Council Agenda Report
From: Ty Lewis, Police Chief
Subject: Authorization to Execute a Memorandum of Understanding for Dispatch Consolidation Study
Date: March 5, 2019
Facts 1. Regionalized public safety dispatching is utilized by many jurisdictions throughout the U.S. in order to maintain high levels of service and reduce operating costs between collaborating agencies. 2. Public safety agencies participating in consolidated dispatching centers often realize reduced operating costs associated with personnel, technology and maintenance costs. 3. The Cities of San Luis Obispo, Atascadero, Paso Robles and California Polytechnic State University, San Luis Obispo have expressed mutual interest in regionalizing dispatch services. 4. A feasibility study is necessary to determine whether forming a Joint Powers Agreement (JPA) for regional dispatch services is feasible and cost effective. 5. Citygate Associates, LCC possesses the capability to conduct a joint dispatch feasibility study for the referenced public agencies. 6. The City of Atascadero and the Board of Trustees of the California State University on behalf of California Polytechnic State University, San Luis Obispo have already approved entering into a Memorandum of Understanding to fund a study. 7. The City of San Luis Obispo City Council is considering approval of entering into the proposed MOU on March 5, 2019.
Options 1. Take no action; 2. Authorize the City Manager to execute a Memorandum of Understanding between the Cities of San Luis Obispo, Atascadero, Paso Robles and the Board of Trustees of the California State University on behalf of California Polytechnic State University, San Luis Obispo to jointly finance a dispatch consolidation feasibility study for an amount not-to-exceed $45,000; 3. Provide alternative direction as may be appropriate.
Analysis and Conclusions The Paso Robles Police Department and Department of Emergency Services began discussing the feasibility of creating a Joint Powers Authority (JPA) with agencies throughout SLO County to consolidate dispatch communication services. Dispatch consolidation is a regionalized process that many cities throughout the State and the Country have undergone to maintain high levels of service to their community members while reducing and sharing operating costs. For example, Santa Cruz has a regional 9-1-1 JPA, in partnership with the Santa Cruz Sheriff’s Office, the San Benito County Sheriff’s Office, and the Police Departments for the Cities of Santa Cruz, Watsonville, Capitola and Hollister. In addition, Santa Cruz Regional 9-1-1 also provides services to 11 fire agencies in Santa Cruz and San Benito Counties. Following the County of Santa Cruz’s regional 9-1-1 JPA model, the City of San Luis Obispo, in cooperation with participating agencies, drafted a scope of work that outlines the assumed tasks that a consulting agency would need to accomplish to determine the feasibility of creating a JPA in San Luis
Agenda Item No. 11 Page 134 CC Agenda 3-5-19 Obispo County. After sending the scope of work to agencies throughout the County, the agencies that have agreed to move forward with the feasibility study are the cities of San Luis Obispo, Atascadero and Paso Robles as well as California Polytechnic State University, San Luis Obispo (parties). The scope of work was routed to two consultant agencies to determine if first, either agency could perform the scope of work as defined, and second, if the scope of work was consistent with participant goals. Both consultants reviewed the scope of work, and it was determined only Citygate Associates, LCC (“Citygate”) possessed the capability to conduct the feasibility study. Citygate submitted the attached proposal (Attachment 2) which was reviewed and approved by all parties. The San Luis Obispo Police Department submitted a Sole Source Justification which was approved by the City of SLO’s purchasing analyst allowing the City of SLO to move forward and contract with Citygate for the regional dispatch consolidation feasibility study. The proposal set forth by Citygate outlines a phased approach to conducting the study as follows: Phase 1: initiating the project, data review, on-site meetings, personnel/staffing plan analysis, workload analysis, technology considerations and finalized with a final report of the findings. Phase 2: optional implementation support based on the findings in phase one. By having the proposal outlined and priced in phases, the parties involved can pay for the services that will be most beneficial and needed at the onset of the project. If it is determined that a JPA will be the preferred method to move forward for the parties involved, the JPA can collectively hire Citygate for phase two implementation support as needed. Conducting a feasibility study is necessary because it will provide the parties with an objective recommendation as to whether forming a JPA for a regional dispatch consolidation is feasible and cost effective, and if so, determine how it will be beneficial to all parties involved. Many cities, including the ones mentioned prior, have stated that by consolidating services to one dispatch center it has reduced operating, technology and maintenance costs. The Paso Robles Police Department and Department of Emergency Services hope to benefit by this procedural change through greater efficiency, cost effectiveness, economies of scale, and to provide a higher level of inter-agency coordination and service Fiscal Impact The overall cost of Phase 1 of the feasibility study is $126,586 for 607 hours of consulting time from the project team. The parties support allocating the costs to each agency based on their levels of calls for service, as follows:
Cost Allocation Agency Percentage Total Costs Cal Poly 10.0% $12,658.00 City of Atascadero 21.3% $26,962.82 City of El Paso de Robles 32.0% $40,507.52 City of San Luis Obispo 36.7% $46,457.66 Total $126,586.00
Agenda Item No. 11 Page 135 CC Agenda 3-5-19 Citygate will bill the City of San Luis Obispo on a monthly basis. The other parties are agreeing to pay the City of San Luis Obispo their monthly share of costs (based on the cost allocation above) within 14 days of billing. To ensure the agencies remain committed to the agreements set forth, a Memorandum of Understanding (Attachment 1) has been drafted and circulated among the agencies.
