workload exceeded 3 hours. All of these high volume hours occurred between 10 a.m. and 9 p.m. The hour with the most work was between 1000 and 1 100 on September 12, 2009.The 21 calls involved 34 runs.The combined workload was 417 minutes.This is equivalent to 7 firefighting units being busy the entire hour. However, in the City there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour. The hour with the most calls was between 1400 and 1500 on October 13, 2009.The 23 calls involved 28 runs.The combined workload was 379 minutes.This is equivalent to between 6 and 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 7 units still available to respond immediately. Only 3 of the 17 units were busy more than 30 minutes during this hour. ICMA Center for Public Safety Management -San Bernardino, CA Page 17 of 22 Table 1. Frequency Distribution of the Number of Calls Number of Calls in Frequency an Hour 0-5 6397 6-10 2263 11-15 98 16 or more 2 Observations: • A total of 6,397 hours (73%) in a year have received 0-5 calls. • A total of 2,263 hours (25.8%) in a year have received 6-10 calls. • A total of 100 hours (1.2%) in a year have received 1 1 or more calls. Table 2.Top Ten Hours with the Most Calls Received HOURS Number Number of Total Busy of Calls Runs Minutes 13-Oct-2009 1400 23 28 379 12-Sep-2009 1000 21 34 417 20-Jun-2009 2000 15 16 252 02-Feb-2009 1900 15 16 213 10-Jul-2009 1000 14 15 226 15-Feb-2009 1900 14 20 317 29-Jul-2009 1700 14 18 274 23-Feb-2009 1100 14 15 180 17-Mar-2009 1500 14 17 193 01-Mar-2009 1800 13 14 185 ICMA Center for Public Safety Management -San Bernardino, CA Page 18 of 22 Table 3.Deployed Minutes by Unit for the Hour between 10 a.m.and 11 a.m.on 12-Sep-2009 Station 1 2 3 4 5 6 7 9 10 11 12 13 14 Number of Units Unit El E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 Ell E12 E13 E14 Busy Free 0-5 1 16 5-10 1.9 0.7 3 14 10-15 0, 7 10 15-20 0.5 8 9 20-25 1.1 7 10 25-30 5 12 30-35 5 12 35-40 6 11 40-45 1.2 0.7 0.7- _';;AA 9 8 45-50 1.8 l.$ 19 T1 T.7 11 6 50-55 0.9 2 .,•; 12 5 55-60 Total 12.5 12.3 0.0 40.6 40.5 23.1 11.3 0.0 4.1 14.3 1 11.8 34.8 8.4 39.6 43.2 1 16.5 19.0 Note: The numbers in the cells are the busy minutes within the 5 minute block. The cell values greater than 2.5 are coded as red. Observations: • Between 10 a.m.and 1 1 a.m.on September 12,2009,the fire department responded to 21 calls and dispatched 34 units to these calls. • In the city there are 17 units staffed all of the time.During the worst portion of this hour,there were always at least 5 units still available to respond immediately.Only 5 of the 17 units were busy more than 30 minutes during this hour. ICMA Center for Public Safety Management-San Bernardino, CA Page 19 of 22 Figure I.Workload by Unit and Call Type for the Hour between 10 a.m. and 11 a.m. on 12-Sep-2009 _��-----� — ■-EtNS ■Fire Other rr Real Fire '-------`—______-.� 50 -------- -------------- 45 -41 --- ------ 4Q 43 40 -- ------ --- - 35 35 - --- - 30 25 ---- _23 --- -- - 20 — 19 15 1?,_12 �g 14 10 - - - 5 - 4 0 0 0 -,- E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 E11 E12 E13 E14 Observations: • Engine companies E3, E1 1 and E12 were busy more than 40 minutes during this hour. • Truck T3 was busy more than 40 minutes during this hour. • Eleven units were busy less than 20 minutes. Two units responded to no calls. ICMA Center for Public Safety Management - San Bernardino, CA Page 20 of 22 Proposed Fees The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission. ICMA will conduct the analysis of the fire, and EMS departments for$85,000 inclusive of travel.The project would be billed in three installments:40%within 14 days of signing the contract;40%with delivery of the police, fire and EMS draft data analysis;20%with delivery of the final report. Following delivery of the draft reports, the city will have 30 days to provide comments as to accuracy and a final report will be delivered within 30 days of the comment period. Deliverables Draft reports for fire/EMS will be provided for department review in electronic format. In order to be ecologically friendly, ICMA will deliver the final report in computer readable material either by email or CD or both. The final reports will incorporate the operational as well as data analysis. Should the municipality desire additional copies of the report, ICMA will produce and deliver whatever number of copies the client request and will invoice the client at cost. Should the City desire additional support or in-person presentation of findings, ICMA will assign staff for such meetings at a cost of$2,000 per day/per person along with reimbursement of travel expenses. ICMA Center for Public Safety Management - San Bernardino, CA Page 21 of 22 Conclusion Part of ICMA's mission is to assist local governments in achieving excellence through information and assistance. Following this mission, ICMA Center for Public Safety Management acts as a trusted advisor, assisting local governments in an objective manner. In particular, ICMA's experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes ICMA a unique and beneficial partner in dealing with issues such as those being presented in this proposal.We look forward to working with you further. ICMA Center for Public Safety Management - San Bernardino, CA Page 22 of 22 OTTUTf flNCIflTfS, LK FIRE & EMERGENCY SERVICES 2250 East Bidwell Street,Suite 100 ■ Folsom,CA 95630 . PH 916-458.5100 ■ FAX 916.983.2090 November 27, 2013 Christopher Lopez, MPA City Manager's Office City of San Bernardino 300 N. D St. San Bernardino, CA 92418 Lopez Ch()sbcity.org RE: FIRE DEPARTMENT ANALYSIS QUALIFICATIONS Dear Mr. Lopez: Citygate Associates, LLC is pleased to present our qualifications to the City of San Bernardino to assess its fire service operations and costs. This introductory letter provides a brief overview of our