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ITEM 7.2 Fire Station Location RFPF Otsezo MINNESOTA V DEPARTMENT INFORMATION Request for City Council Action ORIGINATING DEPARTMENT: REQUESTOR: MEETING DATE: Administration Lori Johnson, City Administrator October 24, 2016 PRESENTER(s): REVIEWED BY: ITEM #: Lori Johnson, City Administrator 7.2 AGENDA ITEM DETAILS RECOMMENDATION: Staff requests direction from the Council on how to proceed with selection of one of the two consulting firms that responded to the City's Fire Station Location Study Request for Proposals (RFP). ARE YOU SEEKING APPROVAL OF A CONTRACT? No IS A PUBLIC HEARING REQUIRED? No BACKGROUNDMUSTIFICATION: Two proposals were received in response to the City's Request for Proposals for a Fire Station Study. Proposals were received from Emergency Services Consulting International (ESCI) and Fitch & Associates. Both firms are out of state, but both have completed studies for numerous Minnesota cities. As you can see in reviewing the proposals, each firm has proposed a slightly different methodology and process to complete the study. The proposal from Fitch & Associates includes on -site meetings while the ESCI proposal has an optional add on for an on -site public presentation. Both firms are able to complete the study within the four month timeframe indicated in the RFP. The proposed not to exceed costs to complete the study are relatively close, $19,975 for Fitch & Associates and $21,333 for ESCI without optional pricing for a public presentation and community public input forum, which bring the total to $25,839. This is an important study and the decision on which firm to engage should not be based solely on cost. It is critical that the Council agrees with the methodology, analysis, and study factors that will be used and that the Council feels the project team has the desired and necessary qualifications to complete the study to the Council's satisfaction. The two proposals are attached for your review. No motion is requested on Monday unless there is agreement that one firm stands out as the one the Council feels best qualified to complete the study. In that case, the Council can make a motion to enter into a contract with that firm pending City Attorney review of the contract. However, it is reasonable that the Council will want to conduct further review of the proposals via phone interviews with the project lead and reference checks with several of the Minnesota references. That process could be completed by staff, an ad hoc committee of the two Council representatives on the Joint Fire Committee, or the full Council may want to interview the consultants. Your direction is requested so that the study can be completed early in 2017. SUPPORTING DOCUMENTS: X ❑ ATTACHED ❑ NONE • Emergency Services Consulting International Proposal • Fitch & Associates Fire Station Location and Deployment Analysis POSSIBLE MOTION Please word motion as you would like it to appear in the minutes. None requested. BUDGET INFORMATION FUNDING BUDGETED: ❑ YES Fire Reserve Fund ❑ NO CITY Of e o MINNESOTA CITY OF OTSEGO, IVIN Fire Station Study Proposal 44 &M October 7, 2016 go,�J Emergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety ESCI, INC 25030 SW PARKWAY AVENUE, SUITE 330 WILSONVILLE OREGON 97070 503.570.7778 INFO@ESCLUS City of Otsego, MN I 2oi6 Table of Contents Letter of Submittal 2 Profile of Proposing Firm 3 ESCI Capabilities 3 Firm Experience —the ESCI Advantage 4 ESCI Offices 5 ESCI Organizational Chart 5 Project Methodology 6 Effective Project Coordination and Management 6 Project Work Plan 7 Scope of Work- Fire Station Location Study 7 Phase 1: Project Initiation 7 Task i-A: Project Initiation and Development of Work Plan 7 Task 1-B: Acquisition and Review of Background Information 7 Task i-C: Initial Information Collection and Stakeholder Input 8 Phase 11: Evaluation of Current Conditions 8 Task 2-A: Organization Overview 8 Task 2-13: Current Facilities 8 Task 2-C: Service Delivery and Performance 9 Phase ill: Future System Demand Projections 9 Task 3-A: Population Growth Projections 9 Task 3-13: Service Demand Projections 9 Task 3-C: Community Risk Analysis 9 Phase IV: Future Delivery System Models 10 Task 4-A: Analysis of Established Response Standards and Targets 10 Task 4-B: Recommended Long -Term Strategy 10 Phase V: Development, Review, and Delivery of Project Report 10 Task 5-A: Development and Review of Draft Project Report 10 Task 5-13: Delivery and Presentation of Final Project Report (Optional Task) 11 OPTIONAL TASK: Community Forum 11 Timeline 11 Project Related Meetings 12 ESCI Project Team 13 Lane R. Wintermute, Senior Associate 13 Rob Strong, Associate Consultant—GIS Specialist 14 Client Responsibility Error! Bookmark not defined. Compensation Proposal 15 Similar Studies Completed in the Past Three Years 15 Project References 16 1 ESG Emergency Services Consulting International City of Otsego, MN 1� 2016 Letter of Submittal Lori Johnson, City Administrator City of Otsego Otsego City Hall 13400 Both Street NE Otsego, MN 55330 Dear Ms. Johnson, Emergency Services Consulting International (ESCI) is pleased to submit the following proposal to conduct a Fire Station Study for the City of Otsego. We recognize the importance of this project and appreciate your consideration of our proposal. ESCI has been conducting successful fire department and emergency service projects since 1976, and has a working knowledge and understanding of contemporary fire service and EMS organizations. Station Location planning is viewed as one of the most important foundational elements that every fire department should have in place. We have developed a scope of work that addresses the station location planning process that we understand your department is looking for. ESCI has completed hundreds of projects throughout the country including Station Location Studies, Long Range Master Planning, Merger and Consolidation studies, Standards of Cover, and many others, including numerous projects in your state. ESCI is your best choice because: • All of our associates are fire and EMS professionals with extensive field experience. • ESCI exclusively offers fire and EMS consulting, we are not local government generalists that complete fire and EMS work as a sideline. • Our company founder, Chief Jack Snook wrote the book Recruiting, Training and Maintaining Volunteer Fire Fighters, and Making the Pieces Fit: Cooperative Service through Consolidations, Mergers and Contracts. The books are considered to be the definitive text on the subjects. • ESCI is committed to providing results On time, on budget, and with quality. We appreciate your consideration of our proposal and look forward to working with the City of Otsego in this important endeavor. If you have any questions, please do not hesitate to contact me at 503.570.7778 Sincerely, �4 Andrea Hobi General Manager 2 ESCI Emergency Services Consulting International City of Otsego, MN 2oi6 Profile of Proposing Firm ESCI Capabilities Emergency Services Consulting International (ESCI) is an international firm providing specialized, high quality, professional fire, police, communications, and EMS consulting services to organizations throughout the United States and Canada. ESCI has been meeting the needs of emergency services agencies since 1.976, and is considered by many to be the nation's leader in emergency services consulting. Utilizing a staff of three personnel and over 40 field consultants nationwide, ESCI provides consulting services to municipalities, districts, non-profit organizations, and the industrial and commercial community. ESCI at a Glance ■ Mission: Provide Expertise and Guidance that Enhances Community Safety ■ Established in 1976 ■ Headquartered in Wilsonville, Oregon; with branch offices in Argyle, Texas, and Ocklawaha, FL ■ Extensive fire and EMS consulting throughout the US and Canada ■ Three employees, over 4o expert field consultants ESCI is recognized as an expert in the field by the emergency services community. This is confirmed by our ongoing relationship with the International Association of Fire Chiefs (IAFC), the Western Fire Chiefs Association, the National Fallen Firefighters Foundation, the National Volunteer Fire Council, and the hundreds of clients we serve from coast to coast. Since the beginning, ESCI has operated on the principles of honesty, integrity, and service. ESCI's philosophy is to maintain an active involvement within the emergency service disciplines and related fields, staying ahead of the rapid changes and issues facing our clients. The mission of ESCI is to Provide Expertise and Guidance that Enhances Community Safety. We will accomplish this by providing the highest value of G idanProvcethatEnde iseaes consulting services and educational programs. ESCI utilizes a team Guidance that Enhances Community safety of professionals committed to offering highly beneficial programs covering current and anticipated fire, police, communications, emergency management, and emergency medical services issues and needs. We provide a wide array of services including organization audits and evaluations; cooperative effort and consolidation; health and safety evaluations; master, strategic, and growth management plans, deployment planning, hazard mitigation planning, executive searches, assessment centers; and customized consulting. ESCI has helped improve emergency services in hundreds of communities throughout the country. Our innovative training programs are improving the way organizations and people work. ESCI encourages creative solutions to complex system dilemmas. The firm recognizes the cultural, economic, operational, legal, and political realities of the local environment. ESCI avoids pre -conceived biases in order to develop and implement imaginative and long-lasting solutions. In addition, ESCI equips its clients with the background, understanding, and confidence to tackle future problems as they arise. 3 Fsu Emergency Services Consulting International City of Otsego, MN 2o16 All of ESCI's field associates have been active practitioners in their respective fields, with many involved in highly visible and responsible national leadership positions in law enforcement and fire/rescue services. We understand your issues, challenges, responsibilities, and offer proven methods to improve your effectiveness. Firm Experience —the ESCI Advantage ESCI's advantage begins with our technical expertise and capability, extends to our experienced and highly qualified staff, and concludes with a product that will enable the City of Otsego to meet the challenges of providing fire protection and emergency medical services into the future. ESCI's team has first-hand experience in the process of analyzing emergency service providers and recommending an array of opportunities that are economically, culturally, and operationally feasible. Each team member is a specialist in fire, rescue, EMS, or related fields. The team will work collaboratively to create the best possible strategies and options for your decision -makers. The ESCI Advantage includes: A clear understanding and appreciation of the complexity of the local and regional environment in Minnesota. Key project associates with many years of fire service experience at the fire chief and higher levels of local government in major jurisdictions. Over 40 years of public safety consulting experience; the successful completion of hundreds of consulting engagements. Some recent Station Location and Master Plan Studies include the following: Twin Falls, Idaho — Fire Department Service Delivery and Station Location Analysis (2016) Rockville/Springdale Fire Protection District, Utah, - Master Plan (includes a station location study) (2o16) Estacada, OR — Station Location & Strategic Plan (2016) Edmond, OK — Fire Station Staffing & Location Study (2oi6) Charlottesville, VA — Fire Station Location & Facility Needs Assessment (2o16) East Pierce County, WA— Master Plan (2o16) • The ability to deliver a high -quality product on time and with organizational support and endorsement. • Knowledge of contemporary issues associated with delivery of emergency services. • Experience with a variety of jurisdictions including municipalities, counties, and state government. • A highly skilled and knowledgeable team of professionals with skill -sets necessary to meet your expectations. In order to better serve our clients, ESCI maintains three regional offices. Contact information for each office and a complete organization chart are provided on the following page. 4 ESG Emergency Services Consulting International City of Otsego, MN 1 2016 ESCI Offices Corporate Headquarters Andrea Hobi, General Manager 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 Phone: 800.757-3724 Email: info[a)esci.us Central Region Sheldon Gilbert, ESCI CEO/Regional Director Po Box 641 Argyle, TX 76226-9998 Phone: 940.453.1366 Email: sheldon.gilbert(a)esci.us ESCI Organizational Chart Western Region Don Bivins, Western Regional Director 9505 NE lgth Street Vancouver, WA 98664 Phone: 36o.6o8.1326 Email: don.bivins(a)esci.us Eastern Region Stuart McElhaney, Eastern Regional Director 5939 SE 158th Court Ocklawaha, FL 32179 Phone:352.572.5190 Email: stuart.mcElhaney(a esci.us ESCI Board of Directors Jack Snook Sheldon Gilbert Senior Advbor ChIN ErKutive Officer Andrea Mobi General Manager Debby Mager office Adminittrator Don Bivins Sheldon Gilbert Womem Region Director Central Region Director Project Manages Project Managers Lane Winterrnute Marketing Director Stuart McElhaney Eastern Region Director Project Managers Pro ct Ana sts & Other Pro act Anal is & Other project Anal sIs & Other ie h' j Ys j Y Associates GIs Support Associates GIS Support Asseclatb GIS Support p P Strata is S atial & Communications or nttational E�oatutive g Planning Services GIS Analyse & Technology Efficiency Analysis Recruttment 5 ESG Emergency Services Consulting International City of Otsego, MN D 2016 Project Methodology ESCI's methodology reflects our understanding of your expectations and our experience in working with fire protection agencies in communities of similar size and character throughout North America. Key elements of ESCI's methodology include: • A clear understanding of the project background, goals and objectives, and the complex issues that must be addressed. • A comprehensive, well designed, and practical work plan that provides opportunities for stakeholder input. • The utilization of the latest web -based communications technology, computer modeling, and geographic information systems (GIS). The commitment of sufficient professional resources and an ability to complete the project successfully meeting or exceeding the outlined scope and deliverables within the desired period at a reasonable cost. • The production of a written report that provides systematic observation, analysis, and recommendations for all components and organizational systems. ESCI's project methodology is augmented by the utilization of web -based communication technology. Utilizing Dropbox®, ESCI will create a secure project site that enables the client and project team members to collaborate and communicate throughout nearly every phase of the project. ESCI can also conduct virtual meetings via web conferencing software. This capability allows the project team to display and review documents, maps, and illustrations in real-time, and provides the client with the opportunity to give immediate feedback to the project team. In addition to creating a more efficient work environment, the client benefits from lower travel costs by eliminating on -site reviews of draft documents. Effective Project Coordination and Management When engaged, all work progress is measured against a work plan, timetable, budget, and deliverables. During the project, team members confer frequently to discuss progress as well as new or unanticipated issues. Our project management methodology ensures that services and activities are efficiently conducted and are focused, coordinated, and logical. All project team members are available for the duration of the project. The selection and experience of the project manager is important to the success of this project. ESCI is offering in Lane Wintermute a project manager who will: Assist in the development and coordination of a project work plan. Have the ability to work closely with City of Otsego representatives. Facilitate project team meetings to share project findings and ideas. Provide direction based on experience in similar situations and knowledge of organizational staff analyses. 6 ESCJ Emergency Services Consulting International City of Otsego, MN 1 2016 Project Work Plan The following phases and tasks will be completed to produce the final report and recommendations. This methodology has been developed specifically for this project based on our understanding of your expectations. ESCI will utilize approaches, tools, and techniques proven through experience to provide the kind and quality of information needed to make objective, informed decisions. The process involves the elements listed in the following scope of work. Scope of Work- Fire Station Location Study Phase l: Project Initiation Task 1-A: Project Initiation and Development of Work Plan ESCI will develop a project work plan based on the scope of work and converse with the project planning team to gain a comprehensive understanding of the background, goals, and expectations forthe project. This work plan will be developed identifying: • Primary tasks to be performed • Person(s) responsible for each task • Time table for each task to be completed • Resources to be utilized • Possible obstacles or problem areas associated with the accomplishment of each task This process will also help to establish working relationships, make logistical arrangements, determine an appropriate line of communications, and finalize contractual arrangements. This may be accomplished via an onsite meeting or teleconference. Task i-B: Acquisition and Review of Background Information ESCI will request pertinent information and data from the organization's assigned project manager. This data will be used extensively in the analysis and development of the project report. The documents and information relevant to this project will include, but not be limited to, the following: • Past or current fire department studies or research • Community Comprehensive Plan documents, including current and future land use information • Local census and demographics data • Zoning maps and zoning code • Standard Operating Guidelines (SOGs) and service delivery practices • Current service delivery objectives and targets, if established • Facilities and apparatus inventories • Automatic and mutual aid agreements • Records management data, including National Fire Incident Reporting System (NFIRS) incident data • Computer -Aided Dispatch (CAD) incident records • Local Geographic Information Systems (GIS) data, where available 7 ESU Emergency Services Consulting International City of Otsego, MN l 2016 Task 1-C: Initial Information Collection and Stakeholder Input The ESCI project team will coordinate with City of Otsego in conducting interviews with and gather information from key personnel including: Elected or appointed officials • Fire department managers and other key staff • Community planning staff • Others as they may contribute to this project The project team will interview key stakeholders of the organization that are associated with this study. At a minimum, members of the project team will interview appropriate community officials, fire department officials, and others that the project team deems necessary. From these interviews, ESCI will obtain additional perspective on operational, economic, and policy issues facing the agency. In addition, the project team will learn more about availability of data necessary to meet projected goals. Phase ll: Evaluation of Current Conditions The initial phases of the study focus on a baseline assessment of the current conditions and current service delivery performance. ESCI will conduct an analysis of the fire department based on the elements included in the following tasks. The purpose of this evaluation is to assess