No additional appropriations are needed at this time. During the Biennial Budget, City Council appropriated $250,000 general contingency funds (none of which has been expended-to-date) for the purpose of funding studies and/or emergency purchases that may arise during the fiscal year. As such, utilizing these funds are appropriate for this feasibility study. Including a 10% contingency brings the total not-to-exceed cost to $45,000. Recommendation Authorize the City Manager to execute a Memorandum of Understanding among the Cities of San Luis Obispo, Atascadero, and Paso Robles, and the Board of Trustees of the California State University on behalf of California Polytechnic State University, San Luis Obispo to jointly finance a dispatch consolidation feasibility study for an amount not to exceed $45,000. Attachments 1. Memorandum of Understanding 2. Citygate Associates, LLC Proposal
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Deanna Cantrell Police Chief 1042 Walnut Street San Luis Obispo, CA 9340 [email protected]
RE: UPDATED PROPOSAL TO CONDUCT A POLICE/FIRE DISPATCH MERGER ANALYSIS FOR THE CITY OF SAN LUIS OBISPO AND ITS PARTNER AGENCIES
Dear Chief Cantrell: In response to your request, as well as that of the Fire Department, Citygate Associates, LLC (Citygate) is pleased to present our proposal to assist the City of San Luis Obispo and its partners to study the opportunities and constraints in merging some of the County’s police and fire dispatch centers into one shared center located at the San Luis Obispo Police Department dispatch center. This letter serves as a high-level summary of our scope/task approach along with costs based on a detailed analysis of the current number of study partners. We also provide related project qualifications and references as Attachment A. This proposal letter does not show the costs divided per agency, which will require the agencies reaching agreement on a cost share formula.
PROJECT APPROACH
Our proposed project Work Plan involves everything we know to be needed in a communications center merger effort and covers the scope questions you have asked us in prior documents. Similar to other merger proposals, our Work Plan and budget only cover the steps to the point the agencies agree to merge in concept. After that occurs, final costs and a Joint Powers Authority (JPA) agreement can be cemented, including the needed impact bargaining with represented employees. At that step, many of our clients perform much of the final analysis and implementation work themselves, and use Citygate a little, if at all, on a time-and-materials basis during implementation.
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PROPOSED PROJECT WORK PLAN
Our proposed project Work Plan consists of seven tasks in Phase I across six months, followed by an optional Phase II for implementation support as needed.
PHASE I
Task 1: Initiate and Manage the Project; Request and Review the Agencies’ Data
1.1 Develop project work plan and schedule. 1.2 Request and review documentation. 1.3 Perform policy review/comparison. 1.4 Conduct start-up meeting(s) and interviews (including with Santa Cruz Dispatch JPA leadership). 1.5 Perform follow-up work necessary after site meeting(s).
Task 2: Perform Personnel and Staffing Plan Analysis
2.1 Perform personnel and staffing plan analysis, including assessing the following: Police positions (24/7/365 and/or partial) Fire positions (24/7/365 and/or partial) Call taking and 9-1-1 positions (24/7/365 and/or partial) Overhead and support positions Technology, training, supervision, management, and office support Total full-time and part-time employees Suggested staffing and work schedules Organization chart 2.2 Perform total compensation macro analysis at San Luis Obispo’s rates.
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Task 3: Perform Workload Analysis
3.1 Perform workload analysis, including assessing the following:
Telephone/9-1-1 time of day, day of week Computer-aided dispatch (CAD) calls for service data for police, fire, and other, such as animal control
CAD data for self-initiated activity for police, fire, etc. Non-dispatch ancillary duties Audio recordings, records act requests, courts, etc. Wants/warrant entry 3.2 Determine training needed for standardized, merged operation (complexities, differences, and durations). 3.3 Determine JPA agreement macro deal points. 3.4 Determine cost sharing formulas.
Task 4: Assess Technology Considerations for Merger
4.1 Perform analysis of technology considerations for a merger, including the following:
Consoles needed CAD platform Records management platform Radios Phones Mobile data terminals (hand-held devices) Closed-circuit camera monitoring Voice logging recorder Text to 9-1-1 4.2 Assess macro technology conversion costs. 4.3 Assess macro personnel issues.
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Task 5: Conduct Mid-Project Briefing
5.1 Develop findings and recommendations. 5.2 Prepare PowerPoint briefing. 5.3 Deliver briefing to partners’ leadership as one group at one time. 5.4 Perform follow-up work as/if needed.
Task 6: Deliver Draft Report
6.1 Prepare and deliver Draft Report. 6.2 Conduct Draft Report review teleconference call.
Task 7: Deliver Final Report
7.1 Make necessary edits to Draft Report. 7.2 Prepare and deliver Final Report. 7.3 Prepare and deliver presentation.
PHASE II
Task 8: Provide Implementation Support
8.1 Provide technical assistance on the probable issues listed below, at our time-and- materials rates:
Personnel costs and impact bargaining CalPERS Health care Final start-up personnel costs Final technical start-up issues/costs Start-up plan
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PROPOSED PROJECT SCHEDULE
Citygate anticipates the duration of Phase I of this project to be six months. We are available to initiate the study upon execution of a contract. A summary of the proposed project schedule is presented in the following table. Proposed Project Schedule
Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 1 Initiate and Manage Project 2 Perform Personnel/Staffing Plan Analysis 3 Perform Workload Analysis 4 Assess Technology Considerations 5 Conduct Mid-Project Briefing 6 Deliver Draft Report 7 Deliver Final Report
On-site meeting
STUDY COMPONENTS WITH WHICH THE PARTNER AGENCIES MUST ASSIST
The partner agencies have the best capability to compile most, if not all, of the data and information needed to assist Citygate in advising the partners. Therefore, Citygate anticipates that the partners will assist with this project by: Providing proposed project documents and other information as requested by Citygate, as available. Providing dispatch center workload data to our specifications. Identifying a single point of contact for this study.
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CITYGATE CONSULTANT TEAM
Citygate’s Project Team for this engagement includes the following Citygate consultants.
Chief Stewart Gary, MPA, Public Safety Principal Chief Gary is the Public Safety Principal for Citygate Associates and is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. In 1996, he successfully designed and led the implementation of the Livermore-Pleasanton fire department consolidation which won a California League of Cities Helen Putnam Award. For 14 years, he was the lead instructor and program content developer for the Standards of Coverage process. For many years, he annually taught a 40-hour course on this systems approach for fire deployment at the California Fire Academy, and he teaches and consults across the United States and Canada on the Standards of Coverage process. Chief Gary will direct the analysis and Project Team, assist with macro personnel issues, and assist with the final presentation.
