EAST CONTRA COSTA FIRE PROTECTION DISTRICT Board of Directors Regular Meeting

Monday November 2, 2015 – 6:30 P.M. Meeting Location: 3231 Main Street, Oakley

BOARD OF DIRECTORS Greg Cooper Joel Bryant-President Randy Pope Robert Kenny Ronald Johansen-Vice President Stephen Smith Jonathan Michaelson Cheryl Morgan Joe Young

AGENDA ______

CALL TO ORDER

PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC COMMENTS At this time the public may address the District Board on subject matters pertaining to District business listed on the Consent Calendar, Closed Session, Future Agenda Items, or items not listed on the agenda. Remarks may be limited to 3-minutes subject to the discretion of the Board President and with the concurrence of the Board of Directors. Members of the public wishing to address the Board may submit a “Public Comment Speaker Card” to the District Clerk. While the District encourages your comments, State law prevents the Board from discussing items that are not set forth on this meeting agenda. The Board and staff take your comments very seriously and, if appropriate, will follow up on them.

CONSENT CALENDAR Consent Calendar items are considered routine in nature and will be enacted by the Board in one motion. If discussion or public comment is required, any Board Member may request the item be removed from the Consent Calendar and considered separately.

C.1 Approve Minutes from October 5, 2015 Regular Board of Directors Meeting C.2 Approve the Board of Directors Meeting Schedule for 2016

DISCUSSION ITEMS

D.1 Receive Report from and Accept Recommendations of Multi Jurisdictional Task Force to Address Emergency Responses in East Contra Costa County D.2 Award a Contract to Citygate Associates, LLC to Develop a Standards of Coverage and Headquarter Staffing Master Plan at a Cost Not to Exceed $64,000 D.3 Award a Contract to Bartel Associates, LLC to Perform an Actuarial Valuation of the District’s Retiree Health (OPEB) Obligations at a Cost Not to Exceed $13,600 D.4 Receive Update on District's Work to Improve Transparency D.5 Receive Operational Update for October 2015 November 2, 2015 Agenda Page 1 of 2

11645724.1

INFORMATIONAL STAFF REPORTS

DIRECTORS’ COMMENTS

INFORMATIONAL REPORTS AND REQUESTS FOR FUTURE AGENDA ITEMS FROM BOARD MEMBERS This portion of the agenda shall provide an opportunity for Board Members to report on activities, committee or event attendance pertaining to District business or to request a future item to be placed on the agenda.

RECESS TO CLOSED SESSION ON THE FOLLOWING MATTERS:

1. Conference With Labor Negotiator Pursuant to Government Code Section 54957.6 Agency Designated Representatives: Fire Chief and Glenn Berkheimer Employee Organization: International Association of Fire Fighters, Local 1230

2. Public Employee Performance Evaluation Pursuant to Government Code Section 54957(b)(1) Title: Fire Chief

REPORT ON THE CLOSED SESSIONS

ADJOURN TO THE REGULAR BOARD MEETING SCHEDULED: December 7, 2015

All items appearing on the agenda are subject to action by the Board.

POSTING STATEMENT

A copy of this agenda was posted October 30, 2015 at the East Contra Costa Fire Protection District Administrative Office, 134 Oak Street, Brentwood, CA 94513. Pursuant to CA Government Code §54957.5, disclosable public records and writings related to an agenda item distributed to all or a majority of the Board of Directors including such records and writing distributed less than 72 hours prior to this meeting are available for public inspection at the East Contra Costa Fire Protection District Administrative Office, 134 Oak Street, Brentwood, CA 94513.

NOTICE In compliance with the Americans with Disabilities Act, any individuals requesting special accommodation to attend and/or participate in District Board meetings may contact the District Administrative Office at (925) 634-3400. Notification 48 hours prior to the meeting will enable the District to make reasonable accommodations.

November 2, 2015 Agenda Page 2 of 2

11645724.1

EAST CONTRA COSTA FIRE PROTECTION DISTRICT

Meeting Minutes Board of Directors Regular Meeting

Monday October 5, 2015 – 6:30 P.M. Meeting Location: 3231 Main Street, Oakley

BOARD OF DIRECTORS Greg Cooper Joel Bryant-President Randy Pope Robert Kenny Ronald Johansen-Vice President Stephen Smith Jonathan Michaelson Cheryl Morgan Joe Young

CALL TO ORDER: (6:30 P.M.)

PLEDGE OF ALLEGIANCE: (6:31 P.M.)

ROLL CALL: (6:31 P.M.)

Directors Present: Bryant, Cooper, Kenny, Johansen, Michaelson, Morgan, Pope, Smith, Young

Directors Absent: None

PUBLIC COMMENTS: (6:32 P.M.)

There were two (2) public speakers – Mark Whitlock, and Gil Guerrero

CONSENT CALENDAR: (6:37 P.M.)

C.1 Approve Minutes from September 14, 2015 Regular Board of Directors Meeting

Motion by: Director Young to approve consent item C1 Second by: Director Smith Vote: Motion carried: 8:0:1 Ayes: Bryant, Cooper, Kenny, Michaelson, Morgan, Pope, Smith, Young Noes: Abstained: Johansen Absent:

October 5, 2015 Minutes 11582512.1 Page 1 of 3

DISCUSSION ITEMS:

(6:38 P.M.) D.1 Receive Overview of the 2015 California Special Districts Association Annual Conference

There was one (1) public speaker – Vince Wells

Chief Henderson gave an overview of the 2015 California Special Districts Association Annual Conference that the Chief attended the week of September 21st, 2015

(6:50 P.M.) D.2 Receive Update for Development of Proposed Board Policies

Chief Henderson gave an update for Development of Proposed Board Policies

(6:52 P.M.) D.3 Receive Operational Update for September 2015

Chief Henderson gave the Operational Update for September 2015.

INFORMATIONAL STAFF REPORTS: (7:06P.M.)

NONE

DIRECTORS’ COMMENTS: (7:06 P.M.)

Director Morgan – The Fire Safe Council did not meet in the month of September and has not yet finalized the meeting for October. Director Morgan asked that other Directors also attend.

President Bryant – President Bryant attended the League of California Cities’ Annual Conference and shared some observations from 5 sessions on fire protection.

Director Johansen – Director Johansen reported on the unprecedented fire conditions in the State and reflected on his experiences over the past month, when he was called away to assist with responding to the Valley Fire and the Butte Fire.

INFORMATIONAL REPORTS AND REQUESTS FOR FUTURE AGENDA ITEMS FROM BOARD MEMBERS: (7:06 P.M.)

Director Pope requested a future agenda item to discuss transparency and practices or projects the District could undertake to improve transparency, such as those included in the Special District Foundation’s checklist provided by the Chief.

Director Johansen requested a future agenda item for a closed session for the full Board to discuss the Chief’s 90-day progress on the goals established as part of his performance evaluation.

The Director Morgan moved approval of the above requests for Future Agenda Items; the motion was second by Director Smith. Motioned carried 9:0:0. October 5, 2015 Minutes Page 2 of 3 11648949.1

RECESS TO CLOSED SESSION ON THE FOLLOWING MATTERS: (7:16 P.M.)

1. Conference With Labor Negotiator Pursuant to Government Code Section 54957.6 Agency Designated Representatives: Fire Chief and Glenn Berkheimer Employee Organization: International Association of Fire Fighters, Local 1230

REPORT ON THE CLOSED SESSIONS: (8:45 P.M.)

No reportable action was taken in closed session.

ADJOURN TO THE REGULAR BOARD MEETING SCHEDULED: November 2, 2015 (8:45 P.M.)

Motion by: Director Bryant to adjourn to the next Regular Board Meeting scheduled on November 2, 2015

October 5, 2015 Minutes Page 3 of 3 11648949.1

BOARD OF DIRECTORS AGENDA ITEM NO. C-2

Meeting Date: November 2, 2015

Subject/Title: Approve the Board of Directors Meeting Schedule for 2016

Submitted by: Hugh Henderson, Fire Chief

RECOMMENDATION FOR ACTION Approve the Board of Directors meeting schedule for 2016

PREVIOUS ACTION On February 3, 2010 the Board approved by Resolution to hold regular meetings on the first Monday of each month.

SUBJECT BACKGROUND The regular meeting schedule of the Board of Directors for the 2016 calendar year is proposed to be the following:

January 4, 2016 February 1, 2016 March 7, 2016 April 4, 2016 May 2, 2016 June 6, 2016 July 11, 2016 (second Monday due to Independence Day holiday) August 1, 2016 September 12, 2016 (second Monday due to Labor Day holiday) October 3, 2016 November 7, 2016 December 5, 2016

Board meetings will be held at 3231 Main Street, Oakley Ca. 94561 at 6:30 PM unless otherwise noticed.

Page 1 of 1

11645699.1 BOARD OF DIRECTORS AGENDA ITEM NO. D-1

Meeting Date: November 2, 2015

Subject/Title: Receive Report from and Accept Recommendations of Multi-Jurisdictional Task Force to Address Emergency Responses in East Contra Costa County

Submitted by: Hugh Henderson, Fire Chief

RECOMMENDATION FOR ACTION Receive report from multi-jurisdictional task force to address emergency responses in East Contra Costa County and adopt a resolution accepting the task force’s recommendations.

SUBJECT BACKGROUND On June 24, 2015 the first meeting of a multi-jurisdictional task force was held to address emergency fire and medical responses in East Contra Costa Fire Protection District ("District" or "ECCFPD"). The task force was charged with coming up with long-term solutions and finding temporary mitigation measures that would reduce public safety risks in the District.

The task force was comprised of the following members: • Gustavo ("Gus") Vina, Brentwood City Manager • Bryan Montgomery, Oakley City Manager • Tomi Riley, Chief of Staff for Supervisor Piepho • Krystal Hinojosa, Chief of Staff for Supervisor Mitchoff • Vince Wells, President, IAFF Local 1230 • Gil Guerrero, Vice President, IAFF Local 1230 and ECCFPD Fire Captain • Bob May, Representative, IAFF, Local 1230 and ECCFPD Fire Engineer • Jeff Carman, Contra Costa County Fire Protection District Fire Chief • Brian Helmick, ECCFPD Battalion Chief • Hugh Henderson, ECCFPD Fire Chief

Tonight, the Board of Directors will receive a presentation from the task force on their report and recommendations, and be asked to adopt a resolution approving the task force recommendations. This Board is the first governing body to receive the task force's report and recommendations. The task force will make substantially similar presentations to the City Councils of the Cities of Oakley and Brentwood on November 10 and to the Board of Supervisors on November 17, 2015. Nearly identical resolutions will be presented to all four governing boards. The resolutions each will provide that if fewer than all four agencies accept the task force recommendations, related actions taken by any of them are not binding.

Staff recommends that the Board accept the recommendations of the task force tonight. If all four entities approve the task force recommendations and commit to moving forward together, this Board will be asked to implement the short-term, temporary mitigations measures at the December 7th Board meeting.

Attachments: Task Force Report Resolution

1

11645720.1 EAST CONTRA COSTA FIRE PROTECTION DISTRICT BOARD OF DIRECTORS STATE OF CALIFORNIA

* * * RESOLUTION NO. 2015-

ACCEPTING THE RECOMMENDATIONS OF A TASK FORCE FORMED TO IDENTIFY AND RECOMMEND SHORT-TERM AND LONG-TERM SOLUTIONS TO IMPROVE FIRE AND MEDICAL RESPONSE WITHIN THE EAST CONTRA COSTA FIRE PROTECTION DISTRICT

WHEREAS, the East Contra Costa Fire Protection District (District) provides fire and medical response services to the District, which covers 249 square miles and a population of over 110,000; and

WHEREAS, District voters have not passed a parcel tax nor approved a benefit assessment to increase funding for the District; and

WHEREAS, a lack of sufficient funding recently required the District to reduce fire and medical response services with the closure of two fire stations; and

WHEREAS, the District is currently served with only three fire stations and nine firefighters for any given shift; and

WHEREAS, a task force (Task Force) was formed to identify and recommend both short-term and long-term solutions to improve fire and medical response within the District; and

WHEREAS, Task Force members include the Fire Chief for the Contra Costa County Fire Protection District; the Fire Chief and a Battalion Chief for the East Contra Costa Fire Protection District; the Chiefs of Staff from County Supervisors Mary Piepho’s and Karen Mitchoff’s offices; the President, Vice-President, and Board Member for the International Association of Firefighters, Local 1230; the City Manager for the City of Oakley, and the City Manager for the City of Brentwood; and

WHEREAS, the Task Force met on multiple occasions, discussed the various issues impacting the District, and identified short- and long-term solutions to improve fire and medical responses within the District; and

WHEREAS, the Task Force developed specific recommendations that are set forth in this Resolution.

NOW, THEREFORE BE IT RESOLVED that the Board of Directors of the East Contra Costa Fire Protection District:

A. Accepts the following Task Force recommendations:

1. A fourth fire station within the District will be commissioned and fully staffed;

2

11645720.1 2. Under the cost allocation schedule attached as Exhibit “A”, two years of funding for additional and temporary services will be provided by the District; County of Contra Costa; City of Oakley; and City of Brentwood;

3. The District Fire Chief will determine which fire station will be commissioned;

4. A grass roots, community-based group will be formed to educate the public on fire and medical response risks and requirements;

5. Consultant(s) will be engaged to explore the possibility of a 2016 ballot initiative to bring more funding for fire and medical response services in the District; and

6. The Task Force will continue to work on long-term solutions for adequate fire and medical response services in the District.

B. Agrees to work in good faith with the member agencies of the District in developing a Memorandum of Understanding (MOU) to memorialize the Task Force recommendations set forth in this Resolution.

C. Acknowledges that the failure of the District or any member agency of the District to adopt a resolution in substantially the same form as this Resolution and/or the failure of the District or any member agency of the District to agree to the MOU described in section B above, will mean that the Task Force recommendations will not be implemented.

PASSED, APPROVED AND ADOPTED by the Board of Directors of the East Contra Costa Fire Protection District at a regular meeting held on the 2nd day of November, 2015 by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Joel Bryant President, Board of Directors ATTEST: ______Hugh Henderson Clerk of the Board

3

11645720.1 Fire and Medical Services Task Force

Report to Elected Officials

October 21, 2015

Task Force Members:

Hugh Henderson, ECCFPD Fire Chief

Brian Helmick, ECCFPD Battalion Chief

Jeff Carman, ConFire Fire Chief

Vince Wells, President Local 1230

Gil Guerrero, Vice President Local 1230

Bob May, Board Representative Local 1230

Tomi Riley, Chief of Staff for Supervisor Piepho

Krystal Hinojosa, Chief of Staff for Supervisor Mitchoff

Bryan Montgomery, Oakley City Manager

Gus Vina, Brentwood City Manager

Fire and Medical Services Task Force: Operating Principles

The Fire and Medical Services Task Force:

 Recognizes that given the most recent reduction in fire and medical services in East Contra Costa County due to public rejection of the fire assessment initiative, there are added risks to public safety; and

 That there is a need to find long-term, sustainable financial and operational solutions that will provide appropriate fire and medical levels of service in East Contra Costa County; and

 That public safety is a top priority for East Contra Costa County; therefore, the Task Force and its members are charged with identifying long-term as well as short-term,

Page 1 temporary mitigation measures that will reduce public safety risks to the extent possible, by:

1. Identifying an “unconstrained” model for levels of service for 250 square miles of fire and medical response; 2. Examining long-term solutions; 3. Considering, discussing, and understanding data related to fire and medical services (i.e. response times, staffing, station location, etc.); 4. Identifying temporary mitigation measures to reduce public safety risks; 5. Developing a funding plan to fund and implement such mitigation measures; 6. Accomplishing task force recommendations by August 2015.

