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HomeMy WebLinkAbout07.C- City Manager DOC ID: 2828 CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION Information/Report From: Allen Parker M/CC Meeting Date: 12/16/2013 Prepared by: Georgeann "Gigi" Hanna, Dept: City Manager Ward(s): All Subject: City Manager Update on Fire Consultant(#2828) Current Business Registration Certificate: Not Applicable Financial Impact: Account Budgeted Amount: <<Insert Amount>> Account No. <<Insert Account No.>> Account Description: <<Insert Account Description Balance as of: <<Insert Date>> Balance after approval of this item: <<Insert Amount>> Please note this balance does not indicate available funding. It does not include non-encumbered reoccurring expenses or expenses incurred,but not yet processed. Motion: Receive and file. Synopsis of Previous Council Action: On December 2, 2013, the City Manager provided the MCC with an update on the total costs and time frame needed to perform the analysis. On November 18, 2013,the MCC directed 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. Supporting Documents: Updated: 12/10/2013 by Georgeann"Gigi" Hanna Packet Pg.539 CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM CITY MANAGER'S OFFICE TO: Mayor and Common Council FROM: Chris Lopez, Management Analyst II/Assistant of the City Manager THROUGH: Allen Parker, City Manager SUBJECT: Update: Needs Analysis for Current Fire Department DATE: December 16, 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 prepare an analysis of the Fire Department based on the types of calls within the city, the Fire response protocol, emergency medical services and alternatives to improve effectiveness and reduce costs while maintaining service levels. Three experienced consultants have provided proposals, and they are attached for your reference. These firms utilize staff which includes retired fire chiefs, city administrators, and emergency medical experts. All three consultants agreed to provide the following: 1. A comprehensive data analysis including fire incidents, emergency medical incidents, hazmat and false alarms, mutual aid, civilian and fire fighter injuries, fire dollar loss, service call levels, geographic patterns,time of day, daily workload, station location analysis, locations of emergencies, coverage, response times, station operations, and other pertinent information related to response and deployment. 2. Recommendations for appropriate staffing and deployment for management, operations, and support utilizing appropriate standards. 3. Compare and recommend providing of services in house, contracting for services, or a combination of both. Also, all the consultants agreed to cap their proposal at$75,000. Entered Into Rec. at MCC/CDC Mtg:Z2 c: /s by: iaecA-1 Agenda Item No: -7 c by� City ler C C Secretary City of San Bernardino Costs and Timeframe The table below shows the consultant, cost, and timeframe for the study: Consultant Deployment Time to Complete Study Cost ICMA $75,000 105-135 days after signed contract Ralph Andersen and $57,800 100 Days after signed contract Associates Citygate Associates, $74,900 150 days after signed contract LLC Recommendation The Citygate Associates, LLC proposal is the most complete proposal and shows the most thorough understanding of the project objectives. Their approach is comprehensive as it clearly defines and sets forth the process by which they will complete the study, and their experience with conducting studies within San Bernardino County sets them apart from the other proposers. They have completed fire service studies for the Counties of San Diego, El Dorado, as well as for the cities of San Diego, Oakland, Stockton, Pasadena, and Los Angeles. Proposal for Comprehensive Analysis of Fire / EMS Services San Bernardino, California i I 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 9,2013 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 Imatarese @icma.orq 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 W The Association International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 100 year old, non-profit professional association of local government administrators and managers, with approximately 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 US Programs Division of ICMA providing support to local governments in the areas of police, fire, 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. ICMA Center for Public Safety Management -San Bernardino, CA Page 3 of 22 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 Steven Knight, Ph.D. 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 completed or managed over 200 public safety studies. 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 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. 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. 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 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 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 Senior Associate Gerard J. Hoetmer, MPA, retired Executive Director of Public Entity Risk Institute, Fairfax, Virginia • 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 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 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 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 Section Chief for the incident.Jack served as Planning Section Chief on a 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 M.nu 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 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. At the conclusion of this review, the team will schedule the first of two on-site visits. 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, a second 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. 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 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. 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. A third and final on-site visit will be scheduled to present to the Mayor and Common Council. TOTAL ELAPSED TIME: 105 - 135 days ICMA Center for Public Safety Management -San Bernardino, CA Page 11 of 22 The l 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 (i.e.structure fires, EMS, hazmat, false alarms, mutual aid, etc) • Station Location Analysis • Response Time • Unit Workload (time of day, day of week, and month of the year) • Analysis of Busiest Hour • Overall Deployment Strategy (recommendations for staffing, deployment,resource types, etc) • Governance and Administration • Organizational Structure • Organizational Leadership • Staffing and Deployment • External Relationships • Organizational Behavior/Management/Processes • Time Allocation of Staff • Staffing and Deployment for Management Operations and Support • Organizational Communication • Strategic Planning • Performance Measurement • Station Operations • 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) • Civilian injuries • Firefighter injuries • Fire dollar loss • Risk Management/All hazards approach to community protection • ISO/Accreditation Benefit Analysis ICMA Center for Public Safety Management -San Bernardino, CA Page 12 of 22 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. This analysis will also describe the geographic patterns for demand for services and locations of emergencies. 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. 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 Detection 8 Early Life Property 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 { i 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. 1 ICMA Center for Public Safety Management -San Bernardino, CA Page 14 of 22 i i 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/ Action Stabilize Transport Reporting Medical Incident Progression Public Public& public CPR/ Rapid ALS ALS Education Targeted AED Training Response Transport Education EMS DEPARTMENT ACTIONS ICMA Center for Public Safety Management -San Bernardino, CA Page 15 of 22 i 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 1100 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 11 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 E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 Ell E12 E13 E14 Bus Free 0-5 1 16 5-10 1.9 0.7 3 14 10-15 3.1. .. 0 6 7 10 1520 5 5 0.5 5 5 4." 8 9 20-25 1.1 4.4 3.8 5 7 10 25-30 5 5 S 12 30-35 4.6 5 5 2.T 5 12 35-40 5 5 313 13 6 11 40-45 5 5 5 1 2 0.7 07 4.9 5 1 6 9 8 45-50 5 5 5 1.8 5 1 8 ! 9 1 6 5 4 1.7 11 6 50-55 09 5 5 4.9 3 5 5 25 08 2 5 5 12 5 55-60 5 0.8 _.., � 11 6 Total 12.5 12.3 0.0 40.6 40.5 23.1 11.3 0.0 4.1 14.3 11.8 34.8 8.4 39.6 43.2 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 11 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 l. Workload by Unit and Call Type for the Hour between 10o.m. and lYo.mm. wm12-Sep-2009 25 23 15 13 12 10 8 El E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 Ell E12 E13 E14 Observations: * Engine companies E3, E 11 and E 12 were busy more than 40 minutes during this hour. * Truck T3was busy more than 40 minutes during this hour. * Eleven units were busy less than 20 minutes.Two units responded tonocalls. 1CMA 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$75,000 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, 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 Overall, this analysis and report will provide the City of San Bernardino with a comprehensive data- based analysis of fire department operations and the measurable outcomes of service (evidenced- based) resulting in recommendations for efficient, effective, and fiscally sustainable services. Specific recommendations will be made regarding the appropriate deployment and staffing to meet community expectations for service. In addition, a specific analysis will be provided comparing and contrasting municipal services, contracted services, or a responsible collaborative effort to best meet expectations for service in the most cost effective and efficient manner. 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 5800 Stanford Ranch Road Suite 410 �.' Rocklin, California 95765 Ralph Andersen&Associates 916.630.4900 Tradition of Excellence Since 1972 December 11, 2013 Mr. Christopher Lopez City Manager's Office 300 North D Street San Bernardino, California 92418 Via Email: Lopez_Ch(@sbcity.org Dear Mr. Lopez: This is in response to the City of San Bernardino's request for a Statement of Qualifications and a service proposal to conduct a deployment study for the City's Fire Department. The proposal will include the framework for a comprehensive, complete, and thorough analysis of the Department conducted by Ralph Andersen &Associates. The study will include a comprehensive data analysis to assess workload related to calls for service, response times, staff deployment, fire station loca- tion, and other factors. Recognizing that the City is seeking to reduce the fire budget by$4,000,000 even after staffing reductions/vacancies already created at the fire management/incident command level, the report will offer alternative staffing patterns for the Department plus evaluate contracting out all or some of the services currently provided by the Fire Department. As you may know, Ralph Andersen & Associates has been providing practical, responsive man- agement consulting services to public agencies since 1972. Our reputation has been based upon providing services of excellent quality and for producing results on time,on budget, as promised. We feel we are best qualified to perform this fire study because we offer you the very best consult- ants to perform this work. This can be seen in the Statement of Qualifications which is part of this proposal. Besides well qualified consultants, our clients have expressed a high level of satisfaction for the in- sightful, beneficial, and practical studies prepared by our consultant team. Not only is the quality of our work unsurpassed, but we bring an efficient, time sensitive, and cost effective approach to each one of our engagements. Our studies do not gather dust on the shelf but become an agenda for action for our clients. The proposed staffing of this project will be Mr. John Goss, Senior Associate, who will be project manager. He will be assisted by Chiefs Jeff Bowman and Robert Logue. Mr. Goss has over 45 years of city and county management experience. Chief Bowman is the former Fire Chief for Ana- heim and San Diego. Chief Logue was the Deputy Fire Chief for Anaheim responsible for budget- ing and technical support of the City's Fire Department. We look forward to the opportunity to work with the City of San Bernardino on this assignment. Should you have any questions, please free to call me at (916) 630-4900, or Mr. Goss at (858) 829-9788. Respectfully Submitted, Heather Renschler President/CEO w w w . r a l p h a n d e r s e n . c o m 5800 Stanford Ranch Road Suite 410 Rocklin, California 95765 Andersen&Associates 916.630.4900 A Tradition of Excellence Since 1972 Statement of Qualifications Ralph Andersen &Associates offers an excellent consultant team with different perspectives, con- sisting of leaders in their respective professions of City Management and Fire Chief. Supported by a retired Deputy Fire Chief with fire department budget and technical expertise, the consultant team provides the comprehensive expertise required by this study. In addition, Chief Jeff Bowman is recognized as a leader in the fire service, and commands the respect of both fire management and fire unions. Chief Logue has gained credibility at all levels of fire departments since he not only was part of the Anaheim Fire Department's command staff for many years, but was also part of the union board of directors and the union negotiations earlier in his career. Further, the consultant team not only has performed significant work as consultants, but are experienced practitioners in city management and the fire service. Consultant Team Resumes The resumes of the consultant team are listed in the following paragraphs. Mr. John Goss With over 45 years of local government experience. Mr. Goss was City Manager of Alameda (1973 —80), and Chula Vista, (1983—98). He also served the City of Oakland as General Services Direc- tor(1980—83). In addition, Mr. Goss was Assistant County Administrator, San Bernardino County (1999 — 2004) where, pertinent to this project, the County Fire Department was one of his direct reports. He also came out of retirement to serve as the Interim City Administrator for six months in Carmel-by-the-Sea (2011). As a beginning professional before becoming a city manager he held professional positions with the cities of Phoenix, San Diego, and Fremont. As a practitioner, Mr. Goss oversaw full service fire departments in Alameda, Chula Vista, Carmel and San Bernardino County. In this latter assignment, County fire staff worked with the City Fire Department during the Old and Grand Prix fires. In Carmel Mr. Goss analyzed whether the City should maintain its own fire department, contract with the City of Monterey, or contract with Cal Fire(a contract