the agency's operations in comparison to industry standards and best practices, as well as to create a benchmark against which the options for future service delivery can be measured. Task z-A: Organization Overview An overview of the organization and community will be developed discussing: • Service area population and demographics • History, formation, and general description of the fire agency • Description of the current service delivery infrastructure • Governance and lines of authority Task z-B: Current Facilities ESCI will review the services provided by the current emergency service providers and the degree to which they meet or do not meet current or future needs of the community. Areas to be reviewed shall include, but not be limited to: Fire Station locations • Apparatus available • Staffing levels 8 ESCJ Emergency Services Consulting International City of Otsego, MN 2016 Task 2-C: Service Delivery and Performance ESCI will review and make observations in areas specifically involved in, or affecting, service levels and performance. Areas to be reviewed shall include, but not necessarily be limited to: • Service Demand — Analysis and geographic display of current service demand by incident type and temporal variation • Resource Distribution — Overview of the current facility and apparatus deployment strategy, analyzed through Geographical Information Systems software, with identification of service gaps and redundancies • Response Performance Summary — Analysis of actual system reflex time performance, analyzed by individual component (to the extent data is available) • Mutual and automatic aid use Phase lll: Future System Demand Projections The project moves forward with an assessment of the future community conditions, service demand, and fire protection risks that the organization can be expected to serve. ESCI will review community growth projections and interpret their impact on emergency service planning and delivery. Task 3-A: Population Growth Projections An interpretation of available census and community development data will be provided indicating: • Population history • Census -based population growth projections • Community planning -based population growth projections Task 3-13: Service Demand Projections Population growth projections, along with historical and forecast incident rates, will be utilized to develop projections for future service demand. Task 3-C: Community Risk Analysis Land use and zoning classifications will be used, along with specific target hazard information, to analyze and classify community fire protection risk by geography. This process will be completed with GIS software and will consider: • Population and population density • Demographics • Community land use regulations • Occupancy types by land use designation • Hazardous substances and processes 9 ESU Emergency Services Consulting International City of Otsego, MN 12o16 Phase IV: Future Delivery System Models The project concludes with strategies intended to place the organization in a position to successfully serve its future demand and risk. ESCI will develop and analyze various models for future station locations and equipment deployment with the specific intent of identifying those options that can deliver the desired levels of service identified in the previous task at the most efficient cost. Recommendations will be provided identifying the best long-range strategy for service delivery. Task 4-A: Analysis of Established Response Standards and Targets ESCI will review and comment on the Fire Department's response time standards and performance targets, if they are in place. If not, ESCI will provide sample guidance on the development of response standards, needed to make appropriate future fire station location decisions. Performance goals are evaluated relative to industry standards and best practices, Insurance Services Organization (ISO) criteria, NFPA 1710 or 1720, Center for Public Safety Excellence (CPSE), and other standards, where applicable. Task 4-13: Recommended Long -Term Strategy ESCI will develop a recommended long-term option for resource deployment that will improve the department's level of service towards the identified performance objectives and targets. This may include, but is not necessarily limited to, specific recommendations regarding: Any relocations of existing facilities • General locations of future necessary fire stations at current service levels and full buildout • Additional infrastructure or facilities for administration and support programs ESCI will evaluate and present in graphical and descriptive format for each of the deployment option(s): • Degree of benefit to be gained through its implementation • Extent to which it achieves established performance targets Phase V: Development, Review, and Delivery of Project Report Task 5-A: Development and Review of Draft Project Report ESCI will develop an electronic version of the draft written report for review by the client and client representatives. Client feedback is a critical part of this project and adequate opportunity will be provided for review and discussion of the draft report prior to finalization. The report will include: Detailed narrative analysis of each report component structured in easy -to -read sections and accompanied by explanatory support to encourage understanding by both staff and civilian readers • Supportive charts, graphs, and diagrams, where appropriate • Supportive maps, utilizing GIS analysis as necessary 10 ESU Emergency Services Consulting International — - City of Otsego, MN I 2o16 — Task 5-13: Delivery and Presentation of Final Project Report (Optional Task) ESCI will complete any necessary revisions of the draft and produce ten publication -quality bound, final versions of the written report. A formal presentation of the project report will be made by ESCI project team member(s) to the City Council, staff, and/or the general public, if desired, and will include the following: • A summary of the nature of the report, the methods of analysis, the primary findings, and critical recommendations Supportive audio-visual presentation • Review and explanation of primary supportive charts, graphs, diagrams, and maps, where appropriate Opportunity for questions and answers, as needed • All presentation materials, files, graphics, and written material will be provided to the client at the conclusion of the presentation(s) OPTIONAL TASK: Community Forum Should the client desire to do so, ESCI staff will facilitate a community forum during the initial field visit. The process is intended to provide information and gather input from members of the general public, community organizations, and neighborhood associations. The forum will be designed to assess public sentiment toward potential future fire and EMS system changes, and discussions will center on the following issues: • Customer perception of emergency services • Desired level of service • Support for changes/improvements being considered • General input The project team will prepare survey instruments, questionnaires and forms to be used during the community input meeting. Professional graphics and a presentation of study objectives will be used to increase customers' understanding of their role in the process. The results of the assessment of current resources, projections of future demand and risk, and the fire service costs and existing funding sources will be summarized, presented and discussed in the public input meeting. Data and input gathered from the meeting will be summarized within the study, as well as during meetings with internal stakeholders. ESCI will provide facilitation staff for the public meeting, but will expect the client to assist with logistics, scheduling, meeting locations, and public advertising. Timeline ESCI anticipates the study will take approximately go days to complete, beginning upon receipt if the requested data and completion of the initial field work. 11 ESG Emergency Services Consulting International City of Otsego, MN �. 2016 Project Related Meetings Meetings associated with the project are as follows: Project Kickoff Meeting: On -site meeting associated with Task i-C: Initial Information Collection and Stakeholder Input Report Draft Review: Off -site, electronic meeting included with Task 5-A: Development and Review of Draft Project Report Final Report Presentation: This meeting is offered as an optional on -site meeting/presentation, included in Task 5-13: Delivery and Presentation of Final Project Report (Optional Task) Optional Public Input Meeting: On -site meeting. Offered as an option as listed in Optional Task: Community Forum Additional Recommended Elements The Request for Proposals asks for additional elements that are recommended for consideration. ESCI suggests that consideration be given to expanding the station location study to a comprehensive long range Master Plan for the fire department. If deemed to be appropriate, the city would benefit from a more broadly based plan, building upon and including the station location study content. A long range Master Plan answers three questions: 1. Where is our fire department today? 2. Where will the department need to be in the future? And, 3. How will we get there? The station location study completes a significant portion of answering the first question, which is then built upon in further detail, including additional service demand analysis. The second question is answered by the completion of future growth and service demand projections, also included in the station location scope of work. From there, a more comprehensive assessment of future long range needs and strategies is developed. The proposed scope of work for the Station Location Study gets the city well along the way to a complete Master Plan, so a large portion of the work is included. The additional cost for a Master Plan is estimated to be $15,000 to $20,000. A detailed scope of work and firm pricing will be provided on request. 12 ESU Emergency Services Consulting International City of Otsego, MN t1 2o16 ESCI Project Team Lane R. Wintermute, Senior Associate Lane Wintermute has served as a Fire Chief for 25 years in both cities and fire districts in three states. His service began at Oregon's Hoodland Fire District where he served for five years, rising through the ranks from Firefighter and Paramedic to Fire Chief. He was Fire Chief in the City of Astoria, OR Fire Department from 1987 to 2001, at which time he moved on to become Fire Chief for Longview, WA. He wrapped up his career as a Fire Chief in the Coeur D'Alene, Idaho area. Chief Wintermute brings strong administrative and management skills to ESCI, cultivated by strong education and experience, with strength in organizational development, human resources management, and emergency medical services. Chief Wintermute is a graduate of Oregon's Fire Service Administrator's Institute and holds an associate's degree. Educational Background • Fire Service Administrator's Institute, Eastern Oregon University, LaGrande, OR • Paramedic Training Institute, Portland, OR • Portland Community College, Associate of General Education/EMS, Portland, OR • Extensive training in fire service administration, personnel management, incident command and fire department operations and planning • National Registered EMT— Paramedic 1981-1988 Professional Experience • Senior Consultant, Emergency Services Consulting International • General Manager and Paramedic, Alpine Ambulance Service, Oregon • Fire Chief and Paramedic, Hoodland Fire Protection District, Oregon • Fire Chief, City of Astoria, Oregon • Fire Chief, City of Longview, Washington • Fire Chief, Northern Lakes Fire District, Idaho 28 years of diverse experience in fire and emergency medical services Relevant Experience • First Vice President and two -term Executive Board member, Oregon Fire Chiefs Association • Chair, Teams Advisory Group, Oregon State Fire Marshal's Hazardous Materials Teams Program. • Chair, Maritime Fire Safety Association, Fire Protection Agencies Advisory Council. 1990 - 2000 • Chair, Clackamas County Fire Defense Board 1985 -1987 • Chair, Clatsop County Fire Defense Board 1989-1995 Associated Professional Accomplishments • Lead management representative in numerous labor negotiations • Contract presenter for the Residential Fire Safety Institute — Residential Sprinkler Program • Published author, two trade journal articles regarding the 1987 Mt. Hood Climbing Disaster • Development of emergency management and response plans in two cities 13 ESCI Emergency Services Consulting International City of Otsego, MN 1 2016 Rob Strong, Associate Consultant—GIS Specialist Rob Strong has been involved in emergency services in Oregon over 30 years. Mr. Strong has 13 years of experience performing geographic information system (GIS) analysis and cartography work while serving as a fire captain/paramedic with the Bend Fire Department in Bend, Oregon. Rob retired as a fire captain/paramedic in 2oo6 after 26 years with the Bend Fire Department. He continues to work part time as a GIS and statistical analyst for the Department. Mr. Strong's GIS duties at the Bend Fire Department have included developing a GIS data set to replace hand drawn map books, integrating fire department GIS data with a regional 911 communication center's data, and GIS analysis of the local road network to support a proposed fire station location. He performed GIS analysis as part of a deployment plan written by the Bend Fire Department and adopted by the Bend city council. Additionally, he has worked with a private vendor-Alseageospatial, Inc., to develop a mobile mapping GIS data set that is used on both fire and police department mobile data terminals. Mr. Strong is responsible for GIS analysis of incident data and makes recommendations concerning staff and apparatus placement to insure compliance with department response goals. Educational Background Data Analysis & Presentation forthe Fire Service Using Microsoft Excel, Centerfor Public Safety Excellence • Associate of Applied Science — Structural Fire Science, Central Oregon Community College, Bend Oregon • 35 quarter credit hours course work— GIS, Central Oregon Community College, Bend Oregon • GIS Specialist for Incident Management Teams, National Wildfire Coordination Group — Department of Public Safety Standards and Training, Salem Oregon • EMT -Paramedic, Central Oregon Community College, Bend Oregon Professional Experience • Associate Consultant, Emergency Services Consulting International • GIS Analyst, Bend Fire Department • Fire Department Consultant, Alseageospatial, Inc., Corvallis Oregon • Fire captain/Paramedic, Bend Fire Department • Flight Medic, Airlife of Oregon, Bend Oregon • Fire engineer/Paramedic, Bend Fire Department • Volunteer Firefighter, Hoodland Fire Protection District, Welches Oregon Professional Accomplishments • GIS Specialist, Oregon State Fire Marshal -Incident Management Teams • Successful Department of Homeland Security Grant Process — resulted in the purchase of mobile data terminals and software for Bend Fire Department. • Implementation of GIS position and purchase of GIS software and hardware for Bend Fire Department 14 Fsu Emergency Services Consulting International City of Otsego, MN ! 2016 Compensation Proposal Emergency Services Consulting International is pleased to present the following formal cost proposal for the project outlined in the Scope of Work. Fire Station Study: $21,333, inclusive of expenses Optional Pricing: ESCI will complete a public presentation as described in Task 5-B of the scope of work for an additional cost of $2,200, inclusive of expenses. Optional Pricing: ESCI will facilitate a Community Public Input Forum, as described above for an additional cost of $2,3o6. Not to Exceed: $25,839, inclusive of expenses and all options listed Proposed Payment Schedule io% payment due upon contract signing. • Monthly invoicing thereafter as work progresses. Information relative to cost quotation Bid quotation is valid for go days. ESCI Federal Employer Identification Number— 23-2826074• • ESCI will receive full cooperation from person(s) representing the agency. While engaged in the project, ESCI will report to a single point of contact. • When requested, and in a timely manner, the client representative will provide to the ESCI project manager, data, information, and materials required for the completion of the objectives outlined in the detailed work plans submitted in this proposal. • ESCI shall perform any additional work on a time and materials basis as requested in writing by the client at a negotiated hourly rate. Similar Studies Completed in the Past Three Years ESCI's station location analyses are often completed as a component of a long range Master Plan. Listed below are some recent Master Plans with Station Location Analyses, along with stand-alone Station Location Studies. Master Plans (with station location analysis) Completed by ESCI i. Lebanon, Oregon Fire Department - Master Plan (2o16) 2. Rockville/Springdale, Utah Fire District — Master Plan (2o16) 3. East County Washington (Pasco, WA) — Master Plan (2o16) 4. Nampa, Idaho Fire Department — Master Plan (2o16) 5. Clifton, Colorado Fire Department — Master Plan (2o16) 15 ESG Emergency Services Consulting International City of Otsego, MN I 2oi6 Station Location Studies 1. Estacada, Oregon — Station Location & Strategic Plan (2o16) 2. Edmond, Oklahoma — Fire Station Staffing & Location Study (2o16) 3. Redmond, Oregon — Strategic Plan & Station Location Study (2015) 4. Barnstable, Massachusetts — Facility Location Study (2013) 5. East Pierce Fire and Rescue, Washington — Capital Facilities Study Project References Edmond, Oklahoma Project: Fire Station Staffing & Location Study Contact: Linda Cresse Completed: September 2oi6 City of Edmond PO Box 2970 Edmond, OK Phone: 612-673-2890 Email: linda.cresse(aD_edmondok.com Project Description: ESCI was hired to update to the previous work done for the City of Edmond and Edmond Fire Department. The findings indicated that since the last study completed in 2013, little has changed in the way that resources are deployed throughout the city. Service demand, however, had continued to increase. Washington Township, Michigan Project: Fire Location & Facility Needs Assessment Contact: Kathy Bosheers, Clerk Completed: 203.5 57900 Van Dyke Washington, MI 48094 Phone: 586.786.0010, ext 1202 Email:purchasing@washingtontwpmi.org Project Description: The Township of Washington hired ESCI in summer of 2015 to conduct an independent analysis of the current location of its Fire Station #2 and future locations for up to two more fire stations, including staffing and vehicle placement recommendations to best optimize the Fire Department's service to its residents and businesses. City of Minneapolis, Minnesota Project: Fire Department Master Plan Contact: John Fruetel, Fire Chief Project Manager: Kent Greene Minneapolis Fire Department Population: 328,578 350 S. 51h Street, 230 Completed: 3-Phase Project Minneapolis, MN 55415 Phone: 612-673-2890 Project Description: The City of Minneapolis Fire Department contracted with ESCI to provide a 3- phase evaluation and master plan of the organization. Phase I included an extensive round of interviews with key stakeholders including each city council member, key fire department leadership and management personnel, and city administration. Phase II served as the baseline evaluation of the fire department and included an analysis of all functions and operations including 16 ESU Emergency Services Consulting International City of Otsego, MN 1,, 2016 service delivery. These two phases provided the department with short and mid-term recommendations for improved efficiency and cost reductions. Phase III provided the department with a community risk analysis, projection of future service demand and alternative future service delivery models. Project: Feasibility Study for Shared or Cooperative Fire and Emergency Services Project Manager: Lane Wintermute Completed: June 2013 Contact: Gary Gorman, Fire Chief 825 41st Ave N E Columbia Heights, MN SS421 Phone: (763) 7o6-815o Email: aarv.ciormanRci.columbia-he Project Description: ESCI was engaged by the City of Ramsey to evaluate the potential cooperative efforts between the City of Ramsey, the City of Nowthen, the City of Bethel and the City of Oak Grove. The project evaluated all serviced delivered by the study agencies and identified areas of future collaboration that would improve effectiveness and efficiency across the study area. Key Recommendation(s): Multiple scenarios were evaluated in order to provide the client with a wide -range of options regarding operational consolation of emergency services. Both functional and operational consolidation was identified as feasible due to the large degree of existing functional cooperation between the study agencies. Project: Shared Services Study Contact: Jamie Verbrugge, City Manger 52oo 85th Ave. N. Completed: June 2013 Brooklyn Park, MN 55443 Phone: (763)493-8002 Email: Jamie.verbrugge(a)brooklvnpark. Project Description: ESCI was engaged by the City of Brooklyn Park to evaluate potential cooperative efforts between the Cities of Brooklyn Park, Brooklyn Center, Maple Grove, Osseo, Plymouth, Robbinsdale and West Metro Fire District. Key Recommendation(s): Given the significant differences in service delivery models between the study agencies, ESCI recommended against full consolidation but provided a number of functional strategies that could be implemented across the region to increase efficiency and effectiveness across municipal boundaries. 