BACKGROUND:

 In the spring of 2014 the District started working on the fire benefit assessment to maintain the five fire station model which was being supported by the FEMA Safer grant.  In September 2014, fire station 54 downtown Brentwood was closed due to lack of personnel leaving with the Safer grant expiring in November 2014.  April 27, 2015, the property owners voted not to assess themselves for additional fire revenue and maintain the five station model.  May 11 2015, the district closed down the Knightsen fire station and started the current three station model.

The District covers 249 square miles and a population of over 110,000. In 2014 the District responded to over 6300 calls for service with 78% medicals, 10% fires and 12% public service calls. The critical need for the District is to have enough resources to respond to a structure fire without the use of auto aid and/or mutual aid. NFPA 1710 recommends 16 firefighters on scene of a working structure fire within 10 minutes. This would require that the District have a minimum of five engines on duty plus a Battalion Chief. The District has historically struggled meeting this standard both with personnel and time and distance between stations.

SUMMARY FINDINGS:

1. The ECCFPD has on-going, structural financial deficiencies to the extent that it is unable to provide adequate fire suppression and medical response services to the communities in the East Contra Costa Fire Protection District. 2. Long-term, sustainable financial and operational solutions should be considered in order to provide adequate fire suppression and medical response services to the East Contra Costa Fire Protection District communities. A long-term solution needs to be identified

Page 2 to address the financial deficiencies that exist and will continue to exist, and a heightened awareness is emerging now of the District’s predicament that may not be sustained over time. 3. Due to the reduction in services and the increase in public safety risks, immediate and temporary short-term mitigation measures should be considered. 4. Due to the clear and present risks related to fire station closures, the short-term mitigation measures need to directly address fire suppression services. 5. Financial support for any temporary, short-term mitigation measures should be considered by all of the affected stakeholders (i.e. ECCFPD, County of Contra Costa, City of Oakley, and City of Brentwood), and care should be taken that any short-term measure does not adversely affect any long-term solution. 6. A grass roots community based group should be formed to help communicate fire and medical response information to the citizens and business interests. 7. Consulting services should be considered to both evaluate long-term solutions, short- term recommended mitigation measures, as well as to design the ultimate unconstrained model for fire and medical services. 8. Extreme efforts should be made through public outreach to make sure the public understands that the short-term mitigation measures are temporary and do not resolve the financial nor operational deficiencies facing ECCFPD. Furthermore, it needs to be understood that these measures do not bring the ECCFPD to within, or even close to, national standards for fire suppression activities.

SPECIFIC TASK FORCE RECOMMENDATIONS:

RECOMMENDATION 1: Consider a 2016 ballot initiative to fund ECCFPD

The task force recommends that an exploratory team be assembled to evaluate a 2016 ballot initiative to fund ECCFPD and if appropriate, launch the campaign. Subject matter experts will be engaged to assist the task force in evaluating the effort and timing necessary for an attempt to obtain the needed funding for the ECCFPD.

RECOMMENDATION 2: Use Best Practices to develop an Unconstrained Model for Fire and Medical Services (Master Plan District services for the future)

The task force recommends the engagement of consulting services for the development of a financial and operational plan that would identify how fire and medical services should be delivered in the existing ECCFPD with assumptions of population growth for the next 25 to 30 years. The task force further recommends that subject matter experts from staff be included in this discussion.

Page 3

RECOMMENDATION 3: A fourth fire station (staffing of three personnel per shift) should be added to provide temporary improvement of fire and medical responses in the “district.”

Costs: $1.4 M (Full Year costs)

Operational Impacts: Adding a fourth fire station would increase the daily staffing of firefighters on duty from 9 to 12, which would assist in decreasing workload of the current personnel on duty and reduce some of the burden of relying on auto aid responses. The District at a minimum would still require one auto aid engine for any structure response trying to meet the goal of getting 16 firefighters on scene of a working structure fire within 10 minutes.

Outcomes: 25% increase in daily staffing; reduction on auto aid system; increased firefighter/community safety; reduction of having all resources deployed at the same time; and an improvement in overall response times throughout the District.

Fiscal Impact: Total annual costs are $1.4 million; however, the first year costs are $788,000 with an estimated implementation of January 2016. Costs were allocated based on calls for service within the district (Attachment A). It is recommended that the Fire Chief continue efforts to increase revenue sources to the district to help offset impacts to stakeholders.

Minority Report(s)

There were no minority reports submitted by task force members and the vote was unanimous on submitting the task force recommendations to the East Contra Costa Fire Protection District Board, the City of Oakley City Council, the City of Brentwood City Council, and the Contra Costa County Board of Supervisors.

Attachments

Attachment A: Cost Allocations

Attachment B: Fire Assessment Results

Attachment C: Resolution

Page 4 ATTACHMENT A Funding Matrix As of September 25, 2015

Adding a 4th Station

1st Year 2nd Year Total ECCFPD $399,352 $474,626 $873,978 Brentwood $190,485 $475,515 $666,000 Oakley $109,315 $272,887 $382,202 County $89,127 $222,490 $311,617

Totals $788,279 $1,445,518 $2,233,797

Funding Assumptions: a. Funding is for five positions (four are already existing). b. Cost allocation for cities and county is based on calls for service. c. Model uses $600,000 CFD Oakley to cover Oakley costs of $382,202, $116,352 year one and $101,446 year two for ECCFPD. d. ECCFPD year one funding includes $283,000 of the property value increases in FY15/16 and $116,352 CFD Oakley. e. ECCFPD year two funding includes $283,000 property value increases in FY15/16, $102,000 CFD Oakley; $90,000 AV in FY16/17.

Page 5 ATTACHMENT B

Board of Directors Meeting

Page 6 July 6, 2015 Returned Ballots 27%

Ballots Not Returned 73%

* For purposes of this presentation, each parcel is assigned one ballot, and vice versa. When single ballots were submitted for multiple parcels, each Page 7 parcel has been counted separately. Byron Bethel Knightsen Marsh 3% Island 1% Creek 4% 1% Discovery Bay 17%

Brentwood 52% Oakley 22%

Page 8 Yes 47% No 53%

*Results in this presentation reflect the raw number of parcels with ballots cast, not the weighted value of these ballots. Blank ballots (e.g., those returned without a mark in support or

opposition)Page 9 have been removed from this analysis. No 46%

Yes 54%

Page 10 Yes 41%

No 59%

Page 11 Yes 40%

No 60%

Page 12 Yes 33%

No 67%

Page 13 Yes 38%

No 62%

Page 14 Yes 24%

No 76%

Page 15 No 29%

Yes 71%

Page 16 Board of Directors Meeting

Page 17 July 6, 2015 BOARD OF DIRECTORS AGENDA ITEM NO. D-2

Meeting Date: November 2, 2015

Subject/Title: Award a Contract to Citygate Associates, LLC to Develop a Standards of Coverage and Headquarter Staffing Master Plan at a Cost Not to Exceed $64,000

Submitted by: Hugh Henderson, Fire Chief

RECOMMENDATION FOR ACTION Award a Contract to Citygate Associates, LLC (Citygate) to develop a Standards of Coverage and Headquarter Staffing Master Plan at a Cost not to exceed $64,000.

SUBJECT BACKGROUND Since the failure of the District’s benefit assessment on April 27, 2015, there have been many discussions regarding the District’s current deployment strategies and the needs for a standard of coverage study to handle expected growth within the District. The Multi-Jurisdictional Task Force also has cited the the need for an unconstrained staffing model to protect the far East County.

The District last conducted a master plan study in 2004 with the final report being completed in June 2006. Over the last 10 years there have been major changes throughout the District both financially and with the reduced number of stations and personnel on duty.

Citygate Associates LLC has experience conducting fire and emergency services standards and coverage planning and master planning throughout the Western United States. They recently studied fire service within San Diego County, El Dorado County, the City of Stockton, and the Sacramento Metropolitan Fire District. They also have worked in Contra Costa County, most recently with the City of Pinole and Contra Costa County Fire Protection District.

Citygate’s proposed timeline would allow completion of a study of the District within six months. The final report would contain the following information for the District:

1. An analysis of the efficiency of the current deployment model for resources and fire stations.

2. An analysis of the District’s ability to meet the listed standards.

3. If required, recommendations for change in fire deployment methods to meet the current needs of the District and to optimize service delivery.

4. A comprehensive analysis of current District services and staffing in the support bureau, such as administration, training, fleet management, communication, emergency services (including emergency medical services, or EMS), prevention and public education, suppression, and facilities.

1 11646219.1 5. A headquarters analysis combined with a forecast of future demands into a multi-year staffing service plan, with associated micro-cost estimates.

6. Supporting data and rationale for all recommendations.

7. Supporting statistics and other visual data to fully illustrate the current situation and consultant’s recommendations. This information shall be provided in a hard copy format and a computerized format with accompanying Microsoft PowerPoint presentation.

The final report would be presented to the Board of Directors by Citygate Associates’ Public Safety Principal Stewart Gary and Fire Service Specialist Robert Myers, both of whom are retired Fire Chiefs and experts in the area of standards of coverage/master planning. Citygate has proposed to complete this project for a maximum cost of $64,000.

Staff recommends that the Board award a contract to Citygate; authorize the Fire Chief to execute a contract with Citygate for completion and delivery of the study and associated materials described above, in a form acceptable to Legal Counsel; and authorize staff to work with Citygate to identify and gather the data required for performance of the study.

Attachments: Citygates Associates, LLC proposal Resolution

2 11646219.1

EAST CONTRA COSTA FIRE PROTECTION DISTRICT BOARD OF DIRECTORS STATE OF CALIFORNIA

* * * RESOLUTION NO. 2015-

AWARDING A CONTRACT TO CITYGATE ASSOCIATES, LLC TO DEVELOP A STANDARDS OF COVERAGE AND HEADQUARTERS STAFFING MASTER PLAN AT A COST NOT TO EXCEED $64,000

WHEREAS, the East Contra Costa Fire Protection District (District) last prepared a Master Plan Report in 2006; and

WHEREAS, the District desires to provide the most efficient staffing model and services possible, both currently and in the future; and

WHEREAS, the Board of Directors desires to have access to the most current data and information to allow the Board to make good policy decisions on the services provided throughout the District; and

WHEREAS, Citygate Associates, LLC has an extensive background in fire and emergency services consulting and has submitted a proposal to develop a standards of coverage and headquarter staffing master plan for the District at a cost not to exceed $64,000; and

WHEREAS staff recommends that the Board award a contract to Citygate Associates, LLC to develop a standards of coverage and headquarter staffing master plan for the District at a cost not to exceed $64,000.

NOW, THEREFORE BE IT RESOLVED that the East Contra Costa Fire Protection District Board of Directors hereby:

1. Awards a contract to Citygate Associates, LLC to develop a standards of coverage and headquarter staffing master plan report for the District at a cost not to exceed $64,000.

2. Authorizes the Fire Chief to execute a contract with Citygate Associates, LLC for completion of the study described above, in a form acceptable to Legal Counsel; and

3. Authorizes staff to work with Citygate Associates to identify and gather the data required for performance of the study and to take any other actions necessary to give effect to this resolution.

PASSED, APPROVED AND ADOPTED by the Board of Directors of the East Contra Costa Fire Protection District at a regular meeting held on the 2nd day of November, 2015 by the following vote:

3 11646219.1

AYES: NOES: ABSENT: ABSTAIN:

______Joel Bryant President, Board of Directors ATTEST: ______Hugh Henderson Clerk of the Board

4 11646219.1  Folsom (Sacramento), CA Management Consultants 

Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan

East Contra Costa

Fire Protection

District

October 7, 2015

 2250 East Bidwell St., Ste #100  Folsom, CA 95630  (916) 458-5100  Fax: (916) 983-2090

October 7, 2015

Hugh Henderson Fire Chief East Contra Costa Fire Protection District 134 Oak Street Brentwood Ca 94513

RE: PROPOSAL TO PERFORM A STANDARDS OF COVER AND HEADQUARTERS STAFFING MASTER PLAN FOR THE EAST CONTRA COSTA FIRE PROTECTION DISTRICT

Dear Chief Henderson:

Citygate Associates, LLC is pleased to present our proposal to the District to perform a Standards of Cover and Headquarters Staffing Master Plan review. This introductory letter explains why Citygate is the most experienced fire deployment consultancy in the Western U.S., period. Our qualifications to perform your study are exceptional. Since completing a project for the District in 2006, and providing subsequent advice afterwards, we have significantly expanded our practice and skill set. We have an extensive background in fire and emergency services consulting, specifically in fire department deployment, headquarters assessments, staffing, and financial analysis/strategies. Over the last 14 years, Chief Stewart Gary and his team of subject matter experts have performed over 250 fire services studies; his deployment studies in California have covered over 14.5 million residents, which is 39 percent of California’s population. In recent years, Citygate has executed many of the largest fire service studies we know of, including the counties of San Diego (57 agencies) and El Dorado (14 agencies), the cities of San Diego, Oakland, Stockton, San Bernardino, Pasadena, the Sacramento Metropolitan Fire District, and the Ports of Long Beach and Los Angeles. We have also completed over 25 reviews focused on deployment and headquarters services. We also just completed the start-up of a deployment and staffing study for the City of Sacramento and have nearly completed two similar projects for Kings County and the City of San Jose. Citygate’s experience in the Contra Costa region is equally, if not more, extensive. The County, and other agencies in the west and east County, have hired Citygate numerous times in their Hugh Henderson October 7, 2015 Page 2 efforts to study fire and EMS service delivery issues. In other words, Citygate has deep experience with the service delivery challenges of the northeast Bay Area fact pattern. In addition, Citygate understands the unique demands placed on emergency systems with severe economic challenges. None of either the large or small agencies that we have assisted during and after the recession have had enough revenues to meet their needs. Of course, this means that Citygate’s understanding of your challenges is highly seasoned by our extensive encounters with the real effects on stressed emergency systems. As the District leadership will learn from our recent references, Citygate has an outstanding track record with our clients. We strongly encourage the City to call our key project references—they are golden. As the County of San Diego former CAO stated: “We work with consultants, obviously, all the time, but the work that Citygate did on this report is some of the best I’ve seen in my tenure here.” (Watch the video clip at this link: www.citygateassociates.com/sdcountyvideo) This is not an isolated comment by one client, rather it is the rule. Time after time our clients say at the end of public presentations, “this was the best report/study on fire services we have ever received and now we finally understand the issues and choices…”