was awarded to Monterey). As a consultant Mr. Goss, along with Chief Bowman, prepared fire studies for the cities of Orange, Thousand Oaks, and Morgan Hill. The Thousand Oaks study evaluated whether the City should continue its contract with Ventura County, establish an in-house fire department, or create a JPA with Simi Valley. In Morgan Hill the consultants assisted the City in a RFP process which led to a fire service contract with Cal Fire. At the time of that study the consultants became familiar with the Santa Clara Grand Jury Report on fire services. Mr. Goss, who has become an expert in Cal Fire contracts and operations plans, assisted the San Miguel Fire District, San Diego County (8 stations, serving over 100,000 people), in developing its contract and operations plan in its transition to Cal Fire. He also has evaluated fire service alterna- tives related to the potential annexation of Thousand Palms (8,000 pop.) by Cathedral City and an- nexations by the City of Chico. As a result of these studies and practitioner experience, Mr. Goss w w w . r a l p h a n d e r s e n . corn r has analyzed potential service provision from Cal Fire in the counties of Butte, Monterey, Santa Clara, Riverside, and San Diego. In some cases it was recommended that Cal Fire be an agency's service provider, and in other cases it was recommended that the agency contract with another jurisdiction or maintain its own fire department. Mr. Goss also consulted for San Diego LAFCO in assessing the creation of a county fire depart- ment to be formed from 24 CSAs, fire districts, and volunteer fire departments. Finally, Mr. Goss completed two non-fire related reports for the City of San Bernardino: an organi- zational and business practice study of the Development Services Department (2007), and an or- ganization study of the Economic Development Agency(2008). Mr. Goss is a recognized leader in the city management profession. He was elected President of the City Managers' Department, League of California Cities, and received the Mark E. Keane Award of Excellence, the top award presented annually by the International City/County Manage- ment Association (ICMA). He also was President of the San Diego City/County Management Asso- ciation, and during his tenure in Chula Vista that City received five Helen Putnam Awards, reflect- ing his emphasis on innovation in municipal service. Mr. Goss received a Bachelor of Arts, Political Economy, Fresno State, and Masters of Public Administration, USC. He was also recognized as a Distinguished Alumni, College of Arts and Hu- manities, Fresno State. He taught an annual graduate seminar in municipal management at San Diego State University for 11 years. Chief Jeff Bowman Providing fire administration and operations expertise to this project will be Chief Jeff Bowman, Senior Associate. He is the former fire chief for the cities of Anaheim and San Diego, Chief Bowman is one of the recognized leaders among fire chiefs both state-wide and nationally. He spent 29 years with the City of Anaheim Fire Department, becoming its Chief at the age of 34, unheard of for a department of that size. After 16 years as Chief, he became the Chief of the San Diego Fire Department. After retiring from that position after four years, he served as Interim Fire Chief for the City of Oceanside while they searched for the permanent Chief. As a fire chief, he has significant experience overseeing the preparation of multiple RFPs and in- teragency contracts for various fire services. Probably the most significant of these was the devel- opment and implementation of a RFP for ambulance service for the City of Anaheim. Chief Bowman has an exemplary track record of professional achievements both nationally and statewide. He served as President of the Orange County Fire Chiefs Association in 1993, was President of the California Fire Chiefs Association in 1996, and was appointed by the Governor to serve on the Board of Fire Services for five years. He also served on the Orange County Emer- gency Medical Care Committee and the Orange County Medical Quality Assurance Board. Chief Bowman is on the Scripps Health Board of Trustees, and served two terms as Chairperson. Nationally, Chief Bowman has been a member of the National Fire Protection Association (NFPA) since 1984. He demonstrated significant leadership at the national level establishing operating standards, or"best practices"for the fire service. This included serving 11 years a Chairman of the NFPA Fire Apparatus Committee, and 7 years as Chairman of the NFPA Ground Ladder Commit- tee. As a consultant, Chief Bowman joined Mr. Goss in fire studies described above for both Thousand Oaks and Orange. He also conducted a review of fire and EMS services for the City of Winnipeg, Manitoba, Canada. Chief Bowman received a Bachelor of Science in Organizational Behavior from the University of San Francisco. Chief Robert Logue Adding fire service budget and technical expertise is Chief Robert Logue. Chief Logue retired as a Deputy Fire Chief, City of Anaheim, in 2012 and was responsible for that Department's budget and technical support. Chief Logue became a firefighter with the City of Anaheim in 1984, promoting through the ranks to Captain/Paramedic in 1994. In 2001 he ascended to Battalion Chief, finally achieving the rank of Deputy Chief in charge of Administration in 2002. Besides his fire management background, Chief Logue, while a Captain/Paramedic, was on the Board of Directors of the local firefighters associa- tion and was their negotiations chairperson for three rounds of contract negotiations. While in charge of Administration, Chief Logue managed all aspects of the fire department's sup- port operations and business functions, including information technology, budget, finance, promo- tions, fire prevention, disaster preparedness, grants administration, and station and fleet mainte- nance. During the decade until retirement, Chief Logue managed the department budget process through numerous financial down turns and reduction scenarios. During his Anaheim career, Chief Logue was involved in a number of innovative projects including implementation of the highly successful public/private partnership with CARE ambulance in 1998 and in the development of the Disney Paramedic Program that permanently assigned Fire Depart- ment personnel inside the Disneyland Resort in 2001. Chief Logue was also heavily involved in the development of the first countywide deployment of vehicle tracking software and GPS systems. Under his leadership, Anaheim Fire and Metro Net became leaders in mobile mapping AVL and creating layers of information for use in mobile data computers. Low cost interfaces using Google and air cards made real time, up-to-date information available to first responders for the first time. Chief Logue has demonstrated these advances to fire departments across the county and has made technology presentations to the International Asso- ciation of Fire Chiefs(IAFC)and the International Association of Firefighters (IAFF). Chief Logue graduated from the Rio Honda Fire Academy, attended paramedic school at Saddle- back Colleges, and took fire officer classes at Santa Ana College. References • City of Thousand Oaks, California (2007, 2009 — 2010). This was an operational and financial review of fire service provided to the City of Thousand Oaks by the Ventura County Fire District. It included an evaluation of organizational options including a stand- alone department, a JPA, or continued service from the Ventura County Fire Protection District. The recommendations of the study have been the basis for obtaining improved fire service from Ventura County. Two subsequent Professional Advise Letters have been prepared to assist the City in its negotiations with the County. Reference: Scott Mitnick, City Manager, 2100 Thousand Oaks Blvd., Thousand Oaks, CA 913623 (805) 241-1822, smitnick @toaks.org. (for Mr. Goss and Chief Bowman). City of Orange, California (2010). This was an operational evaluation of fire service. Reconfiguration of engine and ambulance staffing are projected to save the City $1,400,000. Steps to implement this staffing have been initiated by the City. Reference: Rick Otto, Deputy City Manager, 300 East Chapman Avenue, Orange, CA 92866 (714) 744-2206, rotto @cityoforange.org; or Bart Lewis, Fire Chief, (714) 288-2501, blewis @cityoforange.org. (for Mr. Goss and Chief Bowman). City of Morgan Hill, California (2012). Fire/Emergency Medical Services RFP. This study involved providing professional assistance in the development and review of an RFP geared toward achieving a single provider, single governance system in providing fire and emergency medical service. Assistance in facilitating the decision-making process in evaluating the responses to the RFP, and implementing the City's actions regarding the RFP, was provided. Reference: Steve Rymer, City Manager, 17575 Peak Avenue, Morgan Hill, CA 95037, (408) 310-4625, Steve.Rymer @morganhill.ca.gov (for Mr. Goss and Chief Bowman). Scope of Work This section outlines the work plan or scope of work proposed to accomplish the City's study objec- tives. The Scope of Work will include a series of tasks and a timeline for completing these tasks. Task I- Project Initiation As the first step in the study process, after notice to proceed has been received from the City, the consultant team will review and confirm the Scope of Work at a "kick off' meeting with the City's Project Manager. At this time any refinement in the study approach will be prepared and the time- line will be confirmed. Task 11- Document Development and Review Immediately after receiving notification to proceed, Ralph Andersen & Associates will prepare, in consultation with the City's Project Manager, a data collection checklist. This checklist will identify materials, documents, data, and other resources that will be needed during the course of the study. This list normally will include budgets, organizational charts, MOUs, and previous studies of the Fire Department. Most importantly, data from the Fire Department related to calls for service bro- ken down by fire calls, emergency medical incidents, and a variety of other call categories by sta- tion and time of day will be needed. Data related to response times and current staffing patterns will be required. Mapping used to develop current station location and staff deployment will be needed as well. A review of the literature will be undertaken, not only to verify industry standards which will be applied to this project, but to examine the analysis of other approaches such as the 2011 Santa Clara Civil Grand Jury report on fire service. Task III- Site Review Visitation of the fire stations, as appropriate, the dispatch center, and other facilities will be per- formed by the consultant team. Task IV- Interviews The consultant team will confer with the City's Project Manager to identify those officials, manag- ers, and employees that need to be interviewed for this assignment. Clearly, the focus should be on Fire Department management and firefighter representatives. However, depending upon the di- rection of the City's Project Manager, it may be useful to interview those in city management, other department heads which have dealings with the Fire Department, like Human Resources, Finance and possibly Public Works, and City officials. To the extent the Fire Department contracts for ser- vices, it is useful to interview these contractors to obtain insights into the departmental operations. Finally, interviews with management from County Fire and Cal Fire will be required. Task V- Survey of Comparable Cities It probably would be useful to develop data from comparable cities to determine if there are "les- sons learned" from other jurisdictions that would be useful in analyzing staffing deployment and station locations in San Bernardino. For example, San Bernardino with a population at over 200,000 has 12 stations covering 59 square miles, while Chula Vista with approximately 250,000 people has 9 stations covering 52 square miles. While Chula Vista is a newer city in terms of re- cent development, it would be beneficial to learn how coverage is provided with fewer fire stations compared to San Bernardino. Task VI - Identify and Apply "Best Practices" or Industry Standards to Fire Department Operations Especially with Chief Bowman's leadership role in establishing industry standards at the national level, serving as long-time chair of policy committees of the National Fire Protection Association (NFPA), the consultant team will apply these standards to the staff deployment and departmental operations. Task VIl - Conduct Comprehensive Staff Deployment/Fire Station Analysis Based on the data collected in Tasks I—VI the consultant team will prepare a staff deployment and fire station location analysis. It is recognized that the Department has taken steps to reduce its costs by having Battalion Chiefs assume the duties previously performed by the Division Chiefs for Logistics, Communications, and Training as well as the Fire Marshal responsibilities. However, dif- ferent staff deployment models will be examined, including different staffing models. Analysis of partial consolidation with other fire agencies will be examined as well. Regarding station locations, using ESRI software, they will be evaluated to determine if 12 stations are needed in the City. Also, if the City has not already accomplished this, automated aid or a "boundary drop" with adjacent jurisdictions will be evaluated to determine if responses to medical emergencies and fires can be accomplished with fewer city stations in cooperation with stations on the periphery of the City. In addition, Chief Logue will bring his budget cutting expertise obtained with the City of Anaheim to look for ways to reduce the Department's budget if the City decides to maintain an in-house De- partment. A focus on support services, training, and charges, if any, for EMS responses will be evaluated. Task Vlll-Analyze Alternative Methods of Providing Service In addition to evaluating the provision of fire services in-house, the consultant team will also ana- lyze the potential of contracting out fire service or portions thereof. The two major options for con- tracting out all of the fire service would be with the San Bernardino County Fire Department or with Cal Fire. As mentioned previously, Mr. Goss has experience with the County Fire Department hav- ing overseen its operations for nearly five years, and with Cal Fire contracts and plan of operations through client cities in five different Cal Fire divisions. Other partial contract options will be explored, such as for dispatch. Consolidation of functions will be examined as well such as combining fire and police dispatch and fire and public works vehicle maintenance. As mentioned earlier, partial consolidation of certain functions with other fire agen- cies will be explored. These contract options will be compared with maintaining an in-house fire department. Comparable