firm's extensive fire services consulting experience and describes why Citygate is uniquely positioned and qualified to perform this work. At your request, we also describe the types of studies to consider at a macro level and provide their cost ranges. We also provide attachments containing summary biographies of our senior consultants and references of related projects. Citygate believes our team qualifications to perform your study are exceptional based on our extensive background in fire services. We are particularly experienced in fire department deployment analysis and consolidations and their associated costing and financial analysis/strategies. Citygate has completed over 20 fire service merger engagements and has several currently underway. We have conducted most of the fire service merger studies in California, before and since the recession began, including a recent engagement for the Cities of Anaheim, Orange, and Fullerton. We are currently engaged (along with Bartel Associates, our business partner in pension costing) with the Cities of Adelanto, Hesperia, Victorville, and the Town of Apple Valley to study the partners' ability to exit San Bernardino County Sheriff and Fire Services to form a new Public Safety Joint Powers Authority. As such, we have current total compensation and pension cost information for the San Bernardino County Fire Department. In addition to consolidations, our overall fire services experience is sizable. Within the past three years alone, Citygate has executed many of the largest fire service studies we know of, including the Counties of San Diego (57 agencies) and El Dorado (14 agencies), as well as the Cities of San Diego, Oakland, Stockton, Pasadena, the Sacramento Metropolitan Fire District and both the Ports of Long Beach and Los Angeles. We also have performed fire services studies across the CITYGATE ASSOCIATES,LLC IS PROUD TO BE A CORPORATE SPONSOR OF THE LEAGUE OF CALIFORNIA CITIES. Christopher Lopez November 27, 2013 Page 2 U.S. We enjoy the complex, challenging "Gordian Knot" projects where other firms might steer clear. Citygate also has an outstanding track record with our clients. When Citygate commits to a client, we commit to that client's long-term success. We strongly encourage the City to call our key project references—they are golden. As the County of San Diego former CAO stated: "We work with consultants, obviously, all the time, but the work that Citygate did on this report is some of the best I've seen in my tenure here." (Watch the video clip at this link: www.citygateassociates.com/sdcountyvideo) CITYGATE ASSOCIATES KEY STRENGTHS FOR SAN BERNARDINO At Citygate, we believe that a client is not hiring a "firm," but rather professional individuals who have the qualifications that match the client's unique needs. Our team members are the practice specialists in their fields, and San Bernardino will not work with less skilled, entry- or mid-level consultants. We submit that the consultant team you need should possess four critical attributes: 1. Experience and proven success conducting advanced fire and EMS services deployment analysis using geographic mapping and incident statistics to identify the most cost-effective deployment plans. 2. Experience designing and actually managing merged safety services in the California regulatory fact pattern. We can "walk our talk" on how to successfully contract or merge. 3. Human resources, pension, and local agency finance experts who are the best available to undertake the total compensation, benefits, and fiscal costing work. 4. Exceptional communication skills that build consensus on the tough issues. When the technical details are completed, we can explain the results and options in understandable terms to the stakeholders. The result of these four attributes is noticed when, time after time, executive management and elected officials say, following a Citygate presentation, "This is one of the best studies we have ever received, and we now really understand the fire services issues before us." Citygate will not present lofty ideas that have no practical chance of implementation or acceptance. What sets us apart is our ability to weave our experience with our clients' facts and needs into recommendations that can positively move their fire service decisions ahead. Citygate's Fire Practice Principal and Project Director, Stewart Gary, was the lead author on the 2nd through 4th Editions manual for Standards of Response Cover systems approach to deployment for the Commission on Fire Accreditation International. Chief Gary has developed this material, taught it, and used it in consulting across the United States and Canada for fourteen years. Over the last 12 years, he has performed over 180 fire services studies. In California alone, CITrGflI[flSSPCIflifS ll. Christopher Lopez November 27, 2013 Page 3 Chief Gary and his team of subject matter experts have performed fire deployment studies for over 75 cities; his deployment studies have served over 14.5 million residents, which is 39 ercent of California's population. Citygate and Mr. Gary have developed a fire deployment study team that consists of the best, most experienced statistical analyst on Standards of Response Cover methods to be found in the United States today. ♦ Citygate is the exclusive consulting services partner for the NFIRS 5 AliveTM fire statistical analysis software. Please use the following link for more information: www.nfirs5.com ♦ Citygate is the exclusive consulting services partner for The Omega Group in San Diego, a nationally recognized public safety mapping (GIS) analytic and tactical software solution provider. Since the company's inception in 1992, Omega is honored to have worked with over 500 public safety agencies which have leveraged two flagship solutions: CrimeView and FireView. Some