CITYGATE ASSOCIATES KEY STRENGTHS

The City is not hiring a “firm,” but rather professional individuals who have qualifications matching the client’s unique needs. Our team members are the practice specialists in their fields; the District is not going to work with less skilled, entry- or mid-level consultants. Citygate’s team also has the diversity of experience to deal with all of the elements necessary in this project. Citygate’s Fire Practice Principal and Project Director, Stewart Gary, was the lead author on the 2nd through 4th Editions manual for Standards of Response Cover systems approach to deployment for the Commission on Fire Accreditation International. Chief Gary has developed this material, taught it, and used it in consulting across the United States and Canada for fourteen years. Chief Gary will be assisted by Chief Robert Meyer who, in addition to being a Senior Associate with Citygate, has been a Fire Accreditation Peer Assessment Team Leader for over a decade, studying agencies across the United States. Citygate and Chief Gary have also developed a fire deployment study team that consists of the best, most experienced GIS and statistical analysts on Standards of Response Cover methods to be found in the United States today. For over nine years Citygate has partnered exclusively with

Hugh Henderson October 7, 2015 Page 3

The Omega Group (geographic mapping) and Animated Data, Inc. (producer of the StatsFD™ statistical analysis tool). Citygate stays on the leading edge of analysis tools and in being the SOC thought process leader. We are the first consultancy in the nation to utilize traffic congestion data to model fire apparatus travel times impacted by rush hour traffic. This is the same data used on the internet to display traffic congestion by coloring road networks either green, yellow, or red. We recently delivered the first such studies with great success to the Menlo Park Fire Protection District and City of San Jose. Why is this experience critical? The District is hiring outside help to utilize experienced consultants that know how to uncover tough issues and how to work them to successful closure. We know the approaches needed and, as importantly, how to effectively communicate the results to the plan’s stakeholders. Citygate is also an independent company, and is not co-owned or under the control of any professional or standards-setting organization in fire services or government management. We believe this makes Citygate increasingly unique and, as such, allows us to provide the most neutral, best practices advice available fitting your local needs. * * * Citygate believes that, upon the District’s review of our proposal and unique qualifications, it will find that Citygate’s team of multi-disciplinary consultants, who have a history of working together, will exceed the District’s expectations! On this basis, we enthusiastically look forward to working with District leadership to address the needs of this challenging project. As President of the firm, I am authorized to execute a binding contract on behalf of Citygate Associates, LLC. Please feel free to contact me at (916) 458-5100, extension 101 or via e-mail at [email protected] if you wish further information. Sincerely,

David C. DeRoos, MPA, CMC, President cc: Stewart Gary

East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

TABLE OF CONTENTS

Section Page Cover Letter ...... Immediately Precedes Table of Contents

Section 1—Work Plan and Scope of Work ...... 1

1.1 Overview of Work Plan ...... 1

1.2 Review Scope of Work ...... 1

1.2.1 Standards of Cover Analysis ...... 1

1.2.2 Headquarters Assessment ...... 2

1.3 Citygate Review Technical Components ...... 2

1.4 Work Plan Task Sequence ...... 2

1.5 Final Report Components ...... 9

1.6 Study Components With Which the District Must Assist ...... 9

1.7 Project Schedule ...... 10

1.8 Work Product Samples ...... 10

1.8.1 Congested vs. Non-congested Travel ...... 10

1.8.2 Unit-Hour Utilization ...... 12

1.8.3 Response Time by Volume ...... 13

Section 2—Citygate Organization and Project Team ...... 14

2.1 Citygate’s Project Team ...... 14

2.2 Necessary Project Team Skills ...... 14

2.3 Project Team / Project Roles ...... 15

2.4 Project Team Organization Chart ...... 17

Section 3—Summary of Related Experience ...... 18

3.1 Citygate Associates Project Experience ...... 18

3.2 Similar Completed Engagements ...... 18

3.3 Citygate Client Summary ...... 21

Table of Contents page i East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

3.4 Client References ...... 27

3.5 Citygate’s Depth in Fire Service Work ...... 27

3.5.1 Citygate’s Distinguishing Characteristics in the Marketplace ...... 29

Section 4—Pricing Proposal...... 30

4.1 Project Cost/Billing ...... 30

4.2 Citygate Cost and Billing Terms ...... 30

4.3 Standard Hourly Billing Rates ...... 31

Appendices Appendix A Code of Ethics

Appendix B Project Team Resumes

Chief Stewart W. Gary, MPA ...... 1 Robert Meyer, CEM, CFO, EFO ...... 6 Michael D. Fay...... 9 David C. DeRoos, MPA, CMC ...... 10

Table of Contents page ii East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

SECTION 1—WORK PLAN AND SCOPE OF WORK

1.1 OVERVIEW OF WORK PLAN

Citygate’s Work Plan is presented in this Chief Gary and his team of section, and details a comprehensive deployment assessment and headquarters subject matter experts have staffing master plan study of the East Contra performed fire deployment and Costa Fire Protection District (the District) that station location studies for over will help determine how to best staff the District in order to fulfill its mission. Citygate 120 agencies; his deployment understands that the District requires a studies have served over 14.5 performance review of the current delivery of million residents. all Fire Department services, as well as recommendations to ensure service delivery meets current best practices within fiscal realities. As such, our Work Plan addresses all facets of fire and non-fire operations, including, but not limited to, fire suppression, emergency medical, technical and heavy rescue, fire prevention, and public education in a diverse District ranging from suburban cities to agriculture and rural land uses.

1.2 REVIEW SCOPE OF WORK

1.2.1 Standards of Cover Analysis Citygate’s Standards of Response Cover review will:

 Using Commission for Fire Accreditation International (CFAI-CPSE) best practices, conduct a resource deployment, Standard of Cover analysis with geographic mapping and incident response statistics for all types of emergency response services from dispatch and fire incident data reporting systems.

 Citygate will use fire department analysis geo-mapping software to analyze current and future fire station locations by driving time.

 Citygate will use an incident response time analysis program called StatsFD™ (formerly NFIRS 5 Alive™) to review the statistics of actual historical performance.

 Utilize National Fire Protection Agency (NFPA), Insurance Services Office (ISO), and CFAI criteria as needed and, importantly, our experience across a large number of agencies working within the same regulatory and economic construct as the District.

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1.2.2 Headquarters Assessment Our headquarters assessment will identify gaps—if any—in operations and resources; develop recommendations to maximize the effectiveness of current Fire Department operations and resources; and identify “current published best practices” that may be appropriate for application in the District. The performance audit of all of the District’s major functions will compare them to the District’s needs, to their cost effectiveness, and to best practices.

1.3 CITYGATE REVIEW TECHNICAL COMPONENTS

In addition to the customary techniques of reviewing agency documents and conducting stakeholder listening interviews, Citygate will:

 Utilize advanced GIS mapping tools for response time coverage models using The Omega Group to prepare analysis maps of the District’s deployment situation.

 Apply advanced visualization of incident statistics demand in StatsFD™ and Google Earth, which no other company can offer.

 Use an incident response time analysis program called StatsFD™ to review the statistics of prior incident performance. The results will be plotted not only on graphs and charts, but “live” using 3D tools over Google Earth images.

 Assess Fire District member perceptions and expectations of Fire Services – issue SWOT questionnaires to employees (Strengths, Weaknesses, Opportunities & Threats) and as appropriate, other agency employees that interact with the Fire Department to listen to what the perceptions of the District are and how it is or is not meeting needs.

 For the headquarters functions review, use the Commission on Fire Accreditation International self-assessment criteria and National Fire Protection Association Standard 1201, Standard for Providing Emergency Services to the Public as performance indicators and other NFPA standards as the basis for evaluating non- response-related services, such as fire prevention, training, and administration. The study will identify the current workload, staffing, and facilities, and compare these current services to current and forecasted workloads in the District.

1.4 WORK PLAN TASK SEQUENCE

Our Work Plan is comprised of six (6) tasks and is detailed throughout this section. We intend to review our Work Plan and schedule with the District project team prior to beginning work. After obtaining additional input, we will finalize our Work Plan and the accompanying schedule.

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Citygate’s Work Plan has been developed consistent with our Project Team member’s experience in public management and fire administration. We utilize various National Fire Protection Association (NFPA) publications as best practice guidelines, the Insurance Service Office (ISO), along with the self-assessment criteria of the Commission on Fire Accreditation International. We do not use simple, nor one-size-fits-all measures. We will also ensure that local and regional guidelines are included in our analysis.

Task 1: Initiate and Manage the Project

Subtasks  Develop detailed Work Plan schedule for the project.  We will develop a detailed work schedule and final project schedule for the project. These tools will assist both the consultants and District staff to monitor the progress of the study.

 Meet with District staff representatives to initiate study.  A key to a successful consulting engagement is a mutual understanding of the project’s scope and objectives. The senior members of our team will meet with the District representatives to correlate our understandings of the study’s scope, and ensure that our Work Plan and project schedule are mutually agreeable. In our experience, this early effort to clearly define expectations, roles, and lines of communications results in a better focus on substantive issues as the engagement progresses.

 Obtain and review District documentation.  We will develop and submit a list of all documents relevant to this project, including the Cities inside the District as well as the County’s General Plans, growth forecasts, any appropriate prior studies, Fire District documentation including (as available) dispatch data, fleet inventory, facility condition assessments, current personnel, equipment, other operating costs, and a myriad of other information. Once we receive the requested documentation from the District, we will review it prior to conducting our interviews in the following subtask. We have found that reviewing this information prior to our interviews improves the effectiveness and value of the interviews we conduct because it results in more specific questions and more definitive information.

Section 1—Work Plan and Scope of Work page 3 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

 Interview District leadership and Fire Chief.  To enhance our understanding of the issues at stake, we will meet with, as appropriate and if directed, the Fire Board members and Fire Chief, as well as members of the City staffs who frequently interact with or have an interdependent relationship with the Fire District.

 Interview Fire District staff.  To enhance our understanding of the issues at stake, we will meet with, as appropriate and directed, the members of the District.

Meetings There will be two on-site trips during this task to kick-off the project, establish relationships, conduct stakeholder interviews, and set the information gathering into agreement and motion. Chief Gary will conduct this meeting and interviews.

Task 2: Standards of Response Cover (Deployment) Review of the Fire and Emergency Medical Services Delivery System

Subtasks  Conduct a complete Standards of Response Cover (SOC) study. This review will consider existing station locations, using geographic mapping and prior incident response statistics to measure the effectiveness to desired goals of the current deployment plan.

 The SOC review will begin with a risk assessment of values at risk in the City and County areas to be protected. This assessment will include zoning, population demographics, Insurance Service Office (ISO) commercial building inventory information and target hazards identified by the Fire District, to name a few.

 Chief Gary will conduct the deployment review, with the assistance of Michael Fay (Statistical Specialist) and The Omega Group (GIS Specialist). Chief Meyer will assist with the risk assessment component.

 Citygate strongly encourages the District to focus on the value of this step as a “study within the study.” Citygate submits that a full GIS and statistical review of its deployment system will provide a solid foundation for administrative functions analysis steps. The headquarters team size must fit the needs of the total number of fire station personnel whom need training, management, and logistical support.

Section 1—Work Plan and Scope of Work page 4 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

 When this step is complete, the findings and recommendations will be integrated into the Draft and Final SOC and Headquarters Staffing Assessment documents, which are presented in Tasks 5 and 6. Citygate will consider any results of Task 2, such as a need for increased or re- located stations that might influence Task 3. Essential to Citygate’s analysis will be the use of geographic mapping and statistical software programs. Details of the two software programs utilized in this study are described below.

FireView Desktop The Omega Group provides precision data and response modeling services with Citygate for GIS-based analysis of department, station, unit coverage, and gaps in service. For over 15 years, The Omega Group has developed and applied response modeling techniques using GIS for fire departments across the US, to become the foremost authority in GIS-based response modeling services. The Omega Group’s FireView program enables understanding NFPA Standard 1710 compliance and ISO audits, as well as Standards of Cover, through the use of numerous data mining tools. The solution can be used to locate new stations, redistribute response areas, analyze station coverage, determine first-due areas, and run orders to better serve the District.

Features:

 Determine the estimated response zones and incident coverage by drive time or distance, calibrated to prior District fire unit travel times. Traffic congestion measures will be added to the model to determine the impacts of rush hour traffic on fire and ambulance unit travel times.

 Investigate fire/EMS calls for service within any response area near, or at, an address or landmark such as an assisted living complex or retirement home.

 Query for incident activity by multiple categories such as call type, location type, unit, response time, date, or time in order to assess existing deployment strategies.

 Create density, hot-spot, and repeat calls maps to help isolate problem areas.  Analyze response patterns.

 Pinpoint the number of stations able to respond within a specific response time at any location.

 Optimize the response capabilities of fire/EMS stations.  Depict the average response time or total calls per hour graphically.

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StatsFD Using standard NFIRS 5 datasets, StatsFD quickly performs diagnostic analysis of dispatch and incident computer records. What sets StatsFD apart is not just producing graphs or tables, but its ability to model “animated over time” data to see trends over a measurement period, or to produce 3D workload models over Google Earth images of a service area. These visualizations help the analyst understand complicated data relationships while also providing elected officials with easy-to-grasp deployment explanations.

Meetings There will be one on-site day by Chief Meyer to review in person the specialty risks, geography, and road network that the District protects.

Task 3: Stakeholder Meetings and Documentation Review to Analyze Headquarters Functions

Subtasks  In addition to the deployment (SOC) study, Citygate will interview District personnel and allied stakeholders, along with an in-depth documentation review, to analyze each headquarters function in the District.

 We will request considerable documents and data measurement records from the District to enable an in-depth understanding of current division or bureau staffing, workloads, costs, and needs.

 We will review District area growth information and project future expectations on the District support services.

 Citygate will use focused interviews of Fire District members to compare the records-based review with the perceptions of the actual workforce.

 We will issue SWOT questionnaires (Strengths, Weaknesses, Opportunities, and Threats) to gain feedback on specific program areas.

 Once the headquarters function reviews are completed, Citygate will then combine the headquarters performance capacities with the field deployment review to build integrated findings, recommendations, and implementation costs.

Meetings There will be one one-day on-site trip in this task for Chiefs Gary and Meyer to conduct the interviews for the headquarters functions review.

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Task 4: Conduct a Mid-Project Review

Subtasks  Conduct mid-project review with Fire District and partner City Executive Management.

 With most past engagements we have found it profitable, upon the completion of the initial SOC and headquarters functions review work, to conduct a mid-project review before writing the Draft Report. The purpose of this review is to meet with the client and principal staff to review the conclusions and tentative recommendations coming out of these two studies. This will also be an opportunity for the District and consultants to perform fact-checks and make any mid-course corrections before additional work occurs.