costs, staff deployment, and service levels will be presented among these three fire service op- tions. Task IX- Preparation of a Preliminary Draft Report After the analysis conducted in Tasks VII and VIII the consultant team will prepare a preliminary draft report. The team will work with the City Project Manager and other City staff, as appropriate, to review and refine the recommendations, potential implementation strategies, and cost savings that will be suggested by the report. Task X- Preparation of the Final Report After the final review of the Preliminary Report by City staff, the consultant will finalize the report and present it to the City. Task XI- Presentation of the Report to the City Council The consultant team will present the final report to the City Council as directed by the City's Project Manager. Timeline The timeline for this project, once the notice to proceed has been obtained, is outlined in this sec- tion. . Weeks 1 —4 Tasks I—VI M Weeks 5—8 Tasks VII—VIII Weeks 9—11 Task IX • Week 12 Task X • Week 13,or whenever the Council meeting is scheduled Task XI This schedule assumes prompt response from staff in reviewing the Preliminary Draft Report in or- der to prepare the Final Report on schedule. There will be communication, of course, with City staff during the course of the study so that the results of the Preliminary Draft Report should not come as a surprise. The RFQ/RFP indicates that there should be a minimum of two visits to the City plus a presentation to the City Council. It is likely that there will more visits since all three members of the consultant team live within driving distance of San Bernardino (Corona, Escondido, and Rancho San Diego). The cost of professional services for the San Bernardino deployment study is a fixed not-to-exceed fee of$47,500. In addition the City will be responsible for the reimbursement of out-of-pocket ex- penses such as software licensing, travel, printing and binding, postage and delivery, and clerical and telephone charges. These expenses will be billed on an actual cost basis, and will not exceed $10,300. The total cost of this proposal will not exceed $57,800. a CITT6 Tf flSS0(1flTfS? ■ FOLSOM(SACRAMENTO),CA MANAGEMENT CONSULTANTS■ PROPOSAL TO PROVIDE A FIRE SERVICES DEPLOYMENT STUDY effy u ° CA December 11, 2013 u� prA� C 2250 East Bidwell St., Ste #100 ■ Folsom, CA 95630 San Rernar 1 nn (916) 458-5100 ■ Fax: (916) 983-2090 CIiY& PSS°CI81fS, K�'FE d tMiRGIAtY SEkvi(E ClIYCifl1f flSS°CIflTfS. llC 2250 East Bidwell Street. Suite 100 Folsom CA 95630 PH 916.458-5100 FAX 916-983-2090 December 11, 2013 Christopher Lopez, MPA City Manager's Office 300 North D St. San Bernardino, CA 92418 Lopez ChAsbcity.org RE: PROPOSAL TO CONDUCT A FIRE DEPARTMENT DEPLOYMENT STUDY FOR THE CITY OF SAN BERNARDINO Dear Mr. Lopez: Citygate Associates, LLC is pleased to present our proposal to the City of San Bernardino to assess its firefighting and emergency medical 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. Based on our extensive background in fire services, Citygate believes our team's qualifications to perform your study are exceptional. We are particularly experienced in fire department deployment analysis and consolidations and the necessary costing, financial analysis, and development of short- and long-term 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 transition from 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. All of these studies included EMS First Responder delivery and transport components served by multiple providers. We also have performed fire/EMS agency studies across the U.S. We enjoy the complex, challenging "Gordian Knot" projects where other firms might steer clear. CITYGATE ASSOCIATES,LLC IS PROUD TO BE A CORPORATE SPONSOR OF THE LEAGUE OF CALIFORNIA CITIES. Christopher Lopez December 11, 2013 Page 2 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, far beyond the scope of the initial project. 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/sdepunt)yideo) 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 emergency medical 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 environment. 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 of our presentations, "This is one of the best studies we have ever received, and we now really understand the fire and emergency medical 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 4t'' 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, 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 ep rcent of California's population. ■ ■ arnm[11SS4aMS.K I'4 4Irltflli,t:" , Christopher Lopez December 11, 2013 Page 3 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 accepted and responded positively to Citygate's fire deployment study recommendations. Why is our experience critical in assisting San Bernardino? The City is engaging outside assistance, not just to complete the study more quickly than staff time would permit, but to have 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. Citygate would be pleased to be of service to the City of San Bernardino in these challenging times for public safety providers. 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! As President of the firm, I am authorized to execute a binding contract on behalf of Citygate Associates, LLC. Citygate's proposal is valid for 90 days. 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 dderoos(&citygateassociates.com. Sincerely, )Da(C. DeRoos, MPA, CMC, President cc: Fire Practice Team a XV.BSS4 its.K City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study TABLE OF CONTENTS Section page CoverLetter...............................................................Immediately Precedes Table of Contents Section1—Work Plan and Scope of Work.................................................................................1 1.1 Overview of Work Plan...................................................................................... 1 1.2 Fire Services Review Scope of Work.................................................................2 1.3 Deployment Study Components.........................................................................2 1.3.1 SOC Components..................................................................................... 3 1.4 Citygate Emergency Medical Services Program Review Technical Components........................................................................................................4 1.5 Citygate Contract for Services Analysis ............................................................4 1.6 Work Plan Task Sequence.................................................................................. 5 1.7 Final Report Components................................................................................... 9 1.8 Study Components With Which the City Must Assist..................................... 10 1.9 Project/Site Visit Schedule............................................................................... 10 1.10 Project Schedule............................................................................................... 10 Section 2—Citygate Organization and Project Team..............................................................12 2.1 Citygate's Project Team................................................................................... 12 2.2 Necessary Project Team Skills......................................................................... 12 2.3 Project Team/Project Roles............................................................................ 13 2.4 Project Team Organization Chart..................................................................... 16 Section3—Summary of Related Experience.............................................................................18 3.1 Citygate Associates Project Experience........................................................... 18 3.2 Similar Completed Engagements..................................................................... 18 3.3 Citygate Client Summary.................................................................................21 3.3.1 Fire Standards of Coverage/Deployment Studies..................................21 Table of Contents page i oyoerf ess .uc I City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 3.3.2 Headquarters Systems and Overall Performance Audits.......................22 3.3.3 Consolidations and Contract-for-Service Analyses...............................23 3.3.4 General Studies......................................................................................24 3.4 Client References .............................................................................................25 3.5 Citygate's Depth in Fire Service Work............................................................25 3.5.1 SOC Studies........................................................................................... 27 3.5.2 Citygate's Distinguishing Characteristics in the Marketplace...............28 Section4—Project Cost...............................................................................................................29 4.1 Project Cost/Billing..........................................................................................29 4.1.1 Citygate Hourly Rates............................................................................ 30 4.1.2 Billing Schedule..................................................................................... 30 Appendices Appendix A Code of Ethics Appendix B Project Team Resumes StewartW. Gary, MPA............................................................................................1 AnneBybee..............................................................................................................5 StanFeathers, MPA.................................................................................................7 MichaelD. Fay.......................................................................................................10 DavidC. DeRoos, MPA, CMC..............................................................................12 Table of Contents page ii . aMOR 11S (Ifl1fS.QC City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study SECTION 1—WORK PLAN AND SCOPE OF WORK 1.1 OVERVIEW OF WORK PLAN Citygate's Work Plan to conduct a comprehensive deployment analysis of the City of San Bernardino Fire Department is presented in this section. The review will address these elements from the City's RFP: ♦ A comprehensive data analysis including fire incidents, emergency medical incidents, hazardous materials incidents, false alarms, mutual aid, civilian and fire fighter injuries, fire dollar loss, service call levels, geographic patterns, time of day, daily workload, station location analysis, locations of emergencies, coverage, response times, station operations, and other pertinent information related to response and deployment. ♦ Recommendations for appropriate staffing and deployment for firefighting and emergency medical service operations utilizing appropriate standards. ♦ Compare and recommend providing of services in house, contracting for services, or a combination of both. Citygate's Work Plan has been developed to be consistent with our Project Team member's experience in public agency management and fire administration. We utilize various National Fire Protection Association (NFPA) publications as best practice guidelines, the Insurance Service Office (ISO), along with the self-assessment criteria of the Commission on Fire Accreditation International. We do not use simple, nor one-size-fits-all measures. A review of this breadth and depth must include the analysis of multiple facts and variables. More importantly, its findings and recommendations are only as good as the professionals drawing conclusions from the data. This is what sets the Citygate team apart. As recent practicing professionals in city and fire administration, the City is, in effect, getting the expertise of an external "seasoned department head team," not the opinions of junior staff members or consultants who have spent little time on the front lines managing in local government. A significant strength of the Citygate team is that we are able to develop reports with As recent practicing professionals in specific recommendations, tailored to the local situation, that are implementable city and fire administration, the City within the revenues available. Our reports is, in effect, getting the expertise of identify specific areas that are working an external "seasoned department well, where improvements are needed, and what new resources, if any, would be head team. " needed to implement the recommendations. Section 1—Work Plan and Scope of Work page 1 o m•uscAifs uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 1.2 FIRE SERVICES REVIEW SCOPE OF WORK To best understand the fire services provided by the City of San Bernardino Fire Department, we will address all scope of work items identified in the City's RFP and perform the following: ♦ Using Commission for Fire Accreditation International (CFAI-CPSE), conduct a resource deployment, Standard of Cover analysis with geographic mapping and incident response statistics for all types of emergency response services from dispatch and fire incident data reporting systems. ♦ Review firefighting and emergency medical services program staffing to determine how to gain economies of service. ♦ For the deployment reviews, Citygate will utilize NFPA, ISO, and CFAI criteria as needed and, importantly, our experience across a large number of California agencies working within the same regulatory and economic construct as the City. ♦ Provide recommendations for improvements based on findings of fact. ♦ Model and propose, where feasible, deployment services changes that reduce costs or increase service-to-cost efficiencies. Prior to initiating the study, Citygate will submit a detailed Work Plan which includes job descriptions and tasks to be accomplished. ➢ Coordinate plan development and final work schedule with Fire Chief or designee. 1.3 DEPLOYMENT STUDY COMPONENTS The scope of the envisioned deployment study will include the following elements: ♦ This study will provide the City with updated response performance goals from which it can adjust, if needed, the quantity, staffing, and location of fire stations with a clear understanding of the cost of changes. ♦ While this is not a study of fire departments adjacent to the City, the study will consider the impacts of the City's existing or potential mutual aid agreements on its needs. ♦ The performance goals will be consistent with national guidelines from the National Fire Protection Association (NFPA), the Commission on Fire Accreditation International (CFAI), and the Insurance Services Office(ISO). ♦ Citygate will use a fire department analysis geo-mapping software program called Fire ViewTM to analyze current and future fire station locations by driving time. Section 1—Work Plan and Scope of Work page 2 ornmr Esc 11s.uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study ♦ Citygate will use an incident response time analysis program called StatsFDTM to review the statistics of prior actual historical performance. The results will be plotted on graphs, charts, and "live"using 3D tools over Google Earth images. The core methodology used by Citygate in the scope of its deployment analysis work will be that of the "Standards of Response Coverage" systems approach to fire department deployment as published by the Commission on Fire Accreditation International. This is a systems-based approach using local risk and demographics to determine the level of protection best fitting the City's needs. 