of FireView's capabilities include site selection of fire stations, first-due assignments, response time analysis, and mutual aid strategies. Management, fire labor leaders, and elected officials have always positively accepted Citygate's fire deployment study recommendations. Why is this experience critical of the Citygate team and its long-term business partners? The City is hiring outside help, not just to complete the study more quickly than staff time permits, but to hire experienced consultants that know how to uncover the tough issues and how to work them to successful closure. We know the approaches needed and, equally as important, how to effectively communicate the results to the stakeholders. FIRE SERVICE STUDY TYPES AND COST ESTIMATES Given our discussion on the questions facing the City of San Bernardino, there are three types of studies to consider. The first type, a deployment study, is the foundation on which to make other decisions. The fire station staffing and deployment plan sets 80 percent or more of your costs and drives the size of the needed headquarters, support, and command functions. Here are three broad fire service study types defined with cost ranges: 1. Deployment Study — Using national best practices references such as the Standards of Response Cover systems approach to deployment from the Commission on Fire Accreditation International, the Insurance Services office (ISO), and the National Fire Protection Association (NFPA), we identify risks to be protected and desired outcomes. Then we use GIS mapping and incident statistics to model what the deployment system can or cannot do, and what cost- effective options exist at different service-to-cost points. s arr��tt ass�cia��s uc Christopher Lopez November 27, 2013 Page 4 2. Headquarters Systems and Overall Agency Performance Audit — We review an agency's management, support services such as fleet maintenance, information technology, fire prevention, training, and command systems against published best practices. This ensures (1) the fire station personnel are led, trained, and equipped to best-practice recommendations; and (2) compliance with the multitude of safety regulations for firefighting in the United States. 3. Contract for Service or Merger Analysis —We review an agency's current fire service cost structures, and identify opportunities and constraints if the agency were to contract for fire services or merge with one or more partners. Such an analysis can lead to savings, from reduced fire crews in shared service areas, to reduced headquarters and support systems (such as dispatch), to the effects on pension and other post employment benefit(OPEB) costs. Each study above can be done concurrently. This produces total study savings. Once we are performing a foundational deployment study (including reviewing data and conducting on-site meetings/briefings), it is not as costly to also review headquarters systems, and/or to compare agency costs against one or more merger/contract-for-service options. You asked for sample studies and cost ranges. Below we provide an overview of three comparable standalone studies and download links to the Final Reports. No client has asked for all three studies at once recently, as some agencies already had partial or complete information in one or more areas. Thus, each scope of work and cost is always tailored to address an agency's specific needs. 1. Deployment Study — City of San Diego, February 2011. A full Standards of Response Cover Study for a 47-station fire department. The study included in- depth analysis for multiple underserved areas, options such as peak activity squad use, and multiple meetings with fire command staff, City Hall staff, and the City Council. The cost was $73,450. Consider this a high side cost for a complex study. A deployment study for Pasadena in 2012, with 8 fire stations, was $53,000. City of San Diego Final Report: www.citygateassociates.com/sandiego 2. Headquarters Systems and Overall Agency Performance Audit — County of Santa Barbara Fire Department, February 2012. This study included a full deployment review (16 stations) and an agency-wide performance audit of all headquarters and support service bureaus, with an analysis of fiscal strategies. The cost was $74,517. For the City of Corona Fire Department in 2013, a full deployment study, headquarters performance audit, and a strategic plan cost $79,909. Santa Barbara County Final Report: www.citygateassociates.com/sbcountvfire s <irraeiE ass:>ar,�fs uc Christopher Lopez November 27, 2013 Page 5 3. Contract for Service or Merger Analysis — Cities of Anaheim, Fullerton, and Orange, January 2012. This study was a full fire services merger analysis with a review of governance options. The study included a partial deployment analysis for shared fire station areas, and did not include a headquarters performance audit of the three agencies. The study included a workload analysis to determine blended headquarters positions. Extensive on-site meetings with staff and agencies were conducted. The cost was $104,000. Other merger studies have ranged from $40,000-$85,000 depending on complexity, travel, and on-site meeting needs. Anaheim Partners Final Report: www.citygateassociates.com/anaheim Citygate would be pleased to be of service to the City of San Bernardino in these challenging times for public safety providers. If you require further information, please do not hesitate to ask. We would certainly respond to an RFQ from the City. Given our knowledge of how to address your questions, we believe that mutually agreeing to a phased scope of work would provide the best benefit and allow the City to control the study costs. With a phased approach, staff and the City Council can be brought along at policy "forks in the road" as needed. Then the scope of work can be