Comm Center Solutions, Public Safety Communications Specialists Recognizing a void in public safety 9-1-1 professional consultants and specialists, Comm Center Solutions was formed by Lynn Freeman and Danita Crombach as an all-inclusive consulting agency to address any and all issues in public safety communications centers. Specializing in providing public safety agencies with an array of services to meet the increasing challenges in today’s public safety communications, Comm Center Solutions’ expertise includes personnel issues, operations, staffing, investigations, incident reconstruction, quality assurance, Next Generation 9-1-1 and project management. Comm Center Solutions offers balanced, insightful, and tested solutions for 9-1-1 challenges. With over 70 years of combined service in dispatch centers, Comm Center Solutions’ experience is unmatched. The following are biographies for Lynn and Danita: Lynn Freeman, MA, ENP, Public Safety Communications Specialist
Lynn Freeman is one of the principal consultants/co-founders of Comm Center Solutions. In addition to consulting, Ms. Freeman holds the position of Deputy Director of the Critical Support and Logistics Division for the Simi Valley Police Department. Reporting directly to the Chief of Police, Ms. Freeman is responsible for administrative oversight of five civilian units including: Communications (9-1-1/Dispatch), Crime Analysis, Fiscal, Records Management, and Fleet and Facility Management. Ms. Freeman is
Agenda Item No. 11 Page 146 CC Agenda 3-5-19 Chief Cantrell December 20, 2018 Page 7 tasked with development and implementation of Department’s $29 million budget and directs staff of 40 employees, including five managers. Ms. Freeman has worked for the Simi Valley Police Department for 37 years in a variety of assignments, including communications manager, a position Ms. Freeman held for thirteen years, with responsibility for oversight of day-to-day operations of the Communications Unit. She has built dispatch centers literally from the ground up including a new facility in 1998 and the total remodel of communication centers with the most recent in 2012. In addition, Ms. Freeman has managed a multitude of projects and upgrades including implementation of two computer aided dispatch (CAD) systems, voice logging recorders, 9-1-1 systems, and satellite/back-up facility. Ms. Freeman is a certified Emergency Number Professional (ENP), holds a Center Manager Certificate, Public Safety Telecommunications Certificate and Civil Litigation Certificate. Her formal education accomplishments include an Associate’s Degree in Administrative of Justice, and Bachelor’s and Master’s degrees in Emergency Management with a minor in Public Safety Telecommunications. Danita Crombach, Public Safety Communications Specialist
Danita Crombach is one of the principal consultants/co-founders of Comm Center Solutions. She is widely recognized as a leader in many areas of public safety communications with over 30 years of experience. Ms. Crombach has been actively involved in organizations such as the National Emergency Number Association (NENA), most recently as President of the California chapter of NENA (CALNENA). She is a Senior Member with the Association of Public-Safety Communications Officials, International (APCO), and served as Secretary for the Southern California chapter (CPRA). Ms. Crombach has also worked closely with the California State 9-1-1 Office as a member of the Working Group and has twice been involved in determining the funding model that is used to disseminate State Emergency Telephone Number Account (SETNA) funds to California public safety answering points (PSAPs). She last served as the communications manager with the Ventura County Sheriff’s Office, where she instituted a wide variety of changes and programs—all designed to enhance efficiency and employee retention, while improving service to the public. Ms. Crombach is a long-standing certified Emergency Number Professional (ENP), holds a Center Manager Certificate, Academy Instructor Certificate, Public Safety Telecommunications Certificate, and numerous other certificates for course completion specific to public safety communications and leadership. She was instrumental in the development of the California POST 120-hour Basic Dispatcher Course and has been a presenter at basic, intermediate, and advanced courses.
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Comm Center Solutions will attend all on-site meetings and interviews and perform the personnel and staffing plan analysis, workload analysis, and technology needs assessment.
Chief Samuel Mazza, CFC, CFO, EFO, Senior Fire Services Specialist Chief Mazza is a Senior Fire and Emergency Services Specialist with over 40 years of fire service experience. He is the retired Fire Chief of the City of Monterey, California, where he oversaw a successful consolidation of fire services with the City of Pacific Grove. Prior to his service with Monterey, Chief Mazza spent over 30 years with CAL FIRE in numerous assignments spanning state, county, and special district services. He has extensive collaborative and command experience, including appointment as the Incident Commander of a statewide Type-1 Incident Command Team. Chief Mazza is a California state Certified Fire Chief, CPSE Chief Fire Officer, Executive Fire Officer, and National Fire Academy instructor. Chief Mazza will assist with the analysis of personnel, macro compensation, calls for service, training needs, and cost sharing. He will attend the initial on-site meeting and final presentation.
Andrew Green, MBA, Fiscal Specialist Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and fine-turned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green also has a Master of Business Administration degree with honors. Mr. Green will assist with the macro analysis of total compensation and determination of cost sharing formulas.
Eric Lind, MA, Statistical and Operational Analysis Specialist Eric Lind’s 18 years’ experience spans several industries, including two years in municipal government as a performance improvement analyst, including prior service for the City of Vancouver. His municipal government experience has largely focused on public safety performance improvement projects. He has developed baseline system-wide EMS response time capability and testing alternative models, reviewed MPDS systems and dispatch priorities for EMS systems, and improved Public Safety dispatch process flow. He has also
Agenda Item No. 11 Page 148 CC Agenda 3-5-19 Chief Cantrell December 20, 2018 Page 9 performed a fire facilities location study, alternative fire service delivery modeling, and an administrative performance assessment of civilian police staff. Mr. Lind has used performance improvement and business transformation techniques throughout his career across the globe. He is skilled with developing and conducting statistical research to answer operations questions. He is equally comfortable with survey research. He has two published survey research papers, including one he developed for Rotary International. Mr. Lind is a Lean Six Sigma Certified Black Belt and has a Bachelors and two Masters Degrees in International Business, each from a different country. Mr. Lind will assist the Project Team as needed with data, statistical, and operational analysis.