1.3.1 SOC Components The study will use the following components in the Standards of Response Coverage process: 1. Existing deployment–each agency has something in place today. ➢ The Citygate team will understand existing deployment strategies, and performance measures. 2. Community outcome expectations–what is expected of the response agency? ➢ Citygate will update the City's and community's expectations for fire, EMS, and special hazard responses. 3. Community risk assessment–what assets are at risk in the community? ➢ Citygate will determine risk in the community, at a zone level, using community zoning information, Insurance Service Office (ISO) building risk information,population demographics, and planned growth plans. ➢ Citygate will assist the Department in conducting critical task crew measures. 4. Distribution Study–the locating of first-due resources(typically engines). ➢ Citygate will use the FireViewTM software GIS mapping tool to study the effectiveness of existing station locations to understand the existing deployment system performance and test proposed service measures by risk types in different zones for first-due, all-risk units. 5. Concentration Study–first alarm assignment or effective response force studies. 6. Historical reliability – is there a multiple call frequency issue (call stacking) problem? Section 1—Work Plan and Scope of Work page 3 aratf 090115.uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study ➢ Citygate will analyze incident data to determine if multiple calls are affecting performance. This work will be done with our StatsFD software tool. 7. Historical response effectiveness studies – what percent of compliance does the existing system deliver? 8. Overall evaluation with updated Standard of Cover statements by risk type, as needed. ➢ Citygate will advise on a revised Standard of Cover set of policies. ➢ Citygate will identify changes in deployment, if desirable, along with likely timing. 1.4 CITYGATE EMERGENCY MEDICAL SERVICES PROGRAM REVIEW TECHNICAL COMPONENTS Citygate also will review the current emergency medical service programs in the City's Fire Department to: ♦ Understand the operational and support needs of the Fire Department first responder paramedic system and how it coordinates with the County's Paramedic Ambulance provider. ♦ Understand the costs to revenues for the Fire Department paramedic subscription and billing program. ♦ Based on types of EMS demands, determine if service changes, increased private sector use, or other partnerships could maintain services while reducing costs. 1.5 CITYGATE CONTRACT FOR SERVICES ANALYSIS The scope of our review will compare and contrast providing in-house fire department services versus contracting out, or a combination of both. This endeavor will: ♦ Review of the costs associated with City fire services and key cost drivers at the macro level. ♦ Based on Citygate's shared services experience, identify likely program areas that would be duplicative when shared with other agencies, and thus where opportunities for partnership, cost sharing, and economies of scale might exist. ♦ Compare current City costs to County fire service costs at the fire crew and headquarters staff points to identify likely cost savings, if any. Section 1—Work Plan and Scope of Work page 4 aTTGflif�SS4CIAIfS.0.0 i'4 iuftLf V• 'ev.. City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study ♦ Identify the steps and complexity in contracting out fire services to the County, CAL FIRE, or in forming a new sub-regional Joint Powers Authority(JPA). 1.6 WORK PLAN TASK SEQUENCE Our Work Plan is integrated, comprised of five tasks, and includes all items requested by the City's RFP. The presentation of our Work Plan describes each of the tasks in more detail. The standard format includes: ♦ Number and name of the task ♦ Sub-tasks ♦ Description of the work to be accomplished in the task. We intend to review our Work Plan and schedule with the City project team prior to beginning work. After obtaining additional input, we will finalize our Work Plan and the accompanying schedule. ect Task 1 Initiate and Manage the Proj Subtasks: 1.1 Develop Detailed Work Plan Schedule for Project ♦ We will develop a detailed work schedule and final project schedule for the project. These tools will assist both the consultants and City staff to monitor the progress of the study. 1.2 Obtain and Review City/Department Documentation ♦ At this juncture in the project we will develop and submit a list of all documents relevant to this project, including the City's General Plan, growth forecasts, any appropriate prior studies, Fire Department documentation including (as available) dispatch data, fleet inventory, current personnel, equipment and other operating costs and a myriad of other information. Once we receive the requested documentation from the City, we will review it prior to conducting our interviews in the following subtask. We have found that reviewing this information prior to our interviews improves the effectiveness and value of the interviews we conduct, since it results in more specific questions and more definitive information. 1.3 Meet with City Staff Representatives to Initiate Study ♦ A key to a successful consulting engagement is a mutual understanding of the project's scope and objectives. The senior members of our team will meet with Section 1—Work Plan and Scope of Work page 5 (j 090 its.uc i 3 City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study the City representatives to correlate our understandings of the study's scope, and ensure that our Work Plan and project schedule are mutually agreeable. In our experience, this early effort to clearly define expectations, roles and lines of communications results in a better focus on substantive issues as the engagement progresses. 1.4 Interview City/Department Leadership and Fire Chief ♦ To enhance our understanding of the issues at stake in this project, we will meet with, as appropriate and directed, the City Manager, City Council members, if so directed, the Fire Chief, as well as members of the City staff who frequently interact with or have an interdependent relationship with the Fire Department. 1.5 Interview Fire Department Staff ♦ To enhance our understanding of the issues at stake in this project, we will meet with, as appropriate and directed, the members of the Department. 1.6 Ongoing Project Management ♦ Throughout the entire project duration, we will monitor engagement progress and completion of tasks, including providing monthly written status reports and oral communications, as needed. Task 2: - . . Emergency Medical Services Delivery System Subtasks: 2.1 Conduct a Complete Standards of Response Cover(SOC) Study ♦ This review will consider all options to address the Department's deployment needs. GIS mapping and prior incident response statistics will be used to measure the effectiveness of the current deployment plan to desired goals. ♦ Stewart Gary will conduct the deployment review, with the assistance of Michael Fay(statistical specialist) and The Omega Group(GIS). ♦ Citygate strongly encourages the City leadership to focus on the value of this step as a "study within the study." Citygate submits that a full statistical review of its deployment system will provide a solid foundation for administrative functions analysis steps. Ion.. Section 1-Work Plan and Scope of Work page 6 GTx u�c ifs,uc r i if ISR1 1t i,-. City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 2.2 Integrate Preliminary Findings and Recommendations into a City Staff Briefing ♦ When this step is complete, the findings and recommendations will be integrated into draft opinion briefing and analysis documents, which is presented in Tasks 4. 2.3 Review Paramedic Services ♦ Review, in detail, the provision of paramedic services by the Fire Department and its revenue-to-cost structures. ♦ Interview the fire department paramedic program leaders to understand operations needs, response statistics, and community needs for patient care. ♦ Interview AMR Management and the County EMS Agency Director regarding their abilities to serve the City's needs with different service-to-cost strategies. 2.4 Review of Fire Service Options to Contract and/or Merge With Other Agencies ♦ Review the likely economies of scale for contracting or merging fire and paramedic services with one or more agencies. ♦ Identify the cost, control, and governance issues with shared fire services. Task 3: Preliminary Findings Briefing Subtasks: 3.1 Prepare Preliminary Findings Briefing ♦ Citygate will complete its initial fire crew deployment, EMS, and costs-of- business reviews and prepare a briefing of our preliminary findings, opinions, and recommendations. 3.2 Conduct On-Site Briefing ♦ The Citygate team will brief the City's leadership team on-site regarding our working opinions using PowerPoint, geographic mapping, and incident statistics. 3.3 Finalize Operations and Economic Scenarios ♦ Reach closure with the City Team on any remaining operations and/or economic scenarios to be developed. Section 1—Work Plan and Scope of Work page 7 (ITTUT flss.01[s.K City of San Bernardino,CA Proposal to Provide a Fire Services Deployment Study Conduct Task 4: Forecast Resource Needs; odels and Prepare Integrated Review Report Subtasks: 4.1 Prepare Comprehensive Draft Report ♦ In this task, the entire Citygate Project Team will prepare a comprehensive long- range Deployment and Contract for Services Analysis Draft Report, including statistical and geographic mapping exhibits. In this report we will: ➢ Summarize the strengths of the Department and opportunities for improvement. ➢ Present a review of how our approach and analyses were conducted. ➢ Describe major findings by departmental service delivery area. ➢ Identify opportunities for a change in service plans to reduce costs, or increase economic efficiencies. ➢ Present an explanation of proposed changes we identified and our integrated recommendations for their resolution in order to change operations and costs. ➢ Describe an implementation plan for prescribed action showing implementation responsibilities, schedules and expected benefits. ➢ Describe the costs of the implementation plan elements. 4.2 Review Draft Report with City Project Manager ♦ Upon completion of the Draft Report, an electronic version in MS-Word will be sent to the City project manager for comments using the "track changes" and "insert comments" tools in Word. Our normal practice is to review a draft of our report with management personnel to ensure that the factual basis for our recommendations is correct and to allow time for a thorough review. In addition, we take time to discuss any areas that require further clarification or amplification. It is during this time that understandings beyond the written text can be communicated. Section 1—Work Plan and Scope of Work Page 8 a�rcei�ssms.ac City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 4.3 Present Draft Report via Conference Call ♦ We will schedule a telephone conference with the Department and City Executive Management to present the draft findings, answer any questions, and agree on elements for the Final Report. Report Task 5: Prepare and Deliver the Final Recommendations and Costs Subtasks: 5.1 Prepare and Submit Final Report ♦ The process of Final Report preparation is an important one. Implicit in this process is the need for a sound understanding of how our review was conducted, what issues were identified, why our recommendations were made, and how implementation should be accomplished. ♦ Based on the results of our Draft Report review process, we will then prepare an Executive Summary and a Final Report to Department and City leadership. 5.2 Present Final Report ♦ We also will make an oral presentation to the Mayor and Common Council using a PowerPoint. 1.7 FINAL REPORT COMPONENTS Our final work product will include: 1. An analysis of the efficiency of the current deployment scheme of firefighting and first responder paramedic resources within the Department's fire stations. 2. An analysis of the Fire Department's ability to meet the City's fire and EMS deployment needs. 3. If required, recommendations for changes in fire deployment methods to optimize service delivery. 4. Options, likely costs, and issues associated with contracting out or merging fire services with other agencies. 5. Provision of supporting data and rationale for all recommendations. 6. Provision of supporting statistics and other visual data to fully illustrate the current situation and consultant recommendations. This information shall be ..i ii.. Section 1—Work Plan and Scope of Work page 9 (pomE fluscmifs.uc flSS90 . City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study provided in both hard copy format and computerized format with accompanying Microsoft PowerPoint presentation. 1.8 STUDY COMPONENTS WITH WHICH THE CITY MUST ASSIST Both Citygate and the City understand the economic constraints related to this study. The City has the best capability to collect much of the required data that can assist the Citygate study. Therefore, the City will assist Citygate with: ♦ Providing electronic incident response data in a format requested by Citygate. ♦ Via a document request questionnaire issued by Citygate, submitting existing Department documents describing its organization, services, budgets, expenses and performance measures, if any. ♦ Providing other Department data as requested by Citygate. 1.9 PROJECT/SITE VISIT SCHEDULE The following is our schedule of on-site meetings to facilitate the gathering of information and understanding for the project to explain/present the project's findings: ♦ Task 1 —Two days to start the project and begin information gathering by conducting on-site interviews and construction of a final project schedule of events. ♦ Task 3—One day to conduct the in-depth briefing of key stakeholders as to our preliminary service and cost model opinions. ♦ Task 5—One day to brief Department leadership and the Mayor and Common Council on the Final Report. 