HomeMy WebLinkAbout05.B- City Manager RESOLUTION (ID #2836) DOC ID: 2836 A
CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION
Agreement/Contract
From: Allen Parker M/CC Meeting Date: 01/06/2014
Prepared by: Chris Lopez, (909) 384-5122
Dept: City Manager Ward(s): All
Subject:
Resolution of the Mayor and Common Council of the City of San Bernardino Authorizing the
Execution of a Consultant Services Agreement and Issuance of Purchase Order to Citygate
Associates, LLC for a Fire Services Deployment Study. (#2836)
Current Business Registration Certificate: No
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: Adopt the Resolution.
Synopsis of Previous Council Action:
November 18, 2013: Direct the City Manager to conduct an RFQ process to hire a qualified
expert on a contract basis to develop for the Council's consideration a needs analysis of the
current Fire Department,the types of calls within the City, the Fire response protocol, emergency
medical services and potential consolidation to improve effectiveness and reduce costs while
maintaining service levels. The City Manager shall report to the council at its next regularly
scheduled meeting the total costs of the consultants and time frame needed to perform the
analysis.
December 2, 2013: Receive and File update.
December 16, 2013: Direct the City Manager to bring a contract for Mayor and Common
Council approval at the next scheduled meeting of the Mayor and Common Council.
Background:
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.
APON\
Updated: 12/23/2013 by Georgeann"Gigi"Hanna A Packet Pg. 10
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2836
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.
Costs and Time frame
The table below shows the consultant, cost, and time frame for the study:
Consultant Cost Time frame
ICMA $75,000 105-135 days after execution
Ralph $57,800 100 days after execution
Andersen and
Associates
Citygate $74,900 150 days after execution
Associates,
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.
The funding for this study will come from salary savings from vacant positions.
City Attorney Review:
Supporting Documents:
Updated: 12/23/2013 by Georgeann"Gigi"Hanna A Packet Pg. 11
2836
reso 2836 (PDF)
agrmt 2836 (PDF)
Attachment 1 (PDF)
RFP (PDF)
Updated: 12/23/2013 by Georgeann"Gigi"Hanna A Packet Pg. 12
1 RESOLUTION NO.
2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF
SAN BERNARDINO AUTHORIZING THE EXECUTION OF A VENDOR SERVICES
3 AGREEMENT AND ISSUANCE OF PURCHASE ORDER TO CITYGATE
4 ASSOCIATES,LLC FOR A FIRE SERVICES DEPLOYMENT STUDY.
5 BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE
CITY OF SAN BERNARDINO AS FOLLOWS:
6
SECTION 1.The City Manager of the City of San Bernardino is hereby authorized
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8 and directed to execute on behalf of said City a Vendor Services Agreement between
9 Citygate Associates, LLC and the City of San Bernardino for a Fire Services Deployment o
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10 Study, a copy of which is attached hereto marked Exhibit"A" and incorporated herein by o
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reference as fully as though set forth at length.
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13 SECTION 2. The Director of Administrative Services is hereby authorized to issue a
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14 purchase Order to Citygate Associates, LLC for vendor services for a total amount not to
15 exceed $74,900.
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16 SECTION 3. The authorization granted hereunder shall expire and be void and of no
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further effect if the agreement is not executed by both parties and returned to the Office of the
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City Clerk within sixty(60)days following the effective date of the Resolution. o
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1 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF
2 SAN BERNARDINO AUTHORIZING THE EXECUTION OF A VENDOR SERVICES
AGREEMENT AND ISSUANCE OF PURCHASE ORDER TO CITYGATE
3 ASSOCIATES,LLC FOR A FIRE SERVICES DEPLOYMENT STUDY.
4
5 1 HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and
6 Common Council of the City of San Bernardino at a meeting
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thereof,held on the day of , 2014,by the following vote,to wit:
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9 Council Members: AYES NAYS ABSTAIN ABSENT E
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10 MARQUEZ CD
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JENKINS
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VALDIVIA
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14 SHORETT .°
15 VACANT
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16 JOHNSON
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17 MULVIHILL N
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Georgeann Hanna, City Clerk
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21 The foregoing resolution is hereby approved this day of , 2014. E
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23 Patrick J. Morris, Mayor
24 City of San Bernardino
25 Approved as to form:
GARY D. SAENZ,
26 City Attorney
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VENDOR SERVICES AGREEMENT BETWEEN CITYGATE ASSOCIATES, LLC AND
THE CITY OF SAN BERNARDINO FOR A FIRE SERVICES DEPLOYMENT STUDY
This Vendor Services Agreement is entered into this 6th day of January 2014, by and
between Citygate Associates,LLC("VENDOR") and the City of San Bernardino ("CITY"
or"San Bernardino").
WITNESSETH:
WHEREAS,the City of San Bernardino requires a fire services deployment study; and,
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WHEREAS, the City of San Bernardino did solicit and accept proposals from available
vendors for a deployment study; and,
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WHEREAS,VENDOR is the best bidder to provide said services to CITY; Q
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NOW,THEREFORE,the parties hereto agree as follows:
1. SCOPE OF SERVICES. to
For the remuneration stipulated, San Bernardino hereby engages the services of
VENDOR to provide those products and services as set forth on Attachment"1,"attached hereto U-
and incorporated herein.
2. COMPENSATION AND EXPENSES.
a. For the services delineated above, the CITY, upon presentation of an invoice L)
calculated based on the information contained in Attachment "1," shall pay the
VENDOR up to the amount of $74,900, in total for the term of the contract, for a o
deployment study for the city's fire department. N
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b. No other expenditures made by VENDOR shall be reimbursed by CITY. r
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3. TERM; TERMINATION.
The term of this Agreement shall be for the period of January 6,2014 to June 30,2014.
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This Agreement may be terminated at any time by thirty (30) days' written notice by
either party. The terms of this Agreement shall remain in force unless mutually amended. The .2
duration of this Agreement may be extended with the written consent of both parties.
4. INDEMNITY.
Vendor agrees to and shall indemnify and hold the City, its elected officials, employees,
agents or representatives, free and harmless from all claims, actions, damages and liabilities of
any kind and nature arising from bodily injury, including death, or property damage, based or
asserted upon any actual or alleged act or omission of Vendor, its employees, agents, or
subcontractors, relating to or in any way connected with the accomplishment of the work or
performance of services under this Agreement, unless the bodily injury or property damage was
Packiat P9-15
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actually caused by the sole negligence of the City, its elected officials, employees, agents or
representatives. As part of the foregoing indemnity, Vendor agrees to protect and defend at its
own expense, including attorney's fees, the City, its elected officials, employees, agents or
representatives from any and all legal actions based upon such actual or alleged acts or
omissions. Vendor hereby waives any and all rights to any types of express or implied
indemnity against the City, its elected officials, employees, agents or representatives, with
respect to third party claims against the Vendor relating to or in any way connected with the
accomplishment of the work or performance of services under this Agreement.
5. INSURANCE.
While not restricting or limiting the foregoing, during the term of this Agreement,
VENDOR shall maintain in effect policies of comprehensive public, general and automobile N
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liability insurance, in the amount of$1,000,000.00 combined single limit, and statutory worker's E
compensation coverage, and shall file copies of said policies with the CITY's Risk Manager
prior to undertaking any work under this Agreement. CITY shall be set forth as an additional
named insured in each policy of insurance provided hereunder. The Certificate of Insurance o
furnished to the CITY shall require the insurer to notify CITY at least 30 days prior to any
change in or termination of the policy.