 The Citygate team will brief the District’s and, if so included, your partner cities’ leadership teams on-site regarding our working opinions using PowerPoint, geographic mapping, and incident statistics. Examples of these exhibits are found at the end of this section.

Meetings There will be a half-day, on-site meeting with Chief Gary to review the projects initial findings. Citygate will utilize a short PowerPoint presentation to discuss the highlights of the study to date.

Task 5: Forecast Resource Needs; Conduct Final Service Delivery Models and Prepare Integrated Draft Report

Subtasks  The entire Citygate team will prepare a comprehensive long-range SOC and Headquarters Review Draft Report in several volumes (main SOC and headquarters services report and SOC map atlas). In the SOC and Headquarters Staffing Draft Report, we will:

 Summarize the strengths of the District and opportunities for improvement.

 Present a review of how our approach and analyses were conducted.  Describe major findings by service delivery area.

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 Present an explanation of improvements we identified, and our integrated recommendations for their resolution in order to improve operations.

 Describe a methodology for monitoring implementation status.  Upon completion of the SOC and Headquarters Review Draft Report, an electronic version in MS-Word will be sent to the District project manager for comments using the “track changes” and “insert comments” tools in Word. Our normal practice is to review a draft of our report with management personnel to ensure that the factual basis for our recommendations is correct and to allow time for a thorough review. In addition, we take time to discuss any areas that require further clarification or amplification. It is during this time that understandings beyond the written text can be communicated.

Meetings We will schedule a site meeting with the District leadership to discuss and fact-check the SOC and Headquarters Review Draft Report, answer any questions, and agree on elements for the Final Report. Chief Gary will conduct this meeting.

Task 6: Prepare and Deliver the Final Report with Executive Summary, Recommendations, and Costs

Subtasks  The process of Final Report preparation is an important one. Implicit in this process is the need for a sound understanding of how our review was conducted, what issues were identified, why our recommendations were made, and how implementation should be accomplished.

 Prepare Final Report and oral presentation.  Based on the results of our Draft Report review process, we will then prepare an Executive Summary and a Final Report for the District Directors. We also will make an oral presentation using a PowerPoint presentation to the District leadership and/or partner City Councils as and if directed.

Meetings There will be one on-site meeting to make an oral presentation of the Final Report to the District Board of Directors or a group of the District’s choosing. Chief Gary will conduct this briefing.

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1.5 FINAL REPORT COMPONENTS

Citygate’s multi-volume SOC and Headquarters Review Final Report will include:

1. An analysis of the efficiency of the current deployment scheme of resources and its fire stations.

2. An analysis of the Fire District’s ability to meet the listed standards. 3. If required, recommendations for changes in fire deployment methods to meet the current needs of the District and to optimize service delivery.

4. A comprehensive analysis of current District services and staffing in the support bureau areas such as administration, training, fleet management, communications, emergency services, prevention and public education, suppression, facilities, and EMS will be delivered. 5. The headquarters analysis will be combined with a forecast of future demands into a multi-year staffing and services plan, with associated macro cost estimates. 6. Provision of supporting data and rationale for all recommendations. 7. Provision of supporting statistics and other visual data to fully illustrate the current situation and consultant recommendations. This information shall be provided in both hard copy format and computerized format with accompanying Microsoft PowerPoint presentation.

1.6 STUDY COMPONENTS WITH WHICH THE DISTRICT MUST ASSIST

The District is in the best position, and has the best capability, to provide most, if not all, of the internal data needed to complete the scope of work required for this project. Therefore, Citygate anticipates that the District will assist with this project by:

 Providing electronic incident response data in a format requested by Citygate.  Returning SWOT (Strengths, Weaknesses, Opportunities, and Threats) forms provided by Citygate for the various non-operational functions in a timely manner to keep the project on schedule.

 Via a document request questionnaire issued by Citygate, submitting existing District documents describing its organization, services, budgets, expenses and performance measures, if any.

 Providing other District data as requested by Citygate.

Section 1—Work Plan and Scope of Work page 9 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

1.7 PROJECT SCHEDULE

Citygate anticipates this project will span six months. Citygate is available to start the project immediately upon the award of a contract. A Work Plan schedule is presented below: Work Plan Timeline

Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

1: Initiate and Manage Project

2: Deployment Review

3: Headquarters Review

4: Mid-Project Review

5: Prepare and Deliver Draft Report 6: Prepare and Deliver Final Report

1.8 WORK PRODUCT SAMPLES

1.8.1 Congested vs. Non-congested Travel Citygate Associates is the first consultancy in the United States to utilize traffic congestion data from which to model rush-hour impacted fire apparatus travel times. If utilized, this capability launches the District to the leading edge of public safety service delivery. Few service providers in the country have utilized this level of detail to understand response time challenges in delivering a desired service level to their residents, employers, and visitors.

Section 1—Work Plan and Scope of Work page 10 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Figure 1—Congested Vs. Non-Congested Travel

Section 1—Work Plan and Scope of Work page 11 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

1.8.2 Unit-Hour Utilization If your units are over utilized, they are increasingly subject to reduced response availability. Citygate always provides detailed information regarding the utilization of each public safety unit by the hour of the day.

Table 1—City of Orange Unit-Hour Utilization

Hour R5 R3 R4 E1 E5 E3 E4 E6 E2 T1 T8 E7

00:00 18.37% 11.51% 13.90% 7.81% 10.26% 11.19% 6.81% 4.72% 5.31% 1.97% 2.08% 4.82% 01:00 12.25% 12.47% 10.32% 5.28% 5.66% 6.24% 5.11% 4.21% 5.19% 1.72% 1.14% 1.61% 02:00 12.77% 10.43% 9.50% 4.73% 4.03% 5.13% 5.28% 5.22% 4.63% 2.72% 1.48% 1.56% 03:00 8.72% 6.50% 9.33% 3.89% 2.54% 3.85% 4.34% 2.89% 3.40% 1.04% 1.28% 0.90% 04:00 10.60% 7.30% 6.28% 4.03% 3.50% 4.20% 4.54% 3.65% 2.84% 1.34% 0.57% 1.26% 05:00 11.44% 9.55% 10.53% 5.89% 4.71% 5.11% 5.17% 4.21% 3.46% 2.08% 0.94% 1.09% 06:00 11.25% 10.21% 13.31% 6.25% 5.48% 6.18% 6.62% 1.84% 4.42% 2.50% 0.88% 1.22% 07:00 20.73% 12.66% 18.96% 7.29% 9.26% 6.40% 9.36% 7.29% 7.93% 5.63% 1.79% 3.44% 08:00 22.55% 24.98% 19.41% 9.18% 8.83% 8.07% 8.51% 8.01% 12.11% 4.18% 4.49% 3.97% 09:00 30.18% 26.65% 26.12% 12.59% 13.63% 13.12% 13.02% 8.55% 9.44% 6.12% 4.66% 3.27% 10:00 31.00% 28.00% 27.15% 16.15% 13.93% 10.53% 11.81% 10.53% 11.21% 5.25% 4.95% 4.03% 11:00 32.20% 25.13% 29.45% 14.07% 15.07% 12.26% 10.96% 9.83% 9.30% 4.47% 5.62% 11.44% 12:00 31.61% 30.99% 26.08% 15.21% 13.51% 13.85% 14.42% 8.20% 12.45% 5.33% 6.67% 5.52% 13:00 32.26% 23.78% 29.57% 16.28% 15.41% 10.91% 13.31% 11.26% 7.09% 3.74% 4.56% 5.13% 14:00 30.58% 28.49% 27.12% 15.47% 14.38% 12.62% 11.70% 13.30% 11.64% 4.17% 5.36% 5.69% 15:00 31.02% 25.84% 29.58% 13.44% 10.77% 14.28% 13.77% 11.88% 9.16% 7.58% 6.20% 5.21% 16:00 30.05% 22.41% 28.23% 15.58% 11.88% 13.38% 13.26% 11.74% 12.92% 3.65% 4.16% 5.52% 17:00 32.51% 27.15% 23.99% 15.29% 14.60% 13.00% 12.38% 12.16% 10.30% 4.33% 4.08% 4.20% 18:00 27.64% 21.69% 25.77% 14.17% 16.00% 11.40% 13.91% 9.22% 8.40% 6.50% 3.96% 4.57% 19:00 26.54% 22.25% 24.78% 12.75% 10.48% 11.45% 12.05% 11.51% 9.44% 5.26% 3.08% 3.11% 20:00 25.70% 26.02% 21.91% 13.39% 10.52% 13.17% 11.70% 9.22% 12.29% 6.54% 4.31% 3.31% 21:00 23.68% 16.74% 23.74% 9.92% 10.33% 7.31% 11.36% 12.14% 9.10% 4.29% 3.66% 1.64% 22:00 22.07% 15.22% 13.37% 9.83% 9.25% 6.22% 9.05% 7.47% 6.08% 4.16% 3.29% 2.40% 23:00 18.24% 10.56% 15.48% 7.90% 4.70% 5.77% 7.38% 6.12% 5.06% 2.21% 1.53% 2.29% Overall 23.08% 19.02% 20.16% 10.68% 9.95% 9.40% 9.83% 8.13% 8.05% 4.03% 3.36% 3.63% Responses 3,790 3,115 2,736 2,166 2,117 1,945 1,732 1,699 1,677 1,218 750 606

Section 1—Work Plan and Scope of Work page 12 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

1.8.3 Response Time by Volume Local policy choices regarding effective public safety are often difficult. When the District partners with Citygate, District officials and residents will clearly see and understand the deployment information from which you must set policy.

Figure 2—San Jose Fire Department Response Time by Volume

Section 1—Work Plan and Scope of Work page 13 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

SECTION 2—CITYGATE ORGANIZATION AND PROJECT TEAM

2.1 CITYGATE’S PROJECT TEAM

Citygate’s capabilities for this service can be simply stated: the experience and talents of our In the last 14 years, Chief Gary Project Team members! We know that successful has led over 250 fire services results come from Citygate’s ability to handle, as studies. necessary, six critical roles in cooperation with the District project team: (1) champion; (2) stakeholder listener; (3) subject matter trainer/expert; (4) meeting facilitator; (5) coach and content expert; and (6) final strategist/advisor.

Citygate’s team members, in their agency and consulting careers, have successfully walked the talk on fire department review efforts by focusing on the inclusion of culture and communications with rigorous analytic methods to build a business case that elected officials and agency employees can both understand. The Citygate team has a multi-disciplinary approach that includes the full range of skills required to execute this challenging project. The diverse group of specialists comprising Citygate’s proposed Project Team (described below) have worked on prior projects to integrate their respective expertise into comprehensive, compelling, and creative strategies to accomplish a municipality’s objectives.

2.2 NECESSARY PROJECT TEAM SKILLS

Citygate’s team members possess the skills necessary to successfully complete this project, including:

 Fire department deployment principles and practices  Fire department staffing  Fire services command and organizational structure  Fire department performance measurement  Fire prevention, urban-wildland interface, and community risk reduction  Dispatch and communications  Field operations for fire and emergency medical services  Operating and capital budgeting  District management and cost of services analysis

Section 2—Citygate Organization and Project Team page 14 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

 Fleet management  Fire services technology  Safety and training  Land use planning  Strategic, master, and business planning.

2.3 PROJECT TEAM / PROJECT ROLES

The qualifications of the Project Team are critical, as it is the expertise and the capabilities of the consultants involved in the project that ultimately determine the success of the project. We have carefully assembled the team members to provide the knowledge, depth, judgment, and sensitivity required to perform this engagement. Please note that the role of each team member is described in italics at the end of his biographical paragraph. Full resumes for each consultant are presented in Appendix B. Primary members of our Project Team include the following experienced consultants:

Chief Stewart W. Gary, MPA, Public Safety Principal Chief Gary is the Public Safety Principal for Citygate Associates. Chief Gary is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. For the past fourteen years, he has been a lead instructor, program content developer and consultant for the Standards of Response Coverage process. For many years he annually taught a 40-hour course on this systems approach for fire deployment at the California Fire Academy and he teaches and consults across the United States and Canada on the Standards of Response Coverage process. Over the last thirteen years, he has performed over 250 organizational and deployment studies for departments large and small. Significant to this fire department review effort, he successfully used planning, team building, culture development and process re-design tools to successfully design, lead and manage the award winning Livermore-Pleasanton Fire Department Consolidation. Chief Gary also conducts team building and team coaching workshops for executive fire management teams. Chief Gary will manage the Citygate team, attend the project kick-off, lead the Deployment Study, co-draft reports, and conduct all briefing presentations.

Section 2—Citygate Organization and Project Team page 15 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Chief Robert Meyer, CEM, CFO, EFO, Fire Services Specialist Chief Meyer has over twenty years of public fire protection experience. He recently retired as Fire Chief for the City of SeaTac, Washington, where he was responsible for leading a Fire Department of 53 employees serving a diverse community with a daily population of 96,000 out of three fully staffed fire stations providing fire, EMS, and technical rescue services. Prior to joining the SeaTac Fire Department in 2000, he served as the Division Chief for the Santa Maria Fire Department; Senior Code Enforcement Officer for the City of West Hollywood; and Battalion Chief for the San Clemente Fire Department. Chief Meyer is a Certified Emergency Manager, Certified Chief Fire Officer, and Peer Assessor/Team Leader for Commission on Fire Accreditation International. Chief Meyer will conduct the risk assessment and assist with the headquarters functions review. He will also co-author reports.

David C. DeRoos, MPA, CMC, Citygate President Mr. DeRoos has nearly 30 years experience as a consultant to local government, preceded by 5 years as an assistant to the City Administrator. He earned his undergraduate degree in Political Science/Public Service (Phi Beta Kappa) from the University of California, Davis and holds a Master of Public Administration degree from the University of Southern California. Prior to becoming a Principal in Citygate in 1991, he was a Senior Manager in the local government consulting division of Ernst & Young. Mr. DeRoos is responsible for ensuring the project is conducted smoothly and efficiently within the schedule and budget allocated, and that project deliverables meet Citygate’s and the client’s quality standards.

The Omega Group, Geo-Mapping Specialist The Omega Group is a nationally recognized public safety and law enforcement mapping analytic and tactical software solution provider. Since the company’s inception in 1992, Omega is honored to have worked with over 500 public safety agencies, which have leveraged two flagship solutions: CrimeView and FireView. Some of FireView’s capabilities include site selection of fire stations, first-due assignments, response time analysis, and mutual aid strategies. The Omega Group will provide geo-mapping analysis for the fire station/crew deployment portion of the project.

Section 2—Citygate Organization and Project Team page 16 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Michael D. Fay, Statistical Specialist Mr. Fay has assisted Citygate with deployment studies for over 10 years. He has over 30 years experience and has served as a firefighter, EMS director, educator, consultant and publisher. As President of Animated Data, Inc., he is the designer and publisher of StatsFD, formerly NFIRS 5 Alive. Using standard NFIRS 5 datasets, StatsFD quickly performs diagnostic analysis of fire department operations. Mr. Fay will conduct statistical analysis for the deployment portion of the project.