David DeRoos, MPA, CMC, Citygate President Mr. DeRoos has over 30 years of experience as a consultant to local government, preceded by five years as an assistant to the City Administrator. He earned his undergraduate degree in Political Science / Public Service (Phi Beta Kappa) from the University of California, Davis, and holds a master’s degree in public administration from the University of Southern California. Prior to becoming a Principal in Citygate in 1991, he was a Senior Manager in the local government consulting division of Ernst & Young. Mr. DeRoos is responsible for ensuring the study is conducted smoothly and efficiently within the schedule and budget allocated and that study deliverables meet Citygate’s and the client’s quality standards.
STUDY COSTS
Our charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. As such, we will undertake this study for a “not-to-exceed” total cost based on our proposed project Work Plan, scope of work, and schedule for Phase I only. Any additional work outside the scope of services described in this proposal, as mutually agreed to in writing as a change order, will be billed at the hourly rate of the respective consultant(s), including any reimbursable expenses plus a five percent (5%) administrative fee.
Phase I Project Cost
Consulting Fees of Reimbursable Administration Project Team Expenses (5% of Hourly Fees) Total
$116,710 (607 hours) $4,040 $5,836 $126,586
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The following is Citygate’s breakdown of hours by task to conduct this study.
Task DeRoos, David Gary, Stewart Mazza, Sam Comm Center Solutions Green, Andy Citygate & Report Administrative Support Total 1 Initiate Project; Data Review; On-site Meetings 2 2 19 80 0 6 109 2 Perform Personnel/Staffing Plan Analysis 2 0 18 96 8 4 128 3 Perform Workload Analysis 2 1 10 96 2 4 115 4 Assess Technology Considerations 2 8 8 38 4 4 64 5 Conduct Mid-Project Briefing 2 3 8 36 0 8 57 6 Deliver Draft Report 2 6 18 36 4 24 90 7 Deliver Final Report 0 10 12 10 0 12 44 Total 12 30 93 392 18 62 607
This cost proposal reflects our best effort to be responsive to the partners’ needs for this study, as we understand them, at a reasonable cost. If our proposed scope of work and/or cost is not in alignment with your needs or expectations, we are open to discussing modifications to our proposed scope of work and the associated costs.
The price quoted is effective for 60 days from the date of receipt of this proposal. Citygate’s proposal includes one (1) draft review cycle as described in Task 6 of the Work Plan, to be completed by Citygate and the partners within 30 calendar days of the partners receiving the Draft Report. Additional Draft Report cycles or processing delays requested by the partners would be billed in addition to the contracted amount at Citygate’s time and materials rates. When changes are agreed upon, Citygate will provide the Final Report in reproducible .PDF format. The Draft Report will be considered to be the Final Report if there are no suggested changes within 30 days of the delivery of the Draft Report.
Standard Hourly Billing Rates The following rates will be used for Phase I work, as well as additional implementation support provided in Phase II as needed.
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Classification Rate Consultant Citygate President $225 per hour David DeRoos Public Safety Principal $250 per hour Stewart Gary Senior Fire Services Specialist $210 per hour Samuel Mazza Public Safety Communications Specialist $195 per hour Lynn Freeman Public Safety Communications Specialist $195 per hour Danita Crombach Fiscal Specialist $195 per hour Andrew Green Statistical and Operational Analysis Specialist $170 per hour Eric Lind Report Project Administrator $125 per hour Chad Jackson Administrative Support $ 95 per hour Various
Billing Schedule
We will bill monthly for time, reimbursable expenses incurred at actual costs (travel), and a five percent (5%) administration charge in lieu of individual charges for copies, phone, etc. Our invoices are payable within thirty (30) days. Citygate’s billing terms are net thirty (30) days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter. Our practice is to send both our monthly status report and invoice electronically. Once we are selected for this project, we will request the email for the appropriate recipients of the electronic documents. Hard copies of these documents will be provided only upon request. We prefer to receive payment via ACH Transfer, if available. We request that ten percent (10%) of the project cost be advanced at the execution of the contract, to be used to offset our start-up costs. This advance would be credited to our last invoice. * * * Citygate’s team of specialists would be honored to be of service to the City and its partners for this project. Please feel free to contact me at (916) 458-5100, extension 305, or via email at [email protected] if you wish further information. Sincerely,
Stewart Gary, MPA Public Safety Principal
Attachment: A—Qualifications and References
Agenda Item No. 11 Page 151 CC Agenda 3-5-19 ATTACHMENT A
CITYGATE QUALIFICATIONS AND REFERENCES
Agenda Item No. 11 Page 152 CC Agenda 3-5-19 CITYGATE EXPERIENCE
The following is a brief description of Citygate’s related public safety consulting experience. We provide project references, a description of several studies, and a list of other completed public safety engagements. For a more comprehensive list of Citygate’s public safety projects, please visit our website at www.citygateassociates.com.
PROJECT REFERENCES
The following are Citygate references for related engagements.
City of San Diego, CA Stanford University, CA Project: Fire Communications Center, Project: Fire Services System Review Standards of Coverage, Lifeguard Dispatch Laura Wilson, Police Chief Review, and EMS SOC (650) 723-9633 Brian Fennessy, Retired San Diego Fire Heartland Communications Facility Chief, Current Orange County Fire Authority Authority, CA Fire Chief Project: Dispatch Shared Services Analysis (714) 559-2700 Andy Parr, San Diego County EMS San Diego County Office of Emergency Administrator Services, CA (619) 285-6524 Project: Countywide Deployment Study for Regional Fire, Rescue, and Emergency Medical Services (57 Total Fire Agencies) Andy Parr, San Diego County EMS Administrator (619) 285-6524
RELATED PROJECT DESCRIPTIONS
The following is a small selection of previous related fire services engagements.
City of San Luis Obispo, CA – Police Department Comprehensive Services Delivery and Staffing Review Citygate performed a comprehensive services delivery and staffing review of the San Luis Obispo Police Department. The study included a review of the adequacy of the existing deployment system, scheduling, and staffing. Citygate’s report included a detailed analysis of the response time, crime, and call data that drives the recommendations for staffing in Patrol, as well as an assessment of the staffing of the support functions in the Department.