17 ESU Emergency Services Consulting International 7 October 2o16 Response to Request for Proposal: FIRE STATION LOCATION AND DEPLOYMENT ANALYSIS CITY OF OTSEGO, MN Prepared by: 2901 Williamsburg Terrace #G ■ Platte City ■ Missouri ■ 64079 P: 816.431.2600 o F: 816.431.2653 www.fitchassoc.com 7 October 2o16 Lori Johnson, City Administrator City of Otsego City of Otsego City Hall 13400 Both Street NE Otsego, MN 55330 Dear Lori Johnson: Fitch & Associates (FITCH) is pleased to respond to your Request for Proposal for a Fire Station Location and Deployment Analysis. Per your proposal, we have attempted to incorporate your specific needs into this submission and have organized the information requested for clarity. The FITCH team recognizes the importance of this project to the City and will objectively assess and benchmark both current and designed performance and optimize station location(s) within the City and/or JPA boundaries. With respect to fire/rescue station locations, we will identify implementable opportunities for operational and organizational efficiency, effectiveness, improvement, and long-term sustainability based on modern best practices, community growth, and the unique characteristics of the City. Activities will include a combination of quantitative, qualitative, and GIS analyses. Our firm is uniquely qualified to submit this response and perform the work required. Our lead fire practitioner, Dr. Steven Knight retired from St. Petersburg Fire & Rescue, FL, a three -time accredited and ISO Class 1 Department. Fitch & Associates has provided similar planning and analysis services for major cities and emergency service agencies throughout its 3o-year history. Fitch & Associates has served over 1,000 clients in all 50 states and in 12 countries. Our team has wide ranging technical expertise and Minnesota specific experience. References are provided within the proposal body for Pinellas County, FL; City of Burnsville, MN; City of Vancouver, WA; Snohomish Fire District #7, WA; and the City of Chico, CA. We appreciate the opportunity to submit this response and look forward to talking with you more about how we can provide you superior services and value. arm regards, Jo h (Ja Fitch, PhD F nding rtner 2901 1411hamshurg Terrace Suite (" 0 PO Bux 170 ■ Platte Crty, h1O 64079 ■ Office; f816) 431.2600 • Fa, (816) 431 2653 rr w%,,Wchassoc. cum FIRE STATION LOCATION AND DEPLOYMENT STUDY CITY OF OTSEGO, MINNESOTA TABLE OF CONTENTS LETTER OF INTEREST I EXPERIENCE AND QUALIFICATIONS ORGANIZATIONAL HISTORY COMPARABLE CONTRACTS MISCELLANEOUS ATTESTATIONS QUALIFICATIONS OF THE FITCH TEAM Figure 1: Projects and Team Members Figure 2: FITCH Team Organizational C PROJECT TEAM MEMBERS SPECIFIC EXPERTISE OF PROJECT MANAGER AND CONSULTANTS FITCH & ASSOCIATES' METHODOLOGY AND PLAN Figure 3: Review Components CONCEPTUAL PLAN FOR THE SUBJECT SERVICES PROJECT INITIATION AND DEVELOPMENT OF WORK PLAN ACQUISITION AND REVIEW OF BACKGROUND INFORMATION_ STAKEHOLDERSINPUT 1 1 1 2 2 4 4 5 7 8 8 9 9 9 11 RISK ASSESSMENT 11 EVALUATING STATION LOCATIONS 11 Facility Locations 11 Marginal Utility of Optimized Resource Allocation 12 Figure 4: Example of the Marginal Utility and Optimization of Fire Station Locations 12 Figure 5: Example of the Marginal Utility and Optimization of Fire Station Locations 13 Figure 6: Illustration of Overlapping Station Response Capabilities 14 Analyze Need for New Stations or Identify Opportunities for Consolidating Existing Stations 14 Analyses for Optimal Station Placement 15 Figure 7: Example of Need for Additional Stations and Optimized Locations 15 Figure 8: Example of Consolidated Stations 16 Evaluation of Mutual, Auto, and Reciprocal Aid Agreements 16 Unique Opportunity for Station Location in Otsego 16 PROJECTED COMMUNITY DEVELOPMENT AND GROWTH 17 ANALYSIS OF CALLS FOR SERVICE 17 Workload 17 Figure 9: Example of Overall Workload by Station 18 Figure 10: Example of Unit Hour Utilization Analysis 18 Figure 11: Example of Number of Responses by Station Area and Call Type 19 Figure 12: Example of Department Workload by Station Area 19 Figure 13: Example of Average Calls per Day by Hour of Day 20 Figure 14: Example of Historical Call Location Heat Map for Fire Incidents 21 Performance and Demand Analyses 21 Figure 15: Example of Response Time Continuum by Station and Unit 23 City of Otsego, MN Page i © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Figure 16: Example of Station Reliability Analysis Figure 17: Example of Probability of Overlapping or Simultaneous Calls by Station Area DESIRED LEVEL OF SERVICE AND STAFFING FOR EACH STATION RECOMMENDATIONS FOR APPARATUS AND EQUIPMENT DEVELOPMENT AND REVIEW OF DRAFT PROJECT REPORT DELIVERY AND PRESENTATION OF THE FINAL REPORT FIRM RESOURCES, CAPACITY, AND AVAILABILITY FIRM EXPERIENCE & REFERENCES City of Chico, California Snohomish Fire District #7, Washington SCHEDULE AND WORK LOAD PROJECT MANAGEMENT AND INTERACTION WITH CITY WORK PLAN AND TIMETABLE Figure 18: Proposed Timeline IDENTIFIED AND ADDITIONALLY RECOMMENDED MEETINGS ADDITIONAL ANALYSES PROPOSED FEES, EXPENSES, AND DELIVERABLES ALTERNATIVE 1 Figure 19: Alternative 1- Proposed Fees and Expenses ALTERNATIVE 2 Figure 20: Alternative 2 - Proposed Fees and Expenses Attachments: A — Curriculum Vitae's 24 25 25 25 26 26 26 27 28 29 32 32 32 33 34 34 35 35 35 36 36 City of Otsego, MN Page ii © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 EXPERIENCE AND QUALIFICATIONS Organizational History Fitch & Associates, LLC is a Limited Liability Company. FITCH was established as a corporation in 1984 and converted to a Limited Liability Company in 1996. The Firm is located in Platte City, Missouri, a suburb of Kansas City. As the founding partner, Dr. Jay Fitch is authorized to execute any agreement on behalf of the firm. Our physical mailing address and my contact information is: Jay Fitch, PhD Fitch & Associates, LLC 2901 Williamsburg Terrace Suite G, Box 170 Platte City, Missouri 64079 Telephone: (816) 431-2600 Facsimile: (816) 431-2653 ifitch@emprize.net This location is both the servicing office and the only office location for Fitch & Associates, LLC. FITCH was initially established as a corporation converted to a limited liability company in 1996. It is wholly owned by the Emprize Group, LLC. The majority interest in The Emprize Group, LLC remains with the three founding FITCH partners. As proposed, there are no joint ventures and all consultants work exclusively for Fitch & Associates. Fitch & Associates Federal Employer Identification Number (EIN) is 43-1780744• Throughout its 3o-year history, FITCH has earned credibility by implementing innovative customized solutions in both the public safety and healthcare arenas. The Firm has consulted with nearly 1,000 communities in all 50 U.S. states and in 12 countries. Comparable Contracts Nearly every fire -based project completed has analyses for the optimization of staffing, deployment, station locations, and resource allocation based on current conditions and projected growth. In addition, it is customary to provide comparative analyses to national best practices and standards such as NFPA, CFAI, and ISO. Multiple references are provided in the references section of this response. However, with respect to the size and complexity of the agency, the scope of work, and/or specific Minnesota experience, the following contracts are provided for your convenience: City of Otsego, MN Page 1 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Burnsville Fire Department — Fire Department Audit (z Stations) 2014 City of Burnsville, M N — Fixed Price Agreement Holly Springs Fire Department — Fire Master Plan / Standards of Cover (3 Stations & NC) 2015/2016 Town of Holly Springs, NC — Fixed Price Agreement St. Petersburg Fire & Rescue — Data, GIS, and Station Location Assessment 2016 City of St. Petersburg, FL — Fixed Price Agreement (Accredited Class 1 Agency) Volusia County Fire Rescue — Data, GIS, and Station Location Assessment 2016 Volusia County, FL — Fixed Price Agreement Clallam County Fire Protection District 113 — Fire Protection Study (3 Career Stations) 2016 Clallam County Fire Protection District #3, WA — Fixed Price Agreement Bonita Springs Fire & Rescue Control District — Station Location Study 2016 Bonita Springs Fire & Rescue Control District, FL — Fixed Price Agreement Guilford County Emergency Services— Fire Master Plan (NC) 2o16 Guilford County, NC — Fixed Price Agreement Oakland Park Fire Department — Fire Protection Study (3 Stations) 2016 City of Oakland Park, FL — Fixed Price Agreement Miscellaneous Attestations Fitch & Associates does not have any failures or refusals to complete a contract. Fitch & Associates does not have financial interests in other lines of business that would have any known conflicts of interest. Qualifications of the F/TCHTeam FITCH's specific strengths for this project are centered in the ability to objectively conduct research, manage multiple project priorities and blend both expert and local resources while building support for the outcome. Our key strengths include talented and experienced consultants, time -tested methods, quality teamwork, timeliness, and the ability to provide tangible results. City of Otsego, MN Page z © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Talent — Each project is managed by a FITCH partner who is responsible for bringing together the specific resources necessary to meet the client's needs. Staffing for this project involves seven team members. Team members have been selected for their specific areas of expertise that match the requirements of this project. Time -Tested Methodologies — FITCH's experience and that of the individual consultants involved represents an unparalleled base for the tasks at hand. We have worked with more than 1,000 clients including local, state and federal government agencies; municipal and volunteer fire departments; ambulance services and hospitals. Teamwork — Throughout its history, FITCH has stayed true to its core values by accomplishing projects using a collaborative approach. This approach offers high levels of involvement for system participants without compromising the independent or objective nature of the project. Timeliness — FITCH is known for producing its work on or before the scheduled completion date and within budget. Timeliness also involves consultant access and response times. Both are as important in consulting, as they are in emergency services. Tangibles — Tangible results in consulting mean developing solutions addressing the client's needs and providing recommendations that are implemented. FITCH is well known for developing innovative solutions to complex issues. Our recommendations and tangible work products have been implemented with greater frequency than those of any other national public -safety consulting firm. Members of the FITCH project team are highly qualified academically with some serving as faculty members at leading educational institutions. Most importantly, FITCH has real -world experience managing large urban services across the nation and a track record of content -specific consulting. Each of the firm's partners and the project director proposed for this project has extensive emergency services management experience of more than 30 years. The commitment of top-level resources underscores the importance FITCH places on this project team. FITCH has routinely undertaken projects over the last three decades similar in scope to that proposed by the Department. FITCH has reviewed systems and processes for nations, states, provinces, regions, and individual departments. Most of our recommendations are implemented due to our real -world approach, matching both the desired outcome with the clear realities in each system. Dr. Steven Knight will ensure the coordination of teams and provide overall leadership resulting in a comprehensive study, completed on time and within budget. The FITCH team will be divided into the following project categories with each category having a specific lead based on areas of expertise: City of Otsego, MN Page 3 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Figure 1: Projects and Team Members PROJECT CATEGORIES Oversight & Governance TEAM MEMBERS Guillermo Fuentes, MBA - Partner GEOGRAPHIC LOCATION Niagara Falls, Ontario Project Lead Chief Steven Knight, PhD Asheville, NC Fire/EMS Consultants Chief Steven Knight, PhD Chief BJ Jungmann, MPA Chief Bruce Moeller, PhD Asheville, NC Burnsville, MN St. Petersburg, FL Finance Dianne Wright, MBA Reno, NV Quantitative Analyses Gang Wang, PhD Miami, FL Geographic Information Systems Brian McGrath President and CEO of CAD North Niagara Falls, Ontario A hierarchal organization chart of the FITCH team is provided for your convenience below: Figure t: FITCH Team Organizational Chart The following biographical profiles highlight the expert qualifications this team brings to Otsego's Project. City of Otsego, MN Page 4 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Project Team Members Guillermo Fuentes — Partner. Guillermo Fuentes MBA has 25 years of emergency services experience that spans multiple public safety services and jurisdictions. He has held executive positions for more than a decade being named Deputy Chief of Montreal (Canada) EMS in 1999, Montreal EMS is the 5th largest municipal ambulance service in North America answering over 300,000 calls for service, while in Montreal he was responsible for overseeing 11oo field employees. One of his core duties was to manage a 118-person communication center. He subsequently served as Deputy Chief of EMS for Niagara EMS and was responsible for building and staffing a new communications center. He led both center through their NAED accreditation process. Mr. Fuentes subsequently served as the Chief Administrative Officer for the Niagara Regional Police Service. In this role he was responsible for Information Technology, Human Resources, Records, Communication Center, Fleet and other administrative duties including the finance function. As CAO he also served as the CFO overseeing a 150 million dollar operating budget. Mr. Fuentes worked with Fitch & Associates on a part time basis for eight years and joined the firm full time in 2011. He routinely is involved in complex projects. His ability to move between field operations, dispatch centers and administrative functions - applying statistical analysis to real life situations makes his contribution to projects both complete and practical. He holds a Masters Certificate in Management from Tulane University and a Masters in Business Administration from Aspen University. Chief Steven Knight (Ret.), PhD, Senior Associate — Project Lead. Dr. Knight has nearly 25 years of experience and recently retired as the Assistant Fire/EMS Chief for the City of St. Petersburg, Florida. He has served as a subject matter expert for both the National Fire Academy and the Center for Public Safety Excellence (CPSE). He has also served as a team leader and peer assessor for the Commission on Fire Accreditation International (CFAI) and has held multiple faculty appointments in Fire Science and EMS. Dr. Knight previously served the International City and County Management Association (ICMA), as the Senior Manager for Fire and EMS. Dr. Knight holds a PhD from the University of South Florida in curriculum and instruction and a minor in research and measurement, a master's degree in public administration from Troy University and a bachelor's in Fire & Safety Engineering from the University of Cincinnati. Chief Knight is also a graduate of and prior approved faculty for the Executive Fire Officer Program (EFO) through the U.S. Fire Administration, Federal Emergency Management Agency. Knight is an accredited Chief Fire Officer (CFO) through the Center for Professional Credentialing. Knight also served as an adjunct professor at St. Petersburg College and the State College of Florida in their Fire Science and Public Safety Administration Programs, is the former program director for Emergency Medical Services at the Manatee Technical Institute, and is an affiliate faculty with the University of Central Florida's College of Medicine. City of Otsego, MN Page 5 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Chief BJ Jungmann, MPA — Senior Consultant — Fire / EMS. BJ Jungmann brings over 16 years of Fire and EMS expertise with experience in career, combination and volunteer fire departments. He currently holds the position of Fire Chief for the City of Burnsville, Minnesota. He has experience as a front line staff member up through an agency administrator in both public and private EMS service delivery models. BJ has also shared his knowledge and talents through a variety of teaching and regional collaborative opportunities. BJ earned an Associates Degree from Century College in Paramedic Technology. He then earned his Bachelor of Science from American Military University in Fire Science Management. He has also earned an MPA from Hamline University in St. Paul, Minnesota. He is currently completing the Executive Fire Officer Program through the National Fire Academy. Bruce J. Moeller, PhD — Senior Consultant. Dr. Moeller joined the firm last year. He most recently served as Executive Director for Safety & Emergency Services in Pinellas County, Florida and as Interim Chief of Staff for the County. Pinellas County is a community of almost 1 million residents; his areas of responsibility include 9-1-1, EMS &Fire Administration, Justice & Consumer Services, Radio & Technology, Emergency Management and Animal Services. Prior to his current role, Dr. Moeller served as city manager in Sunrise, Florida. Moeller's background includes 30+ years of public safety service, culminating as Chief of Department for several fire -rescue agencies, including Broward County, Florida. Dr. Moeller is active in fire service and public management organizations, having served in committee and leadership roles for the International City County Management Association (ICMA), National Fire Protection Association (NFPA), and International Association of Fire Chiefs (IAFC). He is also an active member of the International Chiefs of Police (IACP). Gang Wang, PhD — Senior Consultant - Data Analyst. Dr. Wang has completed more than sixty emergency service operational analyses using data -driven analytical techniques to determine the most efficient organizational and operational structures. Gang has a PhD in Industrial Engineering from Wayne State University and a Master's degree in Management Information Systems from Chongqing University. Previously, Dr. Wang worked for the Center for Public Safety Management and the International City/County Management Association. Dianne G. Wright, MPA — Governmental Financial Project Coordinator. Ms. Wright is the former Assistant Director of Fire -Rescue Services in