6. NON-DISCRIMINATION.
In the performance of this Agreement and in the hiring and recruitment of employees,
VENDOR shall not engage in, nor permit its officers, employees or agents to engage in, °
discrimination in employment of persons because of their race, religion, color, national origin,
ancestry, age, mental or physical disability, medical condition, marital status, sexual gender or
sexual orientation, or any other status protected by law. °
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7. INDEPENDENT CONTRACTOR. 00
VENDOR shall perform work tasks provided by this Agreement, but for all intents and
purposes VENDOR shall be an independent contractor and not an agent or employee of the
CITY. VENDOR shall secure, at its expense, and be responsible for any and all payment of
Income Tax, Social Security, State Disability Insurance Compensation, Unemployment E
Compensation, and other payroll deductions for VENDOR and its officers, agents, and
employees, and all business licenses, if any are required, in connection with the services to be
performed hereunder. E
S. BUSINESS REGISTRATION CERTIFICATE AND OTHER REQUIREMENTS. a
VENDOR warrants that it possesses or shall obtain, and maintain a business registration
certificate pursuant to Chapter 5 of the Municipal Code, and any other licenses, permits,
qualifications, insurance and approval of whatever nature that are legally required of VENDOR
to practice its business or profession.
9. NOTICES.
Any notices to be given pursuant to this Agreement shall be deposited with the United
States Postal Service,postage prepaid and addressed as follows:
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TO THE CITY: TO THE VENDOR:
City of San Bernardino Citygate Associates, LLC
City Manager's Office David C. DeRoos, President
300 North"D" Street 2250 E, Bidwell St. #100
San Bernardino, CA 92418 Folsom, CA 95630
Telephone: (909) 384-5020 Telephone: (916) 458-5100
10. ATTORNEYS' FEES co
In the event that litigation is brought by any party in connection with this Agreement,the a
prevailing party shall be entitled to recover from the opposing party all costs and expenses, �
including reasonable attorneys' fees, incurred by the prevailing party in the exercise of any of its a
rights or remedies hereunder or the enforcement of any of the terms, conditions or provisions a
hereof. Attorneys' fees for the City Attorney and members of his office shall be calculated based
on the market rate for comparable services.
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a 11. ASSIGNMENT. 0
VENDOR shall not voluntarily or by operation of law assign, transfer, sublet or L
encumber all or any part of the VENDOR's interest in this Agreement without CITY's prior w
written consent. Any attempted assignment, transfer, subletting or encumbrance shall be void �
and shall constitute a breach of this Agreement and cause for the termination of this Agreement. c
Regardless of CITY's consent, no subletting or assignment shall release VENDOR of v
VENDOR's obligation to perform all other obligations to be performed by VENDOR hereunder
for the term of this Agreement. 00
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12. VENUE.
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The parties hereto agree that all actions or proceedings arising in connection with this w
Agreement shall be tried and litigated either in the State courts located in the County of San a�
Bernardino, State of California or the U.S. District Court for the Central District of California,
Riverside Division. The aforementioned choice of venue is intended by the parties to be
mandatory and not permissive in nature. E
13. GOVERNING LAW.
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This Agreement shall be governed by the laws of the State of California.
14. SUCCESSORS AND ASSIGNS.
This Agreement shall be binding on and inure to the benefit of the parties to this
Agreement and their respective heirs,representatives, successors, and assigns.
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15. HEADINGS.
The subject headings of the sections of this Agreement are included for the purposes of
convenience only and shall not affect the construction or the interpretation of any of its
provisions.
16. SEVERABILITY.
If any provision of this Agreement is determined by a court of competent jurisdiction to
be invalid or unenforceable for any reason, such determination shall not affect the validity or
enforceability of the remaining terms and provisions hereof or of the offending provision in any
other circumstance, and the remaining provisions of this Agreement shall remain in full force
and effect.
17. REMEDIES; WAIVER.
All remedies available to either party for one or more breaches by the other party are and ;
VENDOR SERVICES AGREEMENT BETWEEN THE CITY OF SAN BERNARDINO
AND CITYGATE ASSOCIATES, LLC FOR A DEPLOYMENT STUDY FOR THE FIRE
DEPARTMENT
IN WITNESS THEREOF, the parties hereto have executed this Agreement on the day
and date set forth below.
Dated: 22014 CITYGATE ASSOCIATES, LLC
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By: cr)
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David C. DeRoos, President
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Dated , 2014 CITY OF SAN BERNARDINO
By: 0
Allen Parker, City Manager u-
Approved as to Form:
Gary Saenz, City Attorney
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■ 2250 East Bidwell St., Ste #100 ■ Folsom, CA 95630
SanBcrn mn ■ (916) 458-5100 ■ Fax: (916) 983-2090
OUR OWES, LLB
FIRE 8 EMERGENCY SERVICES
2250 East Bidwell Street,Suite 100 Folsom,CA 956W a PH 916-458.5100 a FAX 916.983-2040
December 11,2013
Christopher Lopez,MPA
City Manager's Office -�
300 North D St.
San Bernardino, CA 92418 c
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RE: PROPOSAL TO CONDUCT A FIRE DEPARTMENT DEPLOYMENT STUDY FOR THE CITY OF
SAN BERNARDINO
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Dear Mr. Lopez:
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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 o
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 P
extensive background in fire services, Citygate believes our team's qualifications to perform o
your study are exceptional. We are particularly experienced in fire department deployment
analysis and consolidations and the necessary costing, financial analysis, and development of
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short- and long-term strategies. N
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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 E
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 Q
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 E
Services to form a new Public Safety Joint Powers Authority. As such, we have current total R
compensation and pension cost information for the San Bernardino County Fire Department. a
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.
Packet Pg. 21
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/sdcountyideo)
CtTYGATE ASSOCIATES KEY STRENGTHS FOR SAN BERNARDINO
At Citygate, we believe that a client is not hiring a "firm," but rather professional individuals
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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 E
mid-level consultants. We submit that the consultant team you need should possess four critical o
attributes:
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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. cn
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2. Experience designing and actually managing merged safety services in the LL
California regulatory environment. We can "walk our talk" on how to °
successfully contract or merge. i
3. Human resources, pension, and local agency finance experts who are the best 0
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available to undertake the total compensation, benefits, and fiscal costing work.
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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 r
understandable terms to the stakeholders.
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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, Q
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 E
acceptance. What sets us apart is our ability to weave our experience with our clients' facts and R
needs into recommendations that can positively move their fire service decisions ahead. a
Citygate's Fire Practice Principal and Project Director, Stewart Gary, was the lead author on the
2°d through 4th Editions manual for Standards of Response Cover systems approach to
deployment for the Commission on Fire Accreditation International. Chief Gary has developed
this material, taught it, and used it in consulting across the United States and Canada for fourteen
years. Over the last 12 years, he has performed over 180 fire services studies. In California alone,
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 rlent of California's population.