narrowed, as appropriate, to focus on internal department changes, or external contract or merger studies. Citygate believes that, upon the City's review of our proposal and unique qualifications, you will find that Citygate's team of multi-disciplinary consultants, who have a long history of working together, will exceed the City's expectations! Please feel free to contact me at our headquarters office, located in Folsom, California at (916) 458-5100, extension 101 or via e-mail at dderoosncity2ateassociates.com if you wish further information. Stewart Gary, our Fire Practice Principal, is available at (916) 458-5100, extension 305 or via e-mail at sgaryna citygateassociates.com. Sincerely, Da id C. DeRoos, MPA, CMC, President cc: Fire Practice Team Attachments: Citygate Team Summary Biographies Citygate Qualifications and References (IMM MOM,tK ATTACHMENT 1 CITYGATE SUMMARY BIOGRAPHIES ME f6swIBits.Lt( CITYGATE SUMMARY BIOGRAPHIES Below, Citygate presents summary biographies for the fire services consultants that would perform the City's contemplated engagement. Resumes for these consultants are available upon request. Chief Stewart W. Gary, MPA, Fire Services Principal Chief Gary is the Fire Practice Principal for Citygate Associates. Chief Gary is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. For fourteen years, he was a lead instructor, program content developer, and consultant for the Standards of Response Coverage process. For many years, he annually taught a 40-hour course on this systems approach for fire deployment at the California Fire Academy, and he teaches and consults across the United States and Canada on the Standards of Response Coverage process. Over the last twelve years, he has performed organizational and deployment studies on over 180 departments, ranging in size from Minneapolis, Minnesota to San Jose, California, the Sacramento Metropolitan Fire District and the Santa Clarity Valley region in Los Angeles County. Significant to the City's needs, he used planning, team building, culture development and process re-design tools to successfully design, lead, and manage the California League of Cities Helen Putnam award winning Livermore-Pleasanton Fire Department Consolidation. Chief Gary also conducts team building and team coaching workshops for executive fire management teams, including the entire San Jose Fire Department chief officer cadre and the CAL FIRE Napa Unit. Dwane N. Milnes, DPA, General Government Principal/Fiscal Specialist Dr. Milnes is the General Government Principal with Citygate Associates. Dr. Milnes has extensive experience in municipal management, having served as City Manager or Assistant City Manager for 24 years. He retired as the City Manager of Stockton, CA in 2001 where he supervised metro size emergency services. He earned a doctorate in Public Administration from the University of Southern California. Dr. Milnes is a member of the International City Management Association and the American Society for Public Administration. As a Citygate consultant, he has worked with Chief Gary on many fire/EMS services studies. Attachment 1—Citygate Summary Biographies page 1 urreeT�nss�cai[s.uc Stan Feathers, MPA, Senior Associate and Fiscal Specialist ' Mr. Stanley E. Feathers has served as City Manager, Assistant City Manager, 4' Finance Director, Budget Manager, and has served extended duty as interim Community Development Director. He has over 25 years of management experience in both county and city government. His executive experience includes virtually all aspects of local government, with much of it focused on "hands-on" analysis, policy development, and implementation of initiatives. He has experience in a diverse array of public policy areas and issues. Through his wide ranging experience, he has developed approaches to resolving complex problems by emphasizing simple but elegant solutions. This is critical to long- term success in an increasing complex governmental environment limited by the availability of resources. This approach focuses on sound empirical analysis, collaboration, and teamwork. His experience includes governmental finance, budget, business systems, human resources, labor relations, contract management, planning and community development, public safety, information and business technology, risk management, legislative advocacy, public works, major capital projects, and a wide variety of other areas. William Sager, CFC, EFO, Fire Services Specialist Mr. Sager, Citygate's Fire Services Specialist, has more than 40 years in the fire service. With Citygate, he has worked on over 40 organizational analyses, deployment studies, strategic/master plan, and training projects. Chief Sager's : . last assignment with CAL FIRE was as the Butte Unit Chief, and the Butte County Fire Chief. Chief Sager is a nationally recognized course developer and instructor in leadership, organizational development, and management courses. He used Applied Strategic Planning methods as the editorial consultant for Blueprint 2020, the Office of State Fire Marshal's statewide training plan for the California Fire Service (this plan is downloadable osfm.fire.ca.