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HomeMy WebLinkAbout10 - Emergency Services Consulting International (ESCI) Agreement���WPORr CITY OF NEWPORT BEACH CO< CqFORNP City Council Staff Report Agenda Item No. 10 April 9, 2013 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Fire Department Scott Poster, Fire Chief 949 - 644 - 3101, SPosterai,)Wd.net City Manager Office Dave Kiff, City Manager 949 -644 -3001, dkiff(a newportbeachca.gov PREPARED BY: Noreen Swiontek, Fire Administrative Analyst APPROVED:r//I�, /ln TITLE: Emergency Services Consulting International (ESCI) Professional Services Agreement ABSTRACT: The Fire Department seeks to obtain City Council approval for a Professional Services Agreement with Emergency Services Consulting International (ESCI) for a four - phased project consisting of Fire Department Evaluation, Standards of Cover, Cooperative /Shared Services Study, and a Strategic Plan for enhanced service delivery. This comprehensive study will set the future course of NBFD as an innovative leader in emergency services delivery. RECOMMENDATION: Approve and authorize the City Manager to execute the Professional Services Agreement (Attachment A) with Emergency Services Consulting International (ESCI). Authorize Budget Amendment 13BA -038to transfer $115,962.00 from the General Fund account 010 -3605 to Fire Administration Division account 2310 -8088 to fund the project. FUNDING REQUIREMENTS: The Budget Amendment records and appropriates $115,962.00 in increased expenditure appropriations from General Fund unappropriated fund balance 010 -3605 to be transferred for ESCI Professional Services Agreement expenditure to Fire Department Administration account 2310 -8088. Emergency Services Consulting International (ESCI) Professional Services Agreement April 09, 2013 Page 2 DISCUSSION: The Fire Department recognizes changes to our environment and economic forces require a review of alternative delivery service models for future sustainability. Newport Beach Fire desires to be a proactive force within the rapidly changing environment facing emergency services providers. In line with City Council's 2013 goal setting priorities for re- thinking government, Fire Chief Scott Poster has interviewed several . consultants to assist in a comprehensive review of opportunities and strategic planning to set a course for the best suited Fire and Emergency Medical Services (EMS) delivery model specific to the intrinsic needs of the Newport Beach community. Referrals for consultants were sought from several regional fire agencies along with previous City retained consultants. Three agencies were carefully and comprehensively interviewed to assess their fire service level of expertise, methodology, project customization, and breadth of scope. Review of completed project documents done for other fire agencies was conducted as well as discussion with various stakeholders from those projects. Staff recommends Emergency Services Consulting International, referred to as ESCI, for their experience and knowledge specific to fire service and presentation of the best proposal customized for Newport Beach. ESCI will conduct a four- phased project to include an Agency Evaluation, Standards of Cover, Cooperative /Shared Services Study, and a Strategic Plan. The project is a collaborative approach as well as investigative assessment of historical practice, current and evolving community needs, and strategic future planning incorporating data driven performance measures. ESCI will facilitate Council's involvement along with various other stakeholders assuring efficient use of the public's investment and collaboration on the most effective and flexible business service delivery model to meet the growing needs of the community. ENVIRONMENTAL REVIEW: Staff recommends the City Council find this action is not subject to the California Environmental Quality Act ( "CEQA ") pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. NOTICING: The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the City Council considers the item). Emergency Services Consulting International (ESCI) Professional Services Agreement April 09, 2013 Page 3 Submitted b Scott Poster Fire Chief Submitted by: Dave Kiff City Manager Attachments: A. Proposed Professional Service Agreement with Emergency Services Consulting International B. Emergency Services Consulting International Proposal C. Budget Amendment 13BA -_ PROFESSIONAL SERVICES AGREEMENT WITH EMERGENCY SERVICES CONSULTING INTERNATIONAL, INC. FOR FIRE DEPARTMENT EVALUATION, STANDARDS OF COVER, COOPERATIVE /SHARED SERVICES, AND STRATEGIC PLAN THIS AGREEMENT FOR PROFESSIONAL SERVICES ( "Agreement ") is made and entered into as of this day of April, 2013 ( "Effective Date ") by and between the CITY OF NEWPORT BEACH, a California Municipal Corporation ( "City "), and EMERGENCY SERVICES CONSULTING INTERNATIONAL (ESCI) an Oregon corporation ( "Consultant'), whose address is 25200 SW Parkway Ave., Suite 3, Wilsonville, Oregon 97070 and is made with reference to the following: RECITALS A. City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City desires to engage Consultant to provide the fire department with an evaluation, standards of cover, cooperative /shared services and strategic plan report ( "Project'). C. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the professional services described in this Agreement. D. The principal member of Consultant for purposes of Project shall be Jack Snook. E. City has solicited and received a proposal from Consultant, has reviewed the previous experience and evaluated the expertise of Consultant, and desires to retain Consultant to render professional services under the terms and conditions set forth in this Agreement. NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the Effective Date, and shall terminate on June 30. 2014 unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED City and Consultant acknowledge that the above Recitals are true and correct and are hereby incorporated by reference into this Agreement. Consultant shall diligently perform all the services described in the Scope of Services attached hereto as Exhibit A and incorporated herein by reference ( "Services" or "Work "). The City may elect to delete certain Services within the Scope of Services at its sole discretion. 3. TIME OF PERFORMANCE 3.1 Time is of the essence in the performance of Services under this Agreement and Consultant shall perform the Services in accordance with the schedule included in Exhibit A. In the absence of a specific schedule, the Services shall be performed to completion in a diligent and timely manner. The failure by Consultant to strictly adhere to the schedule set forth in Exhibit A, if any, or perform the Services in a diligent and timely manner may result in termination of this Agreement by City. 3.1.1 Notwithstanding the foregoing, Consultant shall not be responsible for delays due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the Services to be provided for the Project, each party hereby agrees to provide notice within two (2) days of the occurrence causing the delay to the other party so that all delays can be addressed. 3.2 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator (as defined in Section 6 below) not later than ten (10) calendar days after the start of the condition that purportedly causes a delay. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays that are beyond Consultant's control. 3.3 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances, by fax, hand - delivery or mail. 4. COMPENSATION TO CONSULTANT 4.1 City shall pay Consultant for the Services on a time and expense not -to- exceed basis in accordance with the provisions of this Section and the Schedule of Billing Rates or Progress Payments Schedule attached hereto as Exhibit B and incorporated herein by reference. Consultant's compensation for all Work performed in accordance with this Agreement, including all reimbursable items and subconsultant fees, shall not exceed One Hundred Fifteen Thousand Nine Hundred Sixty Two Dollars and 00/100 ($115,962.00) without prior written authorization from City. No billing rate changes shall be made during the term of this Agreement without the prior written approval of City. 4.2 Consultant shall submit monthly invoices to City describing the Work performed the preceding month. Consultant's bills shall include the name of the person who performed the Work, a brief description of the Services performed and /or the specific task in the Scope of Services to which it relates, the date the Services were performed, the number of hours spent on all Work billed on an hourly basis, billed at 0.1 of an hour (6 minute) increments, and a description of any reimbursable expenditures. City shall pay Consultant no later than thirty (30) days after approval of the monthly invoice by City staff. 4.3 City shall reimburse Consultant only for those costs or expenses specifically identified in Exhibit B to this Agreement, or specifically approved in writing in advance by City. ESCI Page 2 4.4 Consultant shall not receive any compensation for Extra Work performed without the prior written authorization of City. As used herein, "Extra Work" means any Work that is determined by City to be necessary for the proper completion of the Project, but which is not included within the Scope of Services and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Compensation for any authorized Extra Work shall be paid in accordance with the Schedule of Billing Rates as set forth in Exhibit B. 5. PROJECT MANAGER 5.1 Consultant shall designate a Project Manager, who shall coordinate all phases of the Project. This Project Manager shall be available to City at all reasonable times during the Agreement term. Consultant has designated Cameron Phillips to be its Project Manager. Consultant shall not remove or reassign the Project Manager or any personnel listed in Exhibit A or assign any new or replacement personnel to the Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to the removal or assignment of non -key personnel. 5.2 Consultant, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of Services upon written request of City. Consultant warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement. 5.3 If Consultant is performing inspection services for City, the Project Manager and any other assigned staff shall be equipped with a cellular phone to communicate with City staff. The Project Manager's cellular phone number shall be provided to the City. 6. ADMINISTRATION This Agreement will be administered by the Fire Department. The Fire Chief, or his /her designee, shall be the Project Administrator and shall have the authority to act for City under this Agreement. The Project Administrator or his /her designee shall represent City in all matters pertaining to the Services to be rendered pursuant to this Agreement. 7. CITY'S RESPONSIBILITIES To assist Consultant in the execution of its responsibilities under this Agreement, City agrees to provide access to and upon request of Consultant, one copy of all existing relevant information on file at City. City will provide all such materials in a timely manner so as not to cause delays in Consultant's Work schedule. 8. STANDARD OF CARE 8.1 All of the Services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the Services required by this Agreement, and that it will perform all Services in a manner commensurate with the highest professional standards. For purposes of this Agreement, the phrase "highest professional ESCI Page 3 standards" shall mean those standards of practice recognized by one (1) or more first - class firms performing similar work under similar circumstances. 8.2 All Services shall be performed by qualified and experienced personnel who are not employed by City. By delivery of completed Work, Consultant certifies that the Work conforms to the requirements of this Agreement; all applicable federal, state and local laws; and the highest professional standard. 8.3 Consultant represents and warrants to City that it has, shall obtain, and shall keep in full force and effect during the term hereof, at its sole cost and expense, all licenses, permits, qualifications, insurance and approvals of whatsoever nature that is legally required of Consultant to practice its profession. Consultant shall maintain a City of Newport Beach business license during the term of this Agreement. 8.4 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, lockouts, accidents, acts of God, or the failure of City to furnish timely information or to approve or disapprove Consultant's Work promptly, or delay or faulty performance by City, contractors, or governmental agencies. 9. HOLD HARMLESS 9.1 To the fullest extent permitted by law, Consultant shall indemnify, defend and hold harmless City, its City Council, boards and commissions, officers, agents and employees (collectively, the " Indemnified Parties ") from and against any and all claims (including, without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorney's fees, disbursements and court costs) of every kind and nature whatsoever (individually, a Claim; collectively, "Claims "), which may arise from or in any manner relate (directly or indirectly) to any breach of the terms and conditions of this Agreement, any Work performed or Services provided under this Agreement including, without limitation, defects in workmanship or materials or Consultant's presence or activities conducted on the Project (including the negligent and /or willful acts, errors and /or omissions of Consultant, its principals, officers, agents, employees, vendors, suppliers, consultants, subcontractors, anyone employed directly or indirectly by any of them or for whose acts they may be liable or any or all of them). 9.2 Notwithstanding the foregoing, nothing herein shall be construed to require Consultant to indemnify the Indemnified Parties from any Claim arising from the sole negligence or willful misconduct of the Indemnified Parties. Nothing in this indemnity shall be construed as authorizing any award of attorney's fees in any action on or to enforce the terms of this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by the Consultant. ESCI Page 4 10. INDEPENDENT CONTRACTOR It is understood that City retains Consultant on an independent contractor basis and Consultant is not an agent or employee of City. The manner and means of conducting the Work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. No civil service status or other right of employment shall accrue to Contractor or its employees. Nothing in this Agreement shall be deemed to constitute approval for Consultant or any of Consultant's employees or agents, to be the agents or employees of City. Consultant shall have the responsibility for and control over the means of performing the Work, provided that Consultant is in compliance with the terms of this Agreement. Anything in this Agreement that may appear to give City the right to direct Consultant as to the details of the performance of the Work or to exercise a measure of control over Consultant shall mean only that Consultant shall follow the desires of City with respect to the results of the Services. 11. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project Administrator and any other agencies that may have jurisdiction or interest in the Work to be performed. City agrees to cooperate with the Consultant on the Project. 12. CITY POLICY Consultant shall discuss and review all matters relating to policy and Project direction with City's Project Administrator in advance of all critical decision points in order to ensure the Project proceeds in a manner consistent with City goals and policies. 13. PROGRESS Consultant is responsible for keeping the Project Administrator and/or his duly authorized designee informed on a regular basis regarding the status and progress of the Project, activities performed and planned, and any meetings that have been scheduled or are desired. 14. INSURANCE Without limiting Consultant's indemnification of City, and prior to commencement of Work, Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement or for other periods as specified in this Agreement, policies of insurance of the type, amounts, terms and conditions described in the Insurance Requirements attached hereto as Exhibit C, and incorporated herein by reference. 15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS Except as specifically authorized under this Agreement, the Services to be provided under this Agreement shall not be assigned, transferred contracted or subcontracted out without the prior written approval of City. Any of the following shall be construed as an assignment: The sale, assignment, transfer or other disposition of ESCI Page 5 any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or cotenant if Consultant is a partnership or joint- venture or syndicate or cotenancy, which shall result in changing the control of Consultant. Control means fifty percent (50 %) or more of the voting power, or twenty -five percent (25 %) or more of the assets of the corporation, partnership or joint - venture. 16. SUBCONTRACTING The subcontractors authorized by City, if any, to perform Work on this Project are identified in Exhibit A. Consultant shall be fully responsible to City for all acts and omissions of any subcontractor. Nothing in this Agreement shall create any contractual relationship between City and any subcontractor nor shall it create any obligation on the part of City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise required by law. The City is an intended beneficiary of any Work performed by the subcontractor for purposes of establishing a duty of care between the subcontractor and the City. Except as specifically authorized herein, the Services to be provided under this Agreement shall not be otherwise assigned, transferred, contracted or subcontracted out without the prior written approval of City. 17. OWNERSHIP OF DOCUMENTS 17.1 Each and every report, draft, map, record, plan, document and other writing produced (hereinafter "Documents "), prepared or caused to be prepared by Consultant, its officers, employees, agents and subcontractors, in the course of implementing this Agreement, shall become the exclusive property of City, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or any other party. Consultant shall, at Consultant's expense, provide such Documents to City upon prior written request. 17.2 Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed Documents for other projects and any use of incomplete Documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. 18. COMPUTER DELIVERABLES All written documents shall be transmitted to City in formats compatible with Microsoft Office and /or viewable with Adobe Acrobat. ESCI Page 6 19. CONFIDENTIALITY All Documents, including drafts, preliminary drawings or plans, notes and communications that result from the Services in this Agreement, shall be kept confidential unless City expressly authorizes in writing the release of information. 20. INTELLECTUAL PROPERTY INDEMNITY The Consultant shall defend and indemnify City, its agents, officers, representatives and employees against any and all liability, including costs, for infringement or alleged infringement of any United States' letters patent, trademark, or copyright, including costs, contained in Consultant's Documents provided under this Agreement. 21. RECORDS Consultant shall keep records and invoices in connection with the Services to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any Services, expenditures and disbursements charged to City, for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records and invoices shall be clearly identifiable. Consultant shall allow a representative of City to examine, audit and make transcripts or copies of such records and invoices during regular business hours. Consultant shall allow inspection of all Work, data, Documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment to Consultant under this Agreement. 22. WITHHOLDINGS City may withhold payment to Consultant of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue Work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his /her designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of return that City earned on its investments during the time period, from the date of withholding of any amounts found to have been improperly withheld. 23. ERRORS AND OMISSIONS In the event of errors or omissions that are due to the negligence or professional inexperience of Consultant which result in expense to City greater than what would have resulted if there were not errors or omissions in the Work accomplished by Consultant, the additional design, construction and /or restoration expense shall be borne by Consultant. Nothing in this Section is intended to limit City's rights under the law or any other sections of this Agreement. ESCI Page 7 24. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other Consultants in connection with the Project. 25. CONFLICTS OF INTEREST 25.1 The Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose any financial interest that may foreseeably be materially affected by the Work performed under this Agreement, and (2) prohibits such persons from making, or participating in making, decisions that will foreseeably financially affect such interest. 25.2 If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for immediate termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 26. NOTICES 26.1 All notices, demands, requests or approvals, including any change in mailing address, to be given under the terms of this Agreement shall be given in writing, and conclusively shall be deemed served when delivered personally, or on the third business day after the deposit thereof in the United States mail, postage prepaid, first - class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: Attn: Scoff Poster, Fire Chief Fire Department/Administration City of Newport Beach 100 Civic Center Drive PO Box 1768 Newport Beach, CA 92658 Phone: 949 - 644 -3101 Fax: 949 - 723 -3582 26.2 All notices, demands, requests or approvals from City to Consultant shall be addressed to Consultant at: Attn: Jack Snook, President Emergency Services Consulting International 25200 SW Parkway Avenue, Suite 3 Wilsonville, Oregon 97070 Phone: 800 - 757 -3724 Fax: 503 - 570 -0522 ESCI Page 8 27. CLAIMS Unless a shorter time is specified elsewhere in this Agreement, before making its final request for payment under this Agreement, Consultant shall submit to City, in writing, all claims for compensation under or arising out of this Agreement. Consultant's acceptance of the final payment shall constitute a waiver of all claims for compensation under or arising out of this Agreement except those previously made in writing and identified by Consultant in writing as unsettled at the time of its final request for payment. The Consultant and the City expressly agree that in addition to any claims filing requirements set forth in the Agreement, the Consultant shall be required to file any claim the Consultant may have against the City in strict conformance with the Government Claims Act (Government Code sections 900 et seq.). 28. TERMINATION 28.1 In the event that either party fails or refuses to perform any of the provisions of this Agreement at the time and in the manner required, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of two (2) calendar days, or if more than two (2) calendar days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within two (2) calendar days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, and thereafter diligently take steps to cure the default, the non - defaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. 28.2 Notwithstanding the above provisions, City shall have the right, at its sole and absolute discretion and without cause, of terminating this Agreement at any time by giving no less than seven (7) calendar days prior written notice to Consultant. In the event of termination under this Section, City shall pay Consultant for Services satisfactorily performed and costs incurred up to the effective date of termination for which Consultant has not been previously paid. On the effective date of termination, Consultant shall deliver to City all reports, Documents and other information developed or accumulated in the performance of this Agreement, whether in draft or final form. 29. STANDARD PROVISIONS 29.1 Compliance with all Laws. Consultant shall at its own cost and expense comply with all statutes, ordinances, regulations and requirements of all governmental entities, including federal, state, county or municipal, whether now in force or hereinafter enacted. In addition, all Work prepared by Consultant shall conform to applicable City, county, state and federal laws, rules, regulations and permit requirements and be subject to approval of the Project Administrator and City. 29.2 Waiver. A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein, whether of the same or a different character. ESCI Page 9 29.3 Integrated Contract. This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions herein. 29.4 Conflicts or Inconsistencies. In the event there are any conflicts or inconsistencies between this Agreement and the Scope of Services or any other attachments attached hereto, the terms of this Agreement shall govern. 29.5 Interpretation. The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of the Agreement or any other rule of construction which might otherwise apply. 29.6 Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney. 29.7 Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect. 29.8 Controlling Law and Venue. The laws of the State of California shall govern this Agreement and all matters relating to it and any action brought relating to this Agreement shall be adjudicated in a court of competent jurisdiction in the County of Orange, State of California. 29.9 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex, age or any other impermissible basis under law. 29.10 No Attorney's Fees. In the event of any dispute or legal action arising under this Agreement, the prevailing party shall not be entitled to attorney's fees. 29.11 Counterparts. This Agreement may be executed in two (2) or more counterparts, each of which shall be deemed an original and all of which together shall constitute one (1) and the same instrument. [SIGNATURES ON NEXT PAGE] ESCI Page 10 IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the dates written below. APPROVED AS TO FORM: CITY ATT} '17'7 OFFICE Date: `t IN At ro,h C. Harp City Attorney ATTEST: Date: By: Leilani I. Brown City Clerk CITY OF NEWPORT BEACH, A California municipal corporation Date: By: Dave Kiff City Manager CONSULTANT: Emergency Services Consulting International, an Oregon corporation Date: By: Jack W. Snook President Date: By: Cindy March Chief Operations Officer [END OF SIGNATURES] Attachments: Exhibit A — Scope of Services Exhibit B — Schedule of Billing Rates Exhibit C — Insurance Requirements ESCI Page 11 EXHIBIT A SCOPE OF SERVICES Emergency Services Consulting 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 the City's 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 evaluation and analysis of data and other information will be based on local standards, National Fire Protection Association (NFPA) standards, Insurance Services Office (ISO) schedules, Commission on Fire Accreditation International (CFAI) self - assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and generally accepted best practices within emergency services. The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. The proposed methods, procedures, and anticipated deliverable items of this project have been organized into phases. Each project phase is described in detail on the following pages. Assumptions This Scope of Services is developed on the premise that the necessary information to adequately assess the City's current position and future vision is readily available and in a form, that facilitates external analysis. This contemporary information includes but is not limited to financial records, service demand data, GIS shape files, and other pertinent records and data necessary to conduct a thorough external analysis. ESCI assumes the City will fully cooperate in this study and will provide the requested data in a timely manner. ESCI Page A -1 Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Scope of Work The following steps, activities and analysis will be accomplished to produce the final report(s) and recommendations for each phase of the Project. This methodology has been developed specifically for the Newport Beach Fire Department (NBFD) based on our understanding of the City's expectations. However, it utilizes approaches, tools, and techniques proven through experience to provide the kind and quality of information needed to make objective, informed and innovative decisions. ESCI understands NBFD's desired outcomes for demonstrating innovation, efficiencies and effectiveness throughout the emergency response delivery system and will create interim deliverables and final documents capturing that intent. PHASE ONE — NBFD Evaluation Task No. 1: Project Initiation and Development of Work Plan Activity: ESCI will meet with and refine the proposed work plan with the City and its management team to gain a comprehensive understanding of the project's background, goals, and expectations. This work plan shall be developed identifying: A. Primary tasks to be performed B. Person(s) responsible for each task C. Time table for each objective to be completed D. Method of evaluating results E. Resources to be utilized F. Possible obstacles or problem areas associated with the accomplishment of each task This meeting will also help to establish working relationships, make logistical arrangements, and determine line of communications. Other agenda items to be discussed include data collection approach, finalize interview plan and tentative schedule, interim milestones, meetings, deliverables, and to obtain pertinent reports and background material. The Work Plan may be completed through use of technologies that would allow the session to take place remotely. Task No. 2: Review of Background Information Activity: Review and evaluate documents and information relevant to this Project including: A. Past or current NBFD studies or research B. Existing community growth management plans C. Current and proposed land use plans D. Zoning maps and zoning code E. Current comprehensive planning documents ESCI Page A -2 F. Local census and demographics statistics G. NBFD administrative policies and procedures H. NBFD Standard Operating Guidelines (SOGs) and service delivery practices I. Current service delivery objectives and targets J. Facilities and apparatus inventories K. Local collective bargaining agreement(s), if applicable L. Automatic and mutual aid agreements M. Records management data, including National Fire Incident Reporting System (NFIRS) incident data N. Computer -Aided dispatch (CAD) incident records O. Local Geographic Information Systems (GIS) data, where available Key milestones and timeline triggers will be dependent on the coordination of data collection and the availability of data, in a usable format, from the City and stakeholders. Task No. 3: Stakeholder Input Activity: Conduct interviews with and gather information from key personnel, which could include: A. Mayor B. City Council and Finance function managers C. Fire Department managers and other staff D. Planning staff E. Building official F. Human Resources Director G. Surrounding Fire and EMS agencies as identified by the City H. Medical facilities, medical director for county EMS agency I. Labor group J. CERT Board of Directors K. Community Groups — See Strategic Plan for details on group make -up L. Orange County Sheriff's Department Harbor Patrol M. Others as they may contribute to this Project The Consultant's team will interview key stakeholders of organizations associated with this study. At a minimum, members of the Consultant's team will interview selective elected officials, NBFD officials, labor representatives and, as appropriate, representatives the NBFD deems necessary. From these interviews, ESCI will obtain additional perspective on operational, economics, and policy challenges and opportunities. In addition, the Consultant's team will learn more about availability of data necessary to meet projected goals. Task No. 4: Fire Department and EMS Analysis Activity: Conduct a complete and thorough organizational analysis of the NBFD based on the elements included in the following objectives. The purpose of this evaluation is ESCI Page A -3 to assess the NBFD's operations in comparison to industry standards and best practices, as well as to create a benchmark against which future improvements can be measured. Objective 1: Organization Overview - An overview of the organization shall be developed evaluating: A. Service area population and demographics B. Responsibilities and line of authority C. History, formation, and general description of the NBFD today D. Description of the current service delivery infrastructure E. Chain of command F. Organizational structure and design G. Operating budget, funding, fees, taxation, and financial resources H. EMS budget, resources, and cost recovery 1. Current description of the fire suppression infrastructure Objective 2: Management Components - Areas to be evaluated include: A. Mission, vision, strategic planning, goals and objectives B. Adequacy of foundational policies, i.e. SOGs, rules and regulations C. Financial controls D. Critical issues E. Challenges of the future F. Internal and external communications G. Decision making process H. Document control I. Security J. Reporting and records K. Information technology, data management plan Objective 3: Planning for Fire Protection and EMS - The planning process shall be identified. Key components include: A. Organizing for the planning process B. Review and evaluate the adequacy of the current planning process C. Identifying critical issues and analyzing current and future services D. Make recommendations relative to future planning needs E. Evaluate Emergency Management planning functions of the NBFD F. Fire protection, EMS, Marine Objective 4: Risk Management — Review and make recommendations on various elements within the operation of the NBFD that present or mitigate risks of civil or legal action, injury, or illness, that would have a detrimental effect on the organization, including: A. Compliance programs for regulations and standards ESCI Page A -4 B. Analysis of risk management strategy C. Analyze risks associated with current employment practices D. Analyze risks associated with current training practices E. Review safety policies, practices and programs F. Review job-related injury processes Objective 5: Personnel Management - Personnel management program shall be reviewed, focusing on: A. Policies, rules, regulations, manuals, and handbooks B. Reports and records C. Compensation Overview, utilizing data provided by Fox - Lawson and Associates for the City's Class and Compensation study D. Labor - management relationship and issues, including existing or proposed collective bargaining agreements E. Disciplinary process F. Counseling services G. The application and recruitment process H. Testing, measuring, promotion processes, and succession planning I. Health and wellness programs Objective 6: Staffing - Review the staffing levels of the NBFD. Areas to be considered include: A. Review and evaluate administration and support staffing levels B. Review and evaluate operational staffing levels C. Review staff allocation to various functions and divisions D. Review staff scheduling methodology E. Analyze current standard of coverage and staffing performance for incidents F. Review Fire Operations, EMS, Life Safety, and Marine Operations staff distribution G. Review utilization of career Firefighters H. Responsibilities and activity levels of personnel Objective 7: Capital Assets and Capital Improvement Programs - ESCI will review the status of current major capital assets (facilities and apparatus) and analyze needs relative to the existing condition of these assets and their viability for continued use in future service delivery, including: Facilities — Tour and make observations in areas related to station efficiency and functionality. Items to be contained in the report include: • Design • Construction • Safety • Environmental issues • Code compliance • Staff facilities • Efficiency • Future viability ESCI Page A -5 Apparatus/Vehicles - Review and make recommendations regarding inventory of apparatus and equipment. Items to be reviewed include: • Age, condition, and serviceability • Distribution and platforms utilized • Maintenance • Future needs Objective 8: Delivery Systems: Suppression, Rescue, EMS, and HazMat — Review and make recommendations in areas specifically involved in, or affecting, service levels and performance. Emphasis shall be placed on incorporating innovation and technologies to maximize potential efficiencies and effectiveness. Information gathered under this task will be incorporated and utilized while developing the Standards of Cover document in Phase Two. Areas to be reviewed shall include, but not necessarily be limited to: A. Alarm systems and communications infrastructure B. Public Safety Answering Point (PSAP) and Newport Beach Police Dispatch Center capabilities and methods C. Current response time performance levels and capabilities, analyzed through Geographical Information Systems software, as appropriate D. Current workload analysis E. Facility deployment strategies, analyzed through Geographical Information Systems software, as appropriate F. Resource deployment strategies, analyzed through Geographical Information Systems software, as appropriate G. Fire and EMS integration H. Patient Protection Affordable Care Act (PPACA)review and recommendation 1. EMS Ground Emergency Medical Transportation (GEMT) - AB 678 Potential Impact J. Suppression, EMS, Marine, and other specialized programs scope of delivery K. Incident control and management L. Standard response practices M. Mutual and automatic aid agreements • Plans and agreements • Frequency and type of use • Methods of communication • Inter - department training Objective 9: Training Program - Review and make overall recommendations in critical areas involving training. Items to be reviewed include: A. Training administration B. Training schedule C. Training facilities D. Training program goals and objectives ESCI Page A -6 E. Training procedures and manuals F. Record keeping G. Clerical support Objective 10: Fire Prevention /Public Education Program - Review the efforts toward fire injury prevention and public education programs. Elements to be evaluated include: A. Code enforcement activities B. New construction inspection and involvement C. General inspection program D. Fire and injury public education programs E. Fire investigations F. Pre - incident planning G. Statistical Collection and Analysis H. CERT PHASE TWO — Standards of Cover ISOC The intent of this phase will be to produce a Standards of Cover document that is fully compliant with industry best practices in the field of deployment analysis, using information gathered during Phase One, and supplementing, where appropriate, to follow the methodology described in the "Standards of Response Coverage, 5th Edition ", published by the Commission on Fire Accreditation International (CFAI). Although accreditation may not be the ultimate goal of NBFD, ESCI recommends following the framework of the 5th Edition compliant document for its ease of use both internally and externally. The evaluation and analysis of data will be based on nationally recognized guidelines and criteria, including recognized National Fire Protection Association (NFPA) standards, Insurance Services Office (ISO) schedules, any federal and state mandates relative to emergency services, and generally accepted practices within emergency services. Task No. 5: Assemble components of 5th Edition Compliant SOC Component A: Description of Community Served An overview of the NBFD and community will be provided including the following information from Phase One: • Service area general population and demographics • History, formation, and general description of the fire agency • Governance and lines of authority • Organizational design • Operating budget, funding, fees, taxation, and financial resources • Description of the current service delivery infrastructure Component B: Review of Services Provided ESCI Page A -7 The services currently provided by the NBFD will be compiled. Areas to be considered include: • Review Fire Operations, EMS, Life Safety, and Marine Operations staff distribution • Review and evaluate administration and support staffing levels • Review and evaluate operational staffing levels • Review staff allocation to various functions and divisions • Review staff scheduling methodology • Review any current or draft performance goals, objectives, and measures Component C: Review of Community Expectations and Performance Goals This component of the project will be used to examine and document the levels of service historically desired by the community. Within this analysis, the service area will be evaluated based on population density and fire management zones that will be used in the development of future performance objectives. The following fire management zones, or service delivery zones, will be used: • Metropolitan — Populations over 200,000 with a density of over 3,000 per square mile • Urban — Populations over 30,000 with a density of over 2,000 per square mile • Suburban — Populations over 10,000 with a density of 1,000 to 2,000 per square mile • Rural — Populations less