Agenda Item No. 11 Page 153 CC Agenda 3-5-19 City of San Luis Obispo, CA – Fire Department Deployment Study and Master Plan Citygate performed a fire department planning study, which included a Standards of Coverage planning analysis to examine the levels of fire department services by occupancy type and land use classifications. The study included assessing fire services to California Polytechnic State University, San Luis Obispo. The study also included fire station and staffing infrastructure triggers for additional resources and an analysis of headquarters and prevention systems, as well as order of magnitude costs and possible financing strategies.
City of San Luis Obispo, CA – Update to Standards of Coverage Plan Citygate completed a review of projected growth in the City of San Luis Obispo’s current General Plan and an assessment of fire service funding sources as part of a Standards of Coverage update. Citygate assessed the addition of a fifth fire station, or redistribution of the existing four stations, to serve new development in planned growth areas of the City.
City of San Diego Fire-Rescue Department, CA – Fire Communications Center and Lifeguard Dispatch Review Citygate performed a fire dispatch merger feasibility study for the San Diego Fire-Rescue Department with the Heartland Communications Facility Authority and North County Dispatch Joint Powers Authority, along with a parallel feasibility study of merging lifeguard dispatch with San Diego Fire Dispatch. In this study, Citygate reviewed, assessed, and provided recommendations, both immediate and long-term, regarding both the fire communications center and the lifeguard communications center for adequacy to perform.
Heartland Communications Facility Authority, CA – Dispatch Shared Services Analysis Citygate performed an analysis to assess the feasibility of shared dispatch services between the Heartland Communications Facility Authority and the San Diego County Fire Authority to identify alternatives to the status as autonomous agencies providing 9-1-1 and communications services to their members and contract agencies while preserving and/or improving performance, in addition to containing or reducing costs. As part of this study, Citygate reviewed the present status and needs of both Heartland and the North County Dispatch Joint Powers Authority and assessed the impacts on space needs of a combined operation.
Lakeside Fire Protection District – Master Plan Analysis for the Heartland Communications Facility Authority Citygate assessed the future plans, options, and strategies to provide fire and emergency medical services despite the Heartland Communications Facility Authority JPA’s new capital improvement needs. Citygate advised the HCFA regarding the opportunities for the agency related to future facilities, infrastructure, and systems.
Agenda Item No. 11 Page 154 CC Agenda 3-5-19 Cities of Brea, Buena Park, Fullerton, La Habra, and Placentia, CA – Police Dispatch Merger Feasibility Study Citygate performed a dispatch study to evaluate opportunities for regional police, including evaluating opportunities for shared dispatching between two or more of the study partners that might achieve improvements in some or all the following: efficiency and effectiveness, enhancing or expanding services, reducing and/or avoiding costs and duplications, standardizing services and programs, enhancing opportunities for future grant funding, and enhancing customer service.
Monterey County 9-1-1 Emergency Communications JPA – Comprehensive Fiscal Feasibility Analysis and Facilitation of the Development of a Joint Powers Authority Governance Agreement Citygate was selected to develop a comprehensive 10-year cost feasibility analysis comparing the current Monterey County 9-1-1 Emergency Communications Dispatch Services model to the proposed Joint Powers Authority (JPA) model, facilitate development of a JPA governance and cost-share structure among the prospective JPA partners, and draft the complete JPA agreement for stakeholder discussion.
San Diego County Office of Emergency Services, CA – Countywide Deployment Study for Regional Fire, Rescue, and Emergency Medical Services (57 Total Fire Agencies) Citygate completed a project to implement a phased process designed to establish a blueprint for improving the County of San Diego’s regional fire protection and emergency medical system. The study assessed current levels of service, identified future needs, provided options for a regional governance structure, and developed cost-feasible proposals to improve the region’s ability to respond to natural or manmade disaster, including wildfires, earthquakes, terrorism, and other multi-hazard events; bolster day-to-day operations for local agencies; and enhance the delivery of fire and emergency medical services in the County. The study exceeded the County’s expectations and was very well received by the elected officials and stakeholders in May 2010. The County has since retained Citygate to provide ad hoc assistance with implementation of the study’s recommendations. More information on this study, including links to watch the final presentation, listen to a related radio interview with Stewart Gary, view study documents, and read local news articles, is available here: http://citygateassociates.com/Fire_San_Diego_County_Study.html. The Board of Supervisors voted 5–0 to adopt Citygate’s recommendations, and the County is now in the process of implementing the recommendations.
City of Surprise, AZ – Public Safety Master Plan Citygate assisted the City of Surprise by developing a comprehensive Public Safety Master Plan that will enable the Police and Fire-Medical Departments to complete their organizational and
Agenda Item No. 11 Page 155 CC Agenda 3-5-19 programmatic goals while falling in line with the City of Surprise General Plan 2035 and City Council Strategic Plan. We developed an organizational strategy that serves as a blueprint for public safety’s 15-year goals, but also details specific three-year implementation steps. To accomplish these objectives, Citygate comprehensively assessed all facets of the current public safety operations, including mission, goals, policies, practices, deployment, facilities, equipment, programming, organizational structure, and staffing levels.
Los Angeles County – Emergency Medical Services Organizational and Operational Review and Strategic Plan Citygate performed an expansive review of the organizational and operational components of the EMS program at the Los Angeles County Fire Department. A comprehensive strategic plan was also developed to guide the next three to six years of improvement in the Department’s EMS programs and allied support structures. This study and strategic plan addressed deployment, use of resources, best practices in pre-hospital medicine, organizational and personnel practices, and the use of information technology. Despite challenges faced, the Department is managing and implementing the delivery of successful programs and changes recommended in Citygate’s reports. Among those achievements, the Department hired a permanent Medical Director, improved relations with the EMS agency, implemented electronic patient care records, revamped the quality improvement program, completed back-logged EMS report scanning, and became the first Fire Department to go live with the implementation of the Safety Intelligence Risk Management Software tool.