�,,ov/training/pdf/BP2020finaldraft0108.pdD. During his CAL FIRE career, he worked at all levels in two units and a region office; he participated in numerous personnel and finance projects, including chairing a streamlining task force on the "Changing Face of CDF". He was also a CAL FIRE Type 1 Team Incident Commander. He is a certified Fire Chief, and in 2003 he was designated a Chief Fire Officer. Chief Sager retired from CAL FIRE in 2003. Attachment 1—Citygate Summary Biographies page 2 arr�ar�ssxiflics uc Steven A. Harman, MPA, IPMA-CP, Human Resources Specialist Mr. Harman leads Citygate Associates Human Resources Consulting practice area. Steve has thirty-seven years of public agency human resource management experience. Prior to his retirement in 2008, he served as the Director of Human Resources for the cities of Livermore, Vallejo, and San Leandro, and was Director of Personnel for Butte County, CA. He has personnel management experience covering the full array of management functions including recruitment and selection, classification and compensation, training and development, policy and procedure development and other related areas. Mr. Harman has extensive experience in providing human resource management services for fire departments. Steve is also a certified expert witness in California State and Federal Courts in matters pertaining to employment discrimination and assessment. He regularly teaches seminars and workshops in recruitment and assessment. Mr. Harman is active in the profession; he was on the Board of Directors of the International Public Management Association for Human Resources (IPMA-HR) and is currently on the Board of Directors of the IPMA-HR Certification Council. He is also a member of the American Society of Public Administration. He holds an IPMA-CP, which is the highest level of professional certification offered to public sector human resource professionals. Mr. Harman recently received the IPMA- HR Honorary Life Membership Award for his contributions to IPMA-HR and to the human resource management profession. Attachment 1—Citygate Summary Biographies page 3 Clfllt flSS°CIfl1fS.t(C ATTACHMENT 2 CITYGATE QUALIFICATIONS AND REFERENCES "n aWlt OWES K CITYGATE PROJECTS Below is a brief description of Citygate's previous fire services engagements. We provide a summary listing of project references, a description of several studies, and a list of other completed fire services engagements. For a more detailed list of Citygate's Fire Services projects, please visit our website at www.cit-ygateassociates.com and then select "Fire Protection and Emergency Medical Services Consulting". PROJECT REFERENCES Below, Citygate provides five references for fire services engagements. San Diego County, CA County of Santa Barbara, CA Project: Regional Deployment Study for Project: Fire Services Deployment and Fire, Rescue, and EMS Services Departmental Performance Audit Mr. Walt Ekard, Former Chief Michael Dyer, Fire Chief Administrative Officer (805) 681-5507 (619) 760-7444 City of San Diego,CA Cities of Anaheim, Fullerton, and Orange Project: Standards of Response Coverage CA Study Consolidation, Merzer or Contract Fire Jay Goldstone, Chief Operating Officer& Services Feasibility Analysis CFO Mr. Randy Bruegman, Fire Chief (619) 236-7080 (714) 764-4000 Javier Mainar, Fire Chief (619) 533-4300 El Dorado LAFCO, CA City of Emeryville,CA Project: Countywide Fire and Emergency Services Fire Department Master Plan and Contract for Study Services Analysis Mr.Jose Henriquez, Executive Officer Mr. Kevin Johnson, Fire Chief (530)295-2707 (510) 596-3758 Attachment 2—Citygate Qualifications and References page 1 UTTGflIF flSS°CIflTFS,tlt FIRE SERVICES STUDIES Santa Barbara County – Fire Services Deployment and Departmental Performance Audit Study Citygate completed a Standards of Response Coverage deployment analysis and departmental performance assessment of the Santa Barbara County Fire Department. The study identified both the current service level and services desired, and then assessed the Department's ability to provide them. After understanding gaps in operations and resources, Citygate provided recommendations to maximize and improve Department operations and resources over time. City of San Diego, CA–Standards of Response Coverage Study Citygate conducted a fire service Standards of Response Coverage deployment study for the San Diego Fire Rescue Department (population over 1.25 million). This study independently reviewed the existing fire and emergency medical risks to be protected, the current and desirable response system to these needs, and recommended a best-fit solution to most effectively leverage the existing situation while allowing the development of an even stronger regional response system to benefit everyone. Cities of Anaheim, Fullerton, and Orange CA – Consolidation. Merger or Contract Fire Services FeasibilitE Analysis Citygate performed a study to identify opportunities to expand and/or strengthen the delivery of Fire, EMS, and other services for the City of Anaheim Fire Department, City of Fullerton Fire Department, and Orange City Fire Department. San Diego County Office of Emergency Services (CA) – Countywide Deployment Study for Regional Fire, Rescue, and EMS Services (57 Total Fire Agencies) In 2010, Citygate established a phased-process blueprint designed to improve San Diego County's regional fire protection and emergency medical system. The study assessed current levels of service, identified future needs, provided options for a regional governance structure, and developed cost feasible proposals to improve the region's ability to respond to natural or manmade disaster (including wildfires, earthquakes, terrorism, and other multi-hazard events), bolster day-to-day operations for local agencies, and enhance the delivery of fire and emergency medical services. The study exceeded the County's expectations and was very well received by the elected officials and stakeholders in May 2010. The County has since retained Citygate to provide ad hoc assistance with implementation of the study's recommendations. More information on this study, including links to watch the final presentation, listen to a related radio interview with Stewart Gary, view study documents, and read local news articles is available here: Attachment 2—Citygate Qualifications and References page 2 arr�ai�ss�ciaifs uc http://citygateassociates.com/Fire San Diego County Study.html The Board of Supervisors on a 5-0 vote adopted