HomeMy WebLinkAboutC-5417 - PSA for Fire Department Evaluation, Standards of Cover, Cooperative / Shared Services, and Strategic PlanPROFESSIONAL SERVICES AGREEMENT WITH
EMERGENCY SERVICES CONSULTING INTERNATIONAL, INC. FOR
FIRE DEPARTMENT EVALUATION, STANDARDS OF COVER,
COOPERATIVE /SHARED SERVICES, AND STRATEGIC PLAN
THIS AGREEMENT F R PROFESSIONAL SERVICES ( "Agreement ") is made
and entered into as of this day of April, 2013 ( "Effective Date ") by and between
the CITY OF NEW B CH, 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:
O
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:
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.
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.
3.1 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.
42 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.
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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.
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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
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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.
83 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.
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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.
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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
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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.
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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.
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.
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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.
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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: Scott 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
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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.).
28.1 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.
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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]
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IN WITNESS WHEREOF, the parties have caused this Agreement to be
executed on the dates written below.
APPROVED AS TO FORM:
CITY A�T RN Y'S OFFICE
Date: /_�
AAmv/C. Harp
City Attorney
ATTEST:
Date: ✓ 0 /
By: ` 0i S h��'
Leilani I. Brown
City Clerk
�0
CITY OF NEWPORT BEACH,
A California municipal corporation
Date: l} Il, 123
By: G�
Dav
City Manager
CONSULTANT: Emergency Services
Consulting International, an Oregon
corporation
Date: ati . 7A. 13 A
By:
Jack
Presi
nook
_W ,
Date: 4ti'► '�-t 3
By: kk—,/
Cindy Mach
Chief Operations Officer
[END OF SIGNATURES]
Attachments: Exhibit A — Scope of Services
Exhibit B — Schedule of Billing Rates
Exhibit C — Insurance Requirements
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EXHIBIT A
SCOPE OF SERVICES
} Emergency Services Consulting
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.
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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
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F. Local census and demographics statistics
G. NBFD administrative policies and procedures
H. NBFD Standard Operating Guidelines (SOGs) and service delivery practices
L 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 Sheriffs 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
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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
L 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/Vehicies - 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 ElazMat — 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
I. 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 (SOC
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, 5t' 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
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
• Analysis of response time capability to achieve full effective response
force
• 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. is 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. 8: 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-1 1
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 •- A
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. 18 :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 ESCI 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
M-VEDULE OF 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
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
$5,297.00
TOTAL TIME AND MATERIALS
NOT TO EXCEED $5,297.44
ESCI Page B-1
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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,
1.31.1 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 nonrenewai 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 anytime.
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
FROM: Fire Department
Scott Poster, Fire Chief
949 - 644 -3101, SPostergnbfd.net
City Manager Office
Dave Kiff, City Manager
949 - 644 -3001, dkiffanewportbeachca.gov
PREPARED BY: Noreen Swiontek, Fire Administrative Analyst
APPROVED:.- If
TITLE: Emergency Services Consulting International (ESCI) Professional
Services Agreement
F 4- y
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.
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.
s f
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 Intemational,
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 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:
ill
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.
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.
: •
3.1 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 001100 {$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.
•
5.1 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.
.�
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.
8.1 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
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.
' UICTUT1i!1)43
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: Scott 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.).
_ It TT • ,
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.
29.1 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.
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 ATTQRREY'S OFFICE
Ali 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
I
EXHIBIT A
SCOPE OF SERVICES
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 Info. : 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.
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.
"'ask No, 4e 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
& 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
R 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
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 .
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
M
Reports and records
Compensation Overview, utilizing data provided
for the City's Class and Compensation study
Labor - management relationship and issues,
collective bargaining agreements
Disciplinary process
Counseling services
by Fox- Lawson and Associates
including existing or proposed
The application and recruitment process
Testing, measuring, promotion processes, and succession planning
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
I. 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 . -.. .
E. Training procedures and manuals
F. Record keeping
G. Clerical support
Objective 10: Fire PreventionlPublic 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 tSOC
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 6th 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
.• - .
ESGI M- 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.
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
• Analysis of response time capability to achieve full effective response
force
• 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
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
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. T. Development, Review and Delivery of Standards of Cover Document
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. 8: 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 3
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.
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.
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.
• Prominent citizens in the community
• Members of civic organizations
• School District representatives
• Members of other departments
• Media representative(s)
Chamber of Commerce, Rotary, Lions)
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
1 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 Rio. 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 Rio, 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.