1.10 PROJECT SCHEDULE Citygate anticipates that the duration of this project will be 5 months, and is available to start the project in January 2014. While the work could be technically done in three months, we find most clients need a month at the beginning to collect and provide to Citygate key departmental data sets. Then the 5th month is needed only for scheduling the final public meeting. The Draft Report will be available early in the 0' month. A detailed Work Plan schedule is presented on the following page: Section 1—Work Plan and Scope of Work page 10 omer ssx ifs.uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Work Plan Timeline • ALm- 1: Initiate and Manage Project 2: Deployment and EMS Review • 3: Preliminary Findings Brieifin 4.Forcast Needs Prepare Report 5: Prepare and Deliver Report On-site meeting Section 1—Work Plan and Scope of Work page 11 arrrcmr 090116.uc i v fvI14 !, 1ifll City of San Bernardino, CA p Proposal to Provide a Fire Services Deployment Study SECTION 2—CITYGATE ORGANIZATION AND PROJECT TEAM 2.1 CITYGATE'S PROJECT TEAM Citygate's capability for this service can be simply stated: the experience and talents of our Project Team members! We know that successful departmental review results come from the outside consultants being able to handle, as necessary, six critical roles in cooperation with the internal City Fire project team: (1) champion; (2) stakeholder listener; (3) subject matter trainer/expert; (4) meeting facilitator; (5) coach and content expert; and (6) final strategist/advisor. Citygate's team members, in their agency and consulting careers, have successfully walked the talk on fire department review efforts by focusing on the inclusion of culture and communication, with rigorous analytic methods to build a business case that elected officials and agency employees can both understand. The Citygate team has a multi-disciplinary approach that includes the full range of skills Citygate's team members required to execute this challenging project. The build a business case that diverse group of specialists comprising Citygate's elected officials and agency proposed Project Team (described below) has worked together before to integrate their respective employees can both expertise into comprehensive, compelling, and understand. creative strategies to accomplish a municipality's objectives. 2.2 NECESSARY PROJECT TEAM SKILLS Citygate's consultants possess a number of skills necessary to complete this project, including: ♦ Fire department deployment principles and practices ♦ Fire department staffing ♦ Fire services command and organizational structure ♦ Fire department performance measurement ♦ Fire prevention, urban-wildland interface, and community risk reduction ♦ Dispatch and communications ♦ Field operations for fire and emergency medical services ♦ Operating and capital budgeting Section 2—Citygate Organization and Project Team page 12 orzGer�nsssciarrs.uc -:.c ittt4l l tfYiK City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study ♦ City management and cost of services analysis ♦ Fleet management ♦ Fire services technology ♦ Safety and training ♦ Land use planning ♦ Strategic, master, and business planning. 2.3 PROJECT TEAM/PROJECT ROLES The qualifications of the Project Team are critical as it is the expertise and the capabilities of the consultants involved in the project that ultimately determine the success of the project. We have carefully assembled the team members to provide the knowledge, depth, judgment, and sensitivity required to perform this engagement. Please note that the role of each team member is described in italics at the end of his biographical paragraph. Full resumes for each consultant are presented in Appendix B. Primary members of our Project Team include the following experienced consultants: Chief Stewart W. Gary, MPA, Project Director and SOC Specialist 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 the past fourteen years, he has been 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 eleven years, he has performed organizational and deployment studies on over 180 departments ranging in size from Minneapolis, Minnesota to San Diego, California, San Diego County, the Sacramento Metropolitan Fire District and the Santa Clarity Valley region in Los Angeles County. Significant to this fire department review effort, he successfully used planning, team building, culture development and process re-design tools to successfully design, lead and manage the award winning Livermore-Pleasanton Fire Department Consolidation. Chief Gary also conducts team building and team coaching workshops for executive fire management teams. Chief Gary also has extensive experience with EMS in California. For example, Chief Gary was certified as a paramedic in 1976, has managed Fire/ALS programs in both San Diego and Alameda Counties, implemented Fire ALS in the City of Livermore in 1995, has sat on Section 2—Citygate Organization and Project Team page 13 oircmr utsciA►s.uc "W",i"I':, City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study ambulance contractor selection boards, and knows the challenges and opportunities ahead for EMS delivery well. All of his large clients have made use of his EMS insights. Chief Gary will lead the Citygate team on assessing the Department, manage the technical team and author the deployment study,plus principally draft and present the Final Report. Anne Bybee, Emergency Medical Services Specialist Ms. Bybee has more than 20 years experience in EMS (both clinical services and management) and 13 years in Public Health. As a Medical Disaster Specialist for the California Emergency Medical Services Authority she developed training and exercise programs, and led independent workgroups to develop comprehensive projects such as the state Ambulance Strike Team concept and the state medical Mission Support Team concept. She also developed and conducted annual weeklong field training exercises involving 500 military and civilian medical personnel. Recently she was involved in planning for receipt and distribution of medications from the Centers for Disease Control (CDC) should a pandemic or major medical emergency occur. Anne also participates on a federal team that provides administrative and logistical support to Disaster Medical Assistance Team (DMAT) response at major disasters. Her deployments have included World Trade Center (2001), Hurricane Charley (2004), Hurricane Katrina (2005), the Salt Lake City Olympics (2002), the Joplin MO Tornado (2011), the Republican National Convention (2012) and the 2013 Inauguration. From 2005 to present Anne has been an officer in the California State Military Reserve(CSMR). From 2005 to 2010 her assignment was Deputy Personnel Officer. Her current assignment is Assistant Inspector General (IG). In this role she participates in conducting investigations, writing summary reports, and briefing the CSMR Commanding General as a representative for the IG. A licensed California paramedic, Anne has field experience in EMS in Sacramento, Placer, and Yolo counties, where she worked both in the field as a paramedic and in management as a Continuous Quality Improvement (CQI) Coordinator. In this capacity Anne sat on CQI review Boards for Sacramento and Placer County EMS Agencies. She also served as the Programs Director for a Northern California private post-secondary institution offering paramedic and EMT training. Ms. Bybee will undertake the review of Fire Department paramedic first responder and paramedic ambulance contract systems review. She will also co-draft the appropriate project report sections. ■ ■ Section 2--Citygate Organization and Project Team page 14 arMmf#SS9 Ifs.uc 1 I":le(I4I1rl i"1a I' City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Stanley Feathers, MPA, Senior Associate and Fiscal Specialist Mr. Stanley E. Feathers has served as City Manager, Assistant City Manager, 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. Mr. Feathers recently retired and has since assisted Central Valley Cities in dealing with financial, budget and organizational issues related to the impact of the housing and economic meltdown. He just completed serving as interim City Manager for the City of Oakdale, a full- service city in the central valley. Mr. Feathers recently assisted the cities of Hesperia, Adelanto, Victorville, and the Town of Apple Valley assess forming a Joint Powers Authority, and has been the central fiscal analyst for numerous Citygate clients, recently including Albany, CA, Sacramento, CA, and Gilbert, AZ. Mr. Feathers holds an undergraduate degree in the social sciences with concentrations in economics, political science, and social psychology and a master's degree in public administration from California State University Stanislaus. From his operational and fiscal perspectives as a recent city finance officer and city manager, Mr. Feathers will undertake the fiscal aspects of contracting out fire and paramedic services analysis. David C. DeRoos, MPA, CMC, Citygate President Mr. DeRoos has nearly 30 years experience as a consultant to local government, preceded by 5 years as an assistant to the City Administrator. He earned his undergraduate degree in Political Science/Public Service (Phi Beta Kappa) from the University of California, Santa Cruz and holds a Master of Public Administration degree from the University of Southern California. Prior to becoming a Principal in Citygate in 1991, he was a Senior Manager in the local government consulting division of Ernst&Young. Section 2—Citygate Organization and Project Team page 15 orflffau9cmics.uc i"W1111 1 3 3 City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Mr. DeRoos is responsible for ensuring the project is conducted smoothly and efficiently within the schedule and budget allocated, and that project deliverables meet Citygate's and the client's quality standards. Note: The following sub-contractors have assisted Chief Gary with deployment studies for over 10 years. Michael D. Fay, Statistical Specialist Mr. Fay has over 30 years experience and has served as a firefighter, EMS director, educator, consultant and publisher. As President of Animated Data, Inc., he is the designer and publisher of StatsFD (formerly NFIRS 5 Alive). Using standard StatsFD datasets, StatsFD quickly performs diagnostic analysis of fire department operations. Michael Fay will provide statistical analysis of incident response times. The Omega Group, Geo-Mapping Specialist The Omega Group is a nationally recognized THE OMEGA G R 0 U P public safety and law enforcement mapping analytic and tactical software solution .•.,. theomegagroup 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. The Omega Group will provide geo-mapping analysis for the fire station/crew deployment portion of the project. 2.4 PROJECT TEAM ORGANIZATION CHART Shown on the following page is a Project Team organization chart. Citygate's consultants adhere to the Code of Ethics found in Appendix A. V111%.. ■ ■ Section 2—Citygate Organization and Project Team page 16 orrcm�f au�cimfs uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Citygate Associates Project Team Organization Chart Cit y of San Bernardino David C.DeRoos,MPA,CMC Citygate President Stewart W. Gary,MPA Fire Practice Principal, Project Director M - J Stan Feathers, MPA Anne Bybee Senior Associate and Fiscal Emergency Medical Specialist Services Specialist The Omega Group Michael D. Fay Geo-Mapping Specialist Statistical Specialist Section 2--Citygate Organization and Project Team page 17 ors auscmTfs.uc x i City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study SECTION 3—SUMMARY OF RELATED EXPERIENCE 3.1 CITYGATE ASSOCIATES PROJECT EXPERIENCE Citygate Associates, LLC, founded in 1990, is dedicated to assisting public sector agencies to improve services. Citygate's Fire Protection and Emergency Medical Services practice area conducts deployment and station location analyses, master and strategic plans, consolidation feasibility analyses, organizational efficiency studies, risk assessment studies, performance audits, staffing studies, and GIS for cities, counties, and districts throughout the United States. Citygate has completed many recent projects that Chief Gary and his team of are very similar to the deployment and subject matter experts have operational work requested in this study. Below Citygate provides a description of our previous performed fire deployment related fire services engagements. Following the studies for over 75 cities; his description of our related studies, we provide a deployment studies have served summary listing of other related completed fire services engagements, and finally, a list of over 14.5 million residents, references. For a more detailed list of Citygate's which is 39 percent of Fire Services projects, please visit our website at California's population. www.city2ateassociates.com and then select "Fire Protection and Emergency Medical Services Consulting." 3.2 SIMILAR COMPLETED ENGAGEMENTS Santa Barbara County – Fire Services Deployment and Departmental Performance Audit Studv 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. Section 3—Summary of Related Experience page 18 arrcfli usxi uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Cities of Hesperia, Adelanto, Victorville, Town of Apple Valley – Public Safety JPA Feasibility Study Citygate is currently conducting a Feasibility Study for the cities of Hesperia, Adelanto, Victorville, and the Town of Apple Valley to determine the potential for a Public Safety JPA to manage Police and/or Fire services among the agencies. Cities of Anaheim, Fullerton, and Orange CA – Consolidation, Merger or Contract Fire Services Feasibility 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: http://cilygateassociates.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 Services 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. Section 3—Summary of Related Experience page 19 on�m�eu�c ifs.«c City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 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. 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. Section 3—Summary of Related Experience page 20 orreer ss�tm[s.K,i 1e114 H,,9 Wf, City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 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. 3.3 CITYGATE CLIENT SUMMARY In addition to the related studies described above, Citygate presents a listing of additional SOC/deployment studies, Master/Strategic Plans, consolidation projects, and general projects that we have completed. 