Citygate's recommendations and the County is now in the process of implementing the recommendations. Sacramento Metropolitan Fire District– Standards of Response Cover Study and a Sen ices Reduction (Brownout)Study With an operating budget of approximately $166 million, the Sacramento Metropolitan Fire District provides services through 42 fire stations and approximately 750 career personnel to more than 640,000 residents in a 417 square mile area of Sacramento County, the Cities of Citrus Heights and Rancho Cordova, and a small portion of Placer County. The Standards of Response Coverage study was commissioned to: analyze the effectiveness of the current deployment system; evaluate the need for additional fire stations; recommend criteria for the placement and timing of these stations; and develop the criteria for deployment reductions of 3-5 fire stations to meet the fiscal needs of the District's declining revenues. The study exceeded all of the District's expectations and was very well received by the elected officials and stakeholders in May 2009. The District adopted and implemented Citygate's brownout service reduction plan. Citygate was retained by the District to perform an update to the Standards of Response Coverage study. El Dorado LAFCO (CA)–Countywide Fire and Emergency Services Study Citygate performed a fire and emergency services study to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate and cost- effective coverage. This study was undertaken because eight of the fourteen agencies providing fire and emergency services to El Dorado County had insufficient revenue streams and had been relying on supplemental funding from the County; without these funds, some agencies would not be able to meet service demands. City of Oakland, CA–Comprehensive Multi-Hazard, All Risk Fire Service Deployment Study Citygate conducted a comprehensive multi-hazard, all-risk fire service deployment study of the Oakland Fire Department's ability to respond to and mitigate emergencies in routine and strategic risk scenarios. The study combined Oakland's capabilities with those of its neighbors to form a picture of what the sub-regional response system's capabilities are to protect the strategic risks in the Oakland Metropolitan Area. From these assessments and the resultant gap analysis, recommendations for changes were made to improve the response system. Attachment 2—Citygate Qualifications and References page 3 � flii�s�ieres.u< City of Pasadena–Standards of Response Coverage Analysis Citygate conducted a Standards of Response Coverage study including nationally recognized response performance goals from which the City could adjusts if needed, the quantity, staffing and locations of fire stations. This included consideration of existing or potential automatic and mutual aid agreements. City of Atwater, CA–Fire Department Master Plan Citygate completed a high-level fire department master plan for the Atwater Fire Department. This project included a Standards of Response Coverage (Deployment) analysis, a review of the Fire Department's headquarters positions and programs and the capability to support the department's needs, an evaluation of the option of contracting fire services with CAL FIRE, and concluded with a summary of phasing priorities and costs. The City of Atwater agreed with Citygate's recommendations to contract with CAL FIRE which was successfully completed in the year following the study. Cities of Monterey, Pacific Grove, and Carmel, CA–Regional Fire Service Study Citygate assisted with the development of a high-level assessment of the feasibility of fire agency consolidation for the cities of Monterey, Pacific Grove, and Carmel. This study assisted the partners with determining if they should create a joint agency that would be a more efficient governmental organization that will provide improved services at controlled or lower costs. The study also focused on the possibilities to streamline the allocation of resources and equipment so that the most cost-effective apparatus, facility, training, prevention, and safety services are provided. Upon completion of the Final Report, Citygate was retained to provide guidance as the agencies decided whether to proceed with consolidation. The agencies have successfully consolidated. Cities of Patterson, Newman and West Stanislaus County FPD, CA – Consolidation Feasibility Analysis Citygate conducted an analysis of fire services, operations, revenues, and expenditures while performing a consolidation feasibility analysis for the Cities of Patterson,Newman, and the West Stanislaus County Fire Protection District. Citygate reviewed the current arrangements for fire protection services in the shared project area. City of Pismo Beach, CA–Consolidation Feasibility Study Citygate conducted a high-level assessment of the feasibility of fire agency consolidation for these agencies: Pismo Beach, Arroyo Grande, Grover Beach, and the Oceano Community Services District. The partners desired an independent review of the current fire department service relationships to determine if a functional or a full consolidation of one or more ■ e Attachment 2—Citygate Qualifications and References page 4 OTTAfissccCU K, i departments would provide cost stabilization while maintaining effective services. Options explored include a city-owned fire department, a contract with CAL-FIRE, or full consolidation. The study included a strong volunteer fire service component. The study used geo-mapping tools to briefly review fire station service areas, conduct an assessment of current expenses and an examination of governance options. The City of Pismo Beach agreed with Citygate's recommendations to remain with CAL FIRE. In early 2010, the other agencies established a JPA single fire agency along the lines of the Citygate recommendation. City