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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 Alive TM 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 vn
honored to have worked with over 500 public safety agencies which have
leveraged two flagship solutions: CrimeView and FireView. Some of FireView's E,
capabilities include site selection of fire stations, first-due assignments, response a.
time analysis, and mutual aid strategies. o
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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 N
in assisting San Bernardino? The City is engaging outside assistance, not just to complete the d
study more quickly than staff time would permit, but to have experienced consultants that know U_
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how to uncover the tough issues and how to work them to successful closure. We know the w
approaches needed and, equally as important, how to effectively communicate the results to the
stakeholders. c
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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 co
and unique qualifications, you will find that Citygate's team of multi-disciplinary consultants, "
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who have a long history of working together, will exceed the City's expectations! _
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As President of the firm, I am authorized to execute a binding contract on behalf of Citygate Q
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, a
f C. �/".Da . DeRoos, MPA, CMC, President
cc: Fire Practice Team
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
TABLE OF CONTENTS
Section Page
Cover Letter ...............................................................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
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1.3 Deployment Study Components......................................................................... 2
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1.3.1 SOC Components..................................................................................... 3 0
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1.4 Citygate Emergency Medical Services Program Review Technical
Components........................................................................................................4
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1.5 Citygate Contract for Services Analysis ............................................................4 in
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1.6 Work Plan Task Sequence.................................................................................. 5 U-
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1.7 Final Report Components................................................................................... 9
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1.8 Study Components With Which the City Must Assist..................................... 10 0
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1.9 Project/Site Visit Schedule............................................................................... 10 <c
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1.10 Project Schedule N
Section 2—Citygate Organization and Project Team 12 =
2.1 Citygate's Project Team
2.2 Necessary Project Team Skills 12 Q
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2.3 Project Team/Project Roles............................................................................ 13 E
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2.4 Project Team Organization Chart..................................................................... 16
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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
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Table of Contents page i GUIRSSOCRULK
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
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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 N
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Section 4—Project Cost...............................................................................................................29
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4.1 Project Cost/Billing 29 C.
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4.1.1 Citygate Hourly Rates............................................................................ 30
4.1.2 Billing Schedule..................................................................................... 30
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Appendices U-
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Appendix A Code of Ethics
Appendix B Project Team Resumes �
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StewartW. Gary, MPA............................................................................................1
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AnneBybee..............................................................................................................5 N
Stan Feathers, MPA
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MichaelD. Fay.......................................................................................................10 E
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David C. DeRoos, MPA, CMC..............................................................................12 a
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Table of Contents page ii cmfgt ts ,uc
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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 cn
day, daily workload, station location analysis, locations of emergencies, coverage,
response times, station operations, and other pertinent information related to 0
response and deployment.
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♦ 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,
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or a combination of both. U.
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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 0
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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. N
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 a
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. E
A significant strength of the Citygate team
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is that we are able to develop reports with As recent practicing professionals in Q
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 care rSSofln a<
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City of San Bernardino, CA
Ck Proposal to Provide a Fire Services Deployment Study
1.2 F/RE 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. _
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♦ For the deployment reviews, Citygate will utilize NFPA, ISO, and CFAI criteria o
as needed and, importantly, our experience across a large number of California C
agencies working within the same regulatory and economic construct as the City.
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♦ Provide recommendations for improvements based on findings of fact.
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♦ Model and propose, where feasible, deployment services changes that reduce d
costs or increase service-to-cost efficiencies. Prior to initiating the study, Citygate U-
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will submit a detailed Work Plan which includes job descriptions and tasks to be a
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accomplished.
➢ Coordinate plan development and final work schedule with Fire Chief or v
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1.3 DEPLOYMENT STUDY COMPONENTS
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The scope of the envisioned deployment study will include the following elements: E
♦ This study will provide the City with updated response performance goals from w
which it can adjust, if needed, the quantity, staffing, and location of fire stations Q
with a clear understanding of the cost of changes. a
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♦ 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 a
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
0 FireViewTM to analyze current and future fire station locations by driving time.
Section 1—Work Plan and Scope of Work page 2 cmgx ,uc
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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 Cn
The study will use the following components in the Standards of Response Coverage process:
1. Existing deployment–each agency has something in place today. 2
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➢ The Citygate team will understand existing deployment strategies, and
performance measures.
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2. Community outcome expectations–what is expected of the response agency?
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➢ Citygate will update the City's and community's expectations for fire, c
EMS, and special hazard responses.
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3. Community risk assessment–what assets are at risk in the community? c
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➢ Citygate will determine risk in the community, at a zone level, using
community zoning information, Insurance Service Office (ISO) building o"
risk information, population demographics, and planned growth plans. �
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➢ Citygate will assist the Department in conducting critical task crew 0
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measures. �
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4. Distribution Study–the locating of first-due resources (typically engines). Q
➢ Citygate will use the Fire View T M 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 Q
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 corer ssxieTrs,ac
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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. E
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1.4 CITYGATE EMERGENCY MEDICAL SERVICES PROGRAM REVIEW TECHNICAL p
COMPONENTS aNi
Citygate also will review the current emergency medical service programs in the City's Fire N
Department to:
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♦ Understand the operational and support needs of the Fire Department first 0-
responder paramedic system and how it coordinates with the County's Paramedic
Ambulance provider. o
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♦ Understand the costs to revenues for the Fire Department paramedic subscription
and billing program. N
♦ Based on types of EMS demands, determine if service changes, increased private w
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sector use, or other partnerships could maintain services while reducing costs.
1.5 CITYGATE CONTRACT FOR SERVICES ANALYSIS
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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: s
♦ Review of the costs associated with City fire services and key cost drivers at the a
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.
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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
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♦ Description of the work to be accomplished in the task. E,
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We intend to review our Work Plan and schedule with the City project team prior to beginning o
work. After obtaining additional input, we will finalize our Work Plan and the accompanying
schedule.
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Subtasks:
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1.1 Develop Detailed Work Plan Schedule for Project 0
♦ We will develop a detailed work schedule and final project schedule for the M
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project. These tools will assist both the consultants and City staff to monitor the
progress of the study.
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1.2 Obtain and Review City/Department Documentation E
♦ At this juncture in the project we will develop and submit a list of all documents Q
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
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costs and a myriad of other information. Once we receive the requested a
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
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Proposal to Provide a Fire Services Deployment Study
the City representatives resentatives to correlate our understandings of the study's scope, and
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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 in
interact with or have an interdependent relationship with the Fire Department.
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1.5 Interview Fire Department Staff o
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♦ To enhance our understanding of the issues at stake in this project, we will meet o
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with, as appropriate and directed, the members of the Department.
1.6 Ongoing Project Management in
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♦ Throughout the entire project duration, we will monitor engagement progress and U-
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completion of tasks, including providing monthly written status reports and oral L°
communications, as needed.
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Subtasks:
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2.1 Conduct a Complete Standards of Response Cover (SOC) Study
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♦ 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. E
♦ Stewart Gary will conduct the deployment review, with the assistance of Michael Q
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.
Section 1—Work Plan and Scope of Work page 6
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
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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. rn
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♦ Interview AMR Management and the County EMS Agency Director regarding
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their abilities to serve the City's needs with different service-to-cost strategies. o
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2.4 Review of Fire Service Options to Contract and/or Merge With Other Agencies o
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♦ Review the likely economies of scale for contracting or merging fire and
paramedic services with one or more agencies. in
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♦ Identify the cost, control, and governance issues with shared fire services. UL
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Findings Briefing
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Subtasks:
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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 E
recommendations.
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3.2 Conduct On-Site Briefing
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♦ The Citygate team will brief the City's leadership team on-site regarding our E
working opinions using PowerPoint, geographic mapping, and incident statistics.
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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 C1CfuflT=�ciet .sic
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
Needs;Task 4: Forecast Resource •uct Final Service Delivery Models
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 3
statistical and geographic mapping exhibits. In this report we will: N
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➢ Summarize the strengths of the Department and opportunities for
improvement. o
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➢ Present a review of how our approach and analyses were conducted. o
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➢ Describe major findings by departmental service delivery area.