Miami -Dade County, Florida. In that capacity for io years, she was the senior staff executive and Chief Financial Officer for one of the nation's largest and progressive fire -rescue departments. Ms. Wright enjoyed a 17-year career with Metro -Dade County. Her previous assignments were as the Division Chief for Finance/Public Services in the Public Works Department and as a Budget Analyst for the Office of Management and Budget. City of Otsego, MN Page 6 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 In January 1998, Ms. Wright began consulting on a full time basis and has been affiliated with FITCH for fire and EMS projects since that time. She also independently served as a consulting staff member to the Governor's Financial Oversight Board for the City of Miami and consults in the area of business processes and performance improvement. Brian McGrath — Senior Consultant — GIS and Mapping Analyst. Brian McGrath serves as President of CAD North Inc. His responsibilities include Administration, Marketing, Software Development and Business Analysis/Requirements Documentation. He brings over 18 years experience in Information Systems management and development in the public safety industry including lo+ years Business and Systems Analysis in public safety software development. He has exceptional ability at requirements capture, analysis and documentation and is fully conversant with all aspects of the software product development and implementation life -cycle. He is an experienced software developer of public safety dispatch applications including software development using TriTech's RAPTOR API. He possesses excellent communications and interpersonal skills, is comfortable at all organizational levels and has a solid base of operational experience in public safety communications. Complete resumes and/or CVs are provided as addenda. Specific Expertise of Project Manager and Consultants The FITCH team has substantial experience in preparing, evaluating, and managing fire department operations, and with the accreditation process. For example, Dr. Steven Knight has served with the Commission on Fire Accreditation International (CPSE/CFAI) for nearly to years as a peer assessor, peer team leader, and technical advisor evaluating standards of coverage documents. Dr. Knight has served on over 13 peer team assessments and led the majority of them as the peer team leader. Finally, Chief Knight served as the accreditation manager for the City of St. Petersburg while the department went through the development and external evaluation of the standards of coverage document and performance related management during two successful accreditation processes with the CFAI. Chief BJ Jungmann has direct experience in the Minneapolis -St. Paul metro area as the fire chief for the City of Burnsville, MN. In addition, Chief Jungmann brings intimate knowledge and expertise of career, combination, and volunteer departments in Minnesota as well as managing departments of similar size and complexity as contemplated in the City of Otsego. Dr. Bruce Moeller has a career's worth of experience in fire and rescue services serving as the fire chief for a large metropolitan county that consolidated all fire, EMS, and communication services prior to serving as the fire chief in the City of Sunrise, FL. Ultimately, Bruce would go on to serve as City Manager for the City of Sunrise and then Assistant County Administrator over Public Safety in Pinellas County, FL. Therefore, Dr. Moeller brings an excellent acumen for the political, fiscal, and City of Otsego, MN Page 7 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 environmental realities facing city administrators in addition to his fire and EMS operational experience. The FITCH team will utilize nationally recognized guidelines and criteria including the National Fire Protection Association (NFPA) recommended standards, CFAI, and Insurance Services Office (ISO) schedules, federal and state mandates, as well as generally accepted practices within the emergency services. Fitch & Associates' Methodology and Plan Recognizing that each community is unique - our analysis of the City's anticipated fire service functions, operations, finances and community expectations must be completed with due regard for local characteristics. Figure 3: Review Components Community Risk Process Operational Review Metnts EMS organizational Fiscal Analysis Structure Technologies Regulatory & &Facilities legal This local awareness is balanced with a comprehensive review methodology that incorporates recognized objective benchmarks and international best practices. That information is turned into actionable recommendations incorporating both pros and cons of service delivery changes. Fitch & Associates (FITCH) has over 30 years consulting experience and is internationally recognized as a leader in emergency services development. The project team's leadership has Minnesota specific experience. The proposal that follows describes why FITCH is best suited to tackle the issues and objectives requested. In order to appropriately tackle each of these complex issues in a meaningful, yet cost effective manner, FITCH has put together a multidisciplinary team that combines a senior officer for each service line with a partner to review each one of the areas required. FITCH has assigned a partner on the project that will have overarching responsibility to meet the expectations of the City. City of Otsego, MN Page 8 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Conceptual Plan for the Subject Services At a high level, the conceptual plan will identify the optimized fire station locations and deployment strategies for both current and future needs. This will be completed within the concept of current challenges to meet community adopted performance objectives, and/or adopt desired performance levels, as well as based on future growth within the City and/or JPA boundaries. Project Initiation and Development of Work Plan The first step in the process is to conduct a kick-off meeting to finalize the work plan and timeline and is paramount to a successful study and the ability of FITCH to maximize the effectiveness of its work teams. At the kick-off meeting an overview to the approach of the project will be provided. Any final logistical issues will be resolved during this phase. It is in this phase that key representatives will review and prioritize items outlined in the proposal and provide an opportunity to refine any specific objectives related to each service area or objective. Specifically, the following elements will be confirmed: ■ Primary tasks to be performed ■ Person(s) responsible for each task ■ Timetable for each objective to be completed ■ Method of evaluating results ■ Resource identification ■ Identify obstacles or problem areas associated with the accomplishment of each task Acquisition and Review of Background Information FITCH will submit an Information Data Request (]DR) that the Department will typically complete within 3o days of project initiation. As a data -driven analysis, the following sources of information have been pre -identified. Under the scope of this study "Department" would indicate the department(s) that currently service the area. ■ Department RMS Data o Department Incident Reporting RMS o Department Patient Care Reports (if separate) o Department Inspection/Permitting Records o Department Pre -fire Planning Records ■ Public Safety Answering Point (PSAP) o Three Years of Raw CAD Data ■ Economic Development / Planning (or equivalent) o Identified Planning Areas o Projected Growth City of Otsego, MN Page g © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 o Census Data o Anticipated Annexations o Zoning o Land Use Plans ■ Facilities and Apparatus (for any existing apparatus that would be used by the City) o Access and Observation o RMS or Database with maintenance records o Replacement Schedules ■ Fiscal Services o Department(s) Budget o City of Otsego Budget and Fund Balances o Proposed Fire -Rescue Budgets o Capital Improvement Plans o Revenue and Taxing Information o Grants - Current or Anticipated ■ City/Department CIS o Station Territories (Shape files) o City Boundaries o Major Transportation o Critical Infrastructures o Growth Boundaries ■ City/Department(s) Human Resources o Payroll o Staffing o Scheduling ■ Miscellaneous Documents o Automatic/Mutual Aid Agreements o Contractual Documents for External Services o Department(s) Policies and Procedures o Strategic Planning Documents o Standards of Coverage Documents o Previous Studies and/or Research This list is not intended to be all-inclusive as the unique environment in the City may require the addition or deletion of required information. City of Otsego, MN Page 10 © Fitch &Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Stakeholders Input During the project initiation and/or first on -site visit, personal interviews will be scheduled with the following key stakeholders to ensure that the FITCH team has a comprehensive understanding of the City's background, goals, expectations, and critical issues. ■ City Administrator of City of Otsego ■ City Administrator of City of Albertville (if appropriate) ■ Municipal elected officials (as appropriate) ■ Fire Chief(s) of Provider Agencies ■ Labor's Executive Board (as appropriate) At the conclusion of this objective a brief summary of stakeholder input will be provided. Risk Assessment Elements of previously identified risk will be incorporated into the overall assessment. Recommendations for fire station locations and deployment strategies will continue the currently adopted risk mitigation strategies in the City so as to ensure a seamless continuation of current efforts. Any potential alternatives to the current policies and practices will be discussed with the Client for their consideration. For example, competing ideologies may be present between a risk -based approach utilized by the Commission on Fire Accreditation International (CFAI), the geographic emphasis utilized by the Insurance Services Organization (ISO), and potential efficiencies in deployment strategies utilizing the community's historical demand for services. Evaluating Station Locations Facility Locations Analyses at the station level will determine the appropriateness of the fire station locations in relation to the risk identified and the geographic limitations for travel time. Factors related to the distribution (station locations) such as geographic size, travel impedance, workload, and risk will be evaluated. Similarly, the station level analyses will also include elements of concentration such as the numbers of apparatus or personnel required at each level of distribution necessary to reliably respond to the demands for service. Elements evaluated for concentration may include the number of risks located in each demand zone or station territory and the capabilities to assemble an effective response force by program area. Station level and/or department level performance and capabilities will be illustrated utilizing GIS mapping and quantitative analyses presented in tabular form. Examples of similar analyses are presented for your review and convenience. City of Otsego, MN Page ii © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Marginal Utility of Optimized Resource Allocation We utilize a proprietary marginal utility model to engage communities in their understanding of the balance between response time performance, the communities willingness to assume risk, and the costs associated with comparative service levels. In this transparent dialogue, community policy can be clearly derived that meets the best balance between community expectations for service, costs, and outcomes. Therefore, in each community at any given response time objective (Minutes), an optimal number of fixed facility fire station locations are identified. Many communities have sited their fire station locations for a wide variety of reasons with the least of them being a specific performance objective. The concept that "faster is always better" passes the common sense test, but in most communities there is a marginal benefit or marginal return on fixed cost investments that may not be providing the desired return on investment. These analyses and continued dialogue with the community provide for a transparent and accountable method to best meet community expectations for service. In the following example, this community has two fire stations and was meeting their desired performance (minutes). However, the first fire station can capture 97.46% of all of the calls in the community from the current location within the desired performance level. In this case it was eight (8) minutes travel time. The second station only added 0.3% improvement in coverage. A quantitative analysis, such as typically presented in an annual report or Standards of Cover, would report the aggregate performance at 8 minutes 90% of the time, but fall short of illustrating the diminishing return on investment of the second fire station's contribution at a constant fixed cost for each fire station. Please see the figure below. Figure 4: Example of the Marginal Utility and Optimization of Fire Station Locations Similar results are found in larger jurisdictions as well. In this second example, the community has a total of 19 stations. While several factors, such as potentially transitioning from volunteer services, influence the results, the fact remains that the system could accomplish the desired performance with a total of six (6) stations in comparison with the current capital footprint of 19 facilities. It is important to note that the relative contribution to improved performance from the seventh (71h) station through the 19' station was approximately 6%. Please see figure below. City of Otsego, MN Page 12 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Figure 5: Example of the Marginal Utility and Optimization of Fire Station Locations Rank 1 Station Number F9 Class U Station Capture 23431 Total Capture 23431 Percent Capture 45.92 2 E5 U 7937 31368 61.48% 3 E1 U 7856 39224 76.88% 4 E7 U 4723 43947 86.14% 5 E4 U 1308 45255 88.70% 6 F39 U 989 46244 90.64% 7 F24 U 734 46978 92.08 8 F29 U 418 47396 92.90% 9 E3 U 393 47789 93.67% 10 F41 U 359 48148 94.37% 11 E2 U 262 48410 94.88% 12 F2 U 222 48632 95.32% 13 F30 U 217 48849 95.74% 14 F33 U 149 48998 96.03% 15 F45 U 126 49124 96.28% 16 F25 U 107 49231 96.49 17 F1 U 10 49241 96.51% 18 F18 U 5 49246 96.52% 19 E6 U 3 49249 96.53% Our approach to optimizing the fire station locations and utilization is determined by the desired service level and capabilities from each of the facilities. Since an optimal number of facilities exist, some communities may be able to consolidate stations, some may currently have the optimal number of facilities, and some may need additional facilities to meet the desired service levels. However, this analysis is the only method to identify the diminishing return or marginal utility of resource allocation as quantitative analyses alone will not identify "overlapping" predetermined response areas. For example, in the following GIS mapping, this illustrates the degree to "overlapping" or redundancy of station coverage areas. The darker the shading the more units are able to cover the same area within the desired performance level. Please see the figure below. City of Otsego, MN Page 13 © Fitch &Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Figure 6: Illustration of Overlapping Station Response Capabilities Analyze Need for New Stations or Identify Opportunities for Consolidating Existing Stations All previous efforts as outlined in this scope of work will flow seamlessly to identify the need for new stations as well as identify opportunities to consolidate existing stations. The major elements that will contribute to this analysis are the risk assessment, historical demand, workload, system reliability, and geographic limitations of the jurisdiction. As an objective data -based firm, we let the data resonate with the policy makers, and then design the system that best meets the competing demands of balancing the community's tolerance for risk and their expectations for service with the desire or capability to pay for preparedness. All results will be provided in both tabular form as well as through GIS mapping. The following two maps are provided as examples of our objectivity for system design. In the first example, the agency has seven (7) EMS stations with a desired performance level that far exceeds current performance. In this example three years of historical data were analyzed and the optimal station locations were posited. The agency would have to increase from seven (7) stations to 10 stations in order to meet the desired performance. In contrast, the fire services for our example agency has 17 fire stations and could cover go% of their calls within the desired timeframe within 10 minutes with six (6) stations. City of Otsego, NIN Page 14 © Fitch &Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 The City will be provided the latitude and longitude coordinates of recommended locations. The GIS mapping for these two examples are provided as Figures 8 and 9 below. Analyses for Optimal Station Placement In addition to the previous analyses that leveraged existing station locations for optimal system design, this analysis will recommend optimal station placement without consideration of the existing facilities. Of course, stations that are appropriately sited would continue to be utilized, but this analysis doesn't include any existing assumptions. The value to this process is to validate existing locations as well as provide the Fire Rescue staff an optimized footprint to include in strategic and capital improvement planning for the future. Figure 7: Example of Need for Additional Stations and Optimized Locations 2012-2014 Data EMS OpUmlzed Posts - 8-rnlnute Response Polygons ♦ EMS Stations r ♦ EMS 8min Posts OpUmised (by r,.