2.4 PROJECT TEAM ORGANIZATION CHART

The following image is a Project Team organization chart. Citygate’s consultants adhere to the Code of Ethics found in Appendix A.

Citygate Associates Project Team Organization Chart

East Contra Costa Fire Protection District

David C. DeRoos, MPA, CMC

Citygate President

Stewart W. Gary, MPA

Public Safety Principal

Robert Meyer, CEM, CFO, The Omega Group EFO Michael D. Fay Geo-Mapping Specialist Statistical Specialist Fire Services Specialist

Section 2—Citygate Organization and Project Team page 17 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

SECTION 3—SUMMARY OF RELATED EXPERIENCE

3.1 CITYGATE ASSOCIATES PROJECT EXPERIENCE

Citygate Associates, LLC, founded in 1990, is “We work with consultants, dedicated to assisting public sector agencies to obviously, all the time, but the improve services. Citygate’s Fire Protection and Emergency Medical Services practice area conducts work that Citygate did on this deployment and station location analyses, master and report is some of the best I’ve strategic plans, consolidation feasibility analyses, seen in my tenure here.” organizational efficiency studies, risk assessment -Former San Diego County CAO studies, performance audits, staffing studies, and GIS for districts, cities, and counties throughout the United States. Citygate has completed many recent projects that are very similar to the deployment and operational work requested in this study. Below Citygate provides a description of our previous related fire services engagements. Following the description of our related studies, we provide a summary listing of other related completed fire services engagements, and finally, a list of references. For a more detailed list of Citygate’s Fire Services projects, please visit our website at www.citygateassociates.com and then select “Fire Protection and Emergency Medical Services Consulting.”

3.2 SIMILAR COMPLETED ENGAGEMENTS

Contra Costa County, CA – Independent Financial Review of Elements Related to the County’s Ambulance RFP Citygate recently executed an Independent Financial Review of Elements related to the County’s Ambulance RFP. Phase 1 consisted of evaluating the financial stability of the current Contra Costa County EMS system, while Phase 2 consisted of a financial review of bids for service received. Alameda County – EMS System Consultation to the Alameda County Health Care Services Agency (UNDERWAY) Citygate is currently assisting the Alameda County Health Care Services Agency as it redesigns and rebids EMS services in response to unprecedented fiscal pressures and emerging economics that have been driving many California EMS systems toward insolvency. Citygate’s scope also includes a review of deployment and socio-economic data, as well as state health care reimbursement reform regulations.

Section 3—Summary of Related Experience page 18 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Menlo Park Fire Protection District, CA – Standards of Cover Assessment Update The Menlo Park Fire Protection District (the District) retained Citygate Associates, LLC to perform a Standards of Cover Assessment for field deployment services. This study included reviewing the adequacy of the existing deployment system from the current fire station locations, and generally updating the Standards of Cover assessment. Cosumnes Community Services District – Standards of Cover Study and Strategic Plan Citygate performed a Standards of Cover (SOC) Study, Management/Administrative Assessment, and Strategic Plan for the Cosumnes Community Services District Fire Department. This study will include all facets of an extensive SOC, and an in-depth facilitation of the Applied Strategic Planning method. City of San Jose, CA – Fire Department Organizational Review Citygate is currently conducting a large organizational review of the San Jose Fire Department. This review is to evaluate the current delivery of Fire Department services, technological improvements as they relate to Department response time performance, and potential increases in Department efficiencies in operations.

City of San Diego, CA – Standards of Response Coverage Study Citygate conducted a fire service Standards of Response Coverage deployment study for the San Diego Fire Rescue Department (population over 1.25 million). This study independently reviewed the existing fire and emergency medical risks to be protected, the current and desirable response system to these needs, and recommended a best-fit solution to most effectively leverage the existing situation while allowing the development of an even-stronger regional response system to benefit everyone. Santa Barbara County – Fire Services Deployment and Departmental Performance Audit Study Citygate completed a Standards of Response Coverage deployment analysis and departmental performance assessment of the Santa Barbara County Fire Department. The study identified both the current service level and services desired, and then assessed the Department’s ability to provide them. After understanding gaps in operations and resources, Citygate provided recommendations to maximize and improve Department operations and resources over time.

Section 3—Summary of Related Experience page 19 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Los Angeles County – Emergency Medical Services Organizational and Operational Review Citygate completed an expansive review of the organizational and operational components of the EMS program at the Los Angeles County Fire Department. This study included a review of deployment, use of resources, best practices in pre-hospital medicine, organizational and personnel practices, and the use of information technology. A Strategic Plan was also developed.

Sacramento Metropolitan Fire District – Standards of Response Cover Study and a Services Reduction (Brownout) Study With an operating budget of approximately $166 million, the Sacramento Metropolitan Fire District provides services through 42 fire stations and approximately 750 career personnel to more than 640,000 residents in a 417 square mile area of Sacramento County, the Cities of Citrus Heights and Rancho Cordova, and a small portion of Placer County. The Standards of Response Coverage study was commissioned to: analyze the effectiveness of the current deployment system; evaluate the need for additional fire stations; recommend criteria for the placement and timing of these stations; and develop the criteria for deployment reductions of 3-5 fire stations to meet the fiscal needs of the District’s declining revenues. The study exceeded all of the District’s expectations and was very well received by the elected officials and stakeholders in May 2009. The District adopted and implemented Citygate’s brownout service reduction plan. Citygate has been retained by the District to perform numerous additional engagements.

San Diego County Office of Emergency Services (CA) – Countywide Deployment Study for Regional Fire, Rescue, and EMS Services (57 Total Fire Agencies) In 2010, Citygate established a phased-process blueprint designed to improve San Diego County’s regional fire protection and emergency medical system. The study assessed current 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. 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://www.citygateassociates.com/fire/fire-san-diego-county-study/

Section 3—Summary of Related Experience page 20 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

The Board of Supervisors on a 5-0 vote adopted Citygate’s recommendations and the County is now in the process of implementing the recommendations. City of Oakland, CA – Comprehensive Multi-Hazard, All Risk Fire Service Deployment Study Citygate conducted a comprehensive multi-hazard, all-risk fire service deployment study of the Oakland Fire Department’s ability to respond to and mitigate emergencies in routine and strategic risk scenarios. The study combined Oakland’s capabilities with those of its neighbors to form a picture of what the sub-regional response system’s capabilities are to protect the strategic risks in the Oakland Metropolitan Area. From these assessments and the resultant gap analysis, recommendations for changes were made to improve the response system. Los Angeles County Fire Department – Santa Clarita Valley Area Fire Services Review Citygate completed a fire services study for the Los Angeles County Fire Department, in cooperation with the City of Santa Clarita, and completed the following objectives:

 Assess the adequacy of revenue to support the current and planned operations and capital expenditures for stations and equipment in the Valley;

 Assess the present adequacy of the number and location of fire stations, equipment and personnel in the Valley;

 Assess the timing and adequacy of the number and location of planned fire stations, equipment and personnel in the Valley.

3.3 CITYGATE CLIENT SUMMARY

In addition to the related studies described above, Citygate presents a listing of additional Headquarters Reviews and Strategic Plans, SOC/deployment studies, consolidation projects, and general projects that we have completed.

Master/Strategic Plans  City of Atwater, CA  City of Napa, CA  Anacortes, WA  City of Newark, CA  City of Belmont, CA  City of Oakdale / Oakdale Rural FPD, CA  City of Beverly Hills, CA  City of Oceanside, CA  Butte County, CA  City of Peoria, AZ  City of Carlsbad, CA  Presidio Trust, CA  City of Corona, CA  Port of Long Beach, CA  City of Dixon, CA  Port of Los Angeles, CA  City of DuPont, WA  Rock Creek Rural FPD, ID  East Contra Costa County FPD, CA  Salida FPD, CA  Fresno County, CA  Salton Community Services District, CA

Section 3—Summary of Related Experience page 21 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

 Lakeside Fire Protection District  City of San Luis Obispo, CA  Los Angeles County, CA  City of Soledad, CA  Los Angeles Area Fire Chiefs Association,  City of Surprise, AZ CA  Travis County ESD #6, TX  Madera County, CA  Town of Windsor, CA  Mountain House CSD, CA  University of California, Davis  Mukilteo, WA  University of California, Merced  Napa County, CA

Section 3—Summary of Related Experience page 22 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Fire Standards of Coverage/Deployment Studies  City of Alameda, CA  City of Redlands, CA  City of Bakersfield, CA  City of Roseville, CA  City of Brentwood, CA  Sacramento Metropolitan Fire District, CA  City of Cleveland, OH  San Bernardino, CA  Coastside FPD, CA  City of San Diego, CA  City of Costa Mesa, CA  San Jose, CA  Cosumnes CSD  City of San Mateo, CA  City of Emeryville, CA  San Mateo County, CA  City of Enid, OK  San Ramon Valley FPD, CA  City of Eureka, CA  Santa Barbara County, CA  City of Folsom, CA  Santa Clara County, CA  City of Georgetown, TX  City of Seaside, CA  Kings County  Snohomish County Fire District 1, WA  Lakeside Fire Protection District, CA  South Placer FPD, CA  Los Angeles County EMS, CA  City of South San Francisco, CA  Marin County, CA  South San Mateo County, CA  Menlo Park FPD, CA  South Santa Clara FPD, CA  City of Minneapolis, MN  Stanislaus Consolidated FPD, CA  City of Monterey Park, CA  City of Stockton, CA  Montecito FPD, CA  City of Suisun City, CA  City of National City, CA  Templeton CSD, CA  North County FPD, CA  Travis County ESD No. 6, TX  North Lake Tahoe FPD, NV  City of Vacaville, CA  City of Oakland, CA  City of Vallejo, CA  Ogden City, UT  Vancouver, WA  City of Orange, CA  City of Vista, CA  City of Palm Springs, CA  City of Yuba City, CA  City of Pasadena, CA

Section 3—Summary of Related Experience page 23 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

Consolidations and Contract-for-Service Analyses  City of Ukiah and Ukiah Valley Fire  City of Eureka and Humboldt No. 1 District – Feasibility of Establishing a Fire Protection District – Consolidation “District Overlay” or Contract Fire Services Feasibility  Cities of Manhattan Beach and Hermosa Analysis Beach – Operational Assessment  Seaside and Marina Fire Services, CA –  Cities of Hesperia, Adelanto, Victorville, Consolidation Implementation Town of Apple Valley, CA – Public Safety Assistance JPA Feasibility Study  Cities of Pismo Beach, Arroyo Grande,  San Diego County Office of Emergency Grover Beach, and Oceano CSD – Services (CA) – Countywide Deployment High-Level Consolidation Feasibility and Fiscal Study for Regional Fire, Analysis Rescue, and EMS Services (57 Total Fire  Cities of Patterson, Newman and West Agencies) Stanislaus County FPD, CA – Joint Fire  UC Davis, Cities of Davis, West Protection Study Sacramento, and Woodland –  Cities of Monterey, Pacific Grove, and Consolidation Feasibility Analysis Carmel, CA – High-Level  UC Santa Cruz and City of Santa Cruz – Consolidation Feasibility Analysis Consolidation Feasibility Analysis  South Santa Clara County Area Fire  City of Emeryville, CA – Assessment of Departments – Reorganization Fire Service Provision Options Feasibility Study  City of Arcata, CA – Fire Services  City of South Lake Tahoe, CA – Fire Feasibility Analysis Department Consolidation Feasibility  City of Pinole, CA – Regional Fire Service Analysis Delivery Study  City of Santa Rosa and Rincon FPD,  City of Sausalito and Southern Marin FPD CA – Fire Consolidation Analysis – Fire Consolidation Implementation  City of Sonoma and Valley of the Moon Analysis FPD – Fire Services Reorganization  Cities of Burlingame, Millbrae, San Study Bruno, and Town of Hillsborough – Fire  City of Covina, CA – Contract-for- Services Merger Technical Service Analysis Implementation  Cities of Newark and Union City –  Cities of Orange, Fullerton, and Anaheim Consolidation or ALCO Contract for – Consolidation Feasibility Analysis Services Study  El Dorado LAFCO (CA) – Countywide  Snohomish County Fire District 1, WA Fire and Emergency Services Study – Review of Regional Fire Authority  City of Lodi, CA – Contract for Services Financial and Level-of-Service Plan Feasibility Analysis  Yuba County Valley Floor Agencies –  Presidio Trust and National Park Service – Fire Services Merger Study Fire Services Reorganization

Section 3—Summary of Related Experience page 24 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

General Studies  County of Alameda, CA – Incident  City of North Lake Tahoe, CA – Management Teams Management Team Workshop  City of Albany, NY – Management  City of Patterson, CA – Advance Audit Planning  Alpine Springs, CA – Services Cost  PG&E – Mitigation Sharing  City of Piedmont, CA – EOC  City of Atascadero, CA – Project  Placer County – Fire Services and Impact and Mitigation Assessment Revenue Assessment  Bay Area UASI – Incident  Port of Long Beach, CA – Management Training Mitigation  City of Brentwood, CA – Service Costs  Port of Los Angeles, CA – and Options Performance Audit  Cities of Brea and Fullerton – Fire  Port of Oakland/City of Oakland – Resource and Ambulance Plan Domain Awareness Center  City of Calistoga, CA – Fire Safety Staffing Plan Development Review  City of Portland, CA – Public  City of Chula Vista, CA – Analysis of Information Officer Training Overtime Use; Fiscal and Operational  City of Poway, CA – Overtime Policy Assistance for ALS Plan Audit  City of Cloverdale, CA – Impact Fees  City of Roseville, CA – EMS  City of Copperopolis, CA – Prevention Transport  Contra Costa County, CA Financial  Rancho Cucamonga Fire District, Review CA – Fire Services Feasibility  City of Corona, CA – Fire Prevention Review  City of Davis, CA – Operations /  Rancho Santa Fe FPD, CA – EMS Management Operational and Fiscal Feasibility  Donnelly Rural FPD, ID – Mitigation Review  El Dorado Hills – Peer Review  Sacramento Metropolitan Airport, CA – ARFF Study  EMSA – Training Program Development  Sacramento Regional Fire/EMS Communications Center – EMS  City of Fairfield, CA – Review of the Data Assessment Fire Station Needs for the Fairfield Train Station Specific Plan  City of Sacramento, CA – Fire Prevention Best Practices  City of Fremont, CA – Response Statistics; Comprehensive Multi-  Salton CSD, CA – Fire Services discipline Type 3 IMT Training Impacts Review Program  City and County of San Francisco  City of Goodyear, AZ – Fire – Incident Management Training Department Management Audit  County of San Mateo –  Hamilton City FPD, CA – Preliminary Countywide Fire Service Diagnostic Assessment Deployment Measurement System  City of Hemet, CA – Costing and Peer  City of Santa Barbara, CA Review for Fire Service Alternatives (Airport) – ARFF Study

Section 3—Summary of Related Experience page 25 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

 City of Hesperia, CA – Cost Estimate  Santa Clara County – Incident for Hesperia Provided Fire Services Management Training  Kelseyville FPD, CA – Executive  Santa Cruz County – Incident Search Management Training  Kitsap Public Health District –  Town of Scotia Company, LLC – Emergency Response Plan Review Board Training Workshop Services  Sonoma LAFCO – Municipal  City of Loma Linda, CA – Cost of Services Review Services  South Monterey County Fire  City of Milpitas, CA – Fire Services Protection District – Needs Planning Assistance Assessment  County of Monterey – EMS Agency  Squaw Valley – Assessment of Ambulance Systems Issues Review Project Impacts and Analysis  Stanford University, CA – Fire  County of Monterey – EMS Services System Review Communications Plan Consulting Services  City of Napa, CA – Mitigation  City of West Sacramento, CA –  Newark-Union City – Fire Services Impact Fees Alternatives  Wheatland Fire Authority, CA –  Northstar – Fire Impacts and Growth Operational Feasibility Review Review  City of Yorba Linda, CA – EOC  Yolo LAFCO –Combined MSR/SOI Study

Section 3—Summary of Related Experience page 26 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

3.4 CLIENT REFERENCES

Below, Citygate provides a list of references for related engagements. We strongly encourage the City to contact these references to see why agencies continue to call on Citygate for their fire and emergency services consulting needs.