that 10,000 with a density of less than 1,000 per square mile • Wilderness — Areas not readily accessible by publicly or privately maintained roadways ESCI will use the fire management zones noted above combined with input from citizens, elected officials, and other stakeholders to determine the appropriate level of service for each zone. Component D: Overview of Community Risk Assessment ESCI will conduct an analysis of community fire protection risks, growth projections, and land uses and interpret their impact on emergency service planning and delivery. Land use, zoning classifications, parcel data, ISO fire flow data, economic value, building footprint densities, occupancy data, and demographic information may be used, along with specific target hazard information, to analyze and classify community fire protection risk by geography and type. ESCI will use local planning /zoning data combined with available Geographic Information System (GIS) data to evaluate the physical risks of the community to include: • Overall geospatial characteristics including political and growth boundaries, construction and infrastructure limitations ESCI Page A -8 • Topography including response barriers, elevation extremes, and open space /interface • Transportation network including roads, rail lines, airports, and waterways • Evaluation of physical assets protected An interpretation of available census and community development data will be provided indicating: • Population history • Census -based population and demographic information • Community planning -based population information • Transient population and demographic information (to the extent data is available) • Population density • Community land use regulations • Occupancy types by land use designation • Hazardous substances and processes • Non - structural risk categorization ESCI will evaluate the current workload of the NBFD and relate that analysis to the previously described community risk • Demand study that will analyze and geographically display current service demand by incident type and temporal variation. An analysis will be completed and a matrix will be developed for the community's common and predictable risk types identifying staffing and resource needs. The matrix shall be developed with consideration to: • Risk - specific staffing levels to meet the critical tasking analysis for the identified risks • Apparatus assignments to accommodate the anticipated fire flows and other critical functions of the identified risks • Time standards that will provide for effective initiation of critical tasks and functions • Summary of current available resources in matrix format Component E: Review of Historical System Performance 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: • Distribution Study ESCI Page A -9 o Overview of the current facility and apparatus deployment strategy, analyzed through Geographical Information Systems software, with identification of service gaps and redundancies in initial unit arrival. Concentration Study o Analysis of response time capability to achieve full effective response force o Analysis of company and staff distribution as related to effective response force assembly Reliability Study • Analysis of current workload, including unit hour utilization of individual companies (to the extent data is complete) • Review of actual or estimated failure rates of individual companies (to the extent data is complete) • Analysis of call concurrency and impact on effective response force assembly (resource drawdown) • Analysis of call concurrency and impact on resource exhaustion Historical Performance Summary o Analysis of actual system reflex time performance, analyzed by individual components (to the extent data is available). Mutual and automatic aid systems Task No. 6: Establishment of Performance Objectives Component F: Performance Objectives and Measures An appropriate set of goals and objectives will be developed for the NBFD specific to the nature and type of risks identified as common and predictable to the community. The goals and objectives shall be developed with respect to the following: • Distribution — Initial attack (first due) resources for risk - specific intervention Concentration — Effective response force assembly, or the initial resources necessary to stop the escalation of the emergency for each risk type Component G: Overview of Compliance Methodology ESCI will work with the NBFD's management team to develop a methodology that will allow the NBFD to continually measure future performance. This methodology will include, but not necessarily be limited to: • Records Management Systems (RMS) usage policies • Assignment of oversight responsibilities • Schedule of assessments • Review requirements Task No. 7: Development, Review and Delivery of Standards of Cover Document Component H: Overall Evaluation, Conclusions, and Recommendations to Policy Makers ESCI Page A -10 ESCI will develop and analyze various operational models for providing emergency services with the specific intent of identifying those options that can deliver the optimum 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 and the impact of initiating such a strategy. ESCI will develop one or more long -range options for resource deployment that will improve the City's level of service towards the identified performance objectives and targets. This may include, but is not necessarily limited to, specific recommendations regarding: • Any relocation of existing facilities • General locations of future necessary fire stations • Selection and deployment of apparatus by type • Deployment of operations personnel • Deployment special units or resources ESCI will evaluate and present in graphical and descriptive format for the deployment option(s): • Degree of benefit to be gained through its implementation • Extent to which it achieves established performance targets • ESCI will review any financial impacts of options using analysis provided by NBFD budgeting process and financial planning Deliverable: At the conclusion of Phase Two, ESCI will assemble a draft SOC document to be reviewed by NBFD and then returned to ESCI with comments for final development of the document. One final presentation of this deliverable to City Council, City Administration and the NBFD as per client direction on venue, date and time. PHASE THREE — Opportunities for Cooperative /Shared Services Task No. 6: Overview of Options Activity: ESCI will provide an overview and analysis of the options available in the event NBFD desires to pursue a more formal relationship with neighboring jurisdictions to be identified by NBFD. Choices that will be covered could include: 1. Continuation of current methods of administration and operation 2. Expansion of existing automatic or mutual aid agreements 3. Interlocal agreements 4. Functional consolidation 5. Operational consolidation 6. Contract(s) for emergency protection Task No. 9: Efficiencies and Opportunities ESCI Page A -11 Activity: In addition to the overall guidance provided on the various cooperative service options available to various agencies, ESCI will also discuss areas specific to the known attributes of NBFD. These areas may include: 1. Organizational effectiveness 2. Efficiency and elimination of duplication 3. Fiscal considerations and cost avoidance 4. Legacy liabilities 5. Growth considerations 6. Customer needs 7. Strategies and keys to success 8. Political considerations and legal processes 9. Infrastructure needs and deficiencies 10. Opportunities for shared services; logistics, training, facilities, maintenance, apparatus and equipment 11. Government structure options 12. Evaluation of effectiveness and efficiencies 13. Local oversight, governing and accountability ESCI will develop an inventory of opportunities under which the NBFD and its neighboring emergency response agencies can work more closely together to increase efficiency and effectiveness. Deliverable: At the conclusion of Phase Three, ESCI will assemble a draft report to include the Phase One Agency Evaluation with the Phase Three, Cooperative Service, components. This draft will be reviewed by NBFD and then returned to ESCI with comments for final development of the document. A final presentation of this deliverable to City Council, City Administration and the NBFD is anticipated at this time. PHASE FOUR — Strategic Plan Planning is essential for the success of any public or private undertaking. Strategic planning is a systematic and continuous process where people make decisions about intended future outcomes, how those outcomes are to be accomplished, and how success is measured and evaluated. An organization's strategic plan provides a detailed roadmap into the future. It is a living, working document, and a "tool" to be used at all levels of the organization. Constant evaluation of outcomes is critical to determining the success of the organization's efforts and direction. A set of performance objectives need to be developed to provide a quantitative method to monitor performance. In addition, plans should include targets for maintenance or improvement of the specific measures. ESCI Page A -12 The current environment surrounding local fire departments require policy makers to look at efficiencies and innovation to ensure they are delivering the best possible services within the financial restraints that are present. This requires that the assumptions regarding revenues, expenditures and service delivery are reliable and sustainable today, and into the future. With proper planning, policy makers can forecast costs and service demands. This "predictability" will assist the organization in determining how and to what level services will be delivered. The foundation of succeeding in meeting the needs of the community being served is proper planning. ESCI will develop a plan in conjunction with NBFD to create a roadmap toward innovation, effectiveness, and continuous improvement. The framework for the plan will allow a complete process driven by internal and external stakeholders, creating focused actionable goals for the agency moving forward. Task No. 11: Project Initiation & Scheduling Activity: ESCI will develop a project plan and collaborate with the NBFD project liaison to gain further understanding of the organization's background, goals, and expectations for the strategic plan process. The project plan will be developed identifying: • Local strategic planning team composition and recruitment • Strategic planning workshop format • Schedule • Location and other logistical issues • Potential impediments and organizational issues Task No. 12:Environmental Assessment — External and Internal Customers Activity: Community Focus Group Meetings ESCI assessors and facilitators will assist the NBFD in identifying external customers and key members of the community and users of emergency services. Once identified, invitations will be sent and ESCI will convene these external customers /community participants in two workshops — one day and one evening session will be held to better accommodate schedules. ESCI has found through experience that 80 to 90 percent of the invitees attend these sessions and actively participate. At a minimum, we recommend the representatives of this citizen's focus group include, but not be limited to: • Business owners • Service groups representative(s) (i.e., Chamber of Commerce, Rotary, Lions) • Prominent citizens in the community • Members of civic organizations • School District representatives • Members of other departments • Media representative(s) ESCI Page A -13 • Multiple citizens who have been actual recipients of fire and EMS services • Representatives of neighborhood organizations and /or homeowners associations • Representatives of non - profit organizations and government agencies • Representatives of the insurance industry • Representatives of general business interests • Civil Service Board (CSB) • Other citizen- customers as identified by the strategic planning group ESCI will facilitate these group meetings with the presence of one organization representative, usually a chief or chief officer, to act as a technical resource and to answer questions that may arise that the facilitator is unable to answer. In addition, the organization's representative will be asked to present an overview of the organization, including but not limited to: • Organizational structure • Services provided • Geographic location of stations • Staffing and deployment of resources • Response capabilities and limitations • Other information that may be generated as a result of discussions and questions In addition to facilitating the sessions, ESCI will utilize surveys and questionnaires' to gather necessary information (see the next task on Member Survey). This step is critical, as it ensures that customer needs and concerns are incorporated into the strategic plan. More and more, the public is demanding the accomplishment of specific objectives and services with fewer resources. This step ensures that the public concerns are recognized by the organization and incorporated into the long -range strategic planning processes and arms influential members of the public with important background information. The process will seek to identify: • How customers prioritize the services provided by the organization • Areas of customer concern about the organization • Customer expectations • Customer perceptions on positive attributes of the organization • How "good service" is measured by the customer • General satisfaction level of the services currently being delivered • Suggestions that could be incorporated into the planning process that would assist in maximizing efficiencies and innovation ' All survey tools will be approved by the Fire Chief prior to distribution. ESCI strongly recommends that distribution and collection of any survey instruments be the responsibility of the Consultant's team. This level of interaction helps foster a sense of confidence for respondents that their anonymity is guarded and their input will be included in the survey results. ESCI Page A -14 Activity: Internal Stakeholder Interviews and Member Survey ESCI's team will conduct personal interviews with identified internal customers to assess their priorities and expectations related to the NBFD's service delivery, core services and programs, positive and correctional issues, and recommendations for the Strategic Plan Update. In order to provide personnel with an opportunity to participate in this data gathering event, ESCI's Survey Manager will work with the ESCI Project Manager to develop the internal survey. The survey will be designed to gather detailed feedback related to several aspects of the members' priorities, opinions, and expectations related to service delivery, core services and programs, positive and correctional issues, and recommendations for the Strategic Plan Update. ESCI recommends that the survey be accessible to all personnel. To ensure respondent anonymity, ESCI will obtain survey responses confidentially. This will be accomplished using an internet -based survey accessible only by the intended participants. The survey results will be delivered directly to ESCI's headquarters office. ESCI's Survey Manager will develop and produce an executive summary of the survey results. Task No. 13: Planning Workshop Activity: ESCI will facilitate the development of an organizational strategic plan utilizing a local planning team (12 to 20 persons) that includes representatives of the elected body and various levels of the organization itself. The strategic planning process will involve a two -day strategic planning "retreat" to be held on consecutive days at an appropriate location within the community suitable for both full group sessions, as well as breakout small group work sessions. Task No. 14: Vision, Mission and Values Activity: ESCI's experienced facilitators will guide the local planning team in the review and possible modification of the recently created vision, mission, and values: • Vision statements describe the way the organization views itself in the future • Mission statement describes the purpose for which the organization exists • Core values enumerate the principles or ideas that are important to the members ESCI will facilitate discussions that ensure participation by all present in order to stimulate challenging thought processes, prevent tangential discussion, and move the group to consensus. Consensus identification of key internal standards creates the moral and practical guidelines of the organization. Task No. 15: SWOT Analysis ESCI Page A -15 Activity: ESCI will guide the local planning group through the honest and objective assessment of internal issues and external challenges, also known as the SWOT Analysis. Internal • Strengths of the organization Assessment- • Weaknesses of the organization External • Opportunities facing the organization Assessment- • Threats challenging the organization Analyzing the strengths, weaknesses, opportunities for, and threats to the organization is the next critical step in the strategic planning process. Strengths are important as they represent areas of the organization to be built upon, while weaknesses may be areas for potential improvement. Opportunities are vital to the future of the organization and should be viewed as positive prospects for growth and enhancement, while threats must be identified and addressed in advance, where possible. Other critical issues facing the NBFD may be identified by the strategic planning group at this point as well. These may include issues that the strategic planning group identifies as issues critical to the health and success of the NBFD. Task No. 16: Goals and Objectives Activity: ESCI will direct the local planning team in the establishment of goals and objectives, critical tasks, and timelines that are imperative to the NBFD and the participation of individual members. • Establishment of organizational goals that address the identified concerns of the external and internal customers over a one to five -year timeframe • For each goal, the development of one or more measurable objectives that are written in such a manner as to describe the criteria by which an outcome is judged complete or successful • Development of associated tasks for each goal and objective utilizing the format of identified measurable criteria • Development of reasonable time for completion Attainment of this task will be demonstrated by the establishment of realistic goals and objectives for the NBFD. In order to meet the mission of the NBFD, the establishment of these goals is essential to providing the organization and the individual members with a clear direction. The goals and objectives established during this process will become management tools and should be updated on a continuous basis as priorities change and as specific goals and /or objectives are achieved. The goals and objectives can then be used to identify what has been achieved and to denote changes within the community and the organization. Fastidiously following these goals and objectives will provide the NBFD with the necessary direction and guidance into the future. This should also support the ESCI Page A -16 NBFD by reducing the number of impediments, disruptions and uncertainties for the organization and its members. Task No. 17: Performance Measurements ESCI will direct the local planning team in discussions regarding the establishment of performance measures that assist the organization in measuring their progress toward the organizational vision. This will be an ongoing process, and may initially involve concepts of performance measurement that will require modifications in the collection of necessary data as the organization becomes more focused on measuring achievement and outcomes. The process may include: • Identification of key performance areas • Analysis of necessary and available performance data • Preparation of performance measures from the following categories: • Quality Measures • Input Measures • Output Measures • Efficiency Measures • Outcome Measures Task No. 18: Publication of Final Strategic Plan Report Activity: ESCI will compile the results of the strategic planning work sessions and produce publication - quality bound, final versions of the written Strategic Plan document. An electronic version of the document will also be provided. Task No. 19: Implementation of Strategic Plan Activity. ESCI will meet with the local planning team two additional times at intervals requested by NBFD (six month periods, for example) for check in on strategic plan status, goal updates and critical task reset, as necessary. The meetings will include a one -day planning team process with the ESCI facilitator to provide notes back on the sessions(s) for NBFD to incorporate into the updated strategic plan document. Payment for this task will be due only as incurred. Deliverable: At the conclusion of Phase Four, Strategic Plan, ESCI will assemble a draft plan to be reviewed by NBFD and then returned to ESC! with comments for final development of the document. To achieve the scope of services requested, ESCI offers the use of web -based technology to review documents, maps, and project drafts. Microsoft SharePoint is utilized extensively to create a collaborative virtual workplace in which the client and project team can exchange information. ESCI Page A -17 EXHIBIT B SCHEDULE OF BILLING RATES City shall pay Consultant in accordance with Section 4 of the Agreement. For all Work performed under this Agreement, Consultant shall bill City in 0.1 of an hour (6 minute) increments at the hourly rate set forth below for each billing professional. City shall reimburse Consultant for Consultant's actual travel expenses, subject to the maximum limits set forth below for each Phase of the Project. Consultant's billing for Work performed under this Agreement shall not include any travel time spent by a Consultant's billing professionals. Billing Professional Classification Hourly Rate Project Manager $162.50 Subject Matter Leads: Standards of Cover $175.00 EMS $175.00 Strategic Plan $162.50 Associates Team Member (Capital, Training) $100.00 - $125.00 Finance $100.00 - $125.00 Other GIS Tech $87.50 Administrative Support $87.50 Travel Expenses (Airfare, Lodging, Meals, Mileage) PHASE I - AGENCY EVALUATION $1,575.00 PHASE TWO - STANDARDS OF COVER $1,202.00 PHASE THREE -COOPERATIVE SVCS $639.00 PHASE FOUR - STRATEGIC PLAN $1,881.00 TOTAL TIME AND MATERIALS NOT TO EXCEED $5,297.00 $5,297.00 ESCI Page B -1 Newport Beach Fire Department Time Estimate Project Scope Element Project Manager $162.50 Subject Matter Leads $162.50- $175.00 Associates $100.00 - $125.00 Other (Admin. /Analysts) $87.50 PHASE I - AGENCY EVALUATION $39,075 Estimated # of Hours Cost by Area 84 $13,650.00 64 $11,200.00 125 $14,225.00 $0.00 PHASE TWO - STANDARDS OF COVER $41,140 Estimated # of Hours Cost by Area 12 $1,950.00 220 $38,565.00 5 $625.00 $0.00 PHASE THREE -COOPERATIVE SVCS $14,075 Estimated # of Hours Cost by Area 56 $9,100.00 9 $1,575.00 30 $3,050.00 4 $350.00 PHASE FOUR - STRATEGIC PLAN $16,375 Estimated # of Hours Cost by Area 56 $9,100.00 35 $5,525.00 $0.00 20 $1,750.00 Total Est. # of Hours Cost by Professional 208 $33,800.00 328 $56,865.00 160 $17,900.00 24 $2,100.00 Any Extra Work performed by Consultant shall be only conducted in compliance with Section 4.4 of the Agreement. ESCI Page B -1 EXHIBIT C 1. INSURANCE REQUIREMENTS — PROFESSIONAL SERVICES 1.1 Provision of Insurance. Without limiting Consultant's indemnification of City, and prior to commencement of Work, Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City. Consultant agrees to provide insurance in accordance with requirements set forth here. If Consultant uses existing coverage to comply and that coverage does not meet these requirements, Consultant agrees to amend, supplement or endorse the existing coverage. 