of Emeryville, CA–Fire Department Master Plan and Contract for Services Analysis with Alameda County Citygate conducted a Fire Department master plan to include all aspects of the City's fire services operations. The review focused on how to best meet Emeryville's fire protection needs, while providing any possible operational efficiencies, cost savings or possible re-configuration of services in these difficult economic times. As a follow-on to our fire department review, Citygate assisted the City in assessing fire service provision options, including review of a proposal from Alameda County for the provision of fire services. Ultimately, the City decided to contract for services with Alameda County. Los Angeles Area Fire Chiefs Association – Regional Training Strategic Plan for All 31 Districts in Los Angeles County Citygate completed a Strategic Plan to regionalize training for all the fire Districts in Los Angeles County. This strategic plan will provide a framework for training fire District personnel to meet the full range of potential hazards in the region. It is an undertaking that mandates establishing centralized regional training priorities, with input and participation from those developing and delivering critical training to the region's fire District personnel, all while working with limited resources. City of Beverly Hills–General Organizational and Management Analysis and Strategic Plan Citygate conducted a general organizational and management analysis of the City of Beverly Hills Fire Department along with strategic planning assistance to jointly develop with the staff an updated Strategic Plan. Included in the work was an assessment of emergency response and headquarters services provided by the Department. The analysis assessed gaps—if any—in operations and resources, and where appropriate, developed recommendations to maximize Fire Department operations and resources. In addition, the analysis identified best practices that may be appropriate for application in Beverly Hills. Attachment 2—Citygate Qualifications and References page 5 oTr�fliss�ciflics.uc I 1 E E i I City of Stockton, CA – Standards of Cover Study; Risk Assessment for Port of Stockton; Fire Services Review and SOC Update Citygate conducted a Standards of Response Cover planning analysis for the City of Stockton Fire Department as it pertains to City expansion areas. As such, this study briefly reviewed the adequacy of the existing deployment system to determine how much, if at all, the existing stations can provide coverage to the proposed growth areas. Citygate then completed a review of the emergency response capabilities of the Stockton Fire Department to the Port of Stockton area to determine the Fire Department's ability to provide the same response time delivery for the first-due fire engine consistent with the goal to the rest of the existing City. Separately, as a subcontractor, Citygate completed a project to assist with a review of fire services and provide fire services re-deployment scenario advice to meet the current fiscal challenges. This work was based on Citygate's prior deployment studies for Stockton in 2008 and 2009. Port of Long Beach (CA) – Firefighting Assets Multi-Hazard Risk Assessment Study Professional Services Citygate completed a high-level review of existing firefighting and multi-hazard risk analysis data, response capabilities and future needs in the Port of Long Beach operational area for City of Long Beach Fire Department managed Port assets, including locations of ground base fire stations and waterborne fireboats. The Port Commission received the study, complimented it, and asked staff for an implementation plan. Los Angeles County Fire Department–Santa Clarity Valley Area Fire Services Review Citygate completed a fire services study for the Los Angeles County Fire Department, in cooperation with the City of Santa Clarita, and completed the following objectives: ♦ Assess the adequacy of revenue to support the current and planned operations and capital expenditures for stations and equipment in the Valley; ♦ Assess the present adequacy of the number and location of fire stations, equipment and personnel in the Valley; ♦ Assess the timing and adequacy of the number and location of planned fire stations, equipment and personnel in the Valley. Attachment 2—Citygate Qualifications and References page 6 0M.ftTt009011[s.4c i i i i I CITYGATE CLIENT SUMMARY I In addition to the related studies described above, Citygate presents a listing of additional SOC/deployment studies, headquarters systems and overall performance audits, consolidation projects, and general projects that we have completed. Fire Standards of Coverage/Deployment Studies ♦ City of Alameda,CA ♦ Sacramento Metropolitan Fire District,CA ♦ City of Bakersfield,CA ♦ City of San Diego,CA ♦ City of Brentwood,CA ♦ City of San Mateo,CA ♦ City of Cleveland,OH ♦ San Mateo County,CA ♦ City of Costa Mesa,CA ♦ San Ramon Valley FPD,CA ♦ City of Emeryville,CA ♦ Santa Barbara County,CA ♦ City of Enid,OK ♦ Santa Clara County,CA ♦ City of Eureka,CA ♦ City of Seaside,CA ♦ City of Folsom,CA ♦ Snohomish County Fire District 1,WA ♦ City of Georgetown,TX ♦ South Placer FPD,CA ♦ Marin County, CA ♦ South San Mateo County,CA ♦ Menlo Park FPD,CA ♦ South Santa Clara FPD,CA ♦ City of Minneapolis, MN ♦ Stanislaus Consolidated Fire Protection ♦ City of Monterey Park,CA District ♦ City of National City,CA ♦ City of Stockton,CA • North County FPD, CA ♦ City of Suisun City,CA • North Lake Tahoe FPD,NV ♦ Travis County ESD No. 6,TX • City of Oakland, CA ♦ City of Vacaville,CA • Ogden City, UT ♦ City of Vallejo,CA • City of Palm Springs, CA ♦ City of Vista,CA • City of Pasadena, CA ♦ City of West Sacramento, CA • City of Redlands, CA ♦ City of Yuba City, CA ♦ City of Roseville,CA Attachment 2—Citygate Qualifications