Menlo Park Fire Protection District, Cosumnes Community Services District CA Fire Department, CA Project: Standards of Cover Update Project: Standards of Cover Study and Harold Schapelhouman, Fire Chief Strategic Plan (650) 688-8400 Tracey Hansen, Fire Chief (916) 405-7100 San Diego County, CA Project: Regional Deployment Study for Santa Barbara County, CA Fire, Rescue, and EMS Services Project: Fire Services Deployment and Mr. Walt Ekard, Former Chief Departmental Performance Audit Administrative Officer Mr. Ray Navarro, Division Chief (619) 760-7444 (805) 681-5500

City of San Diego, CA Sacramento Metropolitan Fire District Project: Standards of Response Coverage Project: Standards of Response Coverage Study Study and a Services Reduction (Brownout) Mr. Javier Mainar, Fire Chief Study (619) 533-4300 Mr. Chris Holbrook, Deputy Chief, Operations (916) 616-2402 City of Oakland, CA

Project: Comprehensive Multi-Hazard, All- Risk Fire Service Deployment Study Ms. Teresa Deloach Reed, Fire Chief (510) 238-4050

3.5 CITYGATE’S DEPTH IN FIRE SERVICE WORK

This section further describes the depth of Citygate Associates’ experience in providing deployment, organizational, and management analysis consulting services. Directly stated, the Citygate team led by Chief Gary is the most experienced with completing deployment studies and related fire services assessments in the United States. Why? Stewart Gary, Citygate’s Fire Practice Principal and retired Fire Chief, has for over 14 years helped develop the Standards of Response Cover methodologies and teach these to fire service

Section 3—Summary of Related Experience page 27 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review leaders across the U.S and Canada. Chief Gary partnered with the leading software firms to develop the tools necessary for advanced fire services deployment planning. To our knowledge, there is no other fire services deployment analyst with Chief Gary’s depth and breadth of experience summarized here:

 In 1995 Chief Gary was asked to take the Commission on Fire Accreditation Standards of Response Cover (SOC) Manual edition #1 and develop the material into a 40-hour course for the California Fire Academy;

 In the years to follow, Chief Gary co-authored and edited SOC Manual versions #2 through #4;

 Chief Gary taught the highly successful SOC class at the California Fire Academy for years and delivered seminars nationally for the Commission on Accreditation to fire service groups including International Fire Chiefs Association Conventions, accreditation applicant agencies, Navy and Air Force Fire Chiefs;

 Chief Gary, as a consultant since 2001, has worked on over 250 fire service projects. Many of these involved complicated and politically sensitive situations. Most involved some form of partial or total deployment analysis skills;

 To our knowledge, no other single consultant with his key software partner has done SOC studies on so many large agencies and been a practicing Fire Chief.

 Where Chief Gary’s SOC studies have been presented to elected officials in public agency hearings, they have always been universally well received, with the findings and recommendations never being contested or disagreed with by elected officials, fire managers, city managers or labor leaders. This record of positive consultancy results across diverse stakeholder groups is unparalleled. In fact, at the final presentation of our countywide deployment study (led by Chief Gary) for San Diego County to the elected officials, we received these comments:

 “Never before has a study been done that looks across the wide range of jurisdictional lines and at a level of analysis so deep.” – Second District Supervisor, Dianne Jacob  “…I think this is an extraordinary report; …it’s professionally done and this is probably one of the best presentations that I personally have ever sat through…” – Supervisor Fourth District, Ron Roberts

Section 3—Summary of Related Experience page 28 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

3.5.1 Citygate’s Distinguishing Characteristics in the Marketplace In one word – trust – founded on these core values: Ethics: We will use rational information to help elected officials make informed policy choices. Our opinions are not for “sale” to those that might want to slant a recommendation because they are paying for the advice. Quality: We deliver a complete work product that meets the client’s local needs. We do not use one-size-fits-all reports. Our reports clearly use facts to frame appropriate recommendations that the civilian reader can understand. We do not use industry jargon or jump to conclusions that only a fire service individual would understand.

Timeliness: We will offer our clients a realistic timeline and always complete our work within that timeline. Where we have not, it is due to the client needing more time to schedule events or to produce background information. Sensitivity: We will understand at the project kick-off what the stakeholder issues are and what information will be needed to completely address them. We are careful to respect local issues. We do not take sides. We rationally analyze information and present policy choices. We are quiet, “backstage” experts who let the local officials set and explain public policy. Independence: Citygate provides a dependable independent voice (perspective, viewpoint, evaluation, assessment). Citygate is not aligned with any special interest group or association.

Section 3—Summary of Related Experience page 29 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review

SECTION 4—PRICING PROPOSAL

4.1 PROJECT COST/BILLING

Our charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. We will undertake this study for the “not-to-exceed” total costs presented below.

Hourly Fees of Reimbursable Administration Total Citygate Project Team Expenses* (5% of Hourly Fees) Project Amount**

$54,615 $5,680 $2,731 $63,026 *In addition to travel expenses, our costs include a direct pass-through cost for GIS and traffic congestion data that is sold on a per-county basis at the cost of $3,900 by a private sector vendor. **Our cost bid includes an additional 24 hours for The Omega Group to utilize traffic congestion data to model fire apparatus travel times impacted by rush hour traffic. This can be removed if the District does not desire traffic modeling.

4.2 CITYGATE COST AND BILLING TERMS

The price quoted above is effective for 30 days from the date of receipt for this proposal and includes one (1) draft cycle as described in Task 5 of our Work Plan to be completed by Citygate and the District within 10 working days. Additional Draft Report cycles or processing delays requested by the District would be billed in addition to the contracted amount at our time and materials rates. When changes are agreed upon, Citygate will provide up to ten (10) bound color copies of the Final Report document and one (1) reproducible master copy on CD-ROM. The Draft Report will be considered to be the Final Report if there are no suggested changes within thirty (30) days of the delivery of the Draft Report. If the District decides to delay our final presentation in Task 6 after acceptance of the final work product, Citygate will accommodate such a request, but will charge two administrative hours per month to keep the project in suspense until the presentation is delivered. If this causes the billing to exceed the contracted amount, the District will be billed for the additional hours above the contracted amount.

We will bill monthly for time, reimbursable expenses incurred at actual costs (travel), plus 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. If we are selected for this

Section 4—Pricing Proposal page 30 East Contra Costa Fire Protection District Proposal to Perform a Standards of Cover and Headquarters Staffing Master Plan Review 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 by direct deposit, 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.

4.3 STANDARD HOURLY BILLING RATES

Classification Rate Consultant

Citygate President $ 225 per hour David DeRoos Fire Practice Principal $ 250 per hour Stewart Gary Fire Services Specialist $ 195 per hour Robert Meyer Geo-Mapping Specialist $ 195 per hour The Omega Group Statistical Specialist $ 160 per hour Michael Fay Report Project Administrator $ 125 per hour Chad Jackson Administrative $ 95 per hour Various

Section 4—Pricing Proposal page 31

APPENDIX A

CODE OF ETHICS

CODE OF ETHICS

CLIENTS 1. We will serve our clients with integrity, competence, and objectivity. 2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client’s permission. 3. We will not take advantage of confidential client information for ourselves or our firms. 4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor’s permission.

ENGAGEMENTS 5. We will accept only engagements for which we are qualified by our experience and competence. 6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise. 7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.

FEES 8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept. 9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients.

PROFESSION 10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission. 11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners. 12. We will report violations of this Code of Ethics.

The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc.

Appendix A—Code of Ethics page 1

APPENDIX B

PROJECT TEAM RESUMES

CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA Mr. Gary was, until his retirement, the Fire Chief of the Livermore-Pleasanton Fire Department. Now in his 43rd year in the Fire Service, Mr. Gary began as a volunteer and worked his way up through the ranks, including his service as a Paramedic for five years. Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief/Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, CA in January 1994, and two years later, he successfully facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless ten-company department from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam award for excellence and innovation by the California League of Cities in 1999. Mr. Gary has both a Bachelor’s and Master’s degree in Public Administration from San Diego State University. He holds an Associate in Fire Science Degree from Miramar Community College in San Diego, a Certificate in Fire Protection Administration from San Diego State, and he has attended hundreds of hours of seminar course work in fire protection. Mr. Gary has served in elected professional positions, including: President, California League of Cities, Fire Chiefs Department and Chairperson, San Diego County Paramedic Agencies. He has been involved in progressive responsibility for creating or implementing fire protection policy on the local, state and national levels. He has served as a Board Member representing cities on the California Office of Emergency Services-Firescope Board, and served two terms as the Fire Chief representative on the California League of Cities Board of Directors. Mr. Gary served on the Livermore School District Board, and presently serves as an elected official on the City of Livermore City Council. Current Consulting Experience Includes: Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed or directed over 250 consulting projects. Some of the highlights and recent projects include:  Recently served as Fire and Emergency Services Principal and Project Director for an independent financial review of elements related to Contra Costa County’s Ambulance RFP.  Currently serving as Fire and Emergency Services Principal and Project Director to provide EMS System Consultation Services for the Alameda County Health Care Services Agency.  Recently served as Project Director and SOC Specialist for a standard of cover update for the Menlo Park Fire Protection District.  Served as the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and Standards of Response Coverage tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9-0 vote.

Appendix B—Project Team Resumes page 1

 Currently serving as Public Safety Principal and Project Director to conduct a Fire Department Organizational Review for the City of San Jose Fire Department.  Served as Public Safety Principal and Project Director for Standards of Cover Study, Management/Administrative Assessment, and Strategic Plan for the Cosumnes Fire Department.  Served as Public Safety Principal and Project Director for Citygate’s Standards of Response Coverage study for the City of San Diego, CA.  Served as Project Manager and SOC Specialist for a Fire Services Deployment and Departmental Performance Audit for the Santa Barbara County Fire Department.  Served as Project Director for an extensive Emergency Medical Services Organizational and Operational Review of the Los Angeles County Fire Department.  Served as Public Safety Principal and Project Director and SOC Specialist for a Standards of Response Cover deployment analysis and geo-mapping software implementation for the Sacramento Metropolitan Fire District.  Served as Project Director and SOC Specialist for a Fire Department Strategic Plan and Standards of Cover for the City of Corona, to include all facets of fire and non-fire operations.  Served as Project Manager and SOC Specialist for a strategic plan and Standards of Response Coverage study for the City of Beverly Hills Fire Department.  Served as Project Director to conduct a strategic planning process for the Los Angeles County Fire Chiefs Association to provide a framework for regionalizing training across all 31 fire departments in the area.  Served as Project Director and SOC Specialist for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate, and cost effective coverage.  Served as Project Director and SOC Specialist for Citygate’s Regional Fire Services Deployment Study for San Diego County, including 57 fire agencies in the County region. Citygate outlined a process designed to establish a blueprint for improving San Diego County’s regional fire protection and emergency medical system.  Currently assisting the Alameda County Health Care Services Agency as it redesigns and rebids EMS services in response to unprecedented fiscal pressures and emerging economics that have been driving many California EMS systems toward insolvency. Citygate’s scope also includes a review of deployment and socio-economic data, as well as state health care reimbursement reform regulations.  Currently executing an Independent Financial Review of elements related to the Contra Costa County’s Ambulance RFP. Phase 1 consists of evaluating the

Appendix B—Project Team Resumes page 2

financial stability of the current Contra Costa County EMS system, while Phase 2 consists of a financial review of bids for service received.  Served as Project Manager for a Standards of Response Cover Deployment Analysis and Fire Master Plan for the City of Oceanside, CA. This analysis included a review of distribution of fire stations, deployment times, and firefighter staffing. Other non-Citygate Relevant Experience Includes:  In 2002, Mr. Gary led a seminar that taught the Standards of Response Cover (SOC) methodology to members of the Clark County Fire Department.  In 2005 and into 2006, Mr. Gary coached, assisted and initially drafted the Clark County Fire Department Rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area.  In 2000, Mr. Gary was the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and Standards of Response Coverage tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9-0 vote.  In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless ten- company department for which he served as Chief. The LPFD represents one of the few successful city-to-city fire mergers in California. The LPFD consisted of 128 total personnel with an operating budget for FY 00/01 of $18M. Service was provided from eight stations and a training facility, and two additional stations were under construction.  In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the Standards of Cover system for fire service deployment. He re-worked the material into a California manual and annually taught a 40-hour course for the California Fire Academy for many years. He conducts seminars on this deployment methodology for the International Fire Chiefs across the United States and Canada.  In 1994, Mr. Gary effectively led the Fire Department’s adding of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under-serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully re-voted after Proposition 218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the Northwest area of Livermore.

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 During his tenure in Carlsbad, he successfully master planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council.  Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore fire department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department including plan check and inspection services for two years; master planned future growth in the North Livermore area for an additional 30,000 people in a “new town” area.  Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore.  Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities and the Fortune 100. He has authored articles on technology and deployment for national fire service publications.  Mr. Gary is experienced as an educator in teaching firefighting, paramedicine and citizen CPR programs. As a community college instructor, he taught management and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program. Instructor and Lecturer:  Instructor and lecturer on Fire Service Deployment for the Commission on Fire Accreditation Standards of Cover Methodology. Over the last five years, Mr. Gary has presented one-day workshops across the U.S. and Canada to fire chiefs. Presentations have included:  The International Association of Fire Chiefs Convention;  U.S. Navy Fire Chiefs in Norfolk, Virginia;  U.S. Air Force Fire Chiefs at the USAF Academy, Colorado Springs, Colorado;  Seattle area Fire Chiefs;  Vancouver British Columbia Fire Chiefs Association;  The Michigan/Indiana Fire Chiefs Association School at Notre Dame University;  The California Fire training Officers annual workshop.  Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course.