City of San Jose, CA – Fire Department Organizational Review Citygate conducted a large organizational review of the San Jose Fire Department. This review evaluated the delivery of Fire Department services, technological improvements as they relate to Department response time performance and increases in Department efficiencies in operations. To accomplish this, Citygate conducted a detailed community risk assessment; a Standards of Coverage (SOC) review; an evaluation of the Department’s organizational climate and structure, including an online employee survey; an EMS Program review; a review of the Communications Center; and an assessment of fiscal impacts, phasing, and possible next steps of changes recommended by Citygate. The SOC review included an analysis of the impact of traffic congestion on response times.
City of San Diego, CA – Standards of Coverage Update Analysis Citygate performed a Standards of Coverage update analysis based on our 2010 study for the San Diego Fire-Rescue Department, including a comprehensive assessment of the Department’s deployment fact-pattern in light of changes over the prior six years.
Agenda Item No. 11 Page 156 CC Agenda 3-5-19 City of San Diego, CA – Standards of Coverage Study Citygate conducted a fire service Standards of Coverage deployment study for the San Diego Fire-Rescue Department, which serves a population over 1.25 million. The study broke new ground by determining the appropriate number of additional fire stations critically needed and then recommended Fast Response Squads staffed by two firefighters/paramedics for adaptive peak-hour deployment. The study independently reviewed in depth the existing fire and emergency medical risks to be protected and the current and desirable response system to meet these needs and recommended a best-fit solution to most effectively leverage the existing situation while allowing the development of an even-stronger regional response system to benefit everyone.
Monterey County, CA – Comprehensive Services Delivery and Staffing Review of the Sheriff’s Department
Citygate performed a comprehensive services delivery and staffing review of the Monterey County Sheriff’s Department. This study addressed all facets of field, command, and support operations, including, but not limited to: Enforcement Operations (patrol), Corrections Operations (jail), Administration, Investigations, Internal Affairs, professional standards, training, records, support services, civil services, coroner services, and other specialty services.
City of Glendale, AZ – Comprehensive Public Safety Deployment and Performance Review of the Police and Fire Departments Citygate performed a comprehensive deployment and performance review for the Fire and Police Departments in Glendale, Arizona. This review included a Standards of Coverage and headquarters assessment for fire services, as well as a police services analysis and an advanced data overview for both Departments. Citygate also conducted a staffing analysis.
Santa Barbara County, CA – Fire Services Deployment and Departmental Performance Audit Study Citygate completed a Standards of Coverage deployment analysis and departmental performance assessment of the Santa Barbara County Fire Department. The study identified both the current service level and level of services desired and then assessed the Department’s ability to provide them. After understanding gaps—if any—in operations and resources, Citygate provided recommendations to maximize and improve Department operations and resources over time. The study was well received by the Department, County Chief Executive, and the Board of Supervisors, who, after receiving the study, adopted a revised funding plan for the dependent fire district.
Beverly Hills Fire Department, CA – Performance Audit and Strategic Plan Citygate conducted a general organizational Fire/EMS analysis of the City of Beverly Hills Fire Department and developed a strategic plan. The goal of the study was to assess the current
Agenda Item No. 11 Page 157 CC Agenda 3-5-19 emergency response services/operations of the Department, identify gaps in operations and resources, develop recommendations to maximize current Department operations and resources, and identify best practices that may be applicable for the City. The study results were warmly accepted by the Department, City Manager, and Council, who used the study for revised budget discussions.
Sacramento Metropolitan Fire District, CA – Standards of Coverage Study and a Services Reduction (Brownout) Study The Fire/EMS Standards of Coverage study was commissioned to analyze the effectiveness of the current deployment system; evaluate the need for additional fire stations, apparatus, and crews; recommend criteria for the placement and timing of these stations; and develop the criteria for deployment reductions of three to five fire stations to meet the fiscal needs of the District’s declining revenues. The study exceeded all the District’s expectations and was very well received by the elected officials and stakeholders. The District adopted and implemented Citygate’s brownout service reduction plan. Since then, Citygate has been obtained by the District to perform multiple fire services studies.
Chino Valley Independent Fire District, CA – Standards of Coverage Assessment and Master Plan Update Citygate conducted a Standards of Coverage assessment and Master Plan update for the Chino Valley Independent Fire District in San Bernardino County, California. This project included a comprehensive community risk assessment, Standards of Coverage analysis, fiscal and staffing analysis, and future needs assessment.
Agenda Item No. 11 Page 158 CC Agenda 3-5-19 CITYGATE CLIENT SUMMARY
In additional to the related studies above, Citygate presents a listing of additional Master/Strategic Plans, SOC/deployment studies, consolidation projects, and general projects that we have completed.