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➢ Identify opportunities for a change in service plans to reduce costs, or U)
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increase economic efficiencies. u
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°'"" ➢ Present an explanation of proposed changes we identified and our
integrated recommendations for their resolution in order to change
operations and costs. 0
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➢ Describe an implementation plan for prescribed action showing M
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implementation responsibilities, schedules and expected benefits.
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➢ Describe the costs of the implementation plan elements.
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4.2 Review Draft Report with City Project Manager
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♦ Upon completion of the Draft Report, an electronic version in MS-Word will be a
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 E
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, a
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 (1mfl1fflK=1ftTES. LC
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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.
Task 5: Prepare and Deliver
Recommendations and Costs
Subtasks: in
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5.1 Prepare and Submit Final Report
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♦ The process of Final Report preparation is an important one. Implicit in this 2
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process is the need for a sound understanding of how our review was conducted, o
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 d
Executive Summary and a Final Report to Department and City leadership. o
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5.2 Present Final Report
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♦ We also will make an oral presentation to the Mayor and Common Council using cs
a PowerPoint.
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1.7 FINAL REPORT COMPONENTS
Our final work product will include: a
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1. An analysis of the efficiency of the current deployment scheme of firefighting and
first responder paramedic resources within the Department's fire stations. a
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2. An analysis of the Fire Department's ability to meet the City's fire and EMS E
deployment needs.
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3. If required, recommendations for changes in fire deployment methods to optimize a
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
Section 1—Work Plan and Scope of Work Page 9 cjm mf��ciers.€K
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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.
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♦ Via a document request questionnaire issued by Citygate, submitting existing
Department documents describing its organization, services, budgets, expenses E
and performance measures, if any. o
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♦ Providing other Department data as requested by Citygate. o
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1.9 PROJECT/SITE VISIT SCHEDULE
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The following is our schedule of on-site meetings to facilitate the gathering of information and d
understanding for the project to explain/present the project's findings: o
♦ Task 1 —Two days to start the project and begin information gathering by
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conducting on-site interviews and construction of a final project schedule of o
events. v
♦ Task 3 —One day to conduct the in-depth briefing of key stakeholders as to our co
preliminary service and cost model opinions.
♦ Task 5 —One day to brief Department leadership and the Mayor and Common
Council on the Final Report.
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9.10 PROJECT SCHEDULE
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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 Q
sets. Then the 5th month is needed only for scheduling the final public meeting. The Draft Report
will be available early in the 4th month. A detailed Work Plan schedule is presented on the
following page:
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
Work Plan Timeline
Task Month 1 Month 2 Month 3 Month 4 Month 5
1: Initiate and Manage Project
2: Deployment and EMS Review
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
SECTION 2 CITYGATE ORGANIZATION AND PROJECT TEAM
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2.9 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 5
strategist/advisor. N
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 o
communication, with rigorous analytic methods to build a business case that elected officials and
agency employees can both understand.
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The Citygate team has a multi-disciplinary
approach that includes the full range of skills Citygate s team members N
required to execute this challenging project. The build a business case that LL
�. diverse group of specialists comprising Citygate's elected officials and agency w
proposed Project Team (described below) has
worked together before to integrate their respective employees can both
expertise into comprehensive, compelling, and understand. cv
creative strategies to accomplish a municipality's M
objectives.
2.2 NECESSARY PROJECT TEAM SKILLS
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Citygate's consultants possess a number of skills necessary to complete this project, including:
♦ Fire department deployment principles and practices a
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♦ Fire department staffing E
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♦ Fire services command and organizational structure a
♦ 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
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Section 2—Citygate Organization and Project Team page 12 cm
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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. 3,,
2.3 PROJECT TEAM/PROJECT POLES
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The qualifications of the Project Team are critical as it is the expertise and the capabilities of the T
consultants involved in the project that ultimately determine the success of the project. We have Q.
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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 )
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experienced consultants: U_
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Chief Stewart W. Gary, MPA, Project Director and SOC Specialist
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Chief Gary is the Fire Practice Principal for Citygate Associates. Chief Gary o
is the retired Fire Chief of the Livermore-Pleasanton Fire Department in v
Alameda County, California. For the past fourteen years, he has been a lead
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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, Q
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
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Section 2—Cit ate Organization and Project Team page 13
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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
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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
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concept and the state medical Mission Support Team concept. She also 0
developed and conducted annual weeklong field training exercises involving o
500 military and civilian medical personnel. a
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 U)
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also participates on a federal team that provides administrative and logistical support to Disaster i
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 o
(2012) and the 2013 Inauguration. �?
From 2005 to present Anne has been an officer in the California State Military Reserve (CSMR). N
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. w
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A licensed California paramedic, Anne has field experience in EMS in Sacramento, Placer, and
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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 .2
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 ol{ 'fil ..uc
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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 U)
long-term success in an increasing complex governmental environment limited by the d
availability of resources. This approach focuses on sound empirical analysis, collaboration, and c
teamwork. His experience includes governmental finance, budget, business systems, human
resources, labor relations, contract management, planning and community development, public
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safety, information and business technology, risk management, legislative advocacy, public
works,major capital projects, and a wide variety of other areas.
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Mr. Feathers recently retired and has since assisted Central Valley Cities in dealing with ;v
financial, budget and organizational issues related to the impact of the housing and economic o
meltdown. He just completed serving as interim City Manager for the City of Oakdale, a full- r
service city in the central valley. ,cc
Mr. Feathers recently assisted the cities of Hesperia, Adelanto, Victorville, and the Town of v
Apple Valley assess forming a Joint Powers Authority, and has been the central fiscal analyst for o
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.
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From his operational and fiscal perspectives as a recent city finance officer and city manager, Q
Mr. Feathers will undertake the fiscal aspects of contracting out fire and paramedic services
analysis.
David C. DeRoos, MPA, CMC, Citygate President a
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.
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Section 2—Citygate Organization and Project Team page 15 gmfllt ass carts.K(atR6[s,i ifs- 5
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Proposal to Provide a Fire Services Deployment Study
,vamp, 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, a
EMS director, educator, consultant and publisher. As President of
Animated Data, Inc., he is the designer and publisher of StatsFD `n
(formerly NFIRS 5 Alive). Using standard StatsFD datasets, StatsFD E
quickly performs diagnostic analysis of fire department operations. o
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Michael Fay will provide statistical analysis of incident response times. o
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The Omega Group, Geo-Mapping Specialist
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The Omega Group is a nationally recognized
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provider. Since the company's inception in
1992, Omega is honored to have worked with over 500 public safety agencies, which have o
leveraged two flagship solutions: CrimeView and FireView. Some of FireView's capabilities v
include site selection of fire stations, first due assignments, response time analysis, and mutual
aid strategies.
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The Omega Group will provide geo-mapping analysis for the fire station/crew deployment
portion of the project.
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2.4 PROJECT TEAM ORGANIZATION CHART Q
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Shown on the following page is a Project Team organization chart. Citygate's consultants adhere E
to the Code of Ethics found in Appendix A.