and References page 7 arr�eilss�ci�rrs.u< i Headquarters Systems and Overall Performance Audits ♦ City of Atwater, CA ♦ City of Newark,CA ♦ City of Belmont, CA ♦ City of Oakdale/Oakdale Rural FPD, CA ♦ City of Beverly Hills,CA ♦ City of Oceanside,CA ♦ Butte County, CA ♦ City of Peoria,AZ ♦ City of Carlsbad, CA ♦ Presidio Trust,CA ♦ City of Corona,CA ♦ Port of Long Beach, CA ♦ City of Dixon,CA ♦ Port of Los Angeles,CA ♦ City of DuPont,WA ♦ Rock Creek Rural FPD,ID ♦ East Contra Costa County FPD,CA ♦ Salida FPD,CA ♦ Fresno County,CA ♦ Salton Community Services District,CA ♦ Los Angeles County,CA ♦ City of San Luis Obispo,CA ♦ Los Angeles Area Fire Chiefs Association, ♦ City of Soledad,CA CA ♦ City of Surprise,AZ ♦ Madera County,CA ♦ Templeton,CA ♦ Mountain House CSD,CA ♦ Travis County ESD#6,TX ♦ Napa County, CA ♦ Town of Windsor,CA ♦ City of Napa, CA ♦ University of California,Davis orm Attachment 2—Citygate Qualifications and References page 8 U1TGflII WITS ltC f i t r Consolidations and Contract-for-Service Analyses • San Diego County Office of Emergency ♦ Seaside and Marina Fire Services,CA– Services(CA)–Countywide Deployment Consolidation Implementation and Fiscal Study for Regional Fire, Assistance Rescue,and EMS Services(57 Total Fire ♦ Cities of Pismo Beach,Arroyo Grande, Agencies) Grover Beach,and Oceano CSD– ♦ UC Davis,Cities of Davis,West High-Level Consolidation Feasibility Sacramento,and Woodland– Analysis Consolidation Feasibility Analysis ♦ Cities of Patterson,Newman and West • UC Santa Cruz and City of Santa Cruz– Stanislaus County FPD,CA–Joint Fire Consolidation Feasibility Analysis Protection Study • City of Emeryville,CA–Assessment of ♦ Cities of Monterey,Pacific Grove,and Fire Service Provision Options Carmel,CA–High-Level • City of Arcata,CA–Fire Services Consolidation Feasibility Analysis Feasibility Analysis ♦ South Santa Clara County Area Fire • City of Pinole,CA–Regional Fire Service Departments–Reorganization Delivery Study Feasibility Study • City of Sausalito and Southern Marin FPD ♦ City of South Lake Tahoe,CA–Fire –Fire Consolidation Implementation Department Consolidation Feasibility Analysis Analysis • Cities of Burlingame,Millbrae, San ♦ City of Santa Rosa and Rincon FPD, Bruno,and Town of Hillsborough–Fire CA–Fire Consolidation Analysis Services Merger Technical ♦ City of Sonoma and Valley of the Moon Implementation FPD–Fire Services Reorganization • Cities of Orange,Fullerton,and Anaheim Study –Consolidation Feasibility Analysis ♦ City of Covina,CA–Contract-for- • El Dorado LAFCO(CA)–Countywide Service Analysis Fire and Emergency Services Study ♦ Cities of Newark and Union City– ♦ City of Lodi,CA–Contract for Services Consolidation or ALCO Contract for Feasibility Analysis Services Study ♦ Presidio Trust and National Park Service– ♦ Snohomish County Fire District 1,WA Fire Services Reorganization –Review of Regional Fire Authority ♦ City of Eureka and Humboldt No. 1 Fire Financial and Level-of-Service Plan Protection District–Consolidation or ♦ Hesperia,CA–Public Safety JPA Contract Fire Services Feasibility Analysis Feasibility Study Attachment 2—Citygate Qualifications and References page 9 cmlitfn- ,fs.u< !t:yttl Xis 1ts. t( General Studies • County of Alameda,CA–Incident ♦ City of Napa,CA–Mitigation Management Teams ♦ City of North Lake Tahoe,CA– ♦ City of Albany,NY–Management Audit Management Team Workshop • Alpine Springs,CA–Services Cost ♦ City of Patterson,CA–Advance Planning Sharing ♦ PG&E–Mitigation • City of Atascadero,CA–Project Impact ♦ City of Piedmont,CA–EOC and Mitigation Assessment ♦ Placer County–Fire Services and Revenue • Bay Area UASI–Incident Management Assessment Training; Bay Area IMT Assessment and ♦ Port of Long Beach,CA–Ports Framework ♦ Port of Los Angeles–Performance Audit • City of Brentwood,CA–Service Costs ♦ City of Portland,CA–Public Information and Options Officer Training • City of Calistoga,CA–Fire Safety Review ♦ City of Poway,CA–Overtime Audit • City of Chula Vista,CA–Analysis of ♦ City of Roseville,CA–EMS Transport Overtime Use; Fiscal and Operational Police Assistance for ALS Plan ♦ Rancho Cucamonga Fire District,CA– ♦ Fire Services Feasibility Review City of Cloverdale,CA–Impact Fees ♦ City of Coastside,CA–Fire Station ♦ Rancho Santa Fe FPD,CA–Operational Location Review and Fiscal Feasibility Review ♦ City of Copperopolis,CA–Prevention ♦ Salton CSD,CA–Fire Services Impacts Review ♦ City of Davis,CA–Operations/ ♦ City of Sacramento–Fire Prevention Management ♦ Donnelly Rural FPD,ID–Mitigation ♦ City and County of San Francisco– Incident Management Training ♦ EMSA–Training Program Development ♦ County of San Mateo–Countywide Fire ♦ City of Fairfield,CA-Review of the Fire Service Deployment Measurement System Station Needs for the Fairfield Train ♦ Santa Clara County–Incident Station Specific Plan Management Training ♦ City of Fremont,CA–Response Statistics; ♦ Santa Cruz County–Incident Management Comprehensive Multi-discipline Type 3 Training IMT Training Program ♦ ♦ Town of Scotia Company,LLC–Board Goodyear,AZ–Fire Department M Training Workshop Management Audit ♦ ♦ South Monterey County Fire Protection Hamilton City Fire Protection District,CA District–Needs Assessment –Preliminary Diagnostic Assessment ♦ H ♦ Stanford University,CA–Fire Services Hemet,CA–Costing and Peer Review for Fire Service Alternatives System Review Consulting Services • Kelseyville FPD,CA–Executive Search ♦ Wheatland Fire Authority,CA– Operational Feasibility Review • City of Loma Linda,CA–Cost of Services ♦ City of Yorba Linda,CA–EOC • City of Milpitas,CA–Fire Services ♦ Kitsap Public Health District–Emergency Planni ng Assistance Response Plan Review Services • County of Monterey–EMS Agency Ambulance Systems Issues Review and Analysis Attachment 2—Ci ate Qualifications and References page 10 ty9 CITKflI#flSS°CIflTFS.ItC