Intemal • 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.
r
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,
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
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 ESCI 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 •.g
EXHIBIT B
SCHEDULE OF BILLING
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, Meats, Mileage)
PHASE I - AGENCY EVALUATION
PHASE TWO - STANDARDS OF COVER
PHASE THREE - COOPERATIVE SVCS
PHASE FOUR - STRATEGIC PLAN
$1,575.00
$1,202.00
$639.00
$1,881.00
$5,297.00
ESCI Page B-1
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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 tnsurance. 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
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 Acireements 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
California
Fire Department Agency Evaluation, Standards of Cover,
Cooperative /Shared Services and Strategic Plan
s
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
sc
March 11, 2013
Scott Poster, Fire Chief
City of Newport Beach
3300 Newport Blvd
Newport Beach, CA 92663
i
mioob,. V'v, . 8W i7_172V
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
III
this important project. if you have any questions, do not hesitate to contact Cameron Phillips
co.Po+au Office
2s200sW ParMxayAvenue
at 714.397.6486 or me at 800.757.3724.
Butte 8
Wil ren0ft, OR 97WO
Phone: 503.570.7778
Sincerely,
Fax: 503.570.0522
Chief Operations Officer
III
0f OnD Or..
111 KiiSrce
suite 308
Moorena fe, NO 28117
Phone; 700..660,8027
Cynthia K. March
aiC 4025
Chief Operations Officer
Fair Ridge oine
Fairfax, VA 22033
Phone: 703.273.0911
Fax:701273.9363
AboutESCI ..................................... . ....... .° .............................................. ........................... . ........... 1
ESC| Capabilities ..... ... . ..... ........ ........... ........ ____ ...... ..-..-.~~~~..-~..~~~.~--........ 1
TheES[| Advantage .............. ................. ........................................... ........................................... ........ }
F3C/ Offices .... . ... ..... ......... ....'...~,.~.-~.--~.~............... ]
ESC| Organizational Chart. ............................................ ............................ .. .................... ................... 3
ProjectWork Plan ........................................ _°^^...°°.°°~.,°^°..~"°°-"~°.^°..°^^.~°°^^". ... ......... _5
PHASE ONE -Agency Evaluation .......... ......... ... ...................................... .........................................
6
Task No. l/ Project Initiation and Development of Work Plan ........ .... . ... ... ...............
......... ..6
Task No. 2: Review of Background Information .................. .................. .......................
................... 6
Task No. 3[ Stakeholder input .......... ... ___ ... .......... ~ .... ... ~ ...... ................... ...........
.............. 7
Task No. 4. Fire Department and EMS Analysis ........................... ......... ............ ...........
.................. 7
PHASE TWO -Standards ofCnver. ........ ~ ....... ..~.... ....... .... ... .___ .......................
........ ...... . ... }V
Task No. S: Assemble components uf5m Edition Compliant J0C .......................... ..........................
2J
Task No. t: Establishment of Performance Objectives ...... ......... ............ ..............................
..... 13
Task No. 7., Development, Review and Delivery of Standards uf Cover Document ..........................
13
PHASE THREE ` Opportunities for Cooperative/Shared Services. ...... ..___ ..... ... .................................
14
Task No. 8: Overview mf Options ...... ................................ ...................... ....................
.......... ......... J4
Task No. fY Efficiencies and Dppo/tunities ... ........ .......................... ......... ...........
......... ......... 14
PHASEFOUR - Strategic Plan ................ .......................................... .......... ......... .................
........... l5
Task No. 11: Project Initiation & Scheduling ........................... ...... ....................... ..........
-~ ..... .1J
Task No. 17: Environmental Assessment _ External and Internal Customers. .............
-............ .1G
Task No. 13: Planning Workshop ........ .................................................... ........... .......
........ ........ 17
Task No. /4/ Vision, Mission and Values .... ...... ............... .- ...... ........ ....... ___ ....
~................ /7
Task No. IS: SN/07Anolysis .............. .......................................... ......... ....................
............. ..... 18
TaskNo, 1t: Goals and Objectives ..... .~................. ___ .... . ... ..... ... ............... ............
.... ____ 18
TaskNo. 77: Performance Mcosurennen1z~ .......... ................... .................. ......................
....... JY
Task No. 18t Publication of Final Strategic Plan Report ....... .................... . .... .....................