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Publications:  Edited, partially wrote and co-developed the 2nd, 3rd & 4th Editions of the Commission on Fire Accreditation Standards of Response Cover Manual.  Fire Chief Magazine article. February 2001, “System of Cover.” Using the Accreditation Commission’s Standards of Response Cover systems approach for deployment.  Fire Chief Magazine article. December 2000, “Data to Go.” Designing and implementing wireless data technologies for the fire service.

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CITYGATE ASSOCIATES, LLC ROBERT MEYER, CFO, EFO Chief Meyer has over twenty years of public fire protection experience. He recently retired as Fire Chief for the City of SeaTac, Washington, where he was responsible for leading a Fire Department of 53 employees serving a diverse community with a daily population of 96,000 out of three fully staffed fire stations providing fire, EMS, and technical rescue services. Prior to joining the SeaTac Fire Department in 2000, he served as the Division Chief for the Santa Maria Fire Department; Senior Code Enforcement Officer for the City of West Hollywood; and Battalion Chief for the San Clemente Fire Department. Chief Meyer is a Certified Emergency Manager, Certified Chief Fire Officer, and Peer Assessor/Team Leader for the Commission on Fire Accreditation International. Current Consulting Experience Includes: Since joining Citygate, some of Mr. Meyer’s projects include:  Served as Fire Services Specialist for a Fire Services Deployment and Departmental Performance Audit for the Santa Barbara County Fire Department.  Currently serving as Standards of Coverage Specialist to conduct a Fire Department Organizational Review for the City of San Jose Fire Department.  Served as Fire Services Specialist for an update of the City of Pasadena’s Standards of Response Coverage plan.  Served as Fire Services Specialist for a Comprehensive Management Audit of the Goodyear, AZ Fire Department to evaluate: (1) effectiveness and management processes of the leadership team; (2) design and direction of the organization; and (3) organizational climate.  Served as Fire Services Specialist to Provide an Emergency Medical Services Review for the County of Los Angeles Fire Department.  Served as Senior Fire Services Specialist to Provide an Operational Assessment of the Cooperative Fire Department Response Plan between the Cities of Manhattan Beach and Hermosa Beach.  Served as Fire Services Specialist for a Comprehensive Fire Department Evaluation and Analysis for the City of Mukilteo, WA.  Served as Fire Services Specialist for a Fire Protection and EMS Master Plan for the City of Anacortes, WA Fire Department.  Served as Fire Services Specialist to provide a comprehensive master plan for fire prevention services for the City of Corona Fire Department.  Served as Accreditation Specialist to develop a fire services strategic plan and pre-accreditation review for University of California, Davis, and City of Davis Fire Departments.

Appendix B—Project Team Resumes page 6

Professional Experience: January 2010 – Present Northern Arizona University, Mesa, AZ Adjunct Professor  Responsible for syllabi development, student evaluations, in-class and on-line instruction, mentoring of students. Currently teaching in Public Agency Management Program, Emergency Services Administration curriculum. January 2003 – January 2010 SeaTac Fire Department, SeaTac, WA Fire Chief/Emergency Management Director  Responsible for leading a Fire Department of 53 employees serving a diverse community with a daily population of 96,000 out of three fully staffed fire stations providing fire, EMS, and technical rescue services. He was the City’s Emergency Management Program Director responsible for all planning, training of staff in Emergency operations/preparedness and as the ECC Director during an emergency. Conducted Standards of Cover analysis, risk assessment, deployment modeling, and strategic planning for emergency response. Developed Annual Reports. November 2000 – January 2003 SeaTac Fire Department, SeaTac, WA Assistant Fire Chief  Responsible for assisting the Fire Chief in leading and managing of the 39 sworn members and 7 civilian members, three fire stations with a 4.7 million dollar budget. Acted as Fire Marshal and community liaison for fire prevention issues. Served as EOC Manager and representative to King County Emergency Management. Served as department’s liaison between State Labor and Industries Department. Served as Acting Fire Chief. Developed Standards of Coverage model. May 1996 - Nov. 2000 Santa Maria Fire Department, Santa Maria, CA Division Chief - Fire Marshal/Emergency Services Coordinator  Responsible for all Fire Prevention activities for a diverse community of 80,000 constituents. Directly supervised 5 employees. He conducted training for all members of the Department and City staff in emergency preparedness. Also served as Emergency Services Coordinator and Disaster Preparedness Officer for the City. Prepared the Emergency Plan and supporting documents. Acted as Duty Chief on a rotating basis responsible for all emergency responses, training and safety. January 1993 – May 1996 City of West Hollywood, West Hollywood, CA Senior Code Enforcement Officer  Managed Code Enforcement Section of 4 personnel that enforced fire, building, and municipal codes for a diverse community of 40,000. Responded and answered citizen complaints, prepared code revisions and amendments, made presentations to the Community, Commissions and City Council.

Appendix B—Project Team Resumes page 7

December 1989 – Oct. 1992 San Clemente Fire Dept., San Clemente, CA Battalion Chief/Fire Marshal Emergency Services Coordinator  Managed the Fire Prevention section of 5 staff and a budget of $500,000 for a community of 40,000. Managed the Hazardous Materials Disclosure Program. Managed the Emergency Preparedness Section for the City. Developed the Emergency Plan for the Community. Rotated as “duty officer” for emergency response and managed 30 on-shift personnel. Laid-off due to budget reductions. Certifications:  Certified Emergency Manager®  Certified Chief Fire Officer; Center For Public Safety Excellence  Executive Fire Officer, National Fire Academy  Peer Assessor/Team Leader for Commission on Fire Accreditation International Education:  Bachelor of Science Degree . California State University Long Beach  Master of Science Degree Candidate . All courses completed towards MS in Emergency Services Administration. Memberships:  IAFC Technology Council  IAFC Near Miss Program Contractor  IAFC Western Division

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SUBCONTRACTOR MICHAEL D. FAY Michael D. Fay has over 30 years experience and has served as a firefighter, EMS director, educator, consultant and publisher. Relevant Experience:  President of Animated Data, Inc., the designer and publisher of StatsFD, formerly NFIRS 5 Alive. Using standard StatsFD and raw CAD datasets, StatsFD quickly performs diagnostic analysis of fire department operations. Outputs are designed for both live and printed presentations.  Director of End2End, Inc., publisher of FirePoint RMS Systems for fire departments. Products of the firm include 40 single-user and multi-user client server modules. (Formerly Advanced Command Systems, Inc. Maynard, MA). Mr. Fay is responsible for RMS product development.  Senior Associate of Firepro Inc., a fire consulting firm specializing in fire safe building design, forensic reconstruction, and fire department consulting services. Mr. Fay directed fire scene documentation and reconstruction of dozens of large loss fires and co-authored management studies for several city fire departments.  Assistant Superintendent and Program Chair for Management Technology at the National Fire Academy, Federal Emergency Management Agency (FEMA). The mission of the National Fire Academy is to enhance the nation's fire protection services through the development and delivery of specialized programs for fire service managers, trainers and technicians. Mr. Fay directed delivery of management training courses in the Resident Programs Division, and he developed and delivered executive development training courses for chief officers of larger departments. He also established the National Fire Academy’s microcomputer laboratory. Mr. Fay authored two college-level courses on the use of computer technology in the fire service and was responsible for the development and delivery of a national teleconference on management applications for fire service computers.  Field Coordinator, International Association of Fire Chiefs Apprenticeship Program. The IAFC/IAFF Apprenticeship Program developed personnel resources through the establishment of performance standards and local programs of training. Mr. Fay traveled to fire departments nationally to help resolve obstacles to the implementation of enhanced fire fighter, EMT and paramedic training programs and contributed to the development and adoption of national standards for Firefighters and Emergency Medical Technicians (EMTs).  Director, Emergency Medical Services and Firefighter for the Amherst, MA Fire Department, was responsible for EMS operations, supervision of EMS personnel, budget preparation and public information programming. He also served as a line firefighter. Education:  BA, University of Massachusetts

Appendix B—Project Team Resumes page 9

CITYGATE ASSOCIATES, LLC DAVID C. DEROOS, MPA, CMC Mr. DeRoos is the President of Citygate Associates, LLC and former Deputy Director of the California Redevelopment Association. He earned his undergraduate degree in Political Science/Public Service (Phi Beta Kappa) from the University of California, Davis and holds a Master of Public Administration degree from the University of Southern California. Mr. DeRoos has over five years of operational experience as a local government administrator in land use planning, budgeting, and personnel, and nearly 30 years of consulting experience performing operations and management reviews of local government functions. Prior to joining Citygate in 1991, he was a Senior Manager in the State and Local government consulting division of Ernst & Young. Relevant Experience Includes:  For all Citygate projects, Mr. DeRoos reviews work products and is responsible for ensuring that each project is conducted smoothly and efficiently within the schedule and budget allocated, and that the project deliverables are in conformance to Citygate’s quality standards.  Currently serving in an oversight capacity to provide EMS System Consultation Services for the Alameda County Health Care Services Agency.  Recently served in an oversight capacity for an independent financial review of elements related to the Contra Costa County ambulance RFP .  Recently served in an oversight capacity for a standard of cover update for the Menlo Park Fire Protection District.  Served in an oversight capacity on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and Standards of Response Coverage tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9-0 vote.  Serving in an oversight capacity to conduct a Fire Department Organizational Review for the City of San Jose Fire Department.  Served in an oversight capacity for Citygate’s Standards of Response Coverage study for the City of San Diego, CA.  Served in an oversight capacity for a Fire Services Deployment and Departmental Performance Audit for the Santa Barbara County Fire Department.  Served in an oversight capacity for an extensive Emergency Medical Services Organizational and Operational Review of the Los Angeles County Fire Department.  Served in an oversight capacity for a strategic plan and Standards of Response Coverage study for the City of Beverly Hills Fire Department.  Served in an oversight capacity to conduct a strategic planning process for the Los Angeles County Fire Chiefs Association to provide a framework for regionalizing training across all 31 fire departments in the area.

Appendix B—Project Team Resumes page 10

 Served in an oversight capacity for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate, and cost effective coverage.  Served as Project Director and SOC Specialist for a Standards of Response Cover deployment analysis and geo-mapping software implementation for the Sacramento Metropolitan Fire District.  Currently assisting the Alameda County Health Care Services Agency as it redesigns and rebids EMS services in response to unprecedented fiscal pressures and emerging economics that have been driving many California EMS systems toward insolvency. Citygate’s scope also includes a review of deployment and socio-economic data, as well as state health care reimbursement reform regulations.  Currently executing an Independent Financial Review of Elements related to the County’s Ambulance RFP. Phase 1 consists of evaluating the financial stability of the current Contra Costa County EMS system, while Phase 2 consists of a financial review of bids for service received.  Served in an oversight capacity for a performance audit for the University of California, Davis to produce a campus-specific Standards of Response Cover Plan, a forward-looking Applied Strategic Plan and a Pre-Accreditation Review of key UCD Fire operating elements documentation.  Served in an oversight capacity for a Fire Department Strategic Plan and Standards of Cover for the City of Corona, to include all facets of fire and non- fire operations.  Served in an oversight capacity for Citygate’s Regional Fire Services Deployment Study for San Diego County, including 57 fire agencies in the County region. Citygate will implement a phased process designed to establish a blueprint for improving San Diego County’s regional fire protection and emergency medical system.  Served in an oversight capacity for a Standards of Response Cover Deployment Analysis and Fire Master Plan for the City of Oceanside, CA. This analysis included a review of distribution of fire stations, deployment times, and firefighter staffing.  Served in an oversight capacity for a fire department planning study for the City of Carlsbad to include an evaluation of all aspects of the Fire Department and fire headquarters systems review; a Standard of Response Cover planning analysis (fire station and crew deployment), fire station and staffing infrastructure triggers for additional resources, if needed; and an analysis of headquarters and prevention systems.  Served in an oversight capacity for a project for the City of Oakland to conduct a comprehensive multi-hazard, all-risk fire service deployment study to analyze the City’s fire services emergency response systems, and make recommendations for

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improvement of adding traditional resources and alternative and adaptive deployment models.  Served in an oversight capacity for a project to provide a feasibility study for a public safety Joint Powers Authority for the cities of Adelanto, Hesperia, Victorville and Town of Apple Valley. Mr. DeRoos is a member of several professional and civic associations. He has taught for the U.C. Davis Extension College and for graduate classes in Public Administration, Administrative Theory and Labor Relations for Golden Gate University, and Non Profit and Association Management for the University of Southern California. He speaks and trains frequently on the topic of Leadership, Character and Values, and has also been a speaker for the American Planning Association (APA), written for the California APA Newsletter and the California Redevelopment Journal, and has been a speaker on redevelopment, Base Closures, and related issues across the US. Mr. DeRoos holds a certificate in Public Sector Labor Management Relations from U.C. Davis, and is a Certified Management Consultant (CMC).

Appendix B—Project Team Resumes page 12 BOARD OF DIRECTORS AGENDA ITEM NO. D-3

Meeting Date: November 2, 2015

Subject/Title: Award a Contract to Bartel Associates, LLC to Perform an Actuarial Valuation of the District’s Retiree Health (OPEB) Obligations at a Cost Not to Exceed $13,600

Submitted by: Hugh Henderson, Fire Chief

RECOMMENDATION FOR ACTION Award a Contract to Bartel Associates, LLC to Perform an Actuarial Valuation of the District’s Retiree Health Obligations at a Cost Not to Exceed $13,600.

SUBJECT BACKGROUND On June 15, 1999, the Government Accounting Standards Board (GASB) established requirements known as GASB 45 for government entities to report Other Post-Employment Benefits (OPEB) for benefits other than pension, with the requirements phased in based on government agencies' annual revenues. The District was required to comply with GASB 45 as of the end of 2008.

The District's OPEB liabilities were included in Contra Costa County's actuarial studies 2010 and 2012 as the Contra Costa County Auditor Controller’s Office processed District payroll at that time.

As part of moving the District's payroll and benefits responsibilities being transferred from the Contra Costa County Auditor Controller’s Office to the City of Brentwood, the District is now responsible for securing its own GASB 45 actuarial valuation.

The Finance Committee’s goals for this fiscal year included completion of an actuarial valuation of the District's OPEB liabilities, and receipt of associated recommendations.

Bartel Associates, LLC has extensive experience conducting actuarial studies across the State of California for public agencies, including for several agencies in Contra Costa County (San Ramon Valley Fire Protection District, Rodeo-Hercules Fire Protection District, and the City of Brentwood).

Bartel Associates LLC proposes to complete a study for the District within approximately three months after receiving all of the required documentation from the District.