*) I EMS 8"n Wlyq= Opdrr9sed Canty 8ourdm*s 7 f City of Otsego, MN Page 15 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Figure 8: Example of Consolidated Stations � f I I FIRE+EMS - Client Posts - 10min Min Posts - in (Rank) ♦ FMS stations ■ FIRE Statlon5 L I Client Posts - Plan Polygons Igmin (] County RotmWies Evaluation of Mutual, Auto, and Reciprocal Aid Agreements Station capabilities will be evaluated as the status quo and through a systems approach. Therefore, in a systems approach, all auto and mutual aid agreements, as well as municipal capabilities, will be evaluated for the most efficient and effective service delivery for the citizens and the most cost effective for the City. Unique Opportunity for Station Location in Otsego The previous descriptions for evaluating optimized station locations will have a unique opportunity within the scope of this study. First, most communities have inherited fire station locations and community attachment to those stations that serve to slow opportunities for greater efficiency. For example, stations were placed for a wide variety of reasons such as political influence, donated land, historical volunteer programs, etcetera. However, the least of the reasons for historical station placement were the desire to meet a transparent and accountable performance objective. From this perspective, the City is able to establish the geographic footprint from the beginning with the City of Otsego, MN Page 16 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 desired service levels from the origination. The advantage to this approach is that if the City does not annex considerable new geographic territory the optimized station locations will serve the City long into the future, as infill and population growth would only require additional units to handle a growing demand but not additional stations to meet the limitations of geography. Second, utilizing our marginal utility analysis, we will evaluate the relative impact or "ripple" effect that City of Otsego station(s) may have of the relative effectiveness of the existing stations currently serving the City. Opportunities for new efficiencies and effectiveness in the City's neighbors may surface. Projected Community Development and Growth Empirical research concerning the incidence of fire has been correlated with population density and socioeconomic status. United States Census data and community development data will be utilized to make future projections concerning population growth and/or density. Analyses of land use plans, annexation plans, urban growth boundaries, and anticipated changes in community demographics, socioeconomic status, or population will be profiled in preparation of translating community changes to changes in demands for services. Projections will be generated to guide the City to maintain long-term sustainability. Analysis of Calls for Service Workload Analyses of service demands will be completed through a historical review of the provider agencies demand for services provided to the City of Otsego as well as to areas external to the City boundaries. Therefore, in all instances where the description describes currently provided services, it is referring to the existing providers as well as the theoretical assumption of a "new" fire department/station within the City. This is completed to ensure that a sustainable and reasonable deployment strategy is utilized that will meet or exceed expectations for service. Workload will be evaluated from multiple perspectives; total unit responses per station, time on task as measured by the Unit Hour Utilization (UHU) for each unit and/or station, workload distribution, and total responses by risk type. Examples of the total responses and annual busy hours are provided in Figure to and the U H U is provided as Figure 11 below. City of Otsego, MN Page 17 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Figure 9: Example of Overall Workload by Station 11 ResponseStation Avg. Busy Minutes per Unit 68.9 136 Annual Total Unit Responses 118 14 35.1 943 1,613 16 35.2 2,217 3,776 18 37.8 1,658 2,630 21 35.3 2,832 4,818 22 43.9 1,817 2,482 23 31.9 2,189 4020 24 48.7 1,722 2,120 30 31.5 2,600 4,952 32 38.8 1P545 2,387 33 36.5 2,152 3,540 34 27.1 62 137 36 43.4 899 1,243 HQ 29.9 1,749 3,510 Figure to: Example of Unit Hour Utilization Analysis Unit Hour Utilization by SFR Unit 03S 0.30 --a u 0.25 A c R 0.20 - N 0.15 0.10 0.05 0.00 . ■ R2 R1 E2 F1 HAGS Q] MUHU fIAFF In addition, the type of historical demands for service are examined by each station response area in an effort to validate that the appropriate resources are provided to handle the unique risk profile of the fire station response area. The outcome of these analyses will inform the appropriate staffing, certifications, and apparatus type and quantity including. City of Otsego, MN Page 18 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 An example is provided as Figure 12 below. Next, workload is expressed in terms of the total percentage of department workload by each individual station. This is utilized to assist in determining the appropriate staffing and apparatus resource allocation per optimized station. An example is provided as Figure 13 below. FiRrure 11: Example of Number of Responses by Station Area and Call Type StationFirst Due 14 851 283 7 14 Mutual 0 70 1,225 16 3,679 625 0 27 9 237 4,577 18 2,056 455 3 50 9 177 2,750 21 4,834 1177 7 43 10 459 6,530 22 1,898 569 0 21 9 306 2,803 23 1,952 428 O 17 33 162 2,592 24 1,840 542 o 40 262 187 2,871 30 4,893 700 0 33 79 533 6,238 32 1619 514 0 6 28 99 2,166 33 2,951 455 0 32 1 22 112 1 3,572 34 296 86 0 14 0 22 418 36 900 294 0 11 9 60 1,274 Figure 12: Example of Department Workload by Station Area Department Workload by Station Demand Zone 7,000 45 6,000 - 40 35 5,000 - y 30 a.4,000 - 25 y � u 3,000 20 15 = 2,000 10 1,000 5 0 0 14 16 18 21 22 23 24 30 32 33 34 36 SFDISFD2 L = Number of Responses Percent of Department Workload City of Otsego, MN Page 19 Fire Station Location and Deployment Analysis © Fitch & Associates, LLC 7 October 2016 In addition, workload is analyzed by temporal distribution and mapped by station area utilizing GIS. Examples are provided as Figures 14 and 15, respectively. Figure 13: Example of Average Calls per Day by Hour of Day Average Calls per Day by Hour 4.11 3.7 3.6 3.7 3.5 3.5 3.b 3.5 r 3.4 3.3 3.2 3.0 3.0 3.0 2.7 L.5 2.4 2.2 2.0 L0 1.b 1.7 1.5 1.5 1.2 1.2 1.2 1.0 1.0 1.0 (1.5 0.0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 1 ■ rirN ■ EMS ■ Other The analysis for this part of the scope of work is a continuation of previous quantitative work for the station locations and response areas as well as the GIS analysis of the location of historical incidents. Therefore, in addition to the previously presented tabular data, all incidents will be geocoded in GIS to generate heat maps as presented in Figure 15. Each major call type will receive a specific analysis and mapped. City of Otsego, MN Page 20 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Figure 14: Example of Historical Call Location Heat Map for Fire Incidents Finally, previous projections for changes in population, population density, and growth will be translated into projections for future service demands. Projections will include consideration for both the demand to provide, and ability to receive, mutual/automatic aid. Results will be presented in tabular form and mapped, as appropriate. Performance and Demand Analyses Three years of system performance data will be collected from both the Public Safety Answering Point (PSAP) and the available National Fire Incident Reporting System (NFIRS) data and Electronic Patient Care Reporting (ePCR) that may be available in the Department's Records Management Systems (RMS). Data will be analyzed to determine both the average and Both percentile performance for call processing, turnout time, travel time, and total response time. Also, elements of time will be examined by major call types, time of day, day of week, and month of year. Similarly, analyses will be completed describing historical performance at the unit/apparatus level that describes the frequency City of Otsego, MN Page 21 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 of calls, workload, and call duration by call type. Finally, all of the above historical performance data will be evaluated at the station level. Analyses at the station level will determine the appropriateness of the fire station locations in relation to the risk previously identified and the geographic limitations for travel time. Factors related to the distribution (station locations) such as geographic size, travel impedance, workload, and risk would be evaluated. Similarly, the station level analyses will also include elements of concentration such as the numbers of apparatus or personnel required at each level of distribution necessary to reliably respond to the demands for service. Elements evaluated for concentration may include the number or risks located in each demand zone or station territory and the capabilities to assemble an effective response force by program area. Station level performance and capabilities will be illustrated utilizing GIS. In addition, measures of reliability will be utilized to determine the effectiveness and validity of the current deployment strategies. Specifically, the percentage of calls that the primary station territory and/or unit was able to respond to when called will be evaluated. Another measure that may be useful is that of analyzing the frequency of concurrent calls. Finally, the completion of the objective will include an analysis of the effectiveness of the current deployment strategies for each program area. This will be accomplished through direct observations, structured interviews, and an analysis of available outcome data from the Department's RMS programs for Fire/EMS incident reporting. In summary, the following elements will be evaluated while completing the review of historical system performance: ■ Number of calls ■ Call frequency o Time of day o Day of week o Month of year ■ Call type o Fire o Ems o Hazmat o Tech Rescue ■ Elements of Time o Dispatch time o Turnout time o Travel time o Total response time ■ Effectiveness / Outcome Measures o Call Type City of Otsego, MN Page zz © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 o Program Area ■ Performance o Unit performance o Station performance o System performance o Reliability / Concurrent Calls ■ Workload o Call duration o Unit Utilization o Workload Distribution at Unit and Station levels ■ Deployment Modeling o Effective Response Force (ERF) performance and capabilities o Distribution of Resources o Concentration of Resources o Automatic and Mutual Aid Capabilities Each station's performance is evaluated by both their response time performance within their respective fire station first due area and the reliability/concurrency of the stations ability to answer the requests for service. An example of the response performance is provided as Figure 16 below. Figure 15: Example of Response Time Continuum by Station and Unit Station Unit Dispatch Time Turnout Time Travel Time TurnoutResponse and Travel Time Sample Size Time Total 1.9 2.1 9.9 11•3 12.5 13,980 In addition, measures of reliability will be utilized to determine the effectiveness and validity of the current deployment strategies. Specifically, the percentage of calls that the primary station territory and/or unit was able to respond to when called will be evaluated. Another measure that may be useful is that of analyzing the frequency of concurrent or simultaneous calls. Examples of analyses City of Otsego, MN Page 23 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 for station reliability and call concurrency or overlapping calls are provided as Figures 17 and 18, respectively. Collectively, these analyses, in conjunction with the GIS analyses previously discussed, will provide a robust assessment of the current station configurations, response areas, unit resource allocation, and the appropriate staffing for each fire station based on objective data specific to the community. Figure 16: Example of Station Reliability Analysis Comparisons between the current and/or desired response time performance and recommendations from NFPA, CFAI, and ISO will be provided both quantitatively and with GIS mapping of response time capabilities (travel time). City of Otsego, MN Page 24 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Figure 17: Example of Probability of Overlapping or Simultaneous Calls by Station Area Desired Level of Service and Staffing for Each Station A comprehensive staffing analysis will be completed during this phase of the project with respect to the present staffing and deployment as well as for projected future demands. Recommendations for optimal staffing levels will naturally flow from a review of the unique community characteristics, response configurations, expectations for service, and historical demands for service both Department wide and by station/apparatus. Recommendations for Apparatus and Equipment Analyses completed for this scope of work will be utilized to inform the FITCH team as to the optimal quantity of resources, staffing, and resource configurations to meet both current and future demands for services. As proposed this will be accomplished in conjunction with the optimization of the station locations, staffing, and overall risk -based deployment model. In addition, to direct observation and inspection of vehicles and equipment, FITCH will review compliance with regulations, maintenance practices, replacement schedules, funding strategies and policies, and utilization within the response configurations with respect to unique community service demands and risk profile. A similar process will be completed concerning the equipment carried on each apparatus as they are aligned with community service demands. The final deliverable for this objective will include a summary of capital assets and resources and an accompanying recommendation for capital improvement planning, replacement schedules, and City of Otsego, MN Page 25 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 optimized station deployment strategies (additions or consolidations). Where applicable, results will be a combination of narrative, mapping output, and data in tabular form. Development and Review of Draft Project Report As designed, the project will have incremental milestones where the City will have an opportunity to validate and provide feedback on results. For example, after the draft data report, and the geospatial and temporal analyses the City will be informally presented the material. Therefore, approximately 8o% of the final draft report will have been reviewed and validated by the staff prior to completion. The project is designed to be facilitative and highly collaborative between the FITCH team and the City's staff. The draft report will be provided for further validation, feedback, and discussion prior to finalizing the draft report. Delivery and Presentation of the Final Report Once the feedback from the draft review has been incorporated into the revised final report, a formal presentation of the report will be provided to the City of Otsego Administration and Council, municipalities, and/or the general public as desired. Firm Resources, Capacity, and Availability As proposed, this project would be completed as a fixed -price agreement. Within a fixed -price agreement, FITCH holds the liability to deliver each of the elements of the scope of work as identified in this proposal. The following table is representative of the projected hours across each of the FITCH team members. It is understood that the actual hours devoted could be more or less and that the completion (outcome) of each of the scope of work points is to be the intended measure. This provides the City with the greatest control over costs. Proposed team members were selected for their specific expertise for the projects identified scope of work. By design, the team members have a limited number of projects that they work on at any given time to ensure that the firm and consultants are able to deliver on time. Finally, FITCH has the depth and expertise to meet additional needs of the Agency as required. City of Otsego, MN Page 26 © Fitch &Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 FIRM EXPERIENCE & REFERENCES In addition to the intuitive strengths derived from leadership in the emergency services field and more than three decades of consulting, FITCH also offers specific expertise gained from multiple projects that required similar expertise to the one proposed. FITCH has evaluated numerous communities' needs and provided leadership in a variety of projects that involved collaboration by many different agencies for the common good. We have an ability to keep focused on the final result while keeping the planning process moving. FITCH is uniquely qualified to conduct West Metro Fire -Rescue's Fire Station Location and Deployment Study. For example, FITCH is currently developing Standards of Cover (station location and staffing) analyses for the City of Chico, California; Town of Holly Springs, NC; Clallam County Fire District 3, WA, and Joliet, IL. FITCH specializes in public safety consulting and has direct experience with assignments similar to yours. We have experience with large systems that have the political and operational complexity of multiple service providers such as Pinellas County, FL; Contra Costa County, CA; Highlands County, FL; Guilford County, NC, Lake County, FL; and Waukesha County, WI. In addition, FITCH has experience with large single agencies such as Dallas, TX and Hong Kong, China. Below are several projects that demonstrate our experience working in public fire agencies. Pinellas County, Florida In late 2012, Pinellas County turned to FITCH after multiple previous consultancies left the county without implementable solutions for its 18 fire service agencies and primary ambulance contractor. FITCH was retained to evaluate previous deployment models suggested by other consultants, the impact of those models on both EMS response and fire suppression capabilities and to identify an optimal plan. Pinellas is a highly effective system that has sophisticated fire first response and a countywide ambulance transport service. The challenge was the system is not fiscally sustainable. FITCH used sophisticated deployment modeling to find $6.9 million in efficiencies while modernizing the approach on response to low acuity calls. This new model responds in a superior way to the population by using the right resource for the right service request. The Board of Supervisors approved the report and directed staff to implement. A copy of the report may be downloaded at www.pinel I ascou nty.org/em sstudy/pdf/ Fitch- Report -Pi nel Ias-J U ly-201-final.pdf. The contact for this project is Craig Hare, MBA, Interim Executive Director of Public Safety Services, Pinellas County. He can be reached at 727-464-3835 or chare@co.pinellas.fl.us. City of Otsego, MN Page 27 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 The relevance of the Pinellas project is the engagement involved a detailed assessment and future oriented planning process for an emergency response system with implications for both EMS and fire operations. Pinellas has a population of goo,000+ with multiple barrier islands with adverse hurricane/weather factors. It demonstrates the Firm's ability to successfully work in an adversarial climate between the county, municipal fire agencies and a private provider to improve the system. Contra Costa County, California In Contra Costa County the FITCH team conducted a comprehensive analysis of both fire and EMS services. Each agency was evaluated separately and associated synergies were described. These studies included reviewing all aspects of the operations from dispatch thru administrative functions. The FITCH team proposed multiple options for both agencies and some common objectives to both agencies. The contact for this project is Tim Ewell Senior Deputy County Administrator, County of Contra Costa. He can be reached at 925-335-1036 or Timothy. Ewell@a cao.cccounty.us. Direct relevance is that this project involved working with multiple stakeholders to determine efficiencies and effectiveness in a complex environment. City of Chico, California The City of Chico contracted with the firm to complete a Standards of Cover and Strategic Planning process. FITCH was retained to facilitate the establishment and adoption of risk -based deployment strategies. The review will identify and quantify risk and provide the operational and fiscal impacts to alternatives to the current service delivery model that best aligns risk, demand, and resource allocations. This project will be completed by October 2o16. The contact for this project is Interim Fire Chief William Hack. He can be reached at 530-897-3400 or bill.hack@chicoca.gov. chicoca.gov. The project demonstrates the firm's experience with Standard of Response Coverage Development. City of Otsego, MN Page 28 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Snohomish Fire District #7, Washington FITCH was contracted to complete a Standards of Cover process for the Fire District. FITCH was retained to facilitate the establishment and adoption of risk -based deployment strategies. The review will identify and quantify risk and provide the operational and fiscal impacts to alternatives to the current service delivery model that best aligns risk, demand, and resource allocations. The contact for the Fire District is Battalion Chief Ryan Lundquist, project manager/accreditation manager. He can be reached at rlundquistasnofire7.org. The project demonstrates the firm's experience with Standard of Response Coverage Development and strategic planning efforts. City of Burnsville, MIN The City of Burnsville, MN was the point agency in a five -city shared services study. The participating cities were the Cities of Burnsville, Eagan, Savage, West St. Paul, and South St. Paul. The Cities of West and South St. Paul entered into a Joint Powers Agreement (JPA) forming the South Metro Fire Department that pre -dated the shared services study. Two of the fire departments were career departments, one department was entirely volunteer, and one of the departments were a combination of volunteer and duty -crews from 8 am to 4 pm Monday through Friday. In