Master/Strategic Plans City of Anacortes, WA Mountain House CSD, CA City of Andover, KS City of Mukilteo, WA Aptos/La Selva FPD, CA City of Napa, CA City of Atwater, CA Napa County, CA City of Belmont, CA City of Newark, CA City of Beverly Hills, CA City of Oakdale / Oakdale Rural FPD, CA Butte County, CA City of Oceanside, CA City of Carlsbad, CA City of Orange, CA Clark County FPD No. 6, WA City of Peoria, AZ City of Corona, CA Presidio Trust, CA Cosumnes CSD, CA Port of Long Beach, CA City of Dixon, CA Port of Los Angeles, CA City of DuPont, WA Rock Creek Rural FPD, ID East Contra Costa County FPD, CA Salida FPD, CA El Dorado Hills Fire District, CA Salton CSD, CA Fresno County, CA City of San Luis Obispo, CA Lakeside FPD, CA City of Soledad, CA Los Angeles Area Fire Chiefs Association, City of Surprise, AZ CA Travis County ESD #6, TX Los Angeles County, CA Town of Windsor, CA Madera County, CA University of California, Davis Monterey County, CA University of California, Merced City of Yucaipa, CA
Agenda Item No. 11 Page 159 CC Agenda 3-5-19 Fire Standards of Coverage / Deployment Studies City of Alameda, CA City of Palm Springs, CA Alameda County, CA City of Pasadena, CA Alameda County Fire Department, CA City of Pearland, TX City of Bakersfield, CA City of Redlands, CA City of Brentwood, CA City of Roseville, CA City of Calexico, CA City of Sacramento, CA City of Carlsbad, CA Sacramento Metropolitan Fire District, CA Carpinteria-Summerland FPD, CA City of San Bernardino, CA Central FPD of Santa Cruz County, CA City of San Diego, CA Chino Valley Fire District, CA City of San Jose, CA City of Cleveland, OH City of San Luis Obispo, CA Coastside FPD, CA City of San Marcos, CA City of Costa Mesa, CA City of San Mateo, CA Cosumnes CSD, CA San Mateo County, CA City of Eagan, MN San Ramon Valley FPD, CA East Contra Costa County FPD, CA Santa Barbara County, CA El Dorado Hills Fire District, CA City of Santa Clara, CA City of Emeryville, CA Santa Clara County, CA City of Enid, OK City of Seaside, CA City of Eureka, CA Snohomish County Fire District 1, WA City of Fairfield, CA South County Fire Authority, CA City of Folsom, CA Southern Marin FPD, CA City of Georgetown, TX South Placer FPD, CA City of Huntington Beach, CA City of South San Francisco, CA Kings County, CA South San Mateo County, CA Lakeside FPD, CA South Santa Clara FPD, CA Los Angeles County EMS, CA Stanislaus Consolidated FPD, CA Manhattan Beach, CA City of Stockton, CA Marin County, CA Suisun City, CA Menlo Park FPD, CA City of Sunnyvale, CA City of Merced, CA Templeton CSD, CA City of Minneapolis, MN Travis County ESD No. 6, TX Missouri City, TX City of Vacaville, CA Montecito FPD, CA City of Vallejo, CA City of Monterey Park, CA Valley Center FPD, CA National City, CA City of Vancouver, WA North County FPD, CA Ventura County FPD, CA North Lake Tahoe FPD, NV City of Victorville, CA City of Oakland, CA City of Vista, CA City of Ogden, UT City of Woodland, CA City of Orange, CA Yuba City, CA
Agenda Item No. 11 Page 160 CC Agenda 3-5-19 Consolidations and Contract-for-Service Analyses City of Arcata, CA – Fire Services Placer County – Fire Service Feasibility Analysis Consolidation Implementation Plan Brea/Fullerton, CA – Feasibility Analysis Presidio Trust and National Park for Providing Multi-City Fire Services Service – Fire Services Reorganization under JPA Jurisdiction City of San Diego Fire-Rescue Cities of Burlingame, Millbrae, and San Department, CA – Ambulance Contract Bruno and Town of Hillsborough, CA – Analysis and System Re-Bid Design Fire Services Merger Technical San Diego County Office of Emergency Implementation Services (CA) – Countywide City of Covina, CA – Contract-for-Service Deployment and Fiscal Study for Analysis Regional Fire, Rescue, and Emergency El Dorado LAFCO (CA) – Countywide Medical Services (57 Total Fire Fire and Emergency Services Study Agencies) City of Emeryville, CA – Assessment of Cities of San Mateo, Foster City, and Fire Service Provision Options Belmont, CA – JPA Workshop City of Eureka and Humboldt No. 1 Fire City of Santa Rosa and Rincon FPD, Protection District, CA – Consolidation or CA – Fire Consolidation Analysis Contract Fire Services Feasibility Analysis City of Sausalito and Southern Marin City of Greenfield and the Greenfield Fire FPD, CA – Fire Consolidation Protection District, CA – Fire Services Implementation Analysis Reorganization Study Seaside and Marina Fire Services, CA – Heartland Communications Facility Consolidation Implementation Authority, CA – Second Phase Merger Assistance Feasibility Study Snohomish County Fire District 1, WA City of Hermosa Beach, CA – Analysis of – Review of Regional Fire Authority Contract for Fire Services Proposal Financial and Level-of-Service Plan Cities of Hesperia, Adelanto, and City of Sonoma and Valley of the Moon Victorville and Town of Apple Valley, CA FPD, CA – Fire Services – Public Safety JPA Feasibility Study Reorganization Study Lawrence Livermore National Security – City of South Lake Tahoe, CA – Fire Fire Consulting Services Department Consolidation Feasibility City of Lodi, CA – Contract for Services Analysis Feasibility Analysis South Santa Clara County Area Fire Cities of Manhattan Beach and Hermosa Departments, CA – Reorganization Beach, CA – Operational Assessment Feasibility Study Cities of Monterey, Pacific Grove, and UC Davis and Cities of Davis, West Carmel, CA – High-Level Consolidation Sacramento, and Woodland, CA – Feasibility Analysis Consolidation Feasibility Analysis Cities of Newark and Union City, CA – UC Santa Cruz and City of Santa Cruz, Consolidation or ALCO Contract for CA – Consolidation Feasibility Services Study Analysis Cities of Orange, Fullerton, and Anaheim, City of Ukiah and Ukiah Valley Fire CA – Consolidation Feasibility Analysis District, CA – Feasibility of Establishing a “District Overlay” Cities of Patterson and Newman, and West Stanislaus County FPD, CA – Joint Fire City of Victorville, CA – Fire Services Protection Study Options Review