3.3.1 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 ■ ■ Section 3—Summary of Related Experience page 21 (poflif GOC M, K City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 3.3.2 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 E Section 3—Summary of Related Experience page 22 arum t EMIRS.dc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 3.3.3 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 • El Dorado LAFCO(CA)–Countywide ♦ City of South Lake Tahoe,CA–Fire Fire and Emergency Services Study Department Consolidation Feasibility • Cities of Burlingame,Millbrae, San Analysis Bruno,and Town of Hillsborough–Fire ♦ City of Santa Rosa and Rincon FPD, Services Merger Technical CA–Fire Consolidation Analysis Implementation ♦ Hesperia,CA–Public Safety JPA • City of Sausalito and Southern Marin FPD Feasibility Study –Fire Consolidation Implementation ♦ City of Covina,CA–Contract-for- Analysis Service Analysis ♦ Cities of Orange,Fullerton,and Anaheim ♦ Cities of Newark and Union City- -Consolidation Feasibility Analysis Consolidation or ALCO Contract for ♦ City of Lodi,CA–Contract for Services Services Study Feasibility Analysis ♦ Snohomish County Fire District 1,WA ♦ Presidio Trust and National Park Service– –Review of Regional Fire Authority Fire Services Reorganization Financial and Level-of-Service Plan ♦ City of Eureka and Humboldt No. 1 Fire ♦ City of Sonoma and Valley of the Moon Protection District–Consolidation or FPD–Fire Services Reorganization Contract Fire Services Feasibility Analysis Study Section 3—Summary of Related Experience page 23 0I uUifs.uc .., 3 City of San Bernardino,CA i Proposal to Provide a Fire Services Deployment Study 3.3.4 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 ♦ City of Calistoga,CA–Fire Safety Review Officer Training ♦ ♦ City of Poway,CA–Overtime Audit City of Chula Vista,CA–Analysis of Overtime Use; Fiscal and Operational ♦ City of Roseville,CA–EMS Transport Police Assistance for ALS Plan ♦ Rancho Cucamonga Fire District,CA– • City of Cloverdale,CA–Impact Fees Fire Services Feasibility Review • 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 Management nt Audit • Goodyear, –Fire Department ♦ Santa Cruz County–Incident Management Training • City of Fremont,CA–Response Statistics; Town of Scotia Company,LLC–Board Comprehensive Multi-discipline Type 3 IMT Training Program Training Workshop • Hamilton City Fire Protection District, CA ♦ South Monterey County Fire Protection –Preliminary Diagnostic Assessment District–Needs Assessment • Hemet,CA–Costing and Peer Review for ♦ Stanford University,CA–Fire Services 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 Planning Assistance ♦ Kitsap Public Health District–Emergency • County of Monterey–EMS Agency Response Plan Review Services Ambulance Systems Issues Review and Analysis ■ ■ Section 3—Summary of Related Experience page 24 (jmfllf MO IRS.uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 3.4 CLIENT REFERENCES Below, Citygate provides a list of references for related engagements. We strongly encourage the City to contact these references to see why agencies continue to call on Citygate for their fire and emergency services consulting needs. San Diego County, CA County of Santa Barbara, CA Regional Deployment Study for Fire, Fire Services Deployment and 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, Standards of Response Coverage Study CA Jay Goldstone, COO & CFO Consolidation, Merger or Contract Fire (619)236-7080 Services Feasibility Anal Javier Mainar, Fire Chief Mr. Randy Bruegman, Fire Chief (619) 533-4300 (714) 764-4000 El Dorado LAFCO, CA City of Emeryville,CA Countywide Fire and Emerizency Services Fire Department Master Plan and Contract Study for Services Analysis Mr. Jose Henriquez, Executive Officer Mr. Kevin Johnson, Fire Chief (530)295-2707 (510) 596-3758 3.5 CITYGATE'S DEPTH IN FIRE SERVICE WORK To our knowledge, no other single This section describes the depth of Citygate Associates experience in providing consultant, with his two key deployment, organizational and management software partners, has completed analysis consulting services. SOC studies on this many large Directly stated, Citygate is the most agencies in California and been a experienced deployment and fire services practicing Fire Chief in the state. assessments firm in the United States. Why? Stewart Gary, Citygate's Fire Practice Principal and retired Fire Chief, has for over 14 years helped develop the Standards of Response Cover methodologies and teach these to fire service leaders across the U.S and Canada. Chief Section 3—Summary of Related Experience page 25 aTl�flff IISS4CIRffS.llC City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study Gary partnered with the leading software firms to develop the tools necessary for advanced fire services deployment planning. To our knowledge, there is no other fire services deployment analyst with Chief Gary's depth and breadth of experience summarized here: ♦ In 1995 Chief Gary was asked to take the Commission on Fire Accreditation Standards of Response Cover (SOC) Manual edition#1 and develop the material into a 40-hour course for the California Fire Academy; ♦ In the years to follow, Chief Gary co-authored and edited SOC Manual versions #2 through#4; ♦ Chief Gary taught the highly successful SOC class at the California Fire Academy for years and delivered seminars nationally for the Commission on Accreditation to fire service groups including International Fire Chiefs Association Conventions, accreditation applicant agencies,Navy and Air Force Fire Chiefs; ♦ Chief Gary, as a consultant since 2001, has worked on over 140 fire service projects. Many of these involved complicated and politically sensitive situations. Most involved some form of partial or total deployment analysis skills; ♦ Many of these projects have been in California. To our knowledge, no other single consultant, with his two key software partners, has completed SOC studies on this many lame agencies in California and been a practicing Fire Chief in the state: ➢ City of Bakersfield ➢ Butte County ➢ El Dorado County—all fire agencies ➢ Los Angeles County Fire Department—Santa Clarita Valley ➢ Napa City&County ➢ City of Oakland ➢ Sacramento Metropolitan Fire District ➢ City of San Diego ➢ San Diego County—all fire agencies ➢ City of San Jose ➢ City of San Mateo ➢ Santa Barbara County ➢ City of Stockton ➢ Additionally, many suburban and rural cities and fire districts in California, listed above in Section 3.3. Section 3—Summary of Related Experience page 26 an�ar �cir[s. IS 0; uc.,, City of San Bernardino,CA Proposal to Provide a Fire Services Deployment Study ♦ Where Chief Gary's SOC studies have been presented to elected officials in public agency hearings, they have always been universally well received, with the findings and recommendations never being contested or disagreed with by elected officials, fire managers, city managers or labor leaders. This record of positive consultancy results across diverse stakeholder groups is unparalleled. In fact, at the final presentation of our countywide deployment study(led by Chief Gary) for San Diego County to the elected officials,we received these comments: ➢ "Never before has a study been done that looks across the wide range of jurisdictional lines and at a level of analysis so deep." — Second District Supervisor, Dianne Jacob ➢ "...I think this is an extraordinary report; ...it's professionally done and this is probably one of the best presentations that I personally have ever sat through..."—Supervisor Fourth District, Ron Roberts 3.5.1 SOC Studies Since 2001, Chief Gary has personally worked on over 180 fire services studies, over 75 percent of which have needed partial or predominantly full Standards of Response Coverage assessments. When we say Chief Gary "worked" on a project, he is not taking credit for being a figurehead as a project director who only reviews superficially the work of others. He is involved with all aspects of the SOC studies, from initial data collection, to directing the statistical and mapping work, to forming and presenting the conclusions. When he presents the final work product to elected officials,he knows every detail and nuance of that agency. Since 2002, Michael Fay of Animated Data, Inc., has worked exclusively on SOC consultancy studies with Chief Gary. Together they have a vast experience set across over 100 clients that gives them an unparalleled knowledge of fire service incident response data issues. Since 2004, Chief Gary has been the exclusive fire services deployment consultant business partner for The Omega Group. They have teamed together on dozens of projects, especially the largest and most complex. Recent examples of these are full SOC studies performed for San Diego County, San Diego City, Santa Barbara County, and Oakland. This team of three has the most extensive joint working experience of any fire service deployment team, company or individual in the United States that we know of All of these three are deeply involved in each project they perform together. They share common values about how to conduct best practices deployment analysis, how to uniquely meet each client's needs, and they push each other to invent new methods where needed. ■ Section 3—Summary of Related Experience page 27 (yy6fl A flSS9G01fS;:[L( City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study 3.5.2 Citygate's Distinguishing Characteristics in the Marketplace In one word–trust–founded on these core values: Ethics: We will use rational information to help elected officials make informed policy choices. Our opinions are not for "sale" to those that might want to slant a recommendation because they are paying for the advice. ualit We deliver a complete work product that meets the client's local needs. We do not use one-size-fits-all reports. Our reports clearly use facts to frame appropriate recommendations that the civilian reader can understand. We do not use industry jargon or jump to conclusions that only a fire service individual would understand. Timeliness: We will offer our clients a realistic timeline and always complete our work within that timeline. Where we have not, it is due to the client needing more time to schedule events or to produce background information. Sensitivity: We will understand at the project kick-off what the stakeholder issues are and what information will be needed to completely address them. We are careful to respect local issues. We do not take sides. We rationally analyze information and present policy choices. We are quiet, "backstage" experts who let the local officials set and explain public policy. Independence: Citygate provides a dependable independent voice (perspective, viewpoint, evaluation, assessment). Citygate is not aligned with any special interest group or association. ■ ■ Section 3—Summary of Related Experience page 28 (jmmt us90nts.ac vmf, City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study SECTION 4—PROJECT COST 4.1 PROJECT COST/BILLING Our charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. We will undertake this study for a"not-to-exceed"total cost, based on our Work Plan and Scope of Work, outlined below. Hourly Fees of Reimbursable 5%Administration Total Citygate Project Team Expenses Fee Project Amount $64,925 $6,729 $3,246 $74,900 Citygate's consulting hours are shown in the table below: Project Team Hours Field Consultant Team 187 Statistical Analysis 40 Geo Modeling 42 Office Support 69 Total Hours 338 The City should consider the travel costs a"high side" estimate to include sufficient trips for on- site meetings and resultant travel expenses for the Citygate Team from Northern California. To be on the safe side, the airfare estimates are at the Southwest full-fare rates. We typically can schedule far enough in advance to obtain Internet fares, but we create our budget with the full- fare rates to cover last-minute meeting requests. Either way, the City only pays actual incurred rates. The price quoted above is effective for 30 days from the date of receipt for this proposal and includes one(1) draft cycle as described in Task 4 of our Work Plan to be completed by Citygate and the City within thirty (30) calendar days. Additional Draft Report cycles or processing delays requested by the City would be billed in addition to the contracted amount at our time and materials rates. When changes are agreed upon, Citygate will provide up to three (3) bound color copies of the Final Report document and a reproducible master copy on CD-ROM. The Draft Report will be considered to be the Final Report if there are no suggested changes within thirty(30) days of the delivery of the Draft Report. ■ ■ Section 4—Project Cost page 29 arr�ar flsscc ifi.uc City of San Bernardino, CA Proposal to Provide a Fire Services Deployment Study If the City decides to delay the final presentation in Task 5 after acceptance of the final work product, Citygate will accommodate such a request, but will charge two (2) administrative hours per month to keep the project in suspense until the presentation is delivered. 4.1.1 Citygate Hourly Rates Classification Rate Consultant Citygate President $225 per hour David DeRoos Citygate Fire Practice Principal&Project $250 per hour Stewart Gary Director Emergency Medical Services Specialist $195 per hour Anne Bybee Fiscal Specialist and Senior Associate $195 per hour Stan Feathers Project Report Administrator $95 per hour Chad Jackson Administrative Support $85 per hour Various 4.1.2 Billing Schedule We request that ten percent (10%) of the project cost be advanced at the execution of the contract, to be used to offset our start-up costs. This advance would be credited to our last invoice. Subsequently, we will bill monthly for time, reimbursable expenses incurred, plus a five percent (5%) administration charge in lieu of individual charges for copies, phone, etc. Our invoices are payable within thirty(30) days. Citygate's billing terms are net thirty(30) days plus two percent(2%) for day thirty-one(3 1) and two percent(2%)per month thereafter. Due to the uncertainty surrounding the City's financial situation, if we do not receive payment within forty (40) days from the date an invoice is issued, we will suspend the project until the invoice has been paid and a mutually agreeable schedule of tasks and timing of payments has been determined. Section 4—Project Cost page 30 orny a if OWES.K APPENDIX A CODE OF ETHICS umai�s�c m[s.uc CODE OF ETHICS CLIENTS 1. We will serve our clients with integrity, competence, and objectivity. 2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client's permission. 3. We will not take advantage of confidential client information for ourselves or our firms. 4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor's permission. ENGAGEMENTS 5. We will accept only engagements for which we are qualified by our experience and competence. 6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise. 7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired. FEES 8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept. 9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients. PROFESSION 10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission. 11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners. 12. We will report violations of this Code of Ethics. The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc. Appendix A—Code of Ethics page 1 on�mt assscu�[s. 1'f! lkS I S.uc�S APPENDIX 6 PROJECT TEAM RESUMES ar�ait�s�ciafs.uc CITYGATE ASSOCIATES,LLC STEWART W.GARY,MPA Mr. Gary was, until his retirement, the Fire Chief of the Livermore-Pleasanton Fire Department. Now in his 39th year in the Fire Service, Mr. Gary began as a volunteer and worked his way up through the ranks, including his service as a Paramedic for five years. Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief/Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, CA in January 1994, and two years later, he successfully facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless ten-company department from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam award for excellence and innovation by the California League of Cities in 1999. Mr. Gary has both a Bachelor's and Master's degree in Public Administration from San Diego State University. He holds an Associate in Fire Science Degree from Miramar Community College in San Diego, a Certificate in Fire Protection Administration from San Diego State, and he has attended hundreds of hours of seminar course work in fire protection. Mr. Gary has served in elected professional positions, including: President, California League of Cities, Fire Chiefs Department and Chairperson, San Diego County Paramedic Agencies. He has been involved in progressive responsibility for creating or implementing fire protection policy on the local, state and national levels. He has served as a Board Member representing cities on the California Office of Emergency Services-Firescope Board, and served two terms as the Fire Chief representative on the California League of Cities Board of Directors. Memberships Held Include: ♦ International Association of Fire Chiefs, Fairfax, VA ♦ California Fire Chiefs Association, Rio Linda, CA ♦ National Fire Protection Association, Quincy, MA Selected Consulting Experience Includes: Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed or directed over 180 consulting projects. Some of the highlights and recent projects are: ♦ Served as Project Director for a consolidation, merger or contract for services feasibility analysis for the City of Anaheim and its partners in the study. Citygate identified opportunities to expand and/or to strengthen the delivery of Fire, EMS, and other services of the City of Anaheim Fire Department, City of Fullerton Fire Department, and Orange City Fire Department. ♦ Currently serving as Project Director for a project to provide a feasibility study for a public safety Joint Powers Authority for the cities of Adelanto, Hesperia, Victorville and Town of Apple Valley. ♦ Served as Project Director and SOC Specialist for Citygate's Regional Fire Services Deployment Study for San Diego County, including 57 fire agencies in Appendix B—Project Team Resumes page 1 (]m ss�c ics.uc x.111 X10�,.,,,. the County region. Citygate outlined a process designed to establish a blueprint for improving San Diego County's regional fire protection and emergency medical system. ♦ Served as Project Manager and SOC Specialist for a Fire Services Deployment and Departmental Performance Audit for the Santa Barbara County Fire Department. ♦ Served as Project Director for Citygate's Standards of Response Coverage study for the City of San Diego, CA. ♦ Served as Project Director and SOC Specialist for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate and cost effective coverage. ♦ Served as Fire Practice Principal for Citygate's police department consolidation feasibility assessment for the cities of Burlingame and San Mateo, CA. ♦ Served as Project Director and SOC Specialist for a Standards of Response Cover deployment analysis and geo-mapping software implementation for the Sacramento Metropolitan Fire District. ♦ Served as Fire Practice Principal for a fire services merger technical implementation for the cities of Millbrae, Burlingame, San Bruno, and Town of Hillsborough to gain greater economies of scale, avoid fiscal, governance and operational duplication and where needed, improve services. The study investigated full consolidation of the agency fire services with various related governance arrangements to partial contractual sharing along with the most feasible appropriate cost apportionment formulas. ♦ Served as Fire Practice Principal to conduct an emergency service consolidation/merger support study for the University of California, Davis and the cities of Davis, West Sacramento, and Woodland. ♦ Served as Project Manager for Citygate's project to perform a high-level assessment of the feasibility of fire agency consolidation for the cities of Monterey, Pacific Grove, and Carmel. Chief Gary has been involved with all of the other fire service projects starting in 2001 listed on our reference list. Other non-Citygate Relevant Experience Includes: ♦ In 2002, Mr. Gary led a seminar that taught the Standards of Response Cover (SOC)methodology to members of the Clark County Fire Department. ♦ In 2005 and into 2006, Mr. Gary coached, assisted and initially drafted the Clark County Fire Department Rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area. Appendix B—Project Team Resumes page 2 omar[iSWANS.uc ♦ In 2000, Mr. Gary was the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and Standards of Response Coverage tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9-0 vote. ♦ In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless ten- company department for which he served as Chief. The LPFD represents one of the few successful city-to-city fire mergers in California. The LPFD consisted of 128 total personnel with an operating budget for FY 00/01 of$18M. Service was provided from eight stations and a training facility, and two additional stations were under construction. ♦ In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the Standards of Cover system for fire service deployment. He re-worked the material into a California manual and annually taught a 40-hour course for the California Fire Academy for many years. He conducts seminars on this deployment methodology for the International Fire Chiefs across the United States and Canada. ♦ In 1994, Mr. Gary effectively led the Fire Department's adding of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under-serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully re-voted after Proposition 218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the Northwest area of Livermore. ♦ During his tenure in Carlsbad, he successfully master planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council. ♦ Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore fire department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department including plan check and inspection services for two years; master planned future growth in the North Livermore area for an additional 30,000 people in a"new town" area. ♦ Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore. Appendix B—Project Team Resumes page 3 umar[WOWS.K _ ..rR4tt .RVi.S ♦ Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities and the Fortune 100. He has authored articles on technology and deployment for national fire service publications. ♦ Mr. Gary is experienced as an educator in teaching firefighting, paramedicine and citizen CPR programs. As a community college instructor, he taught management and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program. Instructor and Lecturer: ♦ Instructor and lecturer on Fire Service Deployment for the Commission on Fire Accreditation Standards of Cover Methodology. Over the last five years, Mr. Gary has presented one-day workshops across the U.S. and Canada to fire chiefs. Presentations have included: ➢ The International Association of Fire Chiefs Convention; ➢ U.S.Navy Fire Chiefs in Norfolk, Virginia; ➢ U.S. Air Force Fire Chiefs at the USAF Academy, Colorado Springs, Colorado; ➢ Seattle area Fire Chiefs; ➢ Vancouver British Columbia Fire Chiefs Association; ➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame University; ➢ The California Fire training Officers annual workshop. ♦ Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course. Presentations: ♦ "Mapping the Future of Fire." First ever fire service technology conference, October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS mapping and mobile data technologies in the fire service. Publications: ♦ Edited, partially wrote and co-developed the 2nd, 3rd & 4`r' Editions of the Commission on Fire Accreditation Standards of Response Cover Manual. ♦ Fire Chief Magazine article. February 2001, "System of Cover." Using the Accreditation Commission's Standards of Response Cover systems approach for deployment. ♦ Fire Chief Magazine article. December 2000, "Data to Go." Designing and implementing wireless data technologies for the fire service. ■ ■ Gant Appendix B—Project Team Resumes page 4 ANNE'rs.rrc< CITYGATE ASSOCIATES,LLC ANNE M.BYBEE Ms. Bybee has 11 years of experience in Emergency Management and Disaster Response, with particular emphasis in medical and public health. For 9 years Anne was a Medical Disaster Specialist with the California Emergency Medical Services Authority; for the past 2'/2 years she has been an Emergency Planning Analyst for the California Department of Public Health. In these roles Anne has acted as an instructor, course designer, course coordinator and exercise coordinator for numerous ICS-based classes and field exercises. In addition to her responsibilities at the state-level, Anne participates on a federal Incident Response Coordination Team that oversees the operational and logistical aspects of medical teams within the National Disaster Medical System (NDMS). Anne was deployed to the WTC (2001), Hurricane Charley (2004), Hurricane Katrina (2005) and the Joplin Tornado (2011). While her main roles on this team have been in the Operations Section of the ICS-based team, she also has experience in both Planning and Admin/Finance. Ms. Bybee maintains a California paramedic license and acted as Programs Director for a private-post secondary paramedic training institute prior to joining state service in June of 2000. Ms. Bybee has a Bachelor of Arts degree with a Spanish major and History minor from Saint Mary's College, Moraga, CA. She also holds a valid California Paramedic license and completed her paramedic training at the Northern California Training Institute(NCTI). Relevant Experience Includes: ♦ Currently serving as EMS-Public Health Specialist for an ambulance system issues review and analysis of options for the County of Monterey EMS Agency. Citygate reviewed documents and assessed systems as necessary to substantiate issues identified, then worked separately and jointly with system partners to forge improved relations and operational agreements. ♦ Served as EMS & Health/Medical Specialist for Healthcare Preparedness Partnership Training, Education and Exercise Analysis for Monterey County. Citygate conducted an audit of current emergency plans and training schedules, and conducted a Gap Analysis and Closure to identify short and long-term vulnerabilities that may prevent a rapid, definitive, and effective response to an emergency in Monterey County. The plan is scalable and modifiable, with recommendations for training sources. ♦ Currently on the roster to instruct courses in the discipline of Public Health for Citygate's training services for the Bay Area Urban Area Security Initiative and Alameda County. ♦ Served as Public Health Specialist for assessment and planning services regarding a Bay Area multi-discipline Incident Management Team Concept for the Bay Area UASI. ♦ Developed and taught an ICS-based course for a Mission Support Team that would oversee and support all medical/health resources deployed to major disasters in California. Appendix B—Project Team Resumes page 5 ommf 09ciaus.uc I O 1 MEMO if M R'S ♦ Developed and coordinated an annual week-long field exercise blending civilian and military medical disaster responders. Acted as ICS-based team Director during the actual events. ♦ Developed and conducted training to local health departments throughout California on organophosphate poisoning and a Mass Casualty Incident (MCI) response. ♦ Developed and conducted training to local health departments throughout California on cyanide poisoning and antidote treatment options/protocols. ♦ Deployed to national disasters as part of the NDMS Incident Response Coordination Team (IRCT) as Operations Section Chief, Operations Group Supervisor, Planning Specialist and Admin/Finance Specialist. Course Development Experience: ♦ California Mission Support Team (MST) Training Program for the California Emergency Medical Services Authority, 2005 ♦ Ambulance Strike Team (AST) Leader Training Program for the California Emergency Medical Services Authority, 2003 ♦ Organophosphate Poisoning and MCI Event Response Training Program for the California Department of Public Health, 2009. ■ ■ Appendix i3-Project Team Resumes page 6 ora�us�cimfs.uc i CITYGATE ASSOCIATES,LLC STANLEY E.FEATHERS,MPA Mr. Stanley E. Feathers has served as City Manager, Assistant City Manager, Finance Director, Budget Manager, and has served extended duty as interim Community Development Director. He has over 25 years of management experience in both city and county 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. Mr. Feathers recently retired and has since assisted Central Valley Cities in dealing with financial, budget and organizational issues related to the impact of the housing and economic meltdown. He recently served as interim City Manager for the City of Oakdale, a full-service city in the central valley. Mr. Feathers holds an undergraduate degree in the social sciences with concentrations in economics, political science, and social psychology and a master's degree in public administration from California State University Stanislaus. Since joining Citygate, Mr. Feather's consulting experience includes: ♦ Currently serving as Senior Associate and Fiscal Specialist for a project to provide a feasibility study for a public safety Joint Powers Authority for the Cities of Adelanto, Hesperia, Victorville and Town of Apple Valley. ♦ Currently serving as Senior Associate and Fiscal Specialist for the provision of consulting services regarding fire prevention's best practices for the City of Sacramento, CA. ♦ Currently serving as Project Manager and Lead Fiscal Specialist for the Town of Gilbert,AZ staff and fiscal modeling over a 20-year time horizon. ♦ Currently serving as Project Manager and Lead Consultant for the Assessment of the Public Works Department in the City of Albany, CA. Related Experience: The following is a detailed listing of Mr. Feathers' experience in local government over the past 25 years. The range and scope of this experience has included virtually every functional area in which cities are involved: ♦ Intergovernmental Relations — As City Manager and Assistant City Manager Mr. Feathers has been involved in a significant number of inter-agency endeavors including multi-agency contracts to provide transportation, planning, sanitations services, wastewater services, and fire services. These include working with partner agencies, and local Councils of Governments. ♦ City Management — Provided executive oversight of all city services and responsibilities. Served as both City Manager and Assistant City Manager. This pq.. Appendix B—Project Team