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Section 2—Citygate Organization and Project Team page 16 ornfti=ftSRftM K
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
Citygate Associates
Project Team Organization Chart
City of
San Bernardino
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David C.DeRoos,MPA,CMC
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Citygate President
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Stewart W. Gary,MPA L
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Fire Practice Principal, v
Project Director o
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Stan Feathers, MPA Anne Bybee
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SeniorAssociate and Fiscal Emergency Medical
Specialist Services Specialist r
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The Omega Group Michael D. Fay
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Geo-Mapping Specialist Statistical Specialist a
Section 2—Citygate Organization and Project Team page 17 (,mom qc
Packet Pg.42
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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
w
Chief Gary and his team of are very similar to the deployment and
operational work requested in this study. Below o
subject matter experts have a
Citygate provides a description of our previous
performed fire deployment related fire services engagements. Following the
d
studies for over 75 cities; his description of our related studies, we provide a 2
summary listing of other related completed fire
deployment studies have served
services engagements, and finally, a list of d
over 14.5 million residents, references. For a more detailed list of Citygate's U_
Which is 39 percent of Fire Services projects, please visit our website at 12
www.eity2ateassociates.eom and then select
Gallfornla 'S population. r_Protection and Emergency Medical c
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Services Consulting."
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3.2 SIMILAR COMPLETED ENGAGEMENTS ,N00,
Santa Barbara County – Fire Services Deployment and DepartmentalPerformance Audit
Study
Citygate completed a Standards of Response Coverage deployment analysis and departmental Q
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 E
provide them. After understanding gaps in operations and resources, Citygate provided
recommendations to maximize and improve Department operations and resources over time. Q
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
�t 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 cmrat m�cia�.uc
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v Packet N.43
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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
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Fire, EMS, and other services for the City of Anaheim Fire Department, City of Fullerton Fire
Department, and Orange City Fire Department. E
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San Diego County Office of Emergency Services (CA) – Countywide Deployment Study for a
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Regional Fire Rescue and EMS Services (57 Total Fire Agencies) o
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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 in
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 o
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. °
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The study exceeded the County's expectations and was very well received by the elected
co
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:
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bttp:Hcitygateassociates.com/Fire San Diego County Study.litml Q
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The Board of Supervisors on a 5-0 vote adopted Citygate's recommendations and the County is E
now in the process of implementing the recommendations.
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Sacramento Metropolitan Fire District – Standards of Response Cover Study and a Services a
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.
P
Section 3—Summary of Related Experience page 19 cm�erMierfs.uc
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Packet-Pg.'44'
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 co
Citygate performed a fire and emergency services study to evaluate fire services countywide and E
to provide actionable recommendations on how to ensure sustainable, adequate and cost- o
effective coverage. This study was undertaken because eight of the fourteen agencies providing o
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.
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City of Oakland, CA–Comprehensive Multi-Hazard All Risk Fire Service Deployment Study ii
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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 y
strategic risk scenarios. The study combined Oakland's capabilities with those of its neighbors to v
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, N
recommendations for changes were made to improve the response system.
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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 a
agency consolidation for the cities of Monterey, Pacific Grove, and Carmel. This study assisted Q
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 w
that the most cost-effective apparatus, facility, training, prevention, and safety services are a
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 a e 20
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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. Can
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.3 CITYGATE CLIENT SUMMARY E,
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In addition to the related studies described above, Citygate presents a listing of additional o
SOC/deployment studies, Master/Strategic Plans, consolidation projects, and general projects
that we have completed.
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3.3.1 Fire Standards of Coverage/Deployment Studies
L
• City of Alameda,CA ♦ Sacramento Metropolitan Fire District,CA L
• 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 o
• City of Costa Mesa,CA ♦ San Ramon Valley FPD,CA c1
• City of Emeryville,CA ♦ Santa Barbara County,CA M
• City of Enid,OK ♦ Santa Clara County,CA N
• 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 E
• Marin County,CA ♦ South San Mateo County,CA o
• Menlo Park FPD,CA ♦ South Santa Clara FPD, CA Q
• City of Minneapolis,MN ♦ Stanislaus Consolidated Fire Protection
• City of Monterey Park,CA District E
• City of National City,CA ♦ City of Stockton,CA
• North County FPD,CA ♦ City of Suisun City,CA a
• 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
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Section 3—Summary of Related Experience page 21 (mg1tET uc
IM t W2611tY iFinas
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 31
• East Contra Costa County FPD, CA ♦ Salida FPD, CA
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• Fresno County,CA ♦ Salton Community Services District,CA
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• Los Angeles County,CA ♦ City of San Luis Obispo, CA
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• Los Angeles Area Fire Chiefs Association, ♦ City of Soledad,CA o
CA ♦ City of Surprise,AZ
♦ Madera County,CA ♦ Templeton, CA
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♦ Mountain House CSD,CA ♦ Travis County ESD#6,TX v
♦ Napa County,CA ♦ Town of Windsor, CA
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♦ City of Napa,CA ♦ University of California,Davis
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Section 3—Summary of Related Experience Page 22 c ATt9�cIffts.K
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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 -a
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 d
• City of Arcata,CA–Fire Services Consolidation Feasibility Analysis o
Feasibility Analysis ♦ South Santa Clara County Area Fire a
• City of Pinole, CA–Regional Fire Service Departments–Reorganization p
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, U_
Services Merger Technical CA–Fire Consolidation Analysis ,o
Implementation ♦ Hesperia,CA–Public Safety JPA
♦ City of Sausalito and Southern Marin FPD Feasibility Study
–Fire Consolidation Implementation ♦ City of Covina,CA–Contract-for- o
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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 r
Feasibility Analysis ♦ Snohomish County Fire District 1,WA
♦ Presidio Trust and National Park Service– –Review of Regional Fire Authority E
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 Q
Protection District–Consolidation or FPD–Fire Services Reorganization
Contract Fire Services Feasibility Analysis Study
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Section 3—Summary of Related Experience page 23 cmeItbK10.Lac
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City of San Bernardino, CA
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
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Training;Bay Area IMT Assessment and ♦ Port of Long Beach,CA–Ports
Framework cn
♦ Port of Los Angeles–Performance Audit +,
• City of Brentwood,CA–Service Costs ♦ City of Portland,CA–Public Information m
and Options Officer Training E
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• City of Calistoga,CA–Fire Safety Review
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♦ City of Poway,CA–Overtime Audit
• City of Chula Vista,CA–Analysis of a
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♦ City of Roseville,CA–EMS Transport
Overtime Use;Fiscal and Operational N
Police Assistance for ALS Plan ♦ Rancho Cucamonga Fire District,CA–
• City of Cloverdale,CA–Impact Fees Fire Services Feasibility Review a)
• Ci of Coastside CA–Fire Station ♦ Rancho Santa Fe FPD,CA–Operational N
�' and Fiscal Feasibility Review
Location Review 'u.