Agenda Item No. 11 Page 161 CC Agenda 3-5-19 City of Pinole, CA – Regional Fire Service Yuba City, CA – Fire Services Delivery Study Organizational Review Cities of Pismo Beach, Arroyo Grande, Yuba County Valley Floor Agencies, and Grover Beach and Oceano CSD, CA – CA – Fire Services Merger Study High-Level Consolidation Feasibility Analysis
Agenda Item No. 11 Page 162 CC Agenda 3-5-19 General Studies Alameda County Health Care Services Northstar, CA – Fire Impacts and Growth Agency – EMS System Consultation Review Services City of Paso Robles – Fire Services Review Alameda County, CA – Incident and City Council Workshop Management Teams City of Patterson, CA – Advance Planning City of Albany, NY – Management Audit PG&E – Mitigation City of Alpine Springs, CA – Services Cost City of Piedmont, CA – Emergency Sharing Operations Center Training City of Atascadero, CA – Project Impact and Placer County, CA – Fire Services and Mitigation Assessment Revenue Assessment Bay Area UASI – Incident Management PlumpJack Squaw Valley Inn, CA – Training Emergency Preparedness and Evacuation Cities of Brea and Fullerton, CA – Fire Plan Review Resource and Ambulance Plan City of Portland, OR – Public Information City of Brentwood, CA – Service Costs and Officer Training Options Port of Long Beach, CA – Mitigation City of Calistoga, CA – Fire Safety Review Port of Long Beach, CA – Update of Port Chabot-Las Positas Community College Multi-Hazard Firefighting Study District, CA – Fire Services and EMS Port of Los Angeles, CA – Performance Training Facility Review Audit City of Chula Vista, CA – Analysis of Port of Oakland/City of Oakland – Domain Overtime Use; Fiscal and Operational Policy Awareness Center Staffing Plan Assistance for ALS Plan Development City of Cloverdale, CA – Impact Fees City of Poway, CA – Overtime Audit Contra Costa County, CA – Financial Rancho Cucamonga Fire District, CA – Fire Review Services Feasibility Review City of Copperopolis, CA – Fire Prevention Rancho Santa Fe Fire Protection District, City of Corona, CA – Fire Prevention CA – EMS Operational and Fiscal City of Costa Mesa, CA – Potential Fire Feasibility Review Station #6 Closure Impact Evaluation City of Roseville, CA – EMS Transport City of Davis, CA – Operations / City of Sacramento, CA – Fire Prevention Management Best Practices Donnelly Rural Fire Protection District, ID – Sacramento Metropolitan Airport, CA – Mitigation Aircraft Rescue and Firefighting Study East Contra Costa Fire Protection District, Sacramento Regional Fire/EMS CA – Mapping Analysis Communications Center, CA – EMS Data City of El Dorado Hills, CA – Peer Review Assessment City of Encinitas, CA – Fire Station Review City of Salinas – Comprehensive Fiscal EMSA – Training Program Development Feasibility Analysis and Facilitation of the Development of a JPA Governance City of Fairfield, CA – Review of the Fire Agreement Station Needs for the Fairfield Train Station Specific Plan Salton CSD, CA – Fire Services Impacts Review City of Fremont, CA – Response Statistics; Comprehensive Multi-Discipline Type 3 City of San Bernardino – Evaluation of City IMT Training Program Fire Service Proposals
Agenda Item No. 11 Page 163 CC Agenda 3-5-19 City of Glendale, AZ – Public Safety Audit City of San Diego Fire-Rescue Department, City of Goodyear, AZ – Fire Department CA – Emergency Command and Data Management Audit Center Staffing Study Hamilton City Fire Protection District, CA – City of San Diego Fire-Rescue Department, Preliminary Diagnostic Assessment CA – Fire Communications Center and City of Hemet, CA – Costing and Peer Lifeguard Dispatch Review Review for Fire Service Alternatives City and County of San Francisco, CA – City of Hermosa Beach, CA – Analysis of Incident Management Training Los Angeles County Fire District’s Contract San Jose, CA – Fire Department for Fire Services Proposals Organizational Review City of Hesperia, CA – Cost Estimate for San Mateo County, CA – Countywide Fire Hesperia-Provided Fire Services Service Deployment Measurement System Kelseyville Fire Protection District, CA – City of Santa Barbara, CA (Airport) – Executive Search Aircraft Rescue and Firefighting Study Kings County, CA – High-Speed Rail Santa Clara County, CA – Incident Project Impact Analysis Management Training Kitsap Public Health District, WA – Santa Cruz County, CA – Incident Emergency Response Plan Review Services Management Training City of Loma Linda, CA – Cost of Services Town of Scotia Company, LLC – Board Los Angeles County, CA – Fire Services Training Workshop Impact Review Snohomish County Fire District 1 – Peak Madera County, CA – Fire Station Siting Hour Ambulance Use Study Analysis Sonoma LAFCO, CA – Municipal Services City of Manhattan Beach – Evaluation of Review Site Options for Fire Station 2 Southern Marin Emergency Medical Maui County, HI – Fire Audit Paramedic Services, CA – EMS Resources Deployment Analysis Menlo Park Fire Protection District – Site Assessments for Fire Stations 3, 4, and 5 South Monterey County Fire Protection District, CA – Needs Assessment City of Millbrae, CA – Fire and Police Service Impacts for Millbrae Station Area City of South San Francisco, CA – Provision Plan of Station Deployment Coverage GIS Maps City of Mill Valley, CA – Fire and Squaw Valley, CA – Assessment of Project Emergency Medical Services Study Impacts City of Milpitas, CA – Fire Services Stanford University, CA – Fire Services Planning Assistance System Review Consulting Services Monterey County, CA – EMS Agency Tracy Rural Fire Protection District, CA – Ambulance Systems Issues Review and Fire Analysis Analysis City of West Sacramento, CA – Impact Fees Monterey County, CA – EMS Study Communications Plan Wheatland Fire Authority, CA – Operational Monterey County, CA – Office of Feasibility Review Emergency Services Tabletop Exercise for City of Woodland, CA – Fire Station Elkhorn Slough Location Peer Review City of Napa, CA – Mitigation Yolo LAFCO, CA – Combined MSR/SOI Newark-Union City, CA – Fire Services Study Alternatives City of Yorba Linda, CA – Emergency Operations Center Training
Agenda Item No. 11 Page 164 CC Agenda 3-5-19 City of North Lake Tahoe, CA – Yuba County, CA – Comprehensive Management Team Workshop Services Delivery and Staffing Review
Agenda Item No. 11 Page 165 CC Agenda 3-5-19