1.2 Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by the City's Risk Manager. 1.3 Coverage Requirements. 1.3.1 Workers' Compensation Insurance. Consultant shall maintain Workers' Compensation Insurance, statutory limits, and Employer's Liability Insurance with limits of at least one million dollars ($1,000,000) each accident for bodily injury by accident and each employee for bodily injury by disease in accordance with the laws of the State of California, Section 3700 of the Labor Code. 1.3.1.1 Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees and volunteers. 1.3.2 General Liability Insurance. Consultant shall maintain commercial general liability insurance, and if necessary umbrella liability insurance, with coverage at least as broad as provided by Insurance Services Office form CG 00 01, in an amount not less than one million dollars ($1,000,000) per occurrence, two million dollars ($2,000,000) general aggregate. The policy shall cover liability arising from premises, operations, products - completed operations, personal and advertising injury, and liability assumed under an insured contract (including the tort liability of another assumed in a business contract) with no endorsement or modification limiting the scope of coverage for liability assumed under a contract. 1.3.3 Automobile Liability Insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non -owned or rented vehicles, in an amount not less than one million dollars ($1,000,000) combined single limit each accident. ESCI Page C -1 1.3.4 Professional Liability (Errors & Omissions) Insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of one million dollars ($1,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement. 1.4 Other Insurance Requirements. The policies are to contain, or be endorsed to contain, the following provisions: 1.4.1 Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these requirements to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers from each of its subconsultants. 1.4.2 Additional Insured Status. All liability policies including general liability, excess liability, pollution liability, and automobile liability, but not including professional liability, shall provide or be endorsed to provide that City and its officers, officials, employees, and agents shall be included as insureds under such policies. 1.4.3 Primary and Non Contributory. All liability coverage shall apply on a primary basis and shall not require contribution from any insurance or self- insurance maintained by City. 1.4.4 Notice of Cancellation. All policies shall provide City with thirty (30) days notice of cancellation (except for nonpayment for which ten (10) days notice is required) or nonrenewal of coverage for each required coverage. 1.5 Additional Agreements Between the Parties. The parties hereby agree to the following: 1.5.1 Evidence of Insurance. Consultant shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers' compensation and other endorsements as specified herein for each coverage. Insurance certificates and endorsement must be approved by City's Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Agreement. City reserves the right to require complete, certified copies of all required insurance policies, at any time. 1.5.2 City's Right to Revise Requirements. The City reserves the right at any time during the term of the Agreement to change the amounts and types of insurance required by giving the Consultant sixty (60) days advance written notice of ESCI Page C -2 such change. If such change results in substantial additional cost to the Consultant, the City and Consultant may renegotiate Consultant's compensation. 1.5.3 Enforcement of Agreement Provisions. Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non - compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder. 1.5.4 Requirements not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. 1.5.5 Self- insured Retentions. Any self- insured retentions must be declared to and approved by City. City reserves the right to require that self- insured retentions be eliminated, lowered, or replaced by a deductible. Self- insurance will not be considered to comply with these requirements unless approved by City. 1.5.6 City Remedies for Non Compliance If Consultant or any subconsultant fails to provide and maintain insurance as required herein, then City shall have the right but not the obligation, to purchase such insurance, to terminate this agreement, or to suspend Consultant's right to proceed until proper evidence of insurance is provided. Any amounts paid by City shall, at City's sole option, be deducted from amounts payable to Consultant or reimbursed by Consultant upon demand. 1.5.7 Timely Notice of Claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant's performance under this Agreement, and that involve or may involve coverage under any of the required liability policies. 1.5.8 Consultant's Insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work. ESCI Page C -3 City of Newport Beach California Fire Department Agency Evaluation, Standards of Cover, Cooperative /Shared Services and Strategic Plan March 2073 Emergency Services Consulting International 25200 SW Parkway Ave. Suite 3 1 Wilsonville I Oregon 197070 1 www.esci.us 1800-757-3724 1 info @esci.us Emergency March 11, 2013 Scott Poster, Fire Chief City of Newport Beach 3300 Newport Blvd Newport Beach, CA 92663 Services Consulting !4U'4z� uoor'. un • 41111.757.37:4 RE: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Dear Chief Poster: Emergency Services Consulting International (ESCI) is pleased to submit the following proposal to conduct a four - phased initiative to include an Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and a Strategic Plan for the City of Newport Beach and the Newport Beach Fire Department (NBFD). We have enjoyed hearing about your vision for the Fire Department, and your desire to set a plan in place that will allow your agency to be a proactive force in a rapidly changing environment for providers of emergency services. We appreciate your patience as we have worked through a customized scope that suits your needs —we can assure you our team has put a great deal of time and effort into the planning of this project. We look forward to this challenge and to getting to know you and your staff in a meaningful way as the project team moves throughout the phases and tasks as outlined here. This initiative includes many specialized consultants. We have assembled a team that will be led by Jack Snook, as Project Oversight, and Cameron Phillips, as the Project Manager. They will be supported throughout by Subject Matter Experts in their respective areas. Mr. Phillips will be a member of each team as a touchstone for you, and he will take great care to coordinate the efforts of other team members as their phases kick off. You will get an opportunity to meet Joe Parrott on the Standards of Cover phase (Phase Two) and Phil Kouwe during the Strategic Plan process (Phase Four). Bios have been included in this package for the Key team members. We appreciate your consideration of our proposal and look forward to assisting your team in Eastern Region this important project. If you have any questions, do not hesitate to contact Cameron Phillips Corporate Office 25200SW Parkway. Avenue at 714.397.6486 or me at 800.757.3724. Suite 3 Wilsonville. OR 97010 Phone: 503.570.7778 Sincerely, Fax: 503.570.0522 Chief Operations Officer Eastern Region Ill I111e0e Drive Suite 208 Mooresville. NC 28117 Phone: 704.650.8027 Cynthia K. March National Region Chief Operations Officer Ridge 4025 Fair Ridge Drive Fairfax. VA 22033 Phone: 703.273.0911 Fax: 703.273.9363 Srna;ee. Pte: �, AboutESCI ........................................................................................................... ..............................1 ESCICapabilities ........................................................................................................ ............................... 1 TheESCI Advantage .................................................................................................. ............................... 2 ESCIOffices ............................................................................................................... ............................... 3 ESCIOrganizational Chart .......................................................................................... ..............................3 ProjectMethodology ........................................................................................... ..............................4 ProjectWork Plan ................................................................................................ ..............................5 PHASEONE — Agency Evaluation ............................................................................... ..............................6 Task No. 1: Project Initiation and Development of Work Plan ............................ ............................... 6 Task No. 2: Review of Background Information .................................................. ............................... 6 TaskNo, 3: Stakeholder Input ................................................................................ ..............................7 Task No. 4: Fire Department and EMS Analysis ................................................... ............................... 7 PHASETWO — Standards of Cover ............................................................................ .............................10 Task No. 5: Assemble components of 5rh Edition Compliant SOC ........................ .............................11 Task No. 6: Establishment of Performance Objectives ........................................ .............................13 Task No. 7: Development, Review and Delivery of Standards of Cover Document ..........................13 PHASE THREE — Opportunities for Cooperative /Shared Services ........................... ............................... 14 Task No. 8: Overview of Options .......................................................................... .............................14 Task No. 9: Efficiencies and Opportunities .......................................................... .............................14 PHASEFOUR — Strategic Plan .................................................................................... .............................15 Task No. 11: Project Initiation & Scheduling ........................................................ .............................15 Task No. 12: Environmental Assessment— External and Internal Customers ..... .............................16 Task No. 13: Planning Workshop ......................................................................... .............................17 Task No. 14: Vision, Mission and Values ............................................................. .............................17 Task No. 15: SWOT Analysis .............................................................................. ............................... 18 Task No. 16: Goals and Objectives ....................................................................... .............................18 Task No. 17: Performance Measurements .......................................................... .............................19 Task No. 18: Publication of Final Strategic Plan Report ...................................... .............................19 Task No. 19: Implementation of Strategic Plan ................................................... .............................19 Key Project Team Members ........................... ............................... References .............. Compensation Proposal Appendix............................................................................................................ .............................33 Disclosuresand Practices .......................................................................................... .............................33 Select Clientele, 2008 — 2012 (most recent five years) ........................................... ............................... 34 ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 1 City of Newport Beach, California About ESCI 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 1976 and is considered by many to be the nation's leader in emergency services consulting. Utilizing a staff of six personnel and over 40 field consultants nationwide, ESCI provides consulting services to municipalities, districts, nonprofit organizations, and the industrial and commercial community. ESCI is recognized as an expert in the field by the emergency service community. This is confirmed by our ongoing relationship with the International Association of Fire Chiefs (IAFC), the United States Department of Defense, the Western Fire Chiefs Association, ESCI at a Glance • Mission: Improve public safety by facilitating the best, most advanced policy decisions • Established in 1976. • Headquartered in Wilsonville, Oregon; with branch offices in Mooresville, North Carolina; and Fairfax, Virginia • Extensive fire and EMS consulting throughout the US and Canada • Six employees, over yo expert field consultants 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 into 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 improve public safety by facilitating the best, most advanced policy decisions. We will accomplish this by providing the highest value of consulting facilitating the services and educational programs. ESCI utilizes a team of professionals best, most advanced committed to offering highly beneficial programs covering current and anticipated fire, police, communications, emergency management, and policy decisions 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. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 1 City of Newport Beach, California All of ESCI's field associates are 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. The ESCI Advantage ESCI's advantage begins with our technical expertise and capability, extends to our experienced and highly qualified staff, and concludes with products that will enable the Fire Department 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 the Fire Department's decision makers. The ESCI Advantage includes: G A clear understanding and appreciation of the complexity of the local and regional environment in California. a Over 35 years of public safety consulting experience; the successful completion of hundreds of consulting engagements. Some recent projects involving these projects include the following: • Orange County Fire Authority, CA • Imperial County, CA • Monterey Park, CA • Burbank, CA • Chula Vista , CA • Alameda County, CA • Costa Mesa, CA • Chino, CA • San Jose, CA • San Diego County (North Zone), CA o The ability to deliver a high quality product on time and with organizational support and endorsement. o Knowledge of contemporary issues associated with delivery of emergency services. e Experience with a variety of jurisdictions including municipalities, counties, state government, and the U.S. Department of Defense. o A highly skilled and knowledgeable team of professionals with skill -sets necessary to meet your expectations. To betterserve our clients, ESCI maintains three regional offices. Contact information for each office and a complete organization chart are provided on the following page. .ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 2 City of Newport Beach, California ESCI Offices Corporate Headquarters Jack W. Snook, President Cindy March, Chief Operations Officer 25200 SW Parkway Avenue, Suite 3 Wilsonville, OR 97070 Phone: 800.757.3724 Fax: 503.570.0522 Email: cindy.march @ESCI.us ESCI Organizational Chart Eastern Region Office Kent Greene, Senior Vice President 111 Kilson Drive, Suite 208 Mooresville, NC 28117 Phone: 704.660.8027 Email: kent.greene @ESCI.us National Capital Region Office Tommy Hicks 4025 Fair Ridge Drive Fairfax, VA 22033 Phone: 703.273.0911 Fax: 703.273.9363 Email: tommy.hicks @ESCI.us ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 3 City of Newport Beach, California ProiZa, et"ho oloy MW 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: o 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). a 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. a 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 Microsoft SharePoint , ESCI will create a secure project website that enables the client and project team members to collaborate and communicate throughout nearly every phase of the project. If a client has broadband capability, ESCI can 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. ESCI employs ArcMap`, the most widely used product among local governments for GIS. ESCI performs statistical and analytical analysis of current and projected service demands, response time performance analysis, workload analysis, station location, and travel time modeling utilizing additional tools such as Network Analyst, 30 Analyst, and Spatial Analyst. These tools, along with the considerable expertise of our consultants and staff, allow for the most advanced analysis available within the public safety field. ESCI has established a model for analyzing the performance of fire companies both by means of conventional data analysis (temporal and workload analysis), as well as through the use of GIS (geographic analysis by fire management zone). Our analysis techniques primarily involve the use of geocoded CAD (computer - aided dispatch) data or NFIRS (National Fire Incident Reporting System) records, along with travel time modeling. ESCI's use of these products is intended to facilitate the ability of our clients or their GIS divisions to continue with the processes of performance analysis and projection after ESCI completes its study, in most cases without the need for purchasing or learning new software platforms. When the study is completed, ESCI provides the data sets and all ArcMap' feature data that were used or developed during the study to the client for future use. ESCI Proposal: Agency Evaluation,. Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page City of Newport Beach, California Effective Project Coordination and Management During engagement, 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 Cameron Phillips a project manager who will: • Assist in the development and coordination of a project work plan. • Have the ability to work closely with the City of Newport's representatives. • Facilitate project team meetings to share project findings and ideas. • Provide direction based on experience in similar situations and knowledge of the department's capabilities and requirements. 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 evaluation and analysis of data and other information will be based on local standards, National Fire Protection Association (NFPA) standards, Insurance Services Office (ISO) schedules, Commission on Fire Accreditation International (CFAI)1 self- assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and general accepted best practices within emergency services. The proposed methods, procedures, and anticipated deliverable items of this project have been organized into phases. Each project phase is described in detail on the following pages. Assumptions This scope of work is developed on the premise that the necessary information to adequately assess the City of Newport's current and potential future state is readily available and in a form, which facilitates external analysis. This contemporary information includes but is not limited to financial records, service demand data, GIS shape files, and other records and data necessary to conduct a thorough external analysis. ESCI assumes the City of Newport will fully cooperate in this study and will provide the requested data without cost and in a timely manner. If any of these assumptions are found not to be the case causing significant delay or excessive effort on ESCI's part to gather or recreate data, ESCI will immediately notify the City of Newport and discuss appropriate remedies. Such delays or excessive effort beyond ESCI's control may result in additional effort performed on a time and materials basis over and above the mutually agreed contracted amount. 1 The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 5 City of Newport Beach, California Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Scope of Work The following steps, activities and analysis will be accomplished to produce the final report(s) and recommendations for each phase of the project. This methodology has been developed specifically for the Newport Beach Fire Department (NBFD) based on our understanding of your expectations. However, it utilizes approaches, tools, and techniques proven through experience to provide the kind and quality of information needed to make objective, informed and innovative decisions. ESCI understands NBFD's desired outcomes for demonstrating innovation, efficiencies and effectiveness throughout the emergency response delivery system and will create interim deliverables and final documents capturing that intent. PHASE ONE—Agency Evaluation Task No. 1: Project Initiation and Development of Work Plan Activity: ESCI will meet with and refine the proposed work plan with the City of Newport and their management team to gain a comprehensive understanding of the project's background, goals, and expectations. This work plan shall be developed identifying: A. Primary tasks to be performed B. Person(s) responsible for each task C. Time table for each objective to be complete D. Method of evaluating results E. Resources to be utilized F. Possible obstacles or problem areas associated with the accomplishment of each task. This meeting will also help to establish working relationships, make logistical arrangements, determine line of communications, and finalize contractual arrangements. Other agenda items to be discussed include data collection approach, finalize interview plan and tentative schedule, interim milestones, meetings, deliverables, and to obtain pertinent reports and background material. The work Plan may be completed through use of technologies that would allow the session to take place remotely. Task No. 2: Review of Background Information Activity: Review and evaluate documents and information relevant to this project including: A. Past or current fire department studies or research B. Existing community growth management plans C. Current and proposed land use plans D. Zoning maps and zoning code E. Current comprehensive planning documents F. Local census and demographics statistics G. Department administrative policies and procedures H. Department Standard Operating Guidelines (SOGs) and service delivery practices I. Current service delivery objectives and targets J. Facilities and apparatus inventories K. Local collective bargaining agreement(s), if applicable L. Automatic and mutual aid agreements M. Records management data, including National Fire Incident Reporting System (NFIRS) incident data ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 6 City of Newport Beach, California N. Computer -Aided dispatch (CAD) incident records 0. Local Geographic Information Systems (GIS) data, where available Key milestones and timeline triggers will be dependent on the coordination of data collection and the availability of data, in a usable format, from the participating agency(s) and stakeholders. Task No. 3: Stakeholder Input Activity: Conduct interviews with and gather information from key personnel, which could include: A. Mayor B. Governing body Administration and Finance function managers C. Fire Department managers and other staff D. Planning staff E. Building official F. Human resource function coordinator G. Surrounding Fire and EMS agencies as identified by the client H. Medical facilities, medical director for regional or community EMS I. Labor group J. CERT Board of Directors K. Community Groups — See Strategic Plan for details on group make -up L. Orange County Sheriffs Harbor Patrol M. Others as they may contribute to this project The project team will interview key stakeholders of organizations associated with this study. At a minimum, members of the project team will interview selective elected officials, fire agency officials, labor representatives and, as appropriate, representatives, as the agency deems necessary. From these interviews, ESCI will obtain additional perspective on operational, economics, and policy challenges and opportunities. In addition, the project team will learn more about availability of data necessary to meet projected goals. Task No. 4: Fire Department and EMS Analysis Activity: Conduct a complete and thorough organizational analysis of the agency based on the elements included in the following objectives. 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 future improvements can be measured. Objective 1: Organization Overview - An overview of the organization shall be developed evaluating: A. Service area population and demographics B. Responsibilities and line of authority C. History, formation, and general description of the Fire Department today D. Description of the current service delivery infrastructure E. Chain of command F. Organizational structure and design G. Operating budget, funding, fees, taxation, and financial resources H. EMS budget, resources, and cost recovery I. Current description of the fire suppression infrastructure ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Pion Page 7 City of Newport Beach, California Objective 2: Management Components -Areas to be evaluated include: A. Mission, vision, strategic planning, goals and objectives B. Adequacy of foundational policies, i.e. SOGs; rules and regulations C. Financial controls D. Critical issues E. Challenges of the future F. Internal and external communications G. Decision making process H. Document control I. Security J. Reporting and records K. Information technology, data management plan Objective 3: Planning for Fire Protection and EMS -The planning process shall be identified. Key components include: A. Organizing for the planning process B. Review and evaluate the adequacy of the current planning process C. Identifying critical issues and analyzing current and future services D. Make recommendations relative to future planning needs E. Evaluate Emergency Management planning functions of the agency F. Fire protection, EMS, Marine Objective 4: Risk Management— Review and make recommendations on various elements within the operation of the agency that present or mitigate risks of civil or legal action, injury, or illness, that would have a detrimental effect on the organization, including: A. Compliance programs for regulations and standards B. Analysis of risk management strategy C. Analyze risks associated with current employment practices D. Analyze risks associated with current training practices E. Review safety policies, practices and programs F. Review job-related injury processes Objective 5., Personnel Management- Personnel management program shall be reviewed, focusing on: A. Policies, rules, regulations, manuals, and handbooks B. Reports and records C. Compensation Overview, data utilized provided by Fox- Lawson D. Labor - management relationship and issues, including existing or proposed collective bargaining agreements E. Disciplinary process F. Counseling services G. The application and recruitment process H. Testing, measuring, promotion processes, and succession planning I. Health and wellness programs ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 8 City of Newport Beach, California Objective 6: Staffing - Review the staffing levels of the Department. Areas to be considered include: A. Review and evaluate administration and support staffing levels B. Review and evaluate operational staffing levels C. Review staff allocation to various functions and divisions D. Review staff scheduling methodology E. Analyze current standard of coverage and staffing performance for incidents F. Review Fire Operations, EMS, Life Safety, and Marine Operations staff distribution G. Review utilization of career companies H. Responsibilities and activity levels of personnel Objective 7: Capital Assets and Capital Improvement Programs - ESCI will review status of current major capital assets (facilities and apparatus) and analyze needs relative to the existing condition of these assets and their viability for continued use in future service delivery, including: Facilities — Tour and make observations in areas related to station efficiency and functionality. Items to be contained in the report include: • Design • Construction • Safety • Environmental issues • Code compliance • Staff facilities • Efficiency • Future viability Apparatus /Vehicles - Review and make recommendations regarding inventory of apparatus and equipment. Items to be reviewed include: • Age, condition, and serviceability • Distribution and platforms utilized • Maintenance • Future needs Objective 8: Delivery Systems: Suppression, Rescue, EMS, and HozMat — Review and make recommendations in areas specifically involved in, or affecting, service levels and performance. Emphasis shall be placed on incorporating innovation and technologies to maximize potential efficiencies and effectiveness. Information gathered under this task will be incorporated and utilized while developing the Standards of Cover document in Phase Two. Areas to be reviewed shall include, but not necessarily be limited to: A. Alarm systems and communications infrastructure B. PSAP and Dispatch Center capabilities and methods C. Current response time performance levels and capabilities, analyzed through Geographical Information Systems software as appropriate D. Current workload analysis E. Facility deployment strategies, analyzed through Geographical Information Systems software as appropriate F. Resource deployment strategies, analyzed through Geographical Information Systems software as appropriate G. Fire and EMS integration H. Patient Protection Affordable Care Act (PPACA) I. EMS Ground Medical Transportation AB678 Potential Impact (GEMT) J. Suppression, EMS, Marine and other specialized programs scope of delivery ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 9' City of Newport Beach, California K. Incident control and management L. Standard response practices M. Mutual aid, automatic aid G Plans and agreements c Frequency and type of use C Methods of communication a Inter - department training Objective 9: Training Program - Review and make overall recommendations in critical areas involving training. Items to be reviewed include: A. Training administration B. Training schedule C. Training facilities D. Training program goals and objectives E. Training procedures and manuals F. Record keeping G. Clerical support Objective 10: Life Safety Services -Review the efforts toward fire injury prevention and public education programs. Elements to be evaluated include: A. Code enforcement activities B. New construction inspection and involvement C. General inspection program D. Fire and injury public education programs E. Fire investigations F. Pre- incident planning G. Statistical Collection and Analysis H. CERT PHASE TWO - Standards of Cover The intent of this phase will be to produce a Standards of Cover document that is fully compliant with industry best practices in the field of deployment analysis, using information gathered during Phase One, and supplementing where appropriate, to follow the methodology described in the "Standards of Response Coverage, Stn Edition ", published by the Commission on Fire Accreditation International (CFAI). Although accreditation may not be the ultimate goal of NBFD, ESCI recommends following the framework of the 5th Edition compliant document for its ease of use both internally and externally. The evaluation and analysis of data will be based on nationally recognized guidelines and criteria, including recognized National Fire Protection Association (NFPA) standards, Insurance Services Office (ISO) schedules, any federal and state mandates relative to emergency services, and generally accepted practices within emergency services. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services; and Strategic Plan Page 10 City of Newport Beach, California Task No. 5: Assemble components of 5`h Edition Compliant SOC Component A: Description of Community Served An overview of the organization and community will be provided including the following information from Phase One: • Service area general population and demographics • History, formation, and general description of the fire agency • Governance and lines of authority • Organizational design • Operating budget, funding, fees, taxation, and financial resources • Description of the current service delivery infrastructure Component B: Review of Services Provided The services currently provided by the department will be compiled. Areas to be considered include: • Review fire Operations, EMS, Life Safety, and Marine Operations staff distribution • Review and evaluate administration and support staffing levels • Review and evaluate operational staffing levels • Review staff allocation to various functions and divisions • Review staff scheduling methodology • Review any current or draft performance goals, objectives, and measures Component C: Review of Community Expectations and Performance Goals This component of the project will be used to examine and document the levels of service historically desired by the community. Within this analysis, the service area will be evaluated based on population density and fire management zones that will be used in the development of future performance objectives. The following fire management zones, or service delivery zones, will be used: • Metropolitan — Populations over 200,000 with a density of over 3,000 per square mile • Urban — Populations over 30,000 with a density of over 2,000 per square mile • Suburban — Populations over 10,000 with a density of 1,000 to 2,000 per square mile • Rural — Populations less that 10,000 with a density of less than 1,000 per square mile • Wilderness —Areas not readily accessible by publicly or privately maintained roadways ESCI will use the fire management zones noted above combined with input from citizens, elected officials, and other stakeholders to determine the appropriate level of service for each zone. Component D: Overview of Community Risk Assessment ESCI will conduct an analysis of community fire protection risks, growth projections, and land uses and interpret their impact on emergency service planning and delivery. Land use, zoning classifications, parcel data, ISO fire flow data, economic value, building footprint densities, occupancy data, and demographic information may be used, along with specific target hazard information, to analyze and classify community fire protection risk by geography and type. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 11 City of Newport Beach, California ESCI will use local planning/zoning data combined with available Geographic Information System (GIS) data to evaluate the physical risks of the community to include: C Overall geospatial characteristics including political and growth boundaries, construction and infrastructure limitations • Topography including response barriers, elevation extremes, and open space /interface • Transportation network including roads, rail lines, airports, and waterways • Evaluation of physical assets protected An interpretation of available census and community development data will be provided indicating: • Population history • Census -based population and demographic information • Community planning -based population information • Transient population and demographic information (to the extent data is available) • Population density • Community land use regulations • Occupancy types by land use designation • Hazardous substances and processes • Non - structural risk categorization ESCI will evaluate the current workload of the department and relate that analysis to the previously described community risk Demand study that will analyze and geographically display current service demand by incident type and temporal variation. An analysis will be completed and a matrix will be developed for the community's common and predictable risk types identifying staffing and resource needs. The matrix shall be developed with consideration to: • Risk - specific staffing levels to meet the critical tasking analysis for the identified risks • Apparatus assignments to accommodate the anticipated fire flows and other critical functions of the identified risks • Time standards that will provide for effective initiation of critical tasks and functions • Summary of current available resources in matrix format Component E: Review of Historical System Performance 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: G Distribution Study o Overview of the current facility and apparatus deployment strategy, analyzed through Geographical Information Systems software, with identification of service gaps and redundancies in initial unit arrival. U Concentration Study • Analysis of response time capability to achieve full effective response force • Analysis of company and staff distribution as related to effective response force assembly C Reliability Study o Analysis of current workload, including unit hour utilization of individual companies (to the extent data is complete) ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 12 City of Newport Beach, California • Review of actual or estimated failure rates of individual companies (to the extent data is complete) • Analysis of call concurrency and impact on effective response force assembly (resource drawdown) • Analysis of call concurrency and impact on resource exhaustion o Historical Performance Summary o Analysis of actual system reflex time performance, analyzed by individual components (to the extent data is available). G Mutual and automatic aid systems Task No. 6: Establishment of Performance Objectives Component F: Performance Objectives and Measures An appropriate set of goals and objectives will be developed for the department specific to the nature and type of risks identified as common and predictable to the community. The goals and objectives shall be developed with respect to the following: • Distribution — Initial attack (first due) resources for risk - specific intervention • Concentration — Effective response force assembly, or the initial resources necessary to stop the escalation of the emergency for each risk type Component G: Overview of Compliance Methodology ESCI will work with the department's management team to develop a methodology that will allow the department to continually measure future performance. This methodology will include, but not necessarily be limited to: • Records Management Systems (RMS) usage policies • Assignment of oversight responsibilities • Schedule of assessments • Review requirements Task No. 7: Development, Review and Delivery of Standards of Cover Document Component H: Overall Evaluation. Conclusions, and Recommendations to Policy Makers ESCI will develop and analyze various operational models for providing emergency services with the specific intent of identifying those options that can deliver the optimum 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 and the impact of initiating such a strategy. ESCI will develop one or more long -range options for resource deployment that will improve the region's level of service towards the identified performance objectives and targets. This may include, but is not necessarily limited to, specific recommendations regarding: • Any relocation of existing facilities. • General locations of future necessary fire stations. • Selection and deployment of apparatus by type. • Deployment of operations personnel. • Deployment special units or resources ESCI will evaluate and present in graphical and descriptive format for the deployment option(s): U Degree of benefit to be gained through its implementation. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 13 City of Newport Beach, California • Extent to which it achieves established performance targets. • ESCI will review any financial impacts of options using analysis provided by NBFD budgeting process and financial planning. Deliverable: At the conclusion of Phase Two, ESCI will assemble a draft SOC document to be reviewed by NBFD and then returned to ESCI with comments for final development of the document. One final presentation of this deliverable to City Council, City Administration and the Fire Department as per client direction on venue, date and time. PHASE THREE — Opportunities for Cooperative /Shared Services Task No. 8: Overview of Options Activity: ESCI will provide an overview and analysis of the options available in the event Newport Beach Fire Department desires to pursue amore formal relationship with neighboring jurisdictions to be identified by NBFD. Choices that will be covered could include: 1. Continuation of current methods of administration and operation 2. Expansion of existing automatic or mutual aid agreements 3. Interlocal agreements 4. Functional consolidation 5. Operational consolidation 6. Contract(s) for emergency protection Task No. 9: Efficiencies and Opportunities Activity: In addition to the overall guidance provided on the various cooperative service options available to various agencies, ESCI will also discuss areas specific to the known attributes of Newport Beach FD. These areas may include: 1. Organizational effectiveness 2. Efficiency and elimination of duplication 3. Fiscal considerations and cost avoidance 4. Legacy liabilities 5. Growth considerations 6. Customer needs 7. Strategies and keys to success B. Political considerations and legal processes 9. Infrastructure needs and deficiencies 10. Opportunities for shared services; logistics, training, facilities, maintenance, apparatus and equipment 11. Government structure options 12. Evaluation of effectiveness and efficiencies 13. Local oversight, governing and accountability ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Pion Page 14 City of Newport Beach, California ESCI will develop an inventory of opportunities under which the Newport Beach Fire Department and its neighboring emergency response agencies can work more closely together to increase efficiency and effectiveness. Deliverable: At the conclusion of Phase Three, ESCI will assemble a draft report to include the Phase One Agency Evaluation with the Phase Three, Cooperative Service, components. This draft will be reviewed by NBFD and then returned to ESCI with comments for final development of the document. A final presentation of this deliverable to City Council, City Administration and the Fire Department is anticipated at this time. PHASE FOUR — Strategic Plan Planning is essential for the success of any public or private undertaking. Strategic planning is a systematic and continuous process where people make decisions about intended future outcomes, how those outcomes are to be accomplished, and how success is measured and evaluated. An organization's strategic plan provides a detailed roadmap into the future. It is a living, working document, and a "tool" to be used at all levels of the organization. Constant evaluation of outcomes is critical to determining the success of the organization's efforts and direction. A set of performance objectives need to be developed to provide a quantitative method to monitor performance. In addition, plans should include targets for maintenance or improvement of the specific measures. The current environment surrounding local fire departments require policy makers to look at efficiencies and innovation to ensure they are delivering the best possible services within the financial restraints that are present. This requires that the assumptions regarding revenues, expenditures and service delivery are reliable and sustainable today, and into the future. With proper planning, policy makers can forecast costs and service demands. This "predictability" will assist the organization in determining how and to what level services will be delivered. The foundation of succeeding in meeting the needs of the community being served is proper planning. ESCI will develop a plan in conjunction with NDFD to create a roadmap toward innovation, effectiveness, and continuous improvement. The framework for the plan will allow a complete process driven by internal and external stakeholders, creating focused actionable goals for the agency moving forward. Task No. 11: Project Initiation & Scheduling Activity: ESCI will develop a project plan and collaborate with the Newport Beach Fire Department project liaison to gain further understanding of the organization's background, goals, and expectations for the strategic plan process. The project plan will be developed identifying: • Local strategic planning team composition and recruitment • Strategic planning workshop format • Schedule • Location and other logistical issues • Potential impediments and organizational issues ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services; and Strategic Plan Page 15 City of Newport Beach; California Task No. 12: Environmental Assessment — External and Internal Customers Activity: Community Focus Group Meetings ESCI assessors and facilitators will assist the department in identifying external customers and key members of the community and users of emergency services. Once identified, invitations will be sent and ESCI will convene these external customers /community participants in two workshops —one day and one evening session will be held to better accommodate schedules. ESCI has found through experience that 80 to 90 percent of the invitees attend these sessions and actively participate. At a minimum, we recommend the representatives of this citizen's focus group include, but not be limited to: • Business owners • Service groups representative(s) (i.e., Chamber of Commerce, Rotary, Lions) • Prominent citizens in the community • Members of civic organizations • School District representatives • Members of other departments • Media representative(s) • Multiple citizens who have been actual recipients of fire and EMS services • Representatives of neighborhood organizations and /or homeowners associations • Representatives of non - profit organizations and government agencies • Representatives of the insurance industry • Representatives of general business interests • Civil Service Board (CSB) • Other citizen- customers as identified by the strategic planning group ESCI will facilitate these group meetings with the presence of one organization representative, usually a chief or chief officer, to act as a technical resource and to answer questions that may arise that the facilitator is unable to answer. In addition, the organization's representative will be asked to present an overview of the organization, including but not limited to: • Organizational structure • Services provided • Geographic location of stations • Staffing and deployment of resources • Response capabilities and limitations • Other information that may be generated as a result of discussions and questions In addition to facilitating the sessions, ESCI will utilize surveys and questionnaires' to gather necessary information (see the next task on Member Survey). This step is critical, as it ensures that customer needs and concerns are incorporated into the strategic plan. More and more, the public is demanding the accomplishment of specific objectives and services with fewer resources. This step ensures that the public concerns are recognized by the organization and incorporated into the long -range strategic planning processes and arms influential members of the public with important background information. The process will seek to identify: z All survey tools will be approved by the Fire Chief prior to distribution. ESCI strongly recommends that distribution and collection of any survey instruments be the responsibility of the project team. This level of interaction helps foster a sense of confidence for respondents that their anonymity is guarded and their input will be included in the survey results. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 16 City of Newport Beach, California • How customers prioritize the services provided by the organization • Areas of customer concern about the organization • Customer expectations • Customer perceptions on positive attributes of the organization • How "good service' is measured by the customer • General satisfaction level of the services currently being delivered • Suggestions that could be incorporated into the planning process that would assist in maximizing efficiencies and innovation Activity: Internal Stakeholder Interviews and Member Survey ESCI's project team will conduct personal interviews with identified internal customers to assess their priorities and expectations related to the Department's service delivery, core services and programs, positive and correctional issues, and recommendations for the Strategic Plan Update. In order to provide personnel with an opportunity to participate in this data gathering event, ESCI's Survey Manager will work with the ESCI Project Manager to develop the internal survey. The survey will be designed to gather detailed feedback related to several aspects of the members' priorities, opinions, and expectations related to service delivery, core services and programs, positive and correctional issues, and recommendations for the Strategic Plan Update. ESCI recommends that the survey be accessible to all personnel. To ensure respondent anonymity, ESCI will obtain survey responses confidentially. This will be accomplished using an Internet -based survey accessible only by the intended participants. The survey results will be delivered directly to ESCI's headquarters office. ESCI's Survey Manager will develop and produce an executive summary of the survey results.. Task No. 13: Planning Workshop Activity: ESCI will facilitate the development of an organizational strategic plan utilizing a local planning team (12 to 20 persons) that includes representatives of the elected body and various levels of the organization itself. The strategic planning process will involve a two -day strategic planning "retreat" to be held on consecutive days at an appropriate location within the community suitable for both full group sessions, as well as breakout small group work sessions.. Task No. 14: Vision, Mission and Values Activity: ESCI's experienced facilitators will guide the local planning team in the review and possible modification of the recently created vision, mission, and values: • Vision statements describe the way the organization views itself in the future • Mission statement describes the purpose for which the organization exists • Core values enumerate the principles or ideas that are important to the members ESCI will facilitate discussions that ensure participation by all present in order to stimulate challenging thought processes, prevent tangential discussion, and move the group to consensus. Consensus identification of key internal standards creates the moral and practical guidelines of the organization. ESCI Proposal: Agency Evaluation,. Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 17 City of Newport Beach, California Task No. 15: SWOT Analysis Activity: ESCI will guide the local planning group through the honest and objective assessment of internal issues and external challenges, also known as the SWOT Analysis. Strengths of the organization Internal Assessment- o Weaknesses of the organization o Opportunities facing the organization External Assessment- o Threats challenging the organization Analyzing the strengths, weaknesses, opportunities for, and threats to the organization is the next critical step in the strategic planning process. Strengths are important as they represent areas of the organization to be built upon, while weaknesses may be areas for potential improvement. Opportunities are vital to the future of the organization and should be viewed as positive prospects for growth and enhancement, while threats must be identified and addressed in advance, where possible. Other critical issues facing the department may be identified by the strategic planning group at this point as well. These may include issues that the strategic planning group identifies as issues critical to the health and success of the organization. Task No. 16: Goals and Objectives Activity: ESCI will direct the local planning team in the establishment of goals and objectives, critical tasks, and timelines that are imperative to the organization and the participation of individual members. • Establishment of organizational goals that address the identified concerns of the external and internal customers over a one to five -year timeframe • For each goal, the development of one or more measurable objectives that are written in such a manner as to describe the criteria by which an outcome is judged complete or successful • Development of associated tasks for each goal and objective utilizing the format of identified measurable criteria o Development of reasonable time for completion Attainment of this task will be demonstrated by the establishment of realistic goals and objectives for the organization. In order to meet the mission of the organization, the establishment of these goals is essential to providing the organization and the individual members with a clear direction. The goals and objectives established during this process will become management tools and should be updated on a continuous basis as priorities change and as specific goals and /or objectives are achieved. The goals and objectives can then be used to identify what has been achieved and to denote changes within the community and the organization. Fastidiously following these goals and objectives will provide the department with the necessary direction and guidance into the future. This should also support the department by reducing the number of impediments, disruptions and uncertainties for the organization and its members. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 18 City of Newport Beach, California Task No. 17: Performance Measurements ESCI will direct the local planning team in discussions regarding the establishment of performance measures that assist the organization in measuring their progress toward the organizational vision. This will be an ongoing process, and may initially involve concepts of performance measurement that will require modifications in the collection of necessary data as the organization becomes more focused on measuring achievement and outcomes. The process may include: • Identification of key performance areas • Analysis of necessary and available performance data o Preparation of performance measures from the following categories: • Quality Measures • Input Measures • Output Measures • Efficiency Measures • Outcome Measures Task No. 18. Publication of Final Strategic Plan Report Activity: ESCI will compile the results of the strategic planning work sessions and produce publication - quality bound, final versions of the written Strategic Plan document. An electronic version of the document will also be provided. Task No. 19: Implementation of Strategic Plan Activity: ESCI will meet with the local planning team two additional times at intervals requested by NBFD (six month periods, for example) for check in on strategic plan status, goal updates and critical task reset, as necessary. The meetings will include a one -day planning team process with the ESCI facilitator to provide notes back on the session(s) for NBFD to incorporate into the updated strategic plan document. Payment for this task will be due only as incurred. Deliverable: At the conclusion of Phase Four, Strategic Plan, ESCI will assemble a .draft plan to be reviewed, by NBFD and then returned to ESCI with comments for final development of the document. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 19 City of Newport Beach, California ESCI will assign the following key staff and associate consultants to these projects. All team members will be available for the duration of the project. Jack W. Snook, President —Project Oversight �.�1� Mr. Snook has been with the company since 1976. He brings with him over 44 years of private and public sector experience at multiple levels. His formal education includes a /r" Master's degree in Public Administration, a Bachelor of Science degree in Fire FJ , / Administration, and an Associates of Arts degree in Fire Science. His career ranges from being the chief executive officer of a city and corporation to being the chief and administrator of one of the nation's 80 largest fire departments. He has been looked upon as a national leader in the fire service for many years. Mr. Snook has extensive experience in providing consulting services to clients throughout the world. Areas of expertise include management and organization reviews, cooperative service and consolidation, strategic planning, program evaluations, and risk assessment. In 1991, he signed an exclusive contract with the International Association of Fire Chiefs (IAFC) to present all of their cooperative effort workshops nationwide. He is the co- author of the book entitled Making the Pieces Fit, Through Cooperative Effort. The publication is the recommended reference book by the IAFC and the International City /County Managers Association (ICMA). He has served as the project manager for over 200 projects throughout North America. Mr. Snook specializes in large regional fire service providers and Metro fire departments. Recent assignments and /or appointments would include facilitator of the National Fallen Firefighters Foundation national summit to reduce line of duty deaths in America; moderator of the nation's first symposium to bring healthcare officials and the fire service togetherto develop a model program to reduce healthcare facility deaths and injuries; facilitator of a national roundtable to discuss emerging codes; and facilitator of the International Association of Fire Chiefs strategic plan (two years), Mr. Snook has key -noted over seventy -five conferences and conventions and has spoken at over 200 events. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Pion Page 20 City of Newport Beach, California Jack Snook, Project Oversight Project oversight; time as required for support to Project Manager and the client's Project Manager. Project Manager /Client Liaison; responsible for the content and quality Cameron Phillips, Project Manager of the project and will ensure that the project is accomplished on schedule and within budget. Joe Parrott; SeniorAssociote Subject Matter Expert, SOC Phil Kouwe, Senior Associate Subject Matter Expert, Strategic Planning Jack W. Snook, President —Project Oversight �.