....... 29
KeyProject Team Members .... °.............. .~~~.°~.~.°,.^.~° ..................... ..~~~.°.~°~°°~,.,.^ ......... I0
Compensation Proposal ^.~°^..~^.^.~°°,~.~~.°~°°°~"^^..~^°.~.~^....^°°..^°^...,°°.^.32
Appendix....... . .................................................................. ,°,°~~°"..°°^...°^..."°.^..^°-..33
Disclosures and Practices. ... . ....... . ............. ~................ ..... . ......... ... ____ ... ............. ............ 33
Select Clientele, 2O03-2Ol2 (most recent#we years) ...... ............ . ......... ......... ......... ..................... 34
ESCI Proposal., Agency Evaluation, Standards of Cover, CooperativelShared Services, and Strategic Plan Page i
City of Newport Seach, California
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
throughoutthe US and Canada
• Six employees, over 40 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 is to maintain an active involvement within the emergency service disciplines and related
fields, staying ahead of the rapid changes and issues facing our clients.
The mission of ESCI is to 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, n3ast 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 Eire 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 ESCIAdvantage includes:
• A clear understanding and appreciation of the complexity of the local and regional environment
in California.
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
• The ability to deliver a high quality product on time and with organizational support and
endorsement.
• Knowledge of contemporary issues associated with delivery of emergency services.
• Experience with a variety of jurisdictions including municipalities, counties, state government,
and the U.S. Department of Defense.
• A highly skilled and knowledgeable team of professionals with skill -sets necessary to meet your
expectations.
To better serve our clients, ESCI maintains three regional offices. Contact information for each office and
a complete organization chart are provided on the following page.
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
ESCI's methodology reflects our understanding of your expectations and our experience in working with
fire protection agencies in communities of similar size and character throughout North America. Key
elements of ESCI's methodology include:
• A clear understanding of the project background, goals and objectives, and the complex issues
that must be addressed.
• A comprehensive, well designed, and practical work plan that provides opportunities for
stakeholder input.
• The utilization of the latest web -based communications technology, computer modeling, and
geographic information systems (GIS).
• The commitment of sufficient professional resources and an ability to complete the project
successfully meeting or exceeding the outlined scope and deliverables within the desired period
at a reasonable cost.
• The production of a written report that provides systematic observation, analysis, and
recommendations for all components and organizational systems.
ESCI's project methodology is augmented by the utilization of web -based communication technology.
Utilizing 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 3D 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 4
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.
W11 10; ONE
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: ESQ 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
L 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
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 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
1. 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 Plan 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
1, 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 S: 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
1. Health and wellness programs
ESCl Proposal: Agency Evaluation, Standards of Cover, CooperativejShored Services, and Strategic Plan Page 8
City of Newport Beach, California
Objective 6, Stang - 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
W 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 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. 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
E50 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
• 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
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, 5`" 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 5`h 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 5th 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 8: 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.
ESC! Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared 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:
6 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:
• 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.
• 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
• 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
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 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 Methodolaev
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, T. 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):
• 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.
PHASE THREE — Opportunities for CooperativejShared Services
Task No. 8: Overview of Captions
Activity. ESCI will provide an overview and analysis of the options available in the event Newport Beach
Fire Department 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
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
S. 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 Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and strategic Plan 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.
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
ESC! Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and strategic Plan Page 35
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:
0 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:
2 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 24 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 /Shored 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.
Internal Assessment- • Strengths of the organization
• Weaknesses of the organization
External Assessment- ° Opportunities facing the organization
• 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. 15: 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
• 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
Tosk 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
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.
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 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, Senior Associate Subject Matter Expert, SOC
Phil Kouwe, SeniarAssociate Subject Matter Expert, Strategic Planning
Jack W. Snook, President— Project Oversight
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
Master's degree in Public Administration, a Bachelor of Science degree in Fire
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 together to 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.