The final report would contain the following information: 1. Plan provisions, census data, methods and assumptions. 2. Benefit Obligations 3. Annual Required Contributions (ARC) 4. Annual OPEB Cost (AOC) 5. Expected OPEB Obligations (EOO); and 6. Benefit payments and Annual OPEB Cost Projections (AOCP). 1

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The final report also will contain information regarding the implied subsidy (the benefit retirees derive when they are charged the same pre-Medicare premium as employees), which is required under GASB for OPEB valuations completed after March 31, 2015.

A draft report would be presented to the Finance Committee with the final report coming to the Board of Directors. Bartel Associates LLC proposed fees for this project of no more than $13,600.

Staff recommends that the Board award a contract to Bartel Associates; authorize the Fire Chief to execute a contract with Bartel Associates for completion of the study described above, in a form acceptable to Legal Counsel; and authorize staff to work with Bartel Associates to identify and gather the data required for performance of the study.

Attachments: Bartel Associates, LLC proposal Resolution

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11645691.2

EAST CONTRA COSTA FIRE PROTECTION DISTRICT BOARD OF DIRECTORS STATE OF CALIFORNIA

* * * RESOLUTION NO. 2015-

AWARDING A CONTRACT TO BARTEL ASSOCIATES, LLC TO PERFORM AN ACTUARIAL VALUATION OF THE DISTRICT’S RETIREE HEALTH OBLIGATIONS AT A COST NOT TO EXCEED $13,600

WHEREAS, the Government Accounting Standards Board (GASB) established requirements for government entities to report Other Post-Employment Benefits (OPEB) for benefits other than pension; and

WHEREAS, the East Contra Costa Fire Protection District's (District) OPEB liabilities were included in actuarial studies conducted for Contra Costa County in 2010 and 2012 as the Contra Costa County Auditor Controller's Office processed the District's payroll at that time, which is no longer the case; and

WHEREAS, the Finance Committee’s goals for this fiscal year included completion of the actuarial valuation of the District's OPEB liabilities; and

WHEREAS, Bartel Associates, LLC has extensive experience conducting actuarial valuations across the State of California for public agencies and has submitted a proposal to perform such services and provide an actuarial valuation in compliance with GASB 45 for the District at a cost not to exceed $13,6000; and

WHEREAS, staff recommends that the Board award a contract to Bartel Associates, LLC to perform an actuarial valuation of the District's retiree health obligations at a cost not to exceed $13,600.

NOW, THEREFORE BE IT RESOLVED that the East Contra Costa Fire Protection District Board of Directors hereby:

1. Awards a contract to Bartel Associates, LLC to perform an actuarial valuation of the District's retiree health obligations at a cost not to exceed $13,600;

2. Authorizes the Fire Chief to execute a contract with Bartel Associates for completion of the study described above, in a form acceptable to Legal Counsel; and

3. Authorizes staff to work with Bartel Associates to identify and gather the data required for performance of the study, and to take any other actions necessary to give effect to this Resolution.

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PASSED, APPROVED AND ADOPTED by the Board of Directors of the East Contra Costa Fire Protection District at a regular meeting held on the 2nd day of November, 2015 by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Joel Bryant President, Board of Directors ATTEST: ______Hugh Henderson Clerk of the Board

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October 26, 2015

Hugh Henderson Fire Chief East Contra Costa Fire Protection District 134 Oak Street Brentwood, CA 94513

Re: Actuarial Consulting Fee Estimate & Data Request

Dear Chief Henderson:

Bartel Associates would be pleased to provide actuarial consulting services to the East Contra Costa Fire Protection District. This letter summarizes the project scope and our fee estimate for an actuarial valuation for the District’s retiree healthcare plan under GASB 45.

Background The District participates in the Contra Costa County Retirement Association (CCCERA) providing Miscellaneous employees the 2%@55 benefit and Safety employees the 3%@50 benefit with 12 month final pay and 3% COLA (PEPRA benefits apply to new members hired after 2012). The District medical benefits are through the CalPERS healthcare program (PEMHCA). The District provides a retiree medical contribution limited by 87% of the Kaiser Bay Area premium (District pays same amounts towards active and retire medical). Additionally, the District provides a contribution for active and retiree dental benefits.

The District is not currently pre-funding the plan in an irrevocable OPEB trust but has set aside money to potentially pre-fund the obligation in an irrevocable trust. Assets not in an irrevocable trust are not treated as plan assets under GASB 45. The District currently has 35 active employees and 18 retirees.

Two recent important developments: „ Historically, valuations have not included an implied subsidy (the implied subsidy is the benefit retirees derive when they are charged the same pre-Medicare premium as employees). This approach complies with GASB 45, which defers to Actuarial Standards of Practice (ASOP) on whether the implied subsidy should be included. In May 2014 the Actuarial Standards Board issued a revised ASOP that now requires actuaries value an implied subsidy for community rated plans such as PEMHCA. The effective date is for valuations after March 31, 2015 so we are required to include it. „ In June, GASB approved revised OPEB accounting rules under Statement No. 75, Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions. This statement replaces GASB 45, effective for the District’s 2017/18 fiscal year. Information for 2017/18 under GASB 75 (and 2016/17 GASB 74 reporting if required) are assumed to be covered under the next valuation and are not covered under this fee quote.

Bartel Associates Bartel Associates was established to provide quality and cost effective actuarial consulting services to California public agencies. Our services include retiree medical and other postemployment benefit actuarial valuations, pension plan valuations and administration, retiree medical plan and pension plan design, actuarial audits, and CalPERS retirement plan consulting.

411 Borel Avenue, Suite 101 y San Mateo, California 94402 main: 650/377-1600 y fax: 650/345-8057 y web: www.bartel-associates.com

Hugh Henderson October 26, 2015 Page 2

John Bartel was a member of the special task force which assisted GASB in drafting Statement No. 45 and 75, and is currently a member of the California Actuarial Advisory Panel and also served as a consultant to former Governor Schwarzenegger’s Public Employee Post-Employment Benefits Commission. With approximately 250 GASB 45 clients, we are experts in this field. Our presentations are clear, concise, and understandable to non-actuaries. Additional background on Bartel Associates can be found at our website (www.bartel-associates.com). For your quick reference, we’ve also enclosed background information on our company to this letter.

Our Approach We believe that there are two levels to a GASB 45 actuarial valuation. The first level is technical compliance with GASB 45. Some public employers may hire an actuary to assist only with technical compliance with GASB 45, limiting the scope of services to preparing a compliance-only valuation that provides the required financial reporting and disclosure. The second level goes beyond reporting and disclosure issues and assists the District with an understanding of GASB 45, the actuarial assumptions and methods, valuation results, financial statement impact, funding policies and trust options, and a review of the plan design.

We recommend a full consulting approach to an actuarial valuation which includes this four-step process: „ Requesting and reviewing participant data and plan information „ Selecting valuation methods and assumptions „ Valuation processing „ Meeting with the District to discuss valuation results, including: • Plan provisions, census data, methods and assumptions • Benefit Obligations • Annual Required Contribution • Annual OPEB Cost • Expected Net OPEB Obligation • Benefit payment and Annual OPEB Cost projection We will provide the District a discussion outline for our meeting including the above information.

Estimated Fees Our estimated fee to prepare a GASB 45 actuarial valuation of the District’s retiree healthcare plan as of is $11,800, with a meeting to discuss the valuation results and including the implied subsidy analysis. While our fee estimate represents the likely cost of the valuation, it is possible that the valuation may require additional time. We understand the District’s budgeting needs and agree not to bill more than $13,600 for the valuation unless the project scope changes.

Please note that our fee estimate assumes: „ We will bill the District at the following hourly rates: Partner $260 - $310 Assistant Vice President $210 - $230 Senior Actuarial Analyst $160 Actuarial Analyst $130 „ Participant census data requested will be provided completely and accurately in an Excel workbook with one record per participant. „ GASB 75 information for fiscal year 2017/18 will not be provided.

411 Borel Avenue, Suite 101 y San Mateo, California 94402 main: 650/377-1600 y fax: 650/345-8057 y web: www.bartel-associates.com

Hugh Henderson October 26, 2015 Page 3

„ The valuation will include an implied subsidy. „ All plan and financial information requested will be provided and is internally consistent. „ Costs and liabilities will be provided using one funding method and one set of assumptions, including a discount rate sensitivity analysis for investing in each CERBT fund. „ GASB 45 costs and liabilities will be presented for the plan as a whole with breakdowns for Miscellaneous and Safety employees. „ We will have one meeting with the District to review the valuation results and will provide a preliminary valuation results discussion outline for the meeting. The discussion outline will summarize the plan provisions, census data, actuarial methods and assumptions, and the valuation results. „ There will be no additional charges for expenses (e.g., travel, telephone, copying, etc.). The hourly rates listed above include our costs for these items. „ We will invoice the District monthly based on time incurred, subject to the above maximum fee.

Please note that our fee estimate will be higher if: „ Plan provisions and financial information is not provided as requested or is not complete and internally consistent. „ Results are needed separately for additional employee groups. Our fee will increase by approximately $400 for each additional employee group. „ Results are needed for additional assumptions, funding methods, funding policies, or alternative plan designs. „ The District requests additional meetings. We will base our fee for additional meetings on our billing rates and the time needed for the meetings and preparation. We can provide a fee quote if additional meeting are requested. „ The District requests an executive summary or a draft financial statement footnote. We estimate that our fees would be $1,500 for an executive summary and $600 for a draft financial statement footnote. „ The District pre-funds its retiree healthcare benefits through CERBT. If so, it will need to CalPERS a valuation report, an actuarial certification, a funding policy certification, and an Excel spreadsheet containing the valuation results and funding information. Our estimated fee to prepare the certifications and Excel spreadsheet required by CalPERS is $500.

Data Requirements In order for us to begin the GASB 45 valuation, please provide: „ The valuation date and fiscal years it will apply to (e.g. June 30, 2015 for 2014/15, 2015/16, and 2016/17) „ Written summary of the District’s retiree healthcare plan provisions, including a description of the District’s contributions for active and retired employees. This summary will be used as the basis of retiree healthcare benefits provided by the District for the actuarial valuation. „ Copies of the most recent MOUs for bargained employee groups and agreements for unrepresented groups. „ District dental premiums for active employees and retirees. „ Total District’s pay-as-you-go costs for retiree healthcare benefits for 2013/14, 2014/15, and any additional previous years readily available.

411 Borel Avenue, Suite 101 y San Mateo, California 94402 main: 650/377-1600 y fax: 650/345-8057 y web: www.bartel-associates.com

Hugh Henderson October 26, 2015 Page 4

„ The District’s June 30, 2014 (and 2015, if available) OPEB financial statement footnote and required supplementary information. „ The District’s most current CalPERS PEMHCA resolution(s). „ The District’s last monthly CalPERS health premium invoice. Please remove any Social Security numbers. „ Active and retired participant data as of the valuation date in an Excel workbook format. Active and retired participant information can be provided on separate worksheets. • Active Data - name, employee number (not Social Security number), gender, birth date, hire date, healthcare plans, single/2-party/family coverage, CCCERA pension plan (Miscellaneous, Safety), total CCCERA service including service at other agencies (if available), and annual PERSable compensation. Indicate the pay period for the compensation reported. Include any active employees who have waived healthcare coverage. • Retiree Data - name, employee number (not Social Security number), gender, birth date, hire date, retirement type (service retirement, disability retirement, surviving spouse), retirement date, healthcare plans (medical, dental, vision), single/2-party/family coverage, CCCERA pension plan (Miscellaneous, Safety), bargaining or employee group, spouse's birth date (if available), portion of premium paid by the District, and portion of premium paid by the retiree. Include any retirees or surviving spouses of retirees who have waived coverage. • The District can request a copy of its CalPERS PEMHCA database by downloading and submitting the CalPERS “GASB 45 Data Extract Request and Non-Disclosure Agreement” and the “GASB 45 Data Extract Receiving Party Sending Electronic Information Agreement” from the CalPERS website. This data extract may be helpful to the District in assembling the requested employee census information, including retirees who waived coverage. If the District wants us to use the CalPERS data extract for the valuation, it should (1) add PERSable compensation to each active record, (2) add bargaining unit or employee group to each active and retiree record if results are needed by employee group, (3) remove any retirees who are not eligible to participate in the District’s retiree healthcare plan, for example, if they did not retire directly from the District, and (4) make any additions, deletions, or changes necessary to make the file current as of the valuation date. • In lieu of individual annual compensation, the District can provide the current average pay rate for employees and for each bargaining unit or employee group if results are needed by employee group. Indicate the pay period for the compensation reported. • In order to maintain confidentiality, please do not provide Social Security numbers for the employee number. We will delete any files that include Social Security numbers and request a revised file. • The census data provided for the valuation should be a snapshot of the District’s active employees and retirees as of the valuation date and not a later date. If the District provides census data as of a later date reflecting new hires, terminations, or retirees, the District’s auditors may question the validity of the actuarial valuation for use in the District’s financial statement. • Our fee estimate assumes that the District will merge and reconcile all data files and provide one census file with one complete record for each employee and eligible retiree in an Excel workbook. If the District needs our help to merge and reconcile data, our fees will be higher. We may need additional data, depending on our review of the District's retiree healthcare plan and the data provided.

411 Borel Avenue, Suite 101 y San Mateo, California 94402 main: 650/377-1600 y fax: 650/345-8057 y web: www.bartel-associates.com

Hugh Henderson October 26, 2015 Page 5

Timing Normally, the valuation results meeting is set about 7 to 9 weeks after we receive all the requested information and the District replies to any questions we may have after our initial review of the requested data.

We look forward to working with you and the District. Please call me at 650-377-1602 with any questions.

Sincerely,

Doug Pryor Vice President

Enclosure c: John Bartel, Bartel Associates, LLC o:\prospects\east contra costa fire protection district\2015\ba ecccfpd 15-10-26 opeb gasb 45 fee letter.doc

411 Borel Avenue, Suite 101 y San Mateo, California 94402 main: 650/377-1600 y fax: 650/345-8057 y web: www.bartel-associates.com

BARTEL ASSOCIATES, LLC COMPANY PROFILE

Bartel Associates, LLC is an actuarial consulting firm specializing in providing states, counties, cities, and other public agencies with actuarial consulting services including retiree medical plan valuations, pension plan valuations, retirement plan design, actuarial audits, and CalPERS retirement consulting. Our clients range from small special districts to small and large cities and states with tens of thousands of employees.

The firm’s founder, John Bartel, has over 30 years of experience as a retirement consultant and practice leader with major consulting firms. John founded Bartel Associates to provide public sector clients high quality actuarial services at reasonable fees, focusing on personal attention and clear results.

John Bartel was a member of the special task force which assisted the Governmental Accounting Standards Board (GASB) in drafting Statement No. 45, “Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions” (GASB 45). He was directly involved in the statement’s development and has assisted numerous public agencies quantify and understand the impact of this new accounting standard.

John was appointed in January 2010 by former Governor Schwarzenegger to the California Actuarial Advisory Panel (CAAP) formed under recent legislation (SB 1123). CAAP is charged with providing impartial and independent information