�1� Mr. Snook has been with the company since 1976. He brings with him over 44 years of private and public sector experience at multiple levels. His formal education includes a /r" Master's degree in Public Administration, a Bachelor of Science degree in Fire FJ , / Administration, and an Associates of Arts degree in Fire Science. His career ranges from being the chief executive officer of a city and corporation to being the chief and administrator of one of the nation's 80 largest fire departments. He has been looked upon as a national leader in the fire service for many years. Mr. Snook has extensive experience in providing consulting services to clients throughout the world. Areas of expertise include management and organization reviews, cooperative service and consolidation, strategic planning, program evaluations, and risk assessment. In 1991, he signed an exclusive contract with the International Association of Fire Chiefs (IAFC) to present all of their cooperative effort workshops nationwide. He is the co- author of the book entitled Making the Pieces Fit, Through Cooperative Effort. The publication is the recommended reference book by the IAFC and the International City /County Managers Association (ICMA). He has served as the project manager for over 200 projects throughout North America. Mr. Snook specializes in large regional fire service providers and Metro fire departments. Recent assignments and /or appointments would include facilitator of the National Fallen Firefighters Foundation national summit to reduce line of duty deaths in America; moderator of the nation's first symposium to bring healthcare officials and the fire service togetherto develop a model program to reduce healthcare facility deaths and injuries; facilitator of a national roundtable to discuss emerging codes; and facilitator of the International Association of Fire Chiefs strategic plan (two years), Mr. Snook has key -noted over seventy -five conferences and conventions and has spoken at over 200 events. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Pion Page 20 City of Newport Beach, California Educational Background • Masters Degree in Public Administration • BS Degree in Fire Administration • A/A Degree in Fire Science • Fire Services Administration Institute graduate • California Fire Officers' Academy graduate Professional Experience 0 President, Emergency Services Consulting International — 1996 to present 0 President, Management Development Institute -1976 - 1995 o Nine years Fire Chief of Tualatin Valley Fire and Rescue (OR) 0 Four years Fire Chief of Lake Oswego (OR) 0 13 years Jackson County (OR) Fire District No. 3 (Firefighter to Deputy Chief) Relative Experience • City Councilman and Mayor - Central Point (OR) 1972 -1978 • Fire Science Coordinator - Rogue Community College • Adjunct Faculty Member - U.S. National Fire Academy • ,International Association of Fire Chiefs — member, committee chair • Western Fire Chiefs' Association - member • Oregon Fire Chiefs' Association - member • Metro Fire Chiefs' Association — member • St. Mary's Home For Boys - Board of Directors (1994 -2000) • Oregon Donor Program — Board of Directors (2000 -2005) Associated Professional Accomplishments • President. Ronald Reagan - Letter of Commendation (Volunteerism) • Lifetime Achievement Award — Oregon Fire Chiefs Association 2005 • IAFC -1994 World Convention — Keynote speaker • Oregon /ICS Taskforce - Past Chairman • Contributing Author in Managing the Fire Service Today, ICMA • Guest speaker and lecturer in 39 states and several foreign countries • NFPA - ProfessionalStandardsCommittee • International Association of Fire Chiefs, Prof. Dev. Committee - past chairman • International Association of Fire Chiefs - editorial committee • Oregon Fire Standards and Accreditation - author, consultant • Oregon Intergovernmental Services Bureau - advisory board • Life Safety 2000 Committee Chairman —State of Oregon • IAFC International Conference - Program Chairman (1986, 1987, 1988, 1989) • Golden Trumpet Award — (one of seven recipients in OR's history) 1994 • Silver Trumpet Award — (one of three in OR's history, civilian contribution) 2001 • Listed in Who's Who in the West e Author of several books and training video tape series ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Pion Page City of Newport Beach, California Summary of Projects Agency Evaluations Littleton Fire Department, CO Foster City, CA San Mateo, CA South Metro Fire Department, CO Riverside Fire Department, IL Lyons Fire Department, IL Greenwood Fire Department, IN Fallon Fire Department, NV Evans Valley Fire Department, OR Hermiston, OR Cowlitz County Fire District #2, WA Enumclaw, WA Strategic Plans Orange County Fire Authority, CA International Association of Fire Chiefs New England Association of Fire Chiefs, MA Kansas City Fire Department, MO Tualatin Valley Fire & Rescue, OR Oregon Fire Chief's Association Oregon Fire District Directors Association Washington Firefighters Association Oregon Volunteer Firefighters Association Cooperative Effort Feasibility Studies Foster City and San Mateo, CA Honolulu (City and County), HI Kootenai County and Post Falls, ID Riverside and Lyons Fire Depts., IL Cities of Scituate, Hingham, Hull Norwell and Cohasset, MA Deployment Plans Orange County Fire Authority, CA Dispatch Services Department of Defense, HI Executive Search Highlands Ranch Metropolitan District, CO Hull, MA Norwell, MA Cohasset, MA Reedy Creek Fire Department (Disney World), FL St. Helens Fire Protection District, OR Scappoose Fire Departments, OR Benton County Fire Department No. 4, WA King County Fire Department No. 16, WA Thurston County Fire Department No. 3, WA Scituate, MA Hingham, MA Enumclaw, WA Reedy Creek Fire Department (Disney World), FL Clark County Fire District 6, WA Newberg Fire Department, OR St. Helens Fire Protection District, OR Scappoose Fire Departments, OR King County Fire Department No. 16, WA Thurston County Fire Department No. 3, WA Cowlitz County Fire District #2, WA Jackson County Fire Dist. No. 3, Jackson County FD No. 4, Lake Creek, and the City of Central Point, OR Lincoln County, OR Clark County Fire Dist. No 5, City of Vancouver Fire Dept., WA Kansas City Fire Department, MO Reedy Creek Fire Department (Disney World), FL Boring Fire District, OR Clackamas County Fire District No. 1, OR St. Helens Fire Department, OR Eugene Fire Department, OR Houston, TX Frankford Fire Department, IL ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 22 City of Newport Beach, California 93 Cameron R. Phillips, Senior Consultant — Project Manager Mr. Phillips has over 30 years of emergency services experience, having served in nearly every capacity with the Garden Grove Fire Department, California. His experience included top management positions and he served as fire chief from 1999 until his retirement in 2003. He holds a Master's Degree in Public Policy and Administration, from California State University, Long Beach, California. Mr. Phillips has extensive municipal experience that includes service on a wide variety of city committees, community groups, and cross discipline employee groups dealing with city management, policy development, strategic planning, and daily operations. Mr. Phillips has project management experience in the development and construction of the Orange County Metro Net Fire Dispatch Center, and served as chairman of fire chief committees on management and policy development for the dispatch center. Mr. Phillips is past president of the Orange County Fire Chiefs Association, an associate instructor and lecturer for the Public Policy and Administration Graduate Program at California State University, Long Beach, and a past president of the Metro Chiefs Association. He currently serves as a board member and chairperson for the Garden Grove Hospital, Garden Grove, California. Educational Background • Master's Degree, Public Policy and Administration, California State University, Long Beach Long Beach, CA • Bachelor's Degree, Vocational Education, California State University, Long Beach Long Beach, CA C Associate Arts Degree, Orange Coast College, Costa Mesa, CA Professional Experience C Fire Chief, City of Garden Grove Fire Department, Garden Grove, CA 1999 -2003 (service retirement) G Fire Division Chief - Operations Division, City of Garden Grove Fire Department, Garden Grove, CA 1996 -1999 Fire Battalion Chief, City of Garden Grove Fire Department, Garden Grove, CA 1994 -1996 Fire Captain, City of Garden Grove Fire Department, Garden Grove, CA 1980 -1994 Relevant Affiliations • Member, International Association of Fire Chiefs • Member, California Fire Chiefs Association Summary of Projects Agency Evaluations Burbank Fire Department, CA Tulare Fire Department, CA Monterey Park, CA Sonoma County Fire, CA Goodyear Fire Department, AZ ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 23 City of Newport Beach, California Agency Evaluation and Consolidation Rifle, Burning Mountains, Glenwood Springs, CO Strategic Plan City of El Cajon, CA Master Plan Imperial County, CA Fire Prevention Study City of San Jose, CA Joe Parrott, Senior Consultant — SME, Data and GIS Analysis Chief Parrott recently retired after 38 years of very diverse fire and emergency services experience. Chief Parrott served for 15 years as fire chief for the City of Gresham, Oregon and six years as deputy fire chief /fire marshal for the City of Salem, Oregon. He has attained the professional designation of Chief Fire Officer awarded by the Center for Public Safety Excellence. Chief Parrott has managed emergency services evaluations, growth management studies, strategic planning processes, and fire service standards of coverage and deployment plans across the country. Previous clients include the Kansas City Fire Department (MO), Orange County Fire Authority (CA), Spokane Fire Department (WA), Philadelphia Fire Department (PA) San Bernardino County Fire Department (CA), Reno Fire Department (NV) and numerous similar sized and smallerfire agencies. He has also facilitated strategic plans for state and national organizations including the National Fallen Firefighters Foundation, National Volunteer Fire Council, and others. Chief Parrott is a frequent presenter at regional, state, and national conferences including the Western Fire Chiefs Association, the Oregon Fire Chiefs Association, and the IAFC Webinar series. Chief Parrott has an Associate Degree in Fire Science and a Bachelor Degree in Management, as well as extensive incident command and emergency management education and experience. Educational Background • BS Degree in Management, City University, Bellevue, WA • AS Degree in Fire Command and Administration, Fort Steilacoom CC • Extensive Incident Command System Training including: Operations Section Chief; Incident Commander; Command and General Staff Professional Experience c 38 years diverse and progressive fire and emergency services experience G 18 years as Fire Chief -15 at Gresham, Oregon o Deputy Chief /Fire Marshal, Salem Fire Department, Salem, OR C Senior Consultant, Emergency Services Consulting International ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 24 City of Newport Beach, California Relative Experience • Chairman, Regional Incident Command System Steering Committee • Chairman Bureau of Emergency Communications Users Board • Oregon Fire Chiefs Association • International Association Fire Chiefs • Oregon Fire Chiefs Association representative to the League of Oregon Cities • Urban Interface Specialist, National Wildfire Incident Management Team • Interim Community Development Director, Gresham, Oregon • Emergency Services sub - committee chair— Oregon Seismic Rehabilitation Grant Program Associated Professional Accomplishments • Oregon Incident Command System Task Force • League of Oregon Cities `Innovation Award" • International Association of Fire Chiefs "Award of Merit" • Oregon Jaycee's "Great Young Person" • Created regional service delivery system - four cities and one fire district • Created partnerships with local police agency for dive rescue and hazardous materials emergency response Summary of Projects Evaluations Orange County Fire Authority, CA North Los Angeles County Fire Agencies Maui County Fire Department, HI North San Diego County Fire Agencies Monterey Park, CA Polk County Fire District No. 1, OR Pierce County Fire District 8, WA Jefferson Fire District, WA North County Fire Protection District, CA Standards of Cover, Staffing /Resource Deployment, and Station Location Studies Carmel, IN Spokane, WA Billings, MT Kansas City, MO Reno, NV Salem, OR Meridian, ID Monroe Fire Department, WA Washoe County, NV Medford, OR Strategic Plans Kansas City, MO Polk County Fire Department No. 1, OR National Volunteer Fire Council National Fallen Firefighters Foundation Maui County Fire Department, HI ESCI Proposal: Agency Evaluation,. Standards of Cover City of Newport Beach, California Orange, CA Nanaimo, BC Richland, WA Belton, TX Winston - Salem, NC Maple Valley Fire District, WA Vancouver. WA Clark County Fire Department No. 6, WA Orange County Fire Authority, CA Oregon Fire District Directors Association Oregon Volunteer Firefighters Association Salem Fire Department, OR Cooperative /Shored Services, and Strategic Plan Page 2S Master Plans Paso Robles, CA Hesperia Fire Department, CA Battle Creek, MI Tamarac, FL Keizer Fire Department, OR Bonita Springs, FL Medford, OR South Lane Fire & Rescue, OR Imperial County, CA Fleet Management Evaluation Olympia Fire Department, WA Financial Assessment San Bernardino County Fire Department, CA Summit /Millburn, NJ Resource Re- deployment Analysis Philadelphia Fire Department, PA Phil Kouwe, Senior Consultant —SME, Strategic Planning Mr. Kouwe has over 25 years of consulting and fire and emergency services experience. He joined ESCI in 2000 and has managed over 40 consulting projects including emergency services evaluations, growth management and strategic planning processes, consolidation feasibility studies, officer development and assessment center programs, and station location studies. In addition, Mr. Kouwe spent over 14 years as a fire chief. He has directed fire departments in the suburbs of Indianapolis, Indiana; Cleveland, Ohio; and in coastal North Carolina (Wilmington), with extensive experience managing high - growth environments through major organizational change. He has been appointed to several high profile boards and commissions on the state and national level, and received the Governor's Meritorious Service Award from the State of Indiana. He holds an AS degree in Fire Science Technology and is a graduate of the Executive Fire Officer (EFO) program at the US National Fire Academy. Educational Background • AS Degree, Fire Science, Pike's Peak Community College, CO • National Fire Academy, Executive Fire Offer (EFO) graduate • International Fire Service Accreditation Congress • Fire Officer I & II • Fire Instructor II & III • Firefighter I & II Professional Experience a Four years as Fire Chief, New Hanover County Fire Services, NC • Seven years as Fire Chief, Fishers Fire Department, IN • Two years as Division Chief, six years as Firefighter, Lawrence Twp. FD, IN • Fire service instructor since 1984, teaching at local, state, and national programs ESCI Proposal., Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 26 City of Newport Beach, California Related Experience • Commissioner, Indiana Fire Prevention and Building Safety Commission • Division President, International Association of Fire Chiefs • Board of Directors, Indiana State Fire Chiefs Association • Chairman, New Hanover County Local Emergency Planning Committee (LEPQ • Fire Service Coordinator, New Hanover County, hurricanes Bertha, Fran, Bonnie, and Floyd • Assistant Coordinator, North Carolina Task Force Four, Florida Wildfire Response 1998 Professional Accomplishments • Governors Meritorious Service Award — State of Indiana • Award of Merit, Residential Fire Sprinkler Program — IAFC; OLS • Special Citation — International Association of Fire Fighters • Fire Safety Video Production Award — Indiana Public Broadcasters Society • Valor Award — Fishers Fire Department • Community Broadcasting Award — Hoosier Cities TV, Channel 19, Noblesville, IN • Distinguished Service Award, State of Florida • The New Hanover County Department of Fire Services was awarded the Outstanding County Government Program Award for 1999 in the category of general government by the N.C. Association of County Commissioners G Featured speaker for IAFC Fire - Rescue International, Michigan Fire Chiefs Association, Michigan Fire Instructor's Association, International Society of Fire Service Instructors, Indiana State Fire Schools Summary of Projects Fire and EMS Evaluations St. Albert, AB, CAN Key Largo, FL Westwood, MA Harpswell, ME Brookhaven, NY Mckinney Fire Department, TX South Metro, MN Bellair Bluffs, FL Central Jackson Co, MO Juneau, AK Fire /EMS Evaluations and Master Plans Fort Lupton, CO Tinley Park, IL Deptford Township, NJ Red Wing, MN Owensboro, KY Southbury, CT Hernando County, FL Central Cumberland County, PA Liberty County, GA Millcreek Township, PA Morton Grove /Niles, IL Evanston, IL West Seneca, NY Bangor, ME Town of Brookhaven, NY Winston Salem, NC Salisbury, MD North Slope, AK Manchester. CT Millcreek Township, PA Matlacha -Pine Island Fire Control Distict, FL Jackson /Teton County, WY Chula Vista, CA Saint Cloud, MN Bainbridge Township, OH Havelock, NC Resort/BearcreekTownship, MI La Vista, NE ESCI Proposal: Agency Evaluation; Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page. 27 City of Newport Beach, California Delta Township, MI Bonita Springs, FL Brunswick Co, NC Burton, OH Citrus Co, FL Franklin Fire District, NJ Standards of Cover Clayton, MO Maplewood, MO Melbourne, FL Boise, ID Cooperative Services Feasibility Studies Greater St. Louis County, MO Hernando County, FL Central Cumberland County, PA Liberty County, GA Fond du Lac Indian Reservation, MN Morton Grove /Niles, IL Michigan Municipal League, MI Benson, MN Cities of Mound and Minnetrista, MN Stevens County, MN Medina, NY Tri -City EMS, IL Clearfield, UT Strategic Plan Clayton, MO Miami Beach, FL Beaumont, TX Saint Cloud, M N Anne Arundel County, MD Burton, OH Upper Dauphin, PA Sealy, TX Staffing /Resource Deployment and Station Location Strathcona, AB, CAN Painesville, OH Winslow, NJ Guilford County, NC Orland, IL Madison, OH Portage County, WI Wilmington, NC Eastern Lakes Council, OH Carlton County Fire Rescue, IL Jackson /Teton County, WY Centre Region Council of Government, PA Monroe /Frenchtown, MI Ellington, CT Summit Township of Millburn, N1 Bemidji, MN Carlton, MN Stillwater, MN Charleston County, SC Westshore COG, OH Southwest United, IL North San Diego Co, CA Lenexa, KS Red Wing, MN Carlton County, MN Cloquet Area FD, MN Kansas City, MO Westshore COG, OH Washington Township, OH Bainbridge. Township, OH Philadelphia, PA Danville, VA Cascade Township, MI Saint Charles, IL Hialeah, FL Wilmington, NC Matlacha -Pine Island Fire Control District, FL Melbourne, FL Des Plaines, IL Western Springs, IL Murray City, UT Cocoa, FL Grand Island, NE Topeka, KS Billings, MT Brook Park, OH Douglas County #2, OR ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 28 City of Newport Beach, California Stillwater, MN West County, M O Dauphin Co, PA Brookline, MA Concord, OH Davidson, NC EMS Master Plans Collier County, FL Pasco County, FL Portage County /Stevens Point, WI West St. Louis County, MO St. Charles, IL Dania Beach, FL Plainfield, IN Fort Lauderdale, FL Elkhorn, NE Clay County, FL Alachua County /Gainesville, FL Avon Lake, OH ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 29 City of Newport Beach, California Project Name: Fire Service Analysis I Contact: James Birrell, Fire Chief 350 W Newmark Avenue Monterey Park, 91754 Phone: 626- 307 -1262 Email: jbirrell@ montereypark.ca.gov Project Description: The City of Monterey Park engaged ESCI to conduct an assessment of existing City and proposed Los Angeles County Fire District service delivery levels and the financial benefits, costs and /or losses associated with a final proposal to transfer or consolidate public safety services. The assessment included a determination as to service continuity, enhancement, or elimination of emergency response and ancillary services, on -duty staffing levels, facilities, and equipment. ESCI applied a comparative analysis technique examining current MPFD services and proposed LACFD service levels as stated in the feasibility document. The scope of work was limited to providing a comparison of services proposed by LACFD and the current services in operation to in Monterev Park. Project Name: Master Plan Contact: Tony Rouhotas, Fire Chief 400 South Imperial Avenue Imperial CA 92251 Phone: 760 - 355 -1191 Email: tonyrouhotas @co.imperial.ca.us Project Description: ESCI was engaged to conduct a review and analysis of the fire protection, emergency medical, and other services provided by the Imperial County Fire Department (ICFD). In addition to the analysis of the agency's services, ESCI offered comprehensive recommendations for improvement and developed a master plan for the continuation and improvement of those services. The criteria used to evaluate ICFD have been developed over many years and include relevant guidelines from the National Fire Protection Association (NFPA) standards, federal and state mandates for fire and EMS systems, recommendations by various other organizations, fire service accreditation criteria from the Center for Public Safety Excellence (CPSE), and generally accepted best within the fire. EMS. and emergencv services ind a e Project: Comprehensive Review of the Fire Contact: Sana Arakehan, Administrative Officer Department Burbank Fire Department 311 East Orange Grove Avenue Burbank,. CA 91502 Phone: 818 -238 -3473 Project Description: The review will provide a detailed organizational and operational assessment of the department's management and organizational structure, fire prevention, suppression, staffing levels, deployment practices, use of overtime, response procedures, equipment, apparatus, workload and performance measures, and population and demographic trends. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 30 City of Newport Beach, California Project: Deployment Plan and Standards of Cover Contact: Keith Richter, Fire Chief 1 Fire Authority Drive Project: Generation Strategic Plan/ GAP Analysis Irving, CA 92602 Email: keithrichter @ocfa.org Phone: 714 -573 -6000 Project Description — Deployment Plan and Standards of Cover: ESCI was contracted to develop a deployment plan and a standards of cover document. This was a multi- faceted project and included first defining the type, nature, and location of various levels of risk within the communities of OCFA. As the project progressed, significant time and effort was spent in developing multiple delivery system options relative to the distribution, concentration, staffing, and the vehicle platforms utilized within this complex system. This process lead to defining the number of personnel needed to effectively control emergency events and the alarm assignments (apparatus) required to deliver the needed staffing. The field validation and critical tasking elements of this project may be the most extensive effort conducted to date by a Metro Department. A critical element of this process was the development of mutually agreed upon performance measures and targets that were defined based on time and resources as well as when identified resources would arrive on scene and could begin operations. These plans were incorporated into the organization's strategic plan and many of the plan recommendations are currently being implemented. Significant changes have been made to the OCFA delivery system as a result of this project. These would include, but not necessarily be limited to, changes in tiered dispatch protocols, the utilization of peak activity units, standardization of vehicle platforms, and significant changes in the way in which vehicles and stations are staffed. Ultimately, the plans received support of the organization, labor groups, and a unanimous vote for adoption by the 23- member Board of Directors. Project Description — Generation Strategic Plan/ GAP Analysis: A comprehensive customer - centered strategic plan was developed in partnership with Orange County Fire Authority staff, member agencies, and internal and external stakeholders. The plan was a first generation plan which followed a model adopted and recommended by the IAFC. The plan included a re- confirmation of OCFA's mission, vision, and values. The plan identified six key initiatives and goals that drove the development and implementation of measurable objectives and projects. The process was all inclusive as it relates to participation; 136 OCFA personnel served on ten planning groups. Input ranged from questionnaires being distributed communitywide at strategic locations, to input from business leaders, neighboring emergency services organizations, and all 23 represented member organizations. The project was successful and the strategic plan has been a key element in moving the organization forward in a very positive direction. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored services, and Strategic Plan Page 31 City of Newport Beach, California 'T IL" . s.- -V- i' - _(l I' ✓. a '� f�q•, � - Emergency Services Consulting International is pleased to present the following formal cost proposal for the project outlined in the Scope of Work. ESCI Not to Exceed: $115,962, inclusive of expenses Proposed Payment Schedule 0 10% payment due upon contract signing. 0 Monthly invoicing thereafter as work progresses. Information relative to cost quotation • Bid quotation is valid for 90 days. • ESCI Federal Employer Identification Number- 23- 2826074. • ESCI will receive full cooperation from person(s) representing the City of Newport. • 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. • To achieve the scope of services requested by the client, ESCI offers the use of web -based technology to review documents, maps, and project drafts. Microsoft SharePoint is utilized extensively to create a collaborative virtual workplace in which the client and project team can exchange information. Another benefit of this technology is reduced travel expenses. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 32 City of Newport Beach, California _ �• . • .: .,rte _ - _� - ! Disclosures and Practices Conflict of Interest Statement ESCI has neither directly nor indirectly entered into any agreement, participated in any collusion or collusion activity, or otherwise taken any action which in any way restricts or restraints the competitive nature of this solicitation including but not limited to the prior discussion of terms, conditions, pricing or other offer parameters required by this solicitation. ESCI is not presently suspended or otherwise prohibited by any government from participation in this solicitation or any other contracting to follow thereafter. Neither ESCI nor anyone associated with ESCI has any potential conflict of interest because of or due to any other clients, contracts, or property interests in this solicitation or the resulting project. In the event that a conflict of interest is identified in the provision of services, ESCI will immediately notify the client in writing. Insurance ESCI is insured in excess of $2,000,000. Insurance certificates will be provided upon award of contract. Litigation ESCI has no past and /or pending litigation or unresolved lawsuits. Employment Practices ESCI is an equal opportunity employer. The company is guided by recognized industry standards, policies, and procedures. ESCI offers a wide range of employee benefits and ongoing training opportunities that has enabled ESCI to attract and retain quality consultants who are recognized as experts in emergency service organization, management, and service delivery. ESCI will not refuse to hire, discharge, promote, demote, or otherwise discriminate in matters of compensation against any person otherwise qualified, because of age, race, creed, color, sex, national origin, ancestry, or handicap. ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 33 City of Newport Beach, California Select Clientele, 2008 — 2012 (most recent five years) ieni Alachua County, FL Master Plan Alameda County, CA Strategic Plan Albemarle County, VA Officer Development Program Albion, NY Fire Services and EMS Review Albuquerque, NM Communication Center Opportunities for Excellence, Master Plan Anacortes, WA fire /EMS Deployment Analysis and Cooperative Services Feasibility (Three departments) Anne Arundel County, MD Fire Protection Strategic Plan APCO Canada, Ottawa, ON Effective Practices for Public Safety Communications Centres Arvada Fire District, CO Fire Department Master Plan, Feasibility Study, SOC Astoria, OR Internal Review Avon Lake, IL Emergency Services Master Plan Avon Lake, OH Cooperative Agreement /Consolidation Bainbridge Township, OH Facilities /Deployment Study Deployment /Staffing Update Bangor, ME Fire Services Performance Management Review Barnstable FD, MA Facility Location Study Bay Village, OH Fire /EMS Evaluation Belgrade, MT Fire Services Study Bellevue, ID Fire Protection Evaluation/ Cooperative Study with Wood River Fire District /City of Hailey Belton, TX Station Location Bemidji, MN Feasibility Study Berger ABAM Engineering, OR Fire Service Delivery Analysis Blue Springs, MO EMS Evaluation Boise, ID EMS Master Plan, Standards of Cover Boone County, MO Executive Search Bozeman, MT Fire Protection Master Plan Brook Park, OH Emergency Services Facility Study Brookhaven, NY Fire District Dissolution Study, Financial Analysis Brookline, MA Technology Integration Consulting Burbank, CA Fire Department Comprehensive Review ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 34 City of Newport Beach, California Caldwell, ID Feasibility Study Canon City, CO Strategic Plan Carlisle, PA Deployment Analysis Cascade Locks, OR Revenue Cost Analysis Central Jackson County /Lotawana, MO Evaluation and Cooperative Feasibility Study Central Kitsap Fire /Rescue, WA Cooperative Effort Feasibility Study (Three departments), Executive Search, Operations Plan, Management Audit Central Lane Communications, Eugene, OR Operational Assessment Central Valley Ambulance Authority, WA Executive Recruitment Central Valley Fire District, MT Station Location Analysis Chaffee. County, CO Cooperative Efforts Feasibility Study Charleston, SC Executive Recruitment Chino Valley Independent Fire District, CA Standards of Cover Chula Vista, CA Fire Department Master Plan, Master Plan Addendum, and Advanced Life Support System Evaluation, Deployment Analysis, Feasibility Study, Review of EMS planning Clackamas Fire District 41, OR Strategic Plan Clark County Fire Dist. 5/City of Vancouver, WA Annexation Feasibility Study Clayton, MO Fire Services Evaluation, Consolidation Study Cloquet Area Fire District, MN Strategic Plan Cohocton, NY EMS Consolidation Feasibility Study Columbia 911 Communication District, OR Executive Search Corcoran, MN RFP Support Services Corvallis Police Department Regional Communications Consolidation Costa Mesa, CA Fire Station and Deployment. Study, Response Time Modeling Cowlitz County Fire District rig, WA Strategic Plan and Management Audit, Feasibility Study Curry County Health District, OR Community Attitude Survey Danville, VA EMS Agency Evaluation, Station Location Analysis Dauphin County, PA Comprehensive Emergency Services Study Davidson, NC Station Location Delta Township, MI Fire and EMS Services Master Plan Deptford Fire District, NJ Fire Services Evaluation and Master Plan East Pierce Fire and Rescue, WA Capital Facilities Consulting, Executive Search ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 35 City of Newport Beach, California Estacada Fire District, OR Volunteer Recruitment /Retention Strategic Plan Eugene /Springfield, OR Cooperative Effort Feasibility Study, Evaluation of Police Dispatch Evans, CO Fire and Emergency Services Study Fairview Park, OH Fire /EMS Evaluation Ferndale — Michigan Muni, MI Cooperative. Efforts Feasibility Florence County, SC Agency Evaluation and EMS Master Plan Fontana, CA Fire Service Financing Study Fort Lupton Fire Protection District, CO Fire Protection Evaluation and Master Plan Franklin Township Fire District No. 1, NJ fire /EMS Evaluation & Master Plan Fulton County Emergency Communications Center, GA Evaluation; Work Plan Guide; Strategic Plan; Impact Report, Interim Management Work Plan Gladstone, OR Focused Management Evaluation Goodyear, AZ Fire /Police Master Plan Grand Junction, CO Station Location Study Great Sisters Area, OR Regional Emergency Operations Plan Greater St. Louis County, MO Cooperative Effort Feasibility Study (Five Fire Departments) Gresham, OR Community Attitude Survey Groton, CT Survey of Fire Staffing Services Guilford County, NC Comprehensive Emergency Services Study Halley, ID Fire Protection Evaluation/ Cooperative Services Study with Wood River Fire District /City of Bellevue Hamel - Lorretto, MN Cooperative Efforts. Feasibility Hermiston Fire & EMS, OR Executive Recruitment - Fire Chief; Cooperative Services Feasibility Study Hernando County; FL Regional Emergency Services Master Plan and Cooperative Services Feasibility Study Hialeah, FL Master Plan, Standards of Cover Highlands Ranch Metropolitan District, CO Emergency Services Options Analysis Hillsboro, OR Executive Recruitment- Fire Chief Hillsborough County, FL Performance Audit Honolulu Fire Department, HI Merger Feasibility Study— EMS and Fire Houston, TX Executive Recruitment Imperial County, CA Master Plan Jackson County Fire District #3, OR Executive Recruitment, Agency Evaluation Joshua, TX Fire Department Master Plan ESCI Proposal., Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 36 City of Newport Beach, California Kannapolis, NC Standards of Cover Analysis Kansas City, MO Integration Analysis: EMS Computer Aided Dispatch and Record Management System, Strategic Integration King County FD 20, WA Executive Recruitment Kirkland, WA. Agency Evaluation and Strategic Plan Kootenai County, ID EMS Master Plan La Pine Rural Fire District, OR Executive Search Lafayette, OR Cooperative Services Feasibility Lakewood, OH Fire /EMS Evaluation Lane County Fire Department Ill, OR Executive Recruitment - Fire Chief, Comprehensive Background Investigation Larkspur Fire Protection District, CO Fire and Emergency Services Master Plan, Fiscal Analysis Lewis and Clark County and City of Helena, MT Fire Department Evaluation and Master Plan Lewiston, ID EMS Master Plan Liberty County, GA Fire and Emergency Services Master Plan Lincoln County, OR Cooperative Services Feasibility Study Madison Fire District, OH Evaluation and Master Plan Malta, NY Fire Department Evaluation and Master Plan Maplewood, MO Fire Services Evaluation, Administrative and Support Functions, Consolidation Study, Standards of Cover .McKinney, TX Fire Department Operational Review McNulty People's Utility District, OR Community Attitude Survey Medford, OR Master Plan Meridian, ID Fire Department Strategic Plan Mid - Columbia Fire and Rescue Executive Recruitment Minneapolis, MN Agency Evaluation and Master Plan Minnetrista, MN Shared Services Feasibility Study, Police Feasibility Study Monterey Park, CA Fire Service Analysis Mound, MN Shared Law Enforcement Services Feasibility Study Mountain Vista, AZ GIS Travel Time Mapping Multnomah County, OR Emergency Management Program Evaluation New Hanover County, NC Regional Emergency Services Master Plan & Cooperative Services Feasibility Study North Hennepin County, MN Shared Services Study North Kitsap Fire and Rescue, WA Cooperative Efforts Feasibility Study North Olmsted, OH Fire /EMS Evaluation ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 37 City of Newport Beach, California North Ridgeville, OH Fire /EMS Evaluation North Suburban 9 -1 -1 Center Des Plaines, IL Quality Dispatch Solutions Communications Study Northern Lakes Fire Protection District, ID Validation of Perceived Needs, Service Contract Development Northshore, WA Agency Evaluation, Cooperative Efforts Novato Fire Protection District, CA Standards of Cover Olivette, MO Fire Services Evaluation, Consolidation Study Orange, CA Fire Station Location Study Orange County Fire Authority, CA Strategic Plan, Standards of Cover Orland Fire Protection District, IL Fire /EMS Evaluation and Master Plan Overland Park, KS Evaluation Owensboro, KY Operational Audit, Evaluation Pacifica, CA Fire Protection Services Evaluation Palatine Rural FPD, IL Strategic Plan Facilitation Parkersburg, WV Master Plan Phoenix, AZ Feasibility Study Port Ludlow, WA Strategic Plan, Master Plan, Member Survey Port of Portland, OR Communications Center Staffing Study Poulsbo, WA Cooperative Efforts Feasibility Study RED Center, Northbrook, IL Master Plan Regional Emergency Dispatch Center, Northbrook, IL Operational Review /Comprehensive Plan Reno Fire, NV Evaluation /Strategic Plan, Standards of Cover Rifle, Burning Mtns, Glenwood Springs, CO Cooperative Services, Management Consulting Richmond Heights, MO Fire Services Evaluation, Consolidation Study Rio Blanco County, CO Master Plan and EMS Director Recruitment Rocky River, OH Fire /EMS Evaluation Roseburg, OR Station Location Salem, OR Strategic Plan, Annual Standards of Cover San Diego County, North Zone, CA Fire Department Evaluation and Regionalization Study (10 Departments) San Jose, CA Assessment Sandy, OR Strategic Plan and Administrative Support Plus Scio Rural Fire Protection District, OR Administrative Support Consultation Shaker Heights, OH Cooperative Efforts Feasibility Study ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 38 City of Newport Beach, California Sherrill's Ford — Terrell Fire and Rescue Executive Recruitment Siskiyou LAFCO, CA Municipal Service Review Sisters /Camp Sherman, OR Emergency Operations Plan, Training Exercises Sitka, AK Review and Update of Emergency Operations Plan Siuslaw Valley Fire and Rescue, OR Community Attitude Survey, Incident Review Report Skagit County EMS Commission, WA EMS Levy Recommendations and Comprehensive Management Plan Snohomish County District #3, WA Station Location Study Snohomish County District #15, WA Agency Evaluation, Member Survey Solano LAFCO, CA Municipal Service Review Sonoma County, CA Rural Fire Service Review South Adams County, CO Master Plan South East Thurston Fire Authority Strategic Plan, Fiscal Analysis, Executive Coaching South Lane Fire and Rescue District, OR Executive Search for Fire Chief South Metro /Parker Fire, CO Cooperative Services Feasibility Study, Strategic Plan, Evaluation Southbury, CF Needs Assessment Study Spokane, WA Annual Standards of Cover and Deployment Plan and Executive Search Spokane County Fire District No. 13, WA Organizational Review, Executive Search Spokane Fire District #10, WA Executive Search Deputy Chief St. Albert, AB Fire Protection Evaluation and Master Plan, Standards of Cover, Fire Services Review St. Charles, IL Fire Station Location and Deployment Study, Concurrent Call Report St. Cloud, MN Fire /EMS Evaluation and Strategic Plan Stanislaus LAFCO, CA Municipal Service Review Stillwater, MN Fire Protection Evaluation Strathcona, Alberta, Canada Emergency Services Master Plan Summit, NJ Shared Services Feasibility Study Teton County and Jackson, WY Fire /EMS Master Plan Tinley Park, IL Fire and EMS Services Master Plan Tri- Cities Ambulance, IL EMS Services and Funding Study Truckee Meadows Fire Protection District, NV Regional Standard of Cover University City, MO Consolidation Study Valley Center Fire Protection District, CA GAP Analysis Vancouver, WA SOC and Deployment Plan ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 39. City of Newport Beach, California Victoria, BC Training Program Review Wakiakum Community Foundation, WA Fire and Emergency Needs Assessment Walla Walla, WA Staffing and Deployment Analysis Washington Terrance, UT Capital Improvement Plan Washington Township, OH Strategic Plan Facilitation Washoe County, NV Evaluation /Strategic Plan, Master Plan Recommendation Facilitation, Deployment Study Weirton, WV Agency Evaluation West County EMS & FPD, MO Deployment Analysis & ISO Review, Strategic Plan West Metro Fire and Rescue; CO Strategic Plan Implementation Westlake, OH Fire /EMS Evaluation Westport, WA Master Plan Whatcom County Fire District No. 14, WA Fire and EMS Capital Facilities Analysis, Critique of Environment Impact Statement Wheat Ridge Fire Protection District; CO Executive Search Wood River Fire District, ID Fire Protection Evaluation/ Cooperative Services Study with the Cities of Belleview and Hailey Worland Fire Protection District #1, WY Executive Recruitment - Fire Chief Yakima, WA RFA Fiscal Analysis Yokota Air Base, Japan Operational Assessment and Facility Design Review, 9 -1 -1 Center Design ESC/ Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 40 City of Newport Beach, California }Emergency Services Consulting International Corporate Offices Eastern Region Office 25200 SW Parkway Avenue, Suite 3 111 Kilson Drive, Suite 208 Wilsonville, Oregon 97070 Mooresville, North Carolina 28117 800.757.3724 704.660.8027 0 Copyright 2013. Emergency Services Consulting International. All Rights Reserved. National Capital Region Office 4025 Fair Ridge Drive Fairfax, Virginia 22033 703.273.0911 City of Newport Beach NO. BA- 13BA -038 BUDGET AMENDMENT 2012 -13 EFFECT ON BUDGETARY FUND BALANCE: Increase Revenue Estimates X Increase Expenditure Appropriations AND Transfer Budget Appropriations SOURCE: from existing budget appropriations from additional estimated revenues qX from unappropriated fund balance EXPLANATION: This budget amendment is requested to provide for the following: AMOUNT: $115,962.00 Increase in Budgetary Fund Balance X Decrease in Budgetary Fund Balance No effect on Budgetary Fund Balance To increase expenditure appropriations in the amount of $115,962 for a four - phased project consisting of Fire Department Evaluation, Standards of Cover, Cooperative /Shared Services Study, and a Strategic Plan for enhances service delivery. Funds will come from General Fund Reserves. ACCOUNTING ENTRY: BUDGETARY FUND BALANCE Fund Account Description 010 3605 General Fund - Fund Balance REVENUE ESTIMATES (3601) Fund /Division Account Description EXPENDITURE APPROPRIATIONS (3603) Division Number Account Number Amount Debit Credit $115,962.00 $115,962.00 Date Signed: City Council Approval: City Clerk Date Description Division Number 2310 Fire - Administration Account Number 8088 Services - Contract Division Number Account Number Division Number Account Number Division Number Account Number Division Number Account Number Amount Debit Credit $115,962.00 $115,962.00 Date Signed: City Council Approval: City Clerk Date