ESQ Proposal: Agency Evaluation, Standards of Cover, CoaperativejShored Services, and Strategic Plan 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
• President, Emergency Services Consulting International —1996 to present
i President, Management Development Institute —1976 - 1995
t Nine years Fire Chief of Tualatin Valley Fire and Rescue (OR)
• Four years Fire Chief of Lake Oswego (OR)
• 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 - Professional Standards Committee
• 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
• Author of several books and training video tape series
E'SC1 Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 21
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, It
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 Pion Poge 22
City of Newport Beach, California
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 forthe 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
• Associate Arts Degree, Orange Coast College, Costa Mesa, CA
Professional Experience
• Fire Chief, City of Garden Grove Fire Department, Garden Grove, CA 1999 -2003 (service
retirement)
• 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 /Shared Services, and Strategic Plan Page 13
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 —S ME, 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 smaller fire 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
• 38 years diverse and progressive fire and emergency services experience
i 18 years as Fire Chief —15 at Gresham, Oregon
• Deputy Chief /Fire Marshal, Salem Fire Department, Salem, OR
• 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
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
ESCI Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 25
City of Newport Beach, California
Master Plans
Paso Robles, CA
Battle Creek, MI
Keizer Fire Department, OR
Medford, OR
imperial County, CA
Fleet Management Evaluation
Olympia Fire Department, WA
Financial Assessment
San Bernardino County Fire Department, CA
Resource Re- deployment Analysis
Philadelphia Fire Department, PA
Hesperia Fire Department, CA
Tamarac, FL
Bonita Springs, FL
South Lane Fire & Rescue, OR
Summit /Millburn, N1
Phil Kouwe, Senior Consultant — SME, Strategic Planning
ImMr. Kouwe has over 25 years of consulting and fire and emergency services
experience. He joined ESCI in 2040 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 & 11
• Fire Instructor It & III
• Firefighter I & II
Professional Experience
• 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, CooperativejShored Services, and Strategic Plan Page 25
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 (LEPC)
• 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
• Governor's 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
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 Flans
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 Lover, CooperativejShared Services, and Strategic Flan 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, MN
Anne Arundel County, MD
Burton, OH
Upper Dauphin, PA
Sealy, TX
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, NJ
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
Staffing /Resource Deployment and Station Location
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, MO
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
ESO 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
comparlson of services proposed by LACFD and the current services in operation to in Monterey Park.
Project Name: Master Plan Contact: Tony Rouhotas, Fire Chief
400 South Imperial Avenue
Imperial CA 92251
Phone: 760 -355 -1191
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
practices within the fire, EMS, and emergency services industry.
Project: Comprehensive Review of the Fire Contact: Sana Arakelian, 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, Standords of Cover, Cooperative /Shared Services, and Strategic Plan Page 30
City of Newport Seach, 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.
ESC! Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shored Services, and Strategic Plan Page 31
City of Newport Beach, California
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
• 10% payment due upon contract signing.
• 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
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 /Shared services, and Strategic Plan Page 33
City of Newport Beach, California
Select Clientele, 2008 — 2012 (most recent five years)
Client
Alachua County, FL
Project
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
ESC! Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 34
City of Newport Beach, California
Client
Caldwell, ID
Project
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 #1, 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 #2, 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
Client
Estacada Fire District, OR
Project
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, M€
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 Plane
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
Hailey, 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
Client
Kannapolis, NC
Project
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 #1, 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
Client
North Ridgeville, OH
Project
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
Reglonalization Study (10 Departments)
San lose, 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
ESC/ Proposal: Agency Evaluation, Standards of Cover, Cooperative /Shared Services, and Strategic Plan Page 38
City of Newport Beach, California
Client
Sherrill's Ford — Terrell Fire and Rescue
Project
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
Solana 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, CT
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
Fri -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 Proposat., Agency Evaluation, Standards of Cover, CooperativejShored Services, and Strategic Plan Page 39
City of Newport Beach, California
Client
Victoria, BC
Project
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 Bellevlew
and Halley
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
ESCI Proposal: Agency Evaluation, Standards of Cover, CooperativeJShared Services, and Strategic Plan Page 40
City of Newport Beach, California
Emergency Services
Consulting international
Corporate Vices
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 flights 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 AMOUNT: $116,s6z.00
EFFECT ON BUDGETARY FUND BALANCE:
Increase Revenue Estimates Increase in Budgetary Fund Balance
Increase Expenditure Appropriations AND X Decrease in Budgetary Fund Balance
Transfer Budget Appropriations No effect on Budgetary Fund Balance
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:
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 Amount
Fund Accounj Description Debit Credit
010 3605 General Fund- Fund Balance $115,962.00
REVENUE ESTIMATES (3601)
Fund /Division Account Description
EXPENDITURE APPROPRIATIONS (3603)
Description
Division
Number 2310 Fire- Administration
Account
Number 8088 Services - Contract
$115,962,00
Division
Number
Account
Number
Division
Number
Account
Number
Division
Number
Account
Number
Division
Number
Account
Number
" Automatic System Entry.
Signed: J�j �"
/�'^'
"Financial Approval: Finance Dire o
Date
Signed:t
£a
Admini r tine Approval City anager
Date
a
Signed:
City Council Approval: City Clerk
Date