• City of Copperopolis,CA–Prevention ♦ Salton CSD,CA–Fire Services Impacts o
Review 10
♦ City of Davis,CA–Operations/ ♦ City of Sacramento–Fire Prevention
Management '-
♦ City and County of San Francisco– c
• Donnelly Rural FPD,ID–Mitigation o
Incident Management Training c>
• EMSA–Training Program Development ♦ County of San Mateo–Countywide Fire M
• City of Fairfield,CA-Review of the Fire Service Deployment Measurement System co
Station Needs for the Fairfield Train ♦ Santa Clara County–Incident
Station Specific Plan Management Training =
♦ Goodyear,AZ–Fire Department
Management Audit ♦ Santa Cruz County–Incident Management
♦ City of Fremont,CA–Response Statistics; Training U U
♦ Town of Scotia Company,LLC–Board
Comprehensive Multi-discipline Type 3 Q
IMT Training Program Training Workshop
♦ Hamilton City Fire Protection District,CA ♦ South Monterey County Fire Protection
District–Needs Assessment E
–Preliminary Diagnostic Assessment
♦ Stanford University,CA–Fire Services �
♦ Hemet,CA–Costing and Peer Review for System Review Consulting Services Q
Fire Service Alternatives
♦ R 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 Milpitas,CA–Fire Services ♦ Kitsap Public Health District–Emergency
Planni ng Assistance Response Plan Review Services
♦ County of Monterey–EMS Agency
Ambulance Systems Issues Review and
Analysis
Section 3—Summary of Related Experience page 24 c;flNo
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
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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
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Administrative Officer (805) 681-5507
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(619) 760-7444 E
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City of San Diego, CA Cities of Anaheim, Fullerton, and Orange, o
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Standards of Response Coverage Study CA
Jay Goldstone, COO & CFO Consolidation, Merger or Contract Fire
(619) 236-7080 Services Feasibility Analysis in
Javier Mainar, Fire Chief Mr. Randy Bruegman, Fire Chief
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(619) 533-4300 (714) 764-4000 0
El Dorado LAFCO, CA City of Emeryville, CA =
Countywide Fire and Emergency Services Fire Department Master Plan and Contract v
Study for Services Analysis M
Mr. Jose Henriquez, Executive Officer Mr. Kevin Johnson, Fire Chief N
(530) 295-2707 (510) 596-3758
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3.5 CITYGATE'S DEPTH IN FIRE SERVICE WORK
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This section describes the depth of Citygate
To our knowledge, no other single
Associates experience in providing E
consultant, with his two key deployment, organizational and management
software partners, has completed analysis consulting services. Q
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
IF
Section 3—Summary of Related Experience page 25 cpcWflss�elts.�lc
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5.B.c
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 o
Conventions, accreditation applicant agencies,Navy and Air Force Fire Chiefs; o
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♦ 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; n
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♦ Many of these projects have been in California. To our knowledge, no other c
single consultant, with his two key software partners, has completed SOC studies
on this many large agencies in California and been a practicing Fire Chief in the
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state: °
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➢ City of Bakersfield
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➢ Butte County
➢ El Dorado County–all fire agencies
➢ Los Angeles County Fire Department–Santa Clarita Valley E
➢ Napa City&County
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➢ City of Oakland
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➢ Sacramento Metropolitan Fire District E
➢ City of San Diego .2
➢ San Diego County–all fire agencies Q
➢ 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 a e 26
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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
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Supervisor, Dianne Jacob
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➢ "...I think this is an extraordinary report; ...it's professionally done and E,
this is probably one of the best presentations that I personally have ever
sat through..."—Supervisor Fourth District, Ron Roberts o
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3.5.1 SOC Studies
Since 2001, Chief Gary has personally worked on over 180 fire services studies, over 75 percent N
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of which have needed partial or predominantly full Standards of Response Coverage LL
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assessments. o
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 0
aspects of the SOC studies, from initial data collection, to directing the statistical and mapping
cc
work, to forming and presenting the conclusions. When he presents the final work product to co
elected officials, he knows every detail and nuance of that agency.
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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. Q
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 z
largest and most complex. Recent examples of these are full SOC studies performed for San c
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Diego County, San Diego City, Santa Barbara County, and Oakland. a
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 cmrw flsssamac
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
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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 °
3
use industry jargon or jump to conclusions that only a fire service individual
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would understand. E
Timeliness: We will offer our clients a realistic timeline and always complete our work 0
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within that timeline. Where we have not, it is due to the client needing more o
time to schedule events or to produce background information. CD
Sensitivity: We will understand at the project kick-off what the stakeholder issues are and N
what information will be needed to completely address them. We are careful to ;y
respect local issues. We do not take sides. We rationally analyze information o
and present policy choices. We are quiet, "backstage" experts who let the local r
officials set and explain public policy. L
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Independence: Citygate provides a dependable independent voice (perspective, viewpoint, v
evaluation, assessment). Citygate is not aligned with any special interest group
CO)
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or association.
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Section 3—Summary of Related Experience page 28 (mfl'w MiMs.K uc
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City of San Bernardino, CA
Proposal to Provide a Fire Services Deployment Study
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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 U)
Project Proiect Team Expenses Fee • a�i
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$64,925 $6,729 $3,246 $74,900 0
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Citygate's consulting hours are shown in the table below:
Hours Project Team rn
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Field Consultant Team 187 u=
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Statistical Analysis 40 '0
Geo Modeling 42
Office Support 69 c°v
Total Hours 338
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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 E
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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- a
fare rates to cover last-minute meeting requests. Either way, the City only pays actual incurred
rates. E
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The price quoted above is effective for 30 days from the date of receipt for this proposal and a
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.
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Section 4—Project Cost page 29 rI Q 4 MWIIa�s.4i,
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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
Citygate President $225 per hour David DeRoos
Citygate Fire Practice Principal & Project $250 per hour Stewart Gary
Director
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Emergency Medical Services Specialist $195 per hour Anne Bybee E
Fiscal Specialist and Senior Associate $195 per hour Stan Feathers
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Project Report Administrator $95 per hour Chad Jackson o
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Administrative Support $85 per hour Various
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4.1.2 Billing Schedule L
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We request that ten percent (10%) of the project cost be advanced at the execution of the
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contract, to be used to offset our start-up costs. This advance would be credited to our last P
invoice. Subsequently, we will bill monthly for time, reimbursable expenses incurred, plus a five c
percent (5%) administration charge in lieu of individual charges for copies, phone, etc. Our v
invoices are payable within thirty (30) days. Citygate's billing terms are net thirty(30) days plus
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two percent (2%) for day thirty-one (3 1) and two percent(2%)per month thereafter.
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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 E
invoice has been paid and a mutually agreeable schedule of tasks and timing of payments has Y
been determined. Q
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Section 4—Project Cost page 30 cmmal MOWS.K
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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. w
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ENGAGEMENTS o
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5. We will accept only engagements for which we are qualified by our experience and o
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competence.
6. We will assign staff to client engagements in accord with their experience, knowledge,
and expertise. co
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7. We will immediately acknowledge any influences on our objectivity to our clients and LL
will offer to withdraw from a consulting engagement when our objectivity or integrity o
may be impaired.
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FEES
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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 v ca
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. E
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PROFESSION Q
10. We will respect the intellectual property rights of our clients, other consulting firms, and E
sole practitioners and will not use proprietary information or methodologies without
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permission.
11. We will not advertise our services in a deceptive manner and will not misrepresent the
a
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 t,�raalt assalES. c
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PROJECT TEAM RESUMES °
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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 391h 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
r
in 1999. (D
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Mr. Gary has both a Bachelor's and Master's degree in Public Administration from San Diego 0
State University. He holds an Associate in Fire Science Degree from Miramar Community C
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 CO
Cities, Fire Chiefs Department and Chairperson, San Diego County Paramedic Agencies. He has
L
been involved in progressive responsibility for creating or implementing fire protection policy on U_
the local, state and national levels. He has served as a Board Member representing cities on the ,o
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.
0
Memberships Held Include: �?
♦ International Association of Fire Chiefs, Fairfax,VA
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♦ California Fire Chiefs Association, Rio Linda, CA
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♦ National Fire Protection Association, Quincy, MA
E
Selected Consulting Experience Includes:
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Since starting his consulting career with Citygate Associates in 2001, Chief Gary has a
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 a
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 T��iO �rs.uc
Packet Pg.59
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 y
sustainable, adequate and cost effective coverage.