addition, the Cities of West and South St. Paul were not of contiguous jurisdiction with the other participating agencies. Overall, the study demonstrated that the cost to benefit ratio did not support the formation of an independent fire district at this time. In addition, three different JPA models were evaluated that ultimately found one JPA model that would be mutually beneficial to the region. However, the agencies were provided a framework for long-term success and regional consolidation by including additional regional partners that would assist in more equitably sharing the costs for services, providing similar service levels, and contiguous jurisdictions for seamless and borderless service delivery. The contact for this project is BJ Jungmann, Fire Chief, City of Burnsville, MN. He can be reached at 95z-895-4570 or Bi.jungmann@ci.burnsville.mn.us. The relevance of the Burnsville project is to demonstrate that we have expertise in evaluating the feasibility of enhanced cooperative efforts. In addition, this project demonstrates the ability to work with volunteer, combination, and career departments in designing the most operationally and fiscally efficient service delivery models. Finally, this project also demonstrates that Fitch is willing to honestly and candidly demonstrate when mergers are not in the best interest of the participating agencies. City of Otsego, MN Page 29 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Dallas Fire Department, City of Dallas Texas FITCH was retained by the City of Dallas to assist in its resolution of complex litigation. Subsequently, the Department retained the firm to develop a documentation -training program for its 1,000+ workforce. The firm provided a high level summary of future trends for response systems and evolution of paramedicine to assist the department's leadership in formulating future strategies. In 2014, the City again retained the firm to conduct a comprehensive review of its communications center and develop a department -wide strategic plan for the enhancement of the EMS services it provides. The contact for the City is Assistant Chief Norman Seals, Dallas, Texas Fire Department. He can be reached at 214-670-4925 or Norman.seals@dallascityhall.com. This relevance of this project is that it demonstrates the firm is able to manage complex projects for major cities that vary widely in scope. Specifically, this project demonstrates expertise in strategic planning and fire department based EMS deployment strategies. City of Vancouver Fire Department, Vancouver, WA FITCH was retained to complete a review of the City's EMS program and its relationship with the County and EMS District 2. The City made the decision to withdraw and not participate in the upcoming ambulance transport procurement prior to the consultation. In determining the optimal structure for the system, FITCH developed a strategy approved by both agencies to reverse roles and have the City lead the procurement process enabling the enhancements the City sought but preserving the economic advantages of procuring a single transport provider and maintaining service availability throughout the City and County. The firm subsequently analyzed coverage requirements, prepared detailed specifications and conducted a national procurement process. The contact for this project is Chief Joe Molina. He can be reached at 360.487.72oi, by cell at 360•553.5385, or Joe. Molina@a cityofvancouver.us. The relevance of the Vancouver procurement project is the engagement demonstrates the breadth of our consulting practice, familiarity with a labor environment and our ability to work with multiple agencies with divergent objectives. City of Otsego, MN Page 30 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 Richmond Fire and Rescue Service, City of Richmond, Virginia In 2012, the City contracted with FITCH to develop a comprehensive fire master plan for Virginia's capital city. The project scope involved a detailed assessment of current operations and administrative functions including the scope of service delivery (i.e., suppression, special operations, EMS, rescue, etc.); Standard of Cover (distribution, reliability); work schedule/platoon structure; station locations, and facilities/equipment replacement requirements. The scope also included developing an optimized resource deployment plan, staffing and apparatus changes for both fire and EMS first response capacity and other changes that will provide for more effective utilization of resources. The Contact for this project is Fire Chief Robert Creecy. He can be reached at 804-646-5451 or Robert.Creecy@ Rich mondgov.com. The relevance of the Richmond project is the ability to objectively document departmental performance, recommend innovative approaches, and conduct the project collaboratively with City staff making nearly 6o improvement recommendations to be considered for implementation over a multi -year period. Additional client references, case studies, and testimonials are available on the firm's website at www.fitchassoc.com. City of Otsego, MN Page 31 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 SCHEDULEAND WORK LOAD Project Management and Interaction with City Our project management is a disciplined and structured process. Key activities are clearly outlined and logically organized to produce specific deliverables within the defined period of time. We will review our progress against the work plan on a regular basis to ensure that we are progressing according to plan. Any deviations will be flagged immediately and appropriate action taken, through discussion with you, to address issues. As designed, this project will be transparent and highly collaborative. As presented previously, this project is proposed as a fixed -price agreement. Within a fixed -price agreement, FITCH holds the liability to deliver each of the elements of the scope of work as identified by the Client and in this proposal. The following table is representative of the projected hours across each of the FITCH team members. It is understood that the actual hours devoted could be more or less and that the completion (outcome) of each of the scope of work points is to be the intended measure. This provides the City with the greatest control over costs. Proposed team members were selected for their specific expertise for the projects identified scope of work. By design, the team members have a limited number of projects that they work on at any given time to ensure that the firm and consultants are able to deliver on time. Finally, FITCH has the depth and expertise to meet additional needs of the Agency as required. Work Plan and Timetable The process identified in the previous sections will yield the desired results for this project. The proposed scope of work demonstrates that the consultant understands the desired outcomes and has proposed objectives and tasks to achieve that outcome. A table for each of the proposed objectives and time frames is included to describe the project more clearly. The only known potential for variation in the proposed timeline and work plan is associated with any delays in receiving requested data. From time to time this occurs when attempting to receive data from the 911 Center (CAD) and if the Department has multiple competing priorities that may impact City of Otsego, MN Page 32 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 their timeliness. Therefore, the project timeline accounts for a 3o-day period to acquire all necessary data and background information and any delays beyond 3o days may impact the overall timeline proportionally. Figure 18: Proposed Timeline Project Initiation and Development of Work Plan Month Month Month Month Acquisition and Review of Background Information Stakeholder Input Risk Assessment Evaluating Station Locations Projected Community Development and Growth Analysis of Calls for Service Establishing Desired level of Service and Staffing for Each Station Assessment of Apparatus and Equipment Development and Presentation of Draft Report Presentations and Delivery of Final Report Projected On -Site Meetings #1 #z #3 Note: The z"d visit could be completed as a web -conference As previously indicated, in addition to the ongoing dialogue, the client will have an opportunity to review and discuss project outcomes during three major project milestones. These milestones will be after the receipt of the draft data report, the draft GIS report, and the draft final report. In addition, a review of the progress of the project will be provided at least monthly. However, as designed there is an ongoing dialogue concerning information and clarification of information as the project progresses. Finally, any potential alternatives that would impact current practices or have policy implications will be brought forward and discussed with the client in detail and the client will assist in prioritizing any alternatives and recommendations that add the most value to the scope of work within the context of the existing environment. City of Otsego, NIN Page 33 © Fitch &Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Identified and Additionally Recommended Meetings Meetings were attempted to be clearly identified throughout the proposal. The stakeholder meetings during project kick-off will all be in -person and is intended to inform the FITCH team on the following general items: ■ Political Environment ■ Fiscal Environment ■ Motivating Factors for the Study ■ Evolution of the Proposed Joint Powers Authority ■ Any Potential Impacts to Current Providers ■ Expectations for Areas of Evaluation and Study Process Meetings with fire operations staff at the current providers, as well as the City's Emergency Manager, will be interviewed with the following general intent: ■ Understand the historical evolution of service delivery in the area ■ Known or anticipated challenges in service delivery ■ Garnish institutional knowledge ■ Validate information provided ■ Any potential impacts to current providers ■ Any synergies for the "new" system ■ Discussion of prospective and retrospective community risks One additional meeting that we could anticipate that could surface throughout the study is to meet with the neighboring provider agencies' city administrators and/or councils. If these could be scheduled during one of the site visits, there would not be any additional charge. However, if a special travel trip and dedicated days are required for any additional meetings we would amend the contract through negotiation with the City to cover all travel and related expenses plus $2,200 per day at our blended services rate of $275 / hour. Most often, we can agree on a fixed price amendment to control costs on the part of the City if there are anticipated additional requests above and beyond the proposed price. Additional Analyses As previously discussed in the section header of "Unique Opportunities" for the City, we will provide analyses through the lens of a greater system of providers that accounts for the potential ripple effect or impact to the existing system if additional station(s) are put into service within the City. From this perspective, it is a value added analysis that may provide opportunities both internally and externally with the existing service partners for long-term sustainability. This analysis is part of what FITCH would consider as best practice. Therefore, there would be no additional charge for this analysis and discussion and will be included in both Alternatives below. City of Otsego, MN Page 34 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2o16 PROPOSED FEES, EXPENSES, AND DELIVERABLES Per our discussion FITCH offers two alternatives for the completion of this study. Alternative 1 Alternative 1 is designed to follow this proposal in its entirety. As proposed the total project will require 312 consultant hours. A total of $5,000 has been budgeted for travel and other expenses. This proposal encompasses the development and delivery of a Fire Station Location and Deployment Study, inclusive of all items outlined in the RFP, and includes three on -site visits, one to two public input meetings (if desired) and a formal presentation of the final results. This proposed pricing is an all-inclusive fixed cost fee that is not to exceed $39,875• Figure i9: Alternative i - Proposed Fees and Expenses City of Otsego, MN Page 35 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Alternative 2 Alternative z is designed to provide the client the flexibility to meet a more restricted timeline by providing a very specific and focused scope of work. As proposed the total project will require loo consultant hours. A total of $3,Ooo has been budgeted for travel and other expenses. This proposal encompasses the development and delivery of a Fire Station Location Report. The Alternative z report will include an Executive Summary Report and a GIS Report that includes the following: 1. Marginal Utility evaluations for each scenario 2. Evaluation of current station performance and configurations both with and without auto/mutual aid capabilities 3. Optimized station locations, apparatus, and staffing including a comparison to best practices 4. Validation of any potential station locations that the client would like to evaluate. For example, the City may have a new station location in planning stages 5. Several variations of response time capabilities prioritized with the Client 6. Distribution and Concentration mapping of historical call volume (Heat Maps) for optimized fire station locations and staffing considerations 7. Temporal Analyses for Optimized Staffing and Fire Station Locations Alternative z includes two on -site visits and a formal presentation of the final results and will be completed within three months. This proposed pricing is an all-inclusive fixed cost fee that is not to exceed $19,975• Figure zo: Alternative z - Proposed Fees and Expenses City of Otsego, MN Page 36 © Fitch & Associates, LLC Fire Station Location and Deployment Analysis 7 October 2016 Curriculum Vitae's Guillermo Fuentes Partner, Fitch & Associates, LLC 2901Williamsburg Terr., Ste G Platte City, Missouri 64079 SUMMARY Mr. Fuentes has broad experience in the areas of communications, operations, deployment and administration. He is a leading expert on the analysis, design, and management of EMS system status. Known internationally for his consultant work, he provides statistical and operational analysis, computer modeling, and the development of deployment plans for the Firm's clients. CAREER January 2013 - Present Partner Fitch & Associates, LLC Platte City, Mo. September 2011 — January 2013 Senior Consultant Fitch & Associates, LLS Platte City, Mo. ■ Responsible for complex math modeling, system reviews and dispatch builds and reviews ■ Assist clients in EMS, Fire and Police with complex operational issues November 2007 - August 2011 Chief Administrative Officer Niagara Regional Police Service St. Catharine, Canada ■ Responsible for Human Resources, (350 civilian employees) Finance, ($125 million operating budget and $84 million capital budget) Information Management, Central Records, Information Technologies, Fleet, Facilities, Quartermasters, and Labor Relations February- March 2007 Interim Director of Niagara Emergency Service Division Niagara EMS Niagara Falls, Canada ■ Responsible for EMS, Fire coordinator, CBRN (Chemical, Biological, Radiological, Nuclear), and Emergency Management December 2004 - February 2007 Associate Director Emergency Medical Services Niagara EMS Niagara Falls, Canada ■ Created a new dispatch centre as a model for the province ■ Integrated all the technology and implemented technology that is unique in the world ■ Instituted a system of total management at front line supervisor level August 2004 - December 2004 Interim Director Pre -hospital Services Urgences- Sante Montreal, Quebec ■ Responsible for a staff of 1,200 as well as the goal and vision for the 2005 year Guillermo Fuentes Page 1 EDUCATION 2001-2004 Deputy Director of Operations Pre -hospital services Urgences- Sante Montreal, Quebec ■ Responsible for field operations, Communication centre, Scheduling department ($63 million budget) ■ Implemented specialized field operations including Tactical intervention medics , bike medics and marine medic programs ■ Developed a CBRN protocol, CBRN intervention level 2 teams ■ Deployed analysis for first response and advanced care tiered response. May 2002 — September 2002 Interim Director of Pre -hospital services Urgences —Sante Montreal, Quebec ■ Executed mid year evaluation of 2002 performance ■ Presented performance progress report to the Minister of Health and Social Services 1999-2001 Manager of Inter facilities Urgences-Sante Montreal, Quebec ■ Responsible for inter facility transports ■ Development and implementation of individual profiling tools 1990-1999 Part Time EMT Urgences-Sante Montreal, Quebec Aspen University; Denver, Colo. 2010 Masters in Business Administration - Summa Cum Laude Inducted as a life member to the Delta Epsilon Tau Society Tulane University, Freeman Business School; New Orleans, La. Masters Certificate in Business Administration 2007 Advance management Strategy certificate 2006 Certificate in Business essentials II 2006 Certificate in Business essentials 1 2006 Continuing education; Montreal, Canada 2002 Effective Leadership Training Group Management seminar Effective communication skills Ahunsic College; Montreal, Canada 1996 Prehospital Trauma Life Support (Basic and Advanced) Emergency crisis management Concordia University; Montreal, Canada 1990 - 1994 Bachelor of Science, Management of information systems (incomplete) Minor in Political Science (incomplete) Guillermo Fuentes Page 2 Ahunsic College; Montreal, Canada 1989-1990 Ambulance Technicien Dawson College; Montreal, Canada 1987-1989 DEC social science PROFESSIONAL MEMBERSHIPS APCO (Association of Public -Safety Communications Officials) International APCO Canada APPQ Association Proffessionelle des Paramedics du Quebec Guillermo Fuentes Page 3 Steven G. Knight, PhD. Senior Associate, Fitch & Associates 2901Williamsburg Terr, Ste G Platte City, Missouri 64079 SUMMARY Dr. Knight has nearly 25 years of experience and recently retired as the Assistant Fire/EMS Chief for the City of St. Petersburg, Florida. He is a subject matter expert for both the National Fire Academy and the Center for Public Safety Excellence. He has also served as a team leader and assessor for the Commission on Fire Accreditation International and has held multiple faculty appointments in Fire Science and EMS. Dr. Knight previously served the International City and County Management Association (ICMA), as the Senior Manager for Fire and EMS. CAREER Present Senior Associate Fitch & Associates, LLC Platte City, Mo. ■ Provides consulting and turnkey management services to a wide variety of public safety, healthcare, government, and business organizations. ■ Designs and implements programs enhancing effectiveness; improving productivity; and maximizing potential for organizations and individuals. ■ Serves as an information resource for the professional associations. ■ Conducts the management certification programs for the National Academies of Emergency Dispatch and the American Ambulance Association. 1996-2013 Assistant Fire Chief St. Petersburg Fire & Rescue Florida ■ Managed metro -sized emergency service agency including fire suppression, fire prevention, public education, community risk reduction, emergency medical services, training, hazardous materials, technical rescue, urban search and rescue, marine rescue, emergency management, and response to natural and man-made disasters. ■ Managed over 300 employees during a continuous 24/7 deployment with a $45 million dollar budget. 1992-1996 Firefighter/Paramedic South Pasadena Fire Department Florida ■ Responded to requests for emergency service for fire suppression, emergency medical services, and fire prevention activities. 