Resumes Page 7 urm��ss�e��FS.uc ..,,,( includes all aspects of city management, operations, department head supervision, city council relations, agenda process, media relation, intergovernmental relations, legislative analysis, and strategic planning. ♦ Budget – Has been involved in the management, analysis, development, and monitoring of governmental budgets throughout his career. His expertise extends to every aspect from strategic long-range planning to day-to-day operations and performance management. His experience includes police, fire, public works, community development, parks and recreation, engineering, enterprise operations such as wastewater, water, airport, golf courses, community center, and major capital projects in all areas of city infrastructure. His experience includes preparation of feasibility studies, indirect and direct cost allocation studies, long- range financial projections and modeling, enterprise and governmental operations cash flow projections, utility rate analysis and projections and a host of varying analytical studies. ♦ Finance–Has extensive experience including all aspects of governmental finance including preparation of annual financial statements, the annual financial audit, required financial reporting and disclosure, bond issuance and debt issues including analysis of ongoing bond requirements and continuing disclosure necessary to comply with relevant bondholder agreements and covenants. His debt and financing issues experience has mainly centered on capital improvement projects for City infrastructure including public safety facilities, redevelopment projects, wastewater and water enterprise facilities and other governmental facilities. His background includes experience in investment, business process improvement, cash management, banking, investments, financial systems design, upgrade and conversion. ♦ Contract Negotiation and Management – Served as the lead negotiator in numerous contract negotiations during his career. Many have been both complex and multifaceted negotiations. They include: a $62 million wastewater plant design build contract; a settlement of a controversial and longstanding dispute over a reimbursement agreement between a benefit district's land owners, lead developer, and the city which was key to economic development strategies for the city; an intense and ultimately successful negotiation between the city, Firefighters labor association and Cal-Fire to transition city fire services to Cal- Fire and produce significant cost savings for the city; professional service contracts for legal services with city attorneys and special counsels; department heads agreements; interagency agreements for utility (water and wastewater) services; and a variety of other areas with significant implications. ♦ Community Development – Served as interim Community Development Director on several occasions. His experience includes economic development, general plan updates, specific plans, development agreements, reimbursement agreements, capital facility fee studies, tax sharing agreements, most aspects of current as well as advance planning. He has been involved in economic development activities including successful endeavors with major retailers. ♦ Human Resources – Served as the City Human Resources Director and has also supervised the Director of Human Resources and Risk Manager. Served as Chief Pq.. z ■ Appendix B—Project Team Resumes Page 8 amii ssT(Iffifs.K i I i labor relations negotiator on many occasions. Successfully negotiated many labor relations contracts. Conducted classifications studies, executive recruitments, updated and modified administrative policies as well as created new directives, updated personnel rules as state of labor laws changed. Conducted reorganizations in virtually every city department over his career including combining or splitting departments to improve the business processes and the value of services as well as outsourcing service to private sector service providers. ♦ Information Technology — Significant involvement with city-wide information technology from management system conversion, development of information technology practices and policies, investigations related to fraud against governmental agencies, and outsourcing of information technology functions. Additional Related Experience Includes: ♦ Valley Chapter Chair— California Municipal Finance Officers Association 2008- 2009. ♦ Past part-time Faculty Member — Golden Gate University, Masters in Business/Public Administration Program. ♦ Developed National Association of Counties (NaCo) award winning Integrated Quality Control System. ♦ Project coordinator on California State pilot project — on-line computer cross- match system for fraud prevention system. Appendix is-Project Team Resumes page 9 (jmo It ISS00fits.uc t-{1'9:1,•...•.,i.t i SUBCONTRACTOR MICHAEL D.FAY Michael D. Fay has over 30 years experience and has served as a firefighter, EMS director, educator, consultant and publisher. Relevant Experience: ♦ President of Animated Data, Inc., the designer and publisher of StatsFP, formerly NFIRS S Alive. Using standard StatsFP and raw CAD datasets, StatsFP quickly performs diagnostic analysis of fire department operations. Outputs are designed for both live and printed presentations. ♦ Director of End2End, Inc., publisher of FirePoint RMS Systems for fire departments. Products of the firm include 40 single-user and multi-user client server modules. (Formerly Advanced Command Systems, Inc. Maynard, MA). Mr. Fay is responsible for RMS product development. ♦ Senior Associate of Firepro Inc., a fire consulting firm specializing in fire safe building design, forensic reconstruction, and fire department consulting services. Mr. Fay directed fire scene documentation and reconstruction of dozens of large loss fires and co-authored management studies for several city fire departments. ♦ Assistant Superintendent and Program Chair for Management Technology at the National Fire Academy, Federal Emergency Management Agency (FEMA). The mission of the National Fire Academy is to enhance the nation's fire protection services through the development and delivery of specialized programs for fire service managers, trainers and technicians. Mr. Fay directed delivery of management training courses in the Resident Programs Division, and he developed and delivered executive development training courses for chief officers of larger departments. He also established the National Fire Academy's microcomputer laboratory. Mr. Fay authored two college-level courses on the use of computer technology in the fire service and was responsible for the development and delivery of a national teleconference on management applications for fire service computers. ♦ Field Coordinator, International Association of Fire Chiefs Apprenticeship Program. The IAFC/IAFF Apprenticeship Program developed personnel resources through the establishment of performance standards and local programs of training. Mr. Fay traveled to fire departments nationally to help resolve obstacles to the implementation of enhanced fire fighter, EMT and paramedic training programs and contributed to the development and adoption of national standards for Firefighters and Emergency Medical Technicians(EMTs). ♦ Director, Emergency Medical Services and Firefighter for the Amherst, MA Fire Department, was responsible for EMS operations, supervision of EMS personnel, budget preparation and public information programming. He also served as a line firefighter. Education: ♦ BA, University of Massachusetts ■ ■ Appendix B—Project Team Resumes page 10 jmM u,0c ifs. [( I . ­111- i f I i Additional Interests: ♦ Licensed amateur radio operator for over 40 years ♦ Technical background in wireless communication. ■ ■ Appendix B—Project Team Resumes page 11 urrA r nsseoaIts.K F 4 { f Z f CITYGATE ASSOCIATES,LLC DAVID C.DEROOs,MPA,CIVIC Mr. DeRoos is the President of Citygate Associates, LLC and former Deputy Director of the California Redevelopment Association. He earned his undergraduate degree in Political Science/Public Service (Phi Beta Kappa) from the University of California, Davis and holds a Master of Public Administration degree from the University of Southern California. Mr. DeRoos has over five years of operational experience as a local government administrator in land use planning, budgeting, and personnel, and nearly thirty years of consulting experience performing operations and management reviews of local government functions. Prior to joining Citygate in 1991, he was a Senior Manager in the State and Local government consulting division of Ernst & Young. Selected Relevant Experience Includes: ♦ For all Citygate projects, Mr. DeRoos reviews work products and is responsible for ensuring that each project is conducted smoothly and efficiently within the schedule and budget allocated, and that the project deliverables are in conformance to Citygate's quality standards. ♦ Served in an oversight capacity for a consolidation, merger or contract for services feasibility analysis for the City of Anaheim and its partners in the study. Citygate identified opportunities to expand, and/or to strengthen the delivery of Fire, EMS, and other services of the City of Anaheim Fire Department, City of Fullerton Fire Department, and Orange City Fire Department. ♦ Currently serving an oversight capacity for a project to provide a feasibility study for a public safety Joint Powers Authority for the cities of Adelanto, Hesperia, Victorville and Town of Apple Valley. ♦ Served in an oversight capacity for Citygate's Regional Fire Services Deployment Study for San Diego County, including 57 fire agencies in the County region. Citygate will implement a phased process designed to establish a blueprint for improving San Diego County's regional fire protection and emergency medical system. ♦ Served in an oversight capacity for a Fire Services Deployment and Departmental Performance Audit for the Santa Barbara County Fire Department. ♦ Served in an oversight capacity for a project for the City of Oakland to conduct a comprehensive multi-hazard, all risk fire service deployment study to analyze the City's fire services emergency response systems and make recommendations for improvement of adding traditional resources and alternative and adaptive deployment models. ♦ Served in an oversight capacity for an organizational analysis of the City of Beverly Hills Fire Department. ♦ Served in an oversight capacity for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate and cost effective coverage. ■ ■ Appendix B—Project Team Resumes page 12 of sssciar[s.uc ♦ Served in an oversight capacity for a police services consolidation or contract for shared services analysis for the cities of Brea, Buena Park, Fullerton, La Habra and Yorba Linda. ♦ Served in an oversight capacity for Citygate's police department consolidation feasibility assessment for the cities of Burlingame and San Mateo, CA. ♦ Served in an oversight capacity for a fire services merger technical implementation for the cities of Millbrae, Burlingame, San Bruno, and Town of Hillsborough to gain greater economies of scale, avoid fiscal, governance and operational duplication and where needed, improve services. The study investigated full consolidation of the agency fire services with various related governance arrangements to partial contractual sharing along with the most feasible appropriate cost apportionment formulas. ♦ Served in an oversight capacity to conduct an evaluation of the Fire Services Delivery System for the City of Emeryville, CA. ♦ Served in an oversight capacity to conduct an emergency service consolidation/merger support study for the University of California, Davis and the cities of Davis, West Sacramento, and Woodland. ♦ Served in an oversight capacity for a Standards of Response Cover deployment analysis and geo-mapping software implementation for the Sacramento Metropolitan Fire District. ♦ Served in an oversight capacity for a consolidation, merger or contract fire services feasibility analysis for the City of Sausalito and Southern Marin FPD. Citygate identified opportunities to expand and strengthen their services and other non-emergency functions between the two agencies. ♦ Served in an oversight capacity for an operational review of Roseville Fire Services for the City of Roseville. The review consists of operations, facilities, budget, organizational structure, management, policies, functions and activities of the Fire Department. ♦ Served in an oversight capacity for a feasibility analysis of merging the cities of Newark's and Union City's fire services to gain economics of scale and improved services in these challenging economic times. Additionally, Citygate explored other fire service delivery options and worked with the study partners and Alameda County Fire Department (ALCO) to evaluate the possibility of ALCO providing contract fire services to one or both cities. ♦ Served as Project Director for Citygate's high-level assessment of the feasibility of fire agency consolidation for the cities of Monterey, Pacific Grove, and Carmel. ♦ Served in an oversight capacity for a feasibility study on the merging of City and District Fire Service Operations in order to gain economies of scale, avoid duplication, and improve services for the City of Santa Rosa, the Rincon Valley Fire Protection District and the Roseland Fire Protection District. Appendix i3-Project Team Resumes page 13 a As A uc a ISS9,Its. � ♦ Served as Project Director for a high-level assessment of the feasibility to fully or partially consolidate the fire agencies for the cities of Redlands and Loma Linda. ♦ Served as Project Director for the City of Pismo Beach and surrounding communities' consolidation feasibility study. This was an independent review of the current fire department service relationships to determine if a functional or a full consolidation of one or more departments would provide cost stabilization while maintaining effective services. ♦ Served in an oversight capacity for a project where Citygate performed Incident Command System training for the ten Bay Area Counties. The training was targeted to Command and General Staff and Unit Functions for Emergency Operations Centers and Incident Management Teams. Mr. DeRoos is a member of several professional and civic associations. He has taught for the U.C. Davis Extension College and for graduate classes in Public Administration, Administrative Theory and Labor Relations for Golden Gate University, and Non Profit and Association Management for the University of Southern California. He has been a speaker for the American Planning Association (APA), written for the California APA Newsletter and the California Redevelopment Journal, and has been a speaker on redevelopment, Base Closures, and related issues across the US. Mr. DeRoos holds a certificate in Public Sector Labor Management Relations from U.C. Davis, and is a Certified Management Consultant(CMC). Appendix B—Project Team Resumes page 14 r ss�c1�fs.uc