♦ Served as Fire Practice Principal for Citygate's police department consolidation c
feasibility assessment for the cities of Burlingame and San Mateo, CA. Q.
d
♦ Served as Project Director and SOC Specialist for a Standards of Response Cover °
deployment analysis and geo-mapping software implementation for the 2
Sacramento Metropolitan Fire District.
co
♦ Served as Fire Practice Principal for a fire services merger technical d
implementation for the cities of Millbrae, Burlingame, San Bruno, and Town of U_
L
Hillsborough to gain greater economies of scale, avoid fiscal, governance and ,0
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 v
feasible appropriate cost apportionment formulas.
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♦ Served as Fire Practice Principal to conduct an emergency service
consolidation/merger support study for the University of California, Davis and the r
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
Z
Monterey, Pacific Grove, and Carmel. a
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: Q
♦ 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.
T
Appendix B—Project Team Resumes page 2 c�rmf ssxrS.uc
Packet!Pg.60
♦ 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. N
♦ In 1995, Mr. Gary began working with the International Association of Fire
Chiefs and International City Management Association Accreditation project on o
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 o
California Fire Academy for many years. He conducts seminars on this a
deployment methodology for the International Fire Chiefs across the United
States and Canada. in
W
♦ In 1994, Mr. Gary effectively led the Fire Department's adding of paramedic ;L-
firefighters on all engines to increase service. Previously the Alameda County o
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 v
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,
CO
and a fifth Fire Company was added to better serve the Northwest area of
Livermore.
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♦ 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. Y
Q
♦ 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 Q
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.
s ■
Appendix B—Project Team Resumes page 3 (Imfl MOWS,u<
D 1 b[RIk6 W SfOPi
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♦ 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. N
Gary has presented one-day workshops across the U.S. and Canada to fire chiefs.
Presentations have included: E
➢ The International Association of Fire Chiefs Convention; -°
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➢ U.S. Navy Fire Chiefs in Norfolk, Virginia; o
➢ U.S. Air Force Fire Chiefs at the USAF Academy, Colorado Springs,
Colorado;
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➢ Seattle area Fire Chiefs; W
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➢ Vancouver British Columbia Fire Chiefs Association; U.
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➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame 10
University;
i
➢ The California Fire training Officers annual workshop. o
♦ Developed and taught the 40-hour course in fire deployment methods for the L?
California Fire Academy for seven years. Over 250 fire officers have been M
trained in this course.
Presentations:
♦ "Mapping the Future of Fire." First ever fire service technology conference, E
I October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS v
mapping and mobile data technologies in the fire service. a
Publications: c
d
♦ Edited, partially wrote and co-developed the 2na, 3 rd & 4tn Editions of the
Commission on Fire Accreditation Standards of Response Cover Manual. r
1 a
♦ 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.
■ ■
Appendix B—Project Team Resumes page 4 Ci f®SOOPT s.Lc
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5.B.c
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'/z 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. E
Ms. Bybee maintains a California paramedic license and acted as Programs Director for a —°Q
private-post secondary paramedic training institute prior to joining state service in June of 2000.
N
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).
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Relevant Experience Includes: U_
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♦ 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 o
issues identified, then worked separately and jointly with system partners to forge L)
improved relations and operational agreements. M
co
♦ Served as EMS & Health/Medical Specialist for Healthcare Preparedness
Partnership Training, Education and Exercise Analysis for Monterey County. r
Citygate conducted an audit of current emergency plans and training schedules,
and conducted a Gap Analysis and Closure to identify short and long-term L
vulnerabilities that may prevent a rapid, definitive, and effective response to an
emergency in Monterey County. The plan is scalable and modifiable, with Q
recommendations for training sources.
♦ Currently on the roster to instruct courses in the discipline of Public Health for L
Citygate's training services for the Bay Area Urban Area Security Initiative and o
Alameda County. Q
♦ 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 cm, flss�cIrTfs tic
Packet Pg. 63
♦ 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 a
Supervisor, Planning Specialist and Admin/Finance Specialist. U)
Course Development Experience:
E
♦ California Mission Support Team (MST) Training Program for the California o
Emergency Medical Services Authority, 2005 0
♦ Ambulance Strike Team (AST) Leader Training Program for the California
Emergency Medical Services Authority, 2003 2
♦ Organophosphate Poisoning and MCI Event Response Training Program for the in
California Department of Public Health, 2009.
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Appendix B—Project Team Resumes page 6 oait MOM.gc
FPacket Pg.64
5.B.c
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. o
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 2
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 Cn
public administration from California State University Stanislaus.
L
Since joining Citygate, Mr. Feather's consulting experience includes:
♦ Currently serving as Senior Associate and Fiscal Specialist for a project to L
provide a feasibility study for a public safety Joint Powers Authority for the Cities
of Adelanto, Hesperia,Victorville and Town of Apple Valley. U
♦ Currently serving as Senior Associate and Fiscal Specialist for the provision of
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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 E
Gilbert,AZ staff and fiscal modeling over a 20-year time horizon.
♦ Currently serving as Project Manager and Lead Consultant for the Assessment of Q
the Public Works Department in the City of Albany, CA.
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Related Experience: .Ec
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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 Q
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
Appendix B—Project Team Resumes Page 7 amfRwieTfs.uc
pp 1
FPacket Pg. 65
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- 3
range financial projections and modeling, enterprise and governmental operations N
cash flow projections, utility rate analysis and projections and a host of varying c
analytical studies. E,
♦ Finance—Has extensive experience including all aspects of governmental finance Q
including preparation of annual financial statements, the annual financial audit, o
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 N
debt and financing issues experience has mainly centered on capital improvement
projects for City infrastructure including public safety facilities, redevelopment U_
projects, wastewater and water enterprise facilities and other governmental o
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 M
numerous contract negotiations during his career. Many have been both complex N
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 E
developer, and the city which was key to economic development strategies for the
city; an intense and ultimately successful negotiation between the city, .2
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) a
services; and a variety of other areas with significant implications. a
♦ 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
Esupervised the Director of Human Resources and Risk Manager. Served as Chief
Al
Appendix B—Project Team Resumes page 8 OTmfg5ss'ci�s.ttc
Packet Pg. 66
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. 3
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I Additional Related Experience Includes:
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♦ Valley Chapter Chair– California Municipal Finance Officers Association 2008-
2009. o
♦ Past part-time Faculty Member – Golden Gate University, Masters in o
Business/Public Administration Program.
♦ Developed National Association of Counties (NaCo) award winning Integrated
Quality Control System. u�
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♦ Project coordinator on California State pilot project – on-line computer cross-
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match system for fraud prevention system. o
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5.B.c
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
a.
building design, forensic reconstruction, and fire department consulting services. o
Mr. Fay directed fire scene documentation and reconstruction of dozens of large
loss fires and co-authored management studies for several city fire departments.
L
♦ Assistant Superintendent and Program Chair for Management Technology at the cn
National Fire Academy, Federal Emergency Management Agency (FEMA). The
mission of the National Fire Academy is to enhance the nation's fire protection o
services through the development and delivery of specialized programs for fire 0
trainers and technicians. Mr. Fa directed delivery of co
service managers, y ry
management training courses in the Resident Programs Division, and he o
developed and delivered executive development training courses for chief officers 0
of larger departments. He also established the National Fire Academy's M
microcomputer laboratory. Mr. Fay authored two college-level courses on the use co
of computer technology in the fire service and was responsible for the r
development and delivery of a national teleconference on management =
applications for fire service computers. E
♦ Field Coordinator, International Association of Fire Chiefs Apprenticeship
Program. The IAFC/IAFF Apprenticeship Program developed personnel a
resources through the establishment of performance standards and local programs
of training. Mr. Fay traveled to fire departments nationally to help resolve E
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 in
Appendix B—Project Team Resumes page 10 r6.u<
{SEE 6 14[R6(3;r 521`i;(
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Additional Interests:
♦ Licensed amateur radio operator for over 40 years
♦ Technical background in wireless communication.
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Appendix B—Project Team Resumes page 11 circarsOciMs.uc
Packet Pg.69
CITYGATE ASSOCIATES,LLC DAVID C.DEROOS,MPA,CMC
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.
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Selected Relevant Experience Includes: Cn
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♦ For all Citygate projects, Mr. DeRoos reviews work products and is responsible
for ensuring that each project is conducted smoothly and efficiently within the o
schedule and budget allocated, and that the project deliverables are in
conformance to Citygate's quality standards. °
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♦ 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. Q
Citygate identified opportunities to expand, and/or to strengthen the delivery of d
Fire, EMS, and other services of the City of Anaheim Fire Department, City of u
Fullerton Fire Department, and Orange City Fire Department. ,o
♦ 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, c
Victorville and Town of Apple Valley. v
♦ Served in an oversight capacity for Citygate's Regional Fire Services Deployment
co
Study for San Diego County, including 57 fire agencies in the County region. N
Citygate will implement a phased process designed to establish a blueprint for
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improving San Diego County's regional fire protection and emergency medical
system. E
♦ Served in an oversight capacity for a Fire Services Deployment and Departmental
Performance Audit for the Santa Barbara County Fire Department. a
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♦ 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 a
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.
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Appendix B—Project Team Resumes page 12 osaif NOciarEs.u<
Packet Pg:'70
♦ 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 E
Delivery System for the City of Emeryville, CA. o
Q.
♦ Served in an oversight capacity to conduct an emergency service o
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 in
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analysis and geo-mapping software implementation for the Sacramento U_
Metropolitan Fire District. o
♦ Served in an oversight capacity for a consolidation, merger or contract fire
services feasibility analysis for the City of Sausalito and Southern Marin FPD.
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Citygate identified opportunities to expand and strengthen their services and other v
non-emergency functions between the two agencies.
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♦ Served in an oversight capacity for an operational review of Roseville Fire 0
Services for the City of Roseville. The review consists of operations, facilities, r
budget, organizational structure, management, policies, functions and activities of
the Fire Department. E
♦ Served in an oversight capacity for a feasibility analysis of merging the cities of
Newark's and Union City's fire services to gain economies of scale and improved Q
services in these challenging economic times. Additionally, Citygate explored
other fire service delivery options and worked with the study partners and E
Alameda County Fire Department (ALCO) to evaluate the possibility of ALCO
providing contract fire services to one or both cities. a
♦ 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 B—Project Team Resumes page 13 ctai�ss�ciar[s,uc
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Packet Pg. 71
♦ 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 E
Theory and Labor Relations for Golden Gate University, and Non Profit and Association o
Management for the University of Southern California. He has been a speaker for the American a)
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 v
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). co
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Appendix 13—Project Team Resumes page 14 ciflTf N%i�r�s ac
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Packet pg.72
S.B,d
OFFICE OF THE CITY MANAGER
300 North "D" Street • San Bernardino. CA 92418-OOC
909.384.5122 • Fax: 909.384.51;:
www.sbcity.of
•
San Bernar mo
CM
REQUEST FOR PROPOSALS FOR A DEPLOYMENT STUDY FOR THE CITY OF SAN BERNARDINO FIRE
DEPARTMENT
DESCRIPTION OF WORK REQUIRED
The City of San Bernardino is requesting a statement of qualifications and a service proposal from a
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consulting firms to conduct a deployment study of the San Bernardino Fire Department. N
as
Proposals should include a project schedule, a minimum of two visits to San Bernardino, and an E
additional presentation to the Mayor and Common Council. .2
as
0
This study will include:
1. A comprehensive data analysis including fire incidents, emergency medical incidents, N
hazmat and false alarms, mutual aid, civilian and fire fighter injuries,fire dollar loss, L
service call levels, geographic patterns,time of day, daily workload, station location L
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, v
operations, and support utilizing appropriate standards.
cc
3. Compare and recommend providing of services in house, contracting for services, or a N
combination of both. a
LL
COMPENSATION
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Total cost for the study is capped at$75,000.
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SUBMITTAL INSTRUCTIONS
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All proposals must be submitted in writing by way of fax or email by 5:00 pm on 12/11/2013 to:
Christopher Lopez
City Manager's Office
300 North D Street
San Bernardino, CA 92418
Phone (909)384-5122
Fax(909) 384-5030
Lopez_Ch @sbcity.org
Packet Pg.73
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6
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III
STATE OF CALIFORNIA—NATURAL RESOURCES AGENCY Edmund G.Brown Jr.,Governor
DEPARTMENT OF FORESTRY AND FIRE PROTECTION
P.O. Box 944246 I >.
SACRAMENTO,CA 94244-2460 ;,go
(916)653-7772
Websfte:www.fire.cagov
a�
November 1, 2013
Fred Shorett, Council Member
City of San Bernardino, 0 Ward
300 N. T" Street
San Bernardino, CA 92418
Dear Councilman Shorett,
In a recent San Bernardino County Sun newspaper article, you alleged that contracting
with CAL FIRE would provide a "12 million dollar savings"to the city. After reading the
article, I am compelled to set the record straight. CAL FIRE has not provided any cost
estimates for service or potential savings to your city. In fact, local CAL FIRE leadership
has plainly stated that our Department is unlikely to participate in a request for proposal
process should the City Council vote to initiate one.
It is important to understand that while the Public Resources Code allows CAL FIRE to
enter into cooperative agreements with cities, special districts, and counties, there is a very
stringent and formal process that must be followed. Above ail, these cooperative
agreements must be fully reimbursable and meet some very basic criteria that include, but
are not limited to, mutual benefit to the local entity and the State, fiscal solvency of the
local entity, and regional efficiency for the taxpayers.
Changes in the ability of communities to afford emergency services have been well
documented in the local media. Unprecedented economic struggles and declining
revenues have forced all levels of government to take a hard look at how they fund their
most basic services, including public safety.
As public agencies look for models of good government to leverage the financial and
operational benefrts of working together to provide integrated public safety functions,
CAL FIRE will continue to evaluate requests where appropriate and mutually desired.
However, given the current fiscal instability faced by the City of San Bernardino, it does not
meet the criteria to be considered for a cooperative agreement.
Sincerely,
KEN PIMLOTT
Director
"77ze Depw1wnt of Forestry and Fire Protection serves and safeguards the people and protects the property and resources of California" G
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Fred Shorett, Councilman
November 1, 2013
Page Two
cc: City of San Bernardino:
Allen J. Parker, City Manager
James F. Penman, City Attorney
Virginia Marquez, 15t Ward, Council Member
Robert Jenkins, 2"d Ward, Council Member
John Valdivia, 3�d Ward, Council Member
Rikke Van Johnson, 6th Ward, Council Member
Wendy McCammack, 7th Ward, Council Member