2008 Subject Matter Expert National Fire Academy ■ Planning and Information Management Program 2010-Present Technical Advisor Center for Public Safety Excellence ■ Provide consulting services for the accreditation process and assist in the development of agency specific community -based strategic planning while representing the Center for Public Safety Excellence. Steven G. Knight PhD Page 1 2005-Present Team Leader/Peer Assessor Commission on Fire Accreditation International ■ Lead accreditation teams on site -visits for candidate agencies and present findings to the Commission. Participated with the following agencies: • Aurora, Colorado • Salem, Oregon • Charlotte, North Carolina • Plano, Texas • Montgomery County, Maryland • Newport News, Virginia • Anchorage, Alaska • Cobb County, Georgia • Las Vegas, Nevada • Henderson, Nevada • Honolulu, Hawaii • Regina, SK, Canada • Overland Park, KS 2012-2014 Senior Manager, Fire & EMS International City/County Management Association ■ Provide project management and consulting services for fire and emergency medical services • St. Louis, MO (Fire/EMS) • Greenville, NC (Fire/EMS) • Johnson City, TN (Fire) • Washington County, TN (EMS) • Mankato, MN (Combination Fire) • Ontario, OR (Combination Fire) • Grants Pass, OR (Fire/Law Enforcement) • East Brunswick, NJ (EMS/Volunteer Fire Districts) • Prescott, AZ (Fire) • Long Beach, NY (Combination Fire/EMS) 1998-2013 Adjunct Instructor — Fire Science and Public Safety Administration Program St. Petersburg College and State College of Florida ■ Curriculum development, overall course management, and grading 2006-2007 Program Director — Emergency Medical Services Manatee Technical Institute ■ Developed all curriculum, course structure, schedules, faculty hiring and development, and maintenance of accreditation. Steven G. Knight PhD Page 2 EDUCATION 1999-2010 Instructor — Minimum Standards and Continuing Education Training Pinellas County School Board ■ Developed syllabi, overall course structure, and administered all grades. 2013-Present Affiliate Faculty College of Medicine University of Central Florida College of Medicine ■ Mentor medical students conducting research in the pre -hospital environment 2013-Present Faculty for Executive Fire Officer Program — USFA/NFA National Fire Academy ■ Faculty for Executive Leadership and Executive Development University of South Florida, Tampa FL 2012 Ph.D. in Curriculum & Instruction in Adult Education Cognate in Research and Measurement Dissertation: "An Examination of Self -Directed Learning Readiness in Executive -Level Fire Officers" Troy State University, Troy, AL 2000 M.P.A. in Public Administration 4.0 GPA University of Cincinnati, Cincinnati, OH, 1998 B.S. Fire & Safety Engineering Technology Summa Cum Laude AWARDS AND PROFESSIONAL RECOGNITIONS ■ Outstanding Research Award by the National Fire Academy/United States Fire Administration/Federal Emergency Management Agency — 2007 ■ Chief Fire Officer Designation (CFO) by the Center for Public Safety Excellence — 2008 ■ Executive Fire Officer Program (EFO) by the National Fire Academy/United Sates Fire Administration/Federal Emergency Management Agency — 2008 ■ A. Don Manno Award for Excellence in Research by the National Society for Executive Fire Officers - 2007 ■ Fire Office of the Year presented by St. Petersburg Fire & Rescue - 2009 PRESENTATIONS ■ "Setting Organizational Policy: What drives your fire ground, science or tradition?" Presented at the Firehouse World Expo, San Diego, CA (January 2015) ■ "Fire Department Imagery: What are we selling?" Presented at the Firehouse World Expo, San Diego, CA (January 2015) Steven G. Knight PhD Page 3 ■ "Setting Organizational Policy: What drives your fire ground, science or tradition?" Presented at the Nevada Fire Chiefs Association's Reno Fire Show, Reno, NV (October 2014) ■ "Fire Department Imagery: What are we selling?" Presented at the Nevada Fire Chiefs Association's Reno Fire Show, Reno, NV (October 2014) ■ "Leading from the Middle" Presented at Nevada Fire Chiefs Association's Reno Fire Show, Reno, NV (October 2014) ■ "How the Fire Department Needs to Evolve: Expectations from City/County Government." Presented at the Pinnacle Conference, Scottsdale, AZ (July 2014) ■ "Setting Organizational Policy: What drives your fire ground, science or tradition?" Presented at the Texas Fire Chiefs Association's Conference, San Antonio, TX (February 2014) ■ "In Search of a Culture of Safety: An Exploration in Decision Making" Presented at the Florida Fire Chiefs Association's Fire Rescue East Conference, Dayton Beach, FL (January 2014) ■ "In Search of a Culture of Safety: An Exploration in Decision Making" Presented at the Florida Fire Chiefs Association's Health and Safety Conference, Orlando, FL (October 2013) ■ "Leading with Vision and Purpose" Presented at the International Association of Fire Chief's Fire Rescue International Conference, Chicago, IL (August 2013) ■ "Setting Organizational Policy: What drives your fire ground, science or tradition?" Presented at the International Association of Fire Chief's Fire Rescue International Conference, Chicago, IL (August 2013) ■ "Leading with Vision and Purpose" Presented at the Florida Fire Chiefs Association's Executive Development Conference, Key West, FL (July 2013) ■ "Setting Organizational Policy: What drives your fire ground, science or tradition?" Presented at the Florida Fire Chief's Association's Executive Development Conference, Key West, FL (July 2013) ■ "An Examination of Self -Directed Learning Readiness in Executive -Level Fire Officers" Selected to present at the 2013 International Symposium for Self -Directed Learning, Cocoa Beach, FL (February 2013) ■ "Leading with Vision and Purpose: How does agency and personal accreditation assist us?" Presented at the Center for Public Safety Excellence's 2013 Excellence Conference, Henderson, NV (March 2013) ■ "Leading from the Middle" Presented at Fire Rescue East Conference, Daytona Beach, FL (January 2013) ■ "Fireground Tactics: What Does Science Tell Us About Tradition?" Presented at the Florida Fire Chiefs Associations' Safety & Health Conference, Orlando, FL (December 2012) ■ "Leading from the Middle: The 360 Degree Accreditation Manager" Presented at the Center for Public Safety Excellence's Excellence Conference, Las Vegas, NV (March 2012) ■ "Rank Leadership" Presented at the Florida Fire Chiefs Association's Executive Development Conference, Marco Island, FL (July 2011) ■ "Leading from the Middle: The 360 Degree Accreditation Manager" Presented at the Center for Public Safety Excellence's Conference, Orlando FL (March 2011) ■ "Help Me, Help Me Not: A Practical Use of the LAP Instrument" Presented at the International Self - Directed Learning Symposium, Cocoa Beach, FL (February 2010) ■ "Sink or Swim: Is St. Petersburg Fire & Rescue Doing Enough to Prevent Drowning" Presented at the National Fire Academy EFO Graduate Symposium, Emmitsburg, MD (May 2008) ■ "Socio-Economic and Demographic Factors and the Use of the EMS System" Selected to present at the American Society of Public Administration's Southeastern Conference, Atlanta, GA (circa 2003) Steven G. Knight PhD Page 4 RECENT PROFESSIONAL DEVELOPMENT — ■ ICMA's "Asking your Police and Fire Chiefs the Right Questions to Get the Right Answers" ■ Leadership Development Program with the Center for Creative Leadership ■ Leadership St. Pete ■ Executive Fire Officer Program with the National Fire Academy ■ Executive Fire Officer's Graduate Symposium ■ Florida Fire Chiefs Association's Executive Development Conference ■ Center for Public Safety Excellence's Excellence Conference ■ National Society of Executive Fire Officer's Polishing the Gold Conference ■ International Association of Fire Chief's Fire Rescue International Conference ■ Florida Fire Chiefs Association's Health and Safety Conference ■ Florida Fire Chiefs Association's Fire Rescue East COMPUTER PROFICIENCY — ■ Microsoft Operating System ■ Microsoft Office Suite: Word, PowerPoint, Excel, Outlook ■ Learning Management Systems: Blackboard, WebCT, Angel ■ PASW (previously SPSS) Statistical Software for Social Sciences ■ Survey monkey survey building tool MEMBERSHIPS — ■ America Society of Public Administrators — Council Member for Suncoast Chapter (Emergency Management, Public Administration, and Research sections) ■ International Association of Fire Chiefs ■ National Society of Executive Fire Officers ■ Florida Fire Chiefs Association ■ Advisory Board Member for St. Petersburg College's Emergency Management Program ■ Florida Association Fire Service Instructors ■ Florida Fire Chiefs EMS Chief Section ■ Florida Fire Chiefs Executive Fire Officer Section Regional Representative ■ Southeastern Association of Fire Chiefs ■ Pinellas County Emergency Medical Services Advisory Committee ■ International Association of Fire Fighters Steven G. Knight PhD Page S 19421 NORMANDALE ROAD • PRIOR LAKE, MINNESOTA 55372 PHONE 952-447-5045 EMAIL bjjungmann@gmail.com BERNARD (BJ) JUNGMANN PROFESSIONAL EXPERIENCE February 2011 —Present Burnsville Fire Department Fire Chief September 2016 —Present Hamline University Guest Lecturer/Public Safety Certificate Instructor April 2002 — Present Century College Adjunct Faculty/Clinical Laboratory Assistant March 2008 — February 2011 Assistant Fire Chief/EMS July 2006 — March 2008 Fire Fighter/Paramedic February 2000 — March 2011 Captain/Paramedic April 2002 — April 2008 Paramedic EDUCATION Maplewood Fire Department Burnsville Fire Department Oakdale Fire Department Lakeview Hospital Burnsville, MN Saint Paul, MN White Bear Lake, MN Maplewood, MN Burnsville, MN Oakdale, MN Stillwater, MN September 2015 — Present National Fire Academy Emmitsburg, MD Currently enrolled in the Executive Fire Officer Progrmn September 2011 — August 2013 Hamline University Saint Paul, MN Masters in Public Administration Public Safety Certificate Leadership Communication Certificate July 2008 —November 2010 American Military University Charles Town, WV Bachelor of Science Degree in Fire Science Management December 2001— June 2006 Century College White Bear Lake, MN Associates in Applied Science Paramedic Technology Degree 2004 — June 2008 American Military University Charles Town, WV Associate of Arts General Studies with an emphasis on Fire Science August 2000 — December 2001 Century College White Bear Lake, MN Paramedic Technology Diploma COLLABORATIVE POSITITIONS HELD Local Government Information Systems (LOGIS) Fire Steering Committee Chair CAD Selection Committee Member Dakota County Communications Center (DCC) Fire/EMS Operations Committee Chair Joint Operations Committee Co -Chair Metropolitan Emergency Services Board (MESB) EMS Technical Operating Committee Member Emergency Preparedness Sub -committee Previous Co -Chair EMSMACC Member EMS Strike Team Leader Minnesota State Fire Chiefs Association EMS Committee Vice -Chair Legislative Committee Chair FAST Team Member Minnesota Ambulance Association Legislative Committee Member Dakota County EMS EMS Council Member Minnesota Type 3 Incident Management Team Team Member COMMUNITY INVOLVEMENT December 2011 — Present Burnsville Breakfast Rotary Club Rotarian President 2016-2017 Secretary 2014-201 S September 2011 — Present Burnsville Yellow Ribbon Steering Committee Member July 2013 — Present Burnsville YMCA Community Board Community Board Member April 2008 —Present Century College EMS and Public Safety Advisory Committee Member PUBLISHED ACCOMPLISHMENTS February 2016 Minnesota Fire Chiefs Electronic Magazine Fire Service Day at the Capital Article January 2016 Minnesota Fire Chiefs Magazine Legislative Update Article Content Expert Reviewer for 2nd edition of Jones and Bartlett Fundamentals of Fire Fighter Skills Content Expert Reviewer for Jones and Bartlett Crew Resource Management Bruce J. Moeller, Ph.D. 200 2"d Avenue South, Suite #431 Saint Petersburg, Florida 33701 (727) 580-0279 bmoeller@juncturegroup.com ACADEMIC DEGREES: 2001 Doctor of Philosophy, Florida Atlantic University; College of Architecture, Urban and Public Affairs; School of Public Administration. Major: Public Administration. 1990 Master of Arts in Public Administration, Department of Public Administration; Northern Illinois University. 1986 Bachelor of Arts, Concentration: Fire Administration, Western Illinois University. EMPLOYMENT HISTORY: Professional Experience 2012 Chief of Staff / Assistant County Administrator to Pinellas County, Florida 2015 • Held a number of leadership positions largely related to public safety before serving as Chief of Staff • Served as part of the County's Senior Management Team in an urban county of almost 1 million population. • Primary areas of responsibility include EMS and Fire Administration; Regional 9-1-1; Emergency Management; Ambulance Billing & Financial Services; Animal Services; Justice & Consumer Services; Human Services and Radio & Technology. • Significant public policy role collaborating with municipal and county leaders. 2008 City Manager to City of Sunrise, Florida 2012 • Chief Administrative Officer of a culturally diverse, full service community (approx. pop. 90,000) in South Florida. The City of Sunrise operated with a $439 million budget and a workforce of approximately 1,200 employees. Responsible to a five -member Commission for all facets of municipal administration, the city manager is directly responsible for negotiating with employee unions, is the appointing authority for personnel, and prepares the annual budget. Services include: community & economic development, fire, police, public works, utilities (serving a total population of 220,000), purchasing, finance, information technology, emergency management and leisure services. • Located in western Broward County, the City was the state's second largest tourist attraction, Sawgrass Mills Mall, which drew over 25 million visitors a year. Also making its home in Sunrise is the 20,000+ seat Bank Atlantic Center, home of the NHL's Florida Panthers. • The City consistently experienced growth in office and commercial development. Many major corporations relocated to the City and the community was a leading destination for economic development in the metropolitan area. 1977 Public Safety Background to Sunrise, Florida; Broward County, Florida; Naperville, Illinois; Wilmette, Illinois; Lake 2008 Forest, Illinois A strong public safety background spanning several decades. Initially entered public service as a police officer for several years before entering the fire service. Served in entry-level positions in both disciplines prior to advancing in the fire service. Functioned in increasingly responsible roles, both as a line officer and administrative staff. Served for over 15 years as a fire chief, with experience in large, urban metropolitan -sized agencies and suburban departments. Managed fire suppression, fire prevention, paramedic programs, hazardous material responses, search & rescue teams, 9-1-1 communications and a full array of emergency management functions. Specific experience and last working title include: • Fire Chief - Sunrise Fire Rescue - Sunrise, Florida 1997-2008 • Director / Fire Chief - Broward County— Fort Lauderdale, Florida 1990-1997 • Fire Captain — Naperville Fire Department — Naperville, Illinois 1982-1990 • Firefighter / Paramedic — Wilmette Fire Department — Wilmette, Illinois 1979-1982 • Police Officer— Lake Forest Police Department— Lake Forest, Illinois 1977-1979 University Teaching Experience 2015 Adjunct Lecturer Fire and Emergency Services Program University of Florida Gainesville, Florida 2014 Adjunct Instructor School of Public Affairs University of South Florida Tampa, Florida 2001 Adjunct Instructor to 2011 School of Public Administration Florida Atlantic University Boca Raton, Florida 1998 Adjunct Instructor to 1999 Department of Professional Management Saint Thomas University Miami, Florida Dr. Moeller has taught at both the graduate and undergraduate level. Courses taught include the following: PAD 4884: Introduction to Terrorism for Emergency Managers (University of Florida) The goal of this course is to provide students with a general knowledge about terrorism in our world and the methods used for counterterrorism. PAD 6934 — Performance Management (University of South Florida) Performance management involves both science (drawn largely from the field of statistics, business and performance measurement) and art (derived in part from organizational behavior and theory). While the theoretical underpinnings are important, this course will emphasize performance management in its practical application. PAD 6807 — Local Government Administration (Florida Atlantic University) Examines the various dimensions of local government administration, including methods for improved service delivery. Major areas include the purpose and use of performance measurement in local government; establishing organizational priorities through strategic planning; and implementing change in local government by applying techniques of change management. PAD 4933 — Capstone Seminar in Public Management (Florida Atlantic University) An integration of theories and skills in the development of practical strategies designed to help address public problems. The course provides an opportunity to integrate and apply prior learning in order to actually improve public organizations. PAD 4426 — Public Sector Labor Relations (Florida Atlantic University) An examination of the historical development in labor relations and collective bargaining for the public sector. Examines the impact of public employee unions on public personnel administration. FES 3003 — Fire and Emergency Services Public Policy (Florida Atlantic University) Exposes students to the many facets of policy making and implementation issues in fire and emergency services, including the legal foundations from which agencies operate. Emphasis is placed on the politics of administration. MAN 701 — Organizational Design and Theory (St. Thomas University) A course that views organizations from a macro perspective including the domestic and global environment. Both size and technology were explored in determining the structure and processes of organizations while providing students with 'diagnostic skills' needed to effectively manage complex organizations. PUBLICATIONS & PRESENTATIONS Moeller B. & Knight, S. (2015, Forthcoming). Critical Questions Every Fire/EMS Chief Should Ask Their City/County Manager. Fire Rescue International. Atlanta, GA. Moeller, B. Knight, S. & Sheridan, T. (2015, Forthcoming) How to Use 'Fire Freakonomics' to Transform Your Department. Pinnacle, Jacksonville, FL. Moeller, B. (2015). Political Side of Apparatus Purchasing. FDSOA 27th Annual Apparatus Specification & Vehicle Maintenance Symposium. Orlando, FL. Moeller, B. (2014). Making Fire Departments Think: Organizational Situational Awareness. Fire Rescue International. Dallas, TX. Fuentes, G., Knight, S., Moeller B., & Sommers, S. (2014). How the Fire Service Needs to Evolve: Expectations from City & County Government. Pinnacle . Scottsdale, AZ. Fuentes, G. & Moeller, B. (2014). 1 Don't Have enough Money— Now What? Pinnacle. Scottsdale, AZ Moeller B. & Paulison R. (2014). Informed Decision -Making in Real Time. Metropolitan Fire Chiefs Conference. Baltimore, MD. Moeller, B. (2014). Think. In Goldfeder, B. (Ed.) Pass It On. Tulsa, OK. PennWell. Moeller, B. (2014). The Role of the Emergency Operations Center. FireRescue — February. Moeller, B. (2013). P4 — Positive Performance for Politicians & Public. Fire Rescue International. Chicago, IL. Moeller, B. (2012). Leading Agencies During Periods of Economic Decline. Fire Rescue International. Denver, CO. Moeller, B. & Krakeel, J. (2012) Using EMS Dollars Wisely. Fire -Rescue Med. Las Vegas, NV. Moeller, B. (2012). Financial Management. In Jennings, C. & Thiel, A. (Eds.), Managing Fire and Rescue Services. Washington, DC: International City County Management Association. Moeller, B. (2011). Ten Things Your Boss is Talking About — And You Don't Know. Fire -Rescue International. Atlanta, GA Moeller, B. (2011). Leading Agencies During Periods of Economic Decline. International Association of Chiefs of Police. Chicago, IL. Moeller, B. & Nagaraj, R. (2011). Meaningful National Fire Service Data. Metropolitan Fire Chiefs Conference. Charlotte, NC. Moeller, B. (2010). Lions, Tigers and Bears: Following the Political Yellow Brick Road. Fire -Rescue International — 2010. Chicago, IL. Moeller, B. (2009). Managing the Manager: Getting What You Want By Giving the Manager What They Want. Fire -Rescue International — 2009. Dallas, TX. Moeller, B.; Thompson, S.; and Dorsett, A. (2009). The Fire Chiefs Role in Tough Times. Florida Fire Chiefs Annual Meeting and Development Conference. Fort Lauderdale, Florida. Moeller, B. (2009). Issues in Emergency Services. Public Management, 91 (1) 12-15. Moeller, B.; Dickerhoff, K.; Cohen A. and Cole, H. (2008). Vulnerable Population Registry in Broward County, 22"d Annual Governor's Hurricane Conference. Fort Lauderdale, Florida. Moeller, B. (2008). National Incident Management System (NIMS): Keeping your disaster from becoming a disaster. In Pinkwoski, J. (Ed.), Handbook of Disaster Management. Boca Raton, Florida: Taylor & Francis. Moeller, B. (2008). Lies, Damn Lies, and Statistics. Fire -Rescue International - 2008. Denver, Colorado. Moeller, B. (2007). Keeping Your Disaster from Becoming a Disaster: Establishing and Maintaining Situational Awareness. Fire -Rescue International - 2007. Atlanta, Georgia. Moeller, B. (2007). Are You Prepared for the Politics? Southeastern Association of Fire Chiefs 79th Annual Conference. Daytona Beach, Florida. Moeller, B. (2007). Implementing Change While Avoiding the Chaos — Essential Ingredients of Leadership. Fire -Rescue Med - 2007. Las Vegas, Nevada. Moeller, B. (2007). Answering Big Questions in the Fire Service. International Fire Service Journal of Leadership and Management, 1 (2), 11-16. Moeller, B. and Mikel R. (2006). Strategies for Success: Getting Your Ideas on the Political Agenda. Fire -Rescue International - 2006. Dallas, Texas. Moeller, B. (2006). Leaders Do Not Stand Still. On Scene. 20 (11), 6. Moeller, B. (2006). Leading Change: The Process of Leadership. Florida Fire Service, 14 (3), 7. Moeller, B. (2005). Apples to Apples. Fire Chief, 49 (8), 82 — 90. Moeller, B. (2004). Strategies for Success: Managing the Chaos of Change. Fire -Rescue International - 2004. New Orleans, Louisiana. Moeller, B. (2004). Obstacles to Measuring EMS Performance. EMS Management Journal, 1 (2), 8- 15. Moeller, B. (2002). Benchmark Challenge. Fire Chief, 46 (8), 88-90. Moeller, B. (2002). Research in the Development of Deployment Standards: Why Can't We Answer 'Big Questions' in the Fire Service. IFE Fire Service Deployment Conference. Indianapolis, IN. Moeller, B. (2001). Problems of Measuring Performance in the Fire Service: Do We Really Want to Improve or Simply Claim We Have? Deccan Conference. San Diego, CA. Moeller, B. (1985). Medical Effects of Wearing Self -Contained Breathing Apparatus. Fire Engineering, 138 (10), 43-51. PUBLIC & PROFESSIONAL SERVICE: Chair, Patient Protection and Affordable Care Act Task Force of the International Association of Fire Chiefs (2013 — 2015) Member, Editorial Board of FireRescue Magazine (2012-Present). Member, ICMA Governmental Affairs & Policy Committee (2010-2012) Member, FCCMA Disaster Preparedness Committee (2010-2012) Member, Editorial Board of the International Fire Service Journal of Leadership and Management (2008 — Present). Member, Board of Directors of the International Fire Service Research Center and Policy Institute (2007 — Present). Member, University of Florida Advisory Board for Fire and Emergency Services Bachelor's Program (2008 — 2009). Director at Large, EMS Section of the International Association of Fire Chiefs (2006 — 2008) Member, National Centers Task Force of the International Association of Fire Chiefs (2006 — 2007) Member, National Fire Protection Association Technical Committee on Incident Management Professional Qualifications (2006 — Present) Member, Professional Development Committee of the International Association of Fire Chiefs (2002 — 2007) Member, EMS Workforce Taskforce of the National Registry of Emergency Medical Technicians (2005 — 2006) Editorial Board for Fundamentals of Fire Fighter Skills. Jones and Bartlett Publishers: Sudbury, MA. (2004). President, Fire Chiefs Association of Broward County (2002 — 2004). Member, National Fire Protection Association Subcommittee on Self -Contained Breathing Apparatus. Responsible for NFPA 1981. (1990-1992). Member, Broward County Regional Emergency Medical Services Council, (1992- 1997) PROFESSIONAL MEMBERSHIPS AND HONORS: International City County Management Association Florida City County Management Association Meritorious Service Award — IAFC Emergency Medical Services Section International Association of Chiefs of Police International Association of Fire Chiefs National Fire Protection Association Metropolitan (Metro) Fire Chiefs Florida Fire Chief's Association American Society for Public Administration Pi Alpha Alpha, National Honor Society for Public Affairs and Administration Chief Fire Officer Designation — Commission on Fire Accreditation International (CFO) Nationally Registered Emergency Medical Technician — Paramedic (NREMT-P) Fellow - Institution of Fire Engineers (FIFireE) Certified Public Pension Trustee — Florida Public Pension Trustees Association (CPPT) Updated: July 2015 DIANNE G. WRIGHT, MPA SENIOR CONSULTANT — FITCH & ASSOCIATES, LLC Unique Qualifications Expertise performing financial and operational reviews for public safety organizations 30+ years executive and consulting experience with county and municipal agencies Senior Consulting Experience Financial reviews and service funding options development — Emergency medical service providers including fire departments, city service providers, hospitals, for -profit and volunteer agencies, 1998 to Present. Financial and operational pre -due diligence valuations — Non-profit and for -profit ambulance services seeking purchase or sell, 1998 to Present. Miami Urban Area Security Initiative (UASI) grant project management — Overseeing project plans, jurisdictional budgets, procedures and administration tasks associated with the multi -year, multi -million -dollar project, 2003 to 2009. Governor's Financial Crisis Oversight Board staff — Overseeing City of Miami contracts and budget reviews, 1998 to 2003. Incorporation and initial budget development — Develop financial basis, first and second year budgets and service transition negotiations for the Town of Miami Lakes, Florida, 2000 to 2001. Incorporation and initial budget development — Develop financial basis, first and second year budgets and service transition negotiations for the Town of Cutler Bay, Florida, 2005. Employment Positions — Miami -Dade County, FL Assistant Director, Fire Rescue Department, 1987 to 1998. Finance Division Chief, Public Works Department, 1984 to 1987. Budget Analyst, Office of Management and Budget, 1979 to 1984. Competencies ■ Government Budget/Finance ■ Project Management ■ Technical Writing Education ■ M.P.A. Public Administration ■ B.S. Environmental Technology ■ B.S. Housing and Design E-mail: dwright@fitchassoc.com June 2016 GANG WANG, Ph.D. gang.wanggang@gmaii.com 17170 SW 491h PL, Miramar FL 33027 313-213-7658 SUMMARY Studied more than sixty emergency services operations using data -driven techniques to determine the most efficient organizational structures to provide public safety services. Ability to effectively lead teams through complex issues and deliver results to meet project timeline. Excellent and experienced communicator in creating and delivering senior management presentations. PROFESSIONAL EXPERIENCEF Fitch & Associates, Senior Associate 2015 — Present Primarily responsible for collecting, processing and analyzing data, and writing and presenting findings internally and externally. Center for Public Safety Management (CPSM), Senior Manager International City/County Management Association (ICMA), Senior Manager 2008 — 2015 Involved in all phases of projects including initial data collection, on -site interview, large-scale data processing, statistical analysis, creating data reports and final client presentation. Completed more than sixty public safety studies of fire and emergency medical services. The fire and EMS studies focus on analyzing fire department, emergency medical service (EMS) agency, and private ambulance service in terms of workload, deployment, and response time. The results are often used to make major budget decisions and operational process improvements. The studied cities and counties have covered the entire spectrum of size (from population of 10,000 to a million) and location (30 states). The studies face intense public scrutiny and discussion. Ford Motor Company/Visteon Corporation, Consultant 2003 — 2008 • Behavior Decision Making and Insights: Designed and deployed engineering decision making surveys, interviewed Chinese and American automotive engineers to understand the cross-cultural differences in risk preferences, risk perceptions and risk attitudes. • Manufacturing Process Improvements: Assessed manufacturing complexity levels of four Visteon plants. Developed a quantitative system to recommend cost effective methods of handling manufacturing complexity. • Product Portfolio Selection: Investigated U.S. regional differences in customers' vehicle color preferences and developed an optimization model to select the best production portfolio of exterior color mix for any car model. • _Investment in Focused Factory: Interviewed key stakeholders and identified cost centers and activities. Developed a simulation based system to estimate the investment cost and associated uncertainty. • Supply Chain Sourcing Optimization: Analyzed hundreds of product and component specifications. Developed web based IT system to implement the product development process and a set covering optimization model to select the most cost effective sourcing portfolio to meet a variety of product requirements. EDUCATION Ph.D. (08/08): Industrial Engineering, Wayne State University, Detroit, Michigan M.E. (08/03): Management Information System, Chongqing University, Chongqing, P.R. China Dual B.S. (08/00): Management Science, Industrial Design, Chongqing University, P.R. China PUBLICATIONS • Wang, G., R. B. Chinnam, I. Dogan, Y. Jia, M. Houston and J. Ockers. 2014. "Focused factories: a Bayesian framework for estimating non -product related investment." International Journal of Production Research 53 (13). • Wang, G., B. Nepal, L. Monplaisir and S. Ponsock. 2011. "Integrated Framework for Component Variety Management: A Case Study." Integrated Journal of Services and Operations Management 10 (1) 74-93. • Chelst, K., G. Wang. 2006. "Good Management: The Missing XYZ Variables of OR Texts." Perspectives in Operations Research: Papers in Honor of Saul Gass' 80th Birthday, College Park, Maryland. • Song, Y., F. Liu, G. Wang and J. Miao. 2004. "A Reference Model of Information Exchange in Networked Manufacturing." China Mechanical Engineering 15 (16) 1458-1461. • Wang, G. and J. Deng. 2002. "Two layered production pattern and its application technologies for mass customization", Proceedings of the Tenth CUSMA Conference on Manufacturing Automation, Cheng Du, China, Brian McGrath 1287 Third Street, RR3, St Catharines, Ontario, Canada L2R 6P9 brianmcg@cadnorth.com htW://www.cadnorth.com (905) 646-5172 Summary of Qualifications: • 20+ years Information Systems management and development in the public safety industry • 15+ years Business and Systems .analysis in public safety software development • Exceptional ability at requirements capture, analysis and documentation • Fully conversant with all aspects of software product development and implementation life -cycle • Experienced software developer of Public Safety Communications applications • Excellent communications and interpersonal skills, comfortable at all organizational levels • Solid base of operational experience in Public Safety Communications Computer Skills: • Visual Studio 2010, Visual Studio 2008, Visual Basic 6.0, SQL Server, ADO, RDO, CA -Clipper 5.x, C • TriTech Software Systems RAPTOR Integration with V1siCAD/InformCAD Product Suite • GIS Analysis, MS MapPoint integration, MapInfo, MapBasic, ESRI ArcEngine/NetEngine • TCP/IP, Internet, Networking Administration • Windows Server/Workstation Administration, Novell Netware • MS Project, Visio, Word, access, Excel, Outlook, PowerPoint Professional Experience: CAD North Inc. Co-Founder/President Sept 2005 - Present Providing business analysis, project management and software development services to the Public Safety industry VB/SQL Systems Development Develop and market an automatic intelligent E911 pre -alert system (HeadStart911) that integrates seamlessly with VisiCAD, advising the dispatcher of caller location and paging the closest available paramedic unit based on real- time analysis of unit availability and street -level routing calculations. Reduces internal call processing times and dramatically improves emergency response times. Custom Software Design and Development Develop custom CAD -integrated solutions based on analysis of client systems and operational needs. Conduct business analysis and functional requirements capture based on Public Safety industry best practices. Geospatial Analysis and EMS System Design Provide consulting services and analysis related to High Performance Emergency Medical Services. Develop System Status Plans based on geospatial and temporal analysis of emergency incident data. Manager, CAD and EMS Infrastructure June 2005 — June 2007 Regional Municipality of Niagara Manage day to day support and ongoing development, testing and implementation for the VisiCAD computer -aided dispatch system at Niagara Ambulance Communication Service. Supervise technical staff of contract programmer and data analyst. Develop new applications and interfaces to support the Communications operations. Brian McGrath -2- Brimac Systems Inc. Founder/President 1999 — June 2005 Providing business analysis, project management and software development services to the Public Safety industry VB/SQL Systems Development Develop and market a Real -Time Adaptive Training Simulator that interfaces with the VisiCAD Command dispatch system to provide an adaptive and compellingly realistic training environment for initial, recurrent and disaster simulation dispatch training. Simulator integrates with VisiCAD, creating incidents and generating AVL updated vehicle locations based on routing calculations, calculates vehicle status changes and generates audio radio messages based on user -defined scripts and scenarios. Client: Ontario Ministry of Health Project Lead — VisiCAD Implementation 2004 —June 2005 Determine, implement and test optimum VisiCAD configuration for Niagara Ambulance Communication Service. Implementation includes ProQA integration, AVL, mobile data and status reporting, Paging, FirstWatch, Bradshaw MARVLIS Suite. Develop and execute acceptance test plans. Develop and maintain project plan and related project documentation. Client: University of Toronto, Mechanical and Industrial Engineering VB/SQL Systems Developer 2002 — 2003 Develop a custom real-time and historic fleet performance display system integrated with the TriTech VisiCAD Computer Aided Dispatching System. Displays most recent incident performance by priority, monitors performance of ongoing responses, current and historic fleet utilization statistics. Client: TriTech Software Systems, Business Analyst 1999 — 2004 Work closely with TriTech's Police, Fire and EMS clients and Project Managers to define and implement software and interface configurations that meet the Client's expectations of the VisiCAD mission critical resource deployment system capabilities. Determine and document client -specific product enhancement and interface requirements. • Communicate effectively with all levels of the Client, Prime Contractor and Subcontractors to clearly define and document functional requirements, use cases and test cases. • Analyze Client's operational model and information requirements and determine optimum system configuration. • Travel extensively to facilitate on -site requirements capture workshops with domain experts and perform system analysis • Develop complete functional and technical requirements including User Interface prototypes, use cases, test cases, domain and data models, interfaces to other Vendor systems such as mobile data, radio, automatic vehicle locating (AVL), E911, criminal justice records check, records management systems, automated paging, CAD -to -CAD • Develop and execute Acceptance Test Plans based on documented business and functional requirements. Toronto Ambulance Service Manager, Communications Systems 1981-1999 1995 —1999 Lead a team of eight programmers, network administrators and system support specialists as they manage the Computer Aided Dispatch System and Business Information Networks. Full responsibility for: • Determining business and system IT requirements for all levels of the department • Developing functional specifications for new systems and system modifications • Setting system development priorities and timetables • Identifying and managing resource needs and critical path issues • Coordinating with Training and Operations to ensure systems and enhancements are brought online smoothly and on schedule • Reviewing implementations with client users to determine subsequent refinements • Administrative and Mission -Critical CAD network administration and security. (� Brian McGrath -3- Highlights: • Developed Functional Specification Documents and Request for Proposal document for replacement Computer elided Dispatch (CAD) system for Toronto ambulance • Evaluated bids for replacement CAD system and advised Senior Staff during the selection of preferred vendor • Reviewed and approved Interface Functional Specification Documents relating to Automatic Vehicle Locating, Paging, E91 1 /ANI/ALI, Hospital Emergency Room Status, Vehicle Status Messaging and the Radio/Telephone System • Project Manager for the implementation of TriTech Software Systems CAD replacement for Toronto Ambulance Service • Developed and integrated an AVL Display system with the existing CAD System. Displayed Incident and Unit locations in real time. Coordinator, Information Applications Group 1990 —1995 With a staff of three, developed network access to real-time analysis of CAD information and summary databases. • Conduct statistical analysis of system performance based on data from CAD system • Develop real time statistical and decision support applications • Develop functional specifications for CAD system enhancements • Project management related to Communications Centre Highlights: • Developed a Gateway Server application to mirror CAD active incidents on the administration network to support programs that provided detailed real-time information and analysis without impacting the production CAD system. • Designed and implemented a real-time Quality Assurance Paging system using mirrored CAD data to provide reporting on operational performance exceptions and monitoring of response time and System Status Plan compliance. • Designed/developed real-time System Status Plan display system for in-house CAD. • Planned/managed relocation of the 800+ calls/day Communications Centre to new facilities Communications Supervisor, Quality Assurance 1985 —1990 Monitored operational performance of Dispatchers and operational dispatch processes. • Review Operational Performance and develop proposals for modifications to procedures to ensure that performance results kept pace with performance goals. • Develop the functional specifications for CAD system enhancements. Ensure that the CAD software project team clearly understands operational requirements. Oversee the testing and release of new versions of CAD software. Senior Dispatcher, CAD Training 1984 —1985 • Trained dispatchers in the operation of the Computer Aided Dispatch system • Assisted in the development and presentation of CAD related training material • Provided technical and operational support for CAD system after go -live Dispatcher 1981-1984 • Received E911 requests for Ambulance Service from the public in both Emergency and Non -emergency situations • Triaged emergency calls based on Medical Priority • Assign and track ambulance resources to emergency and non -emergency incidents • Managed Fleet deployment to ensure rapid response to all incidents and requests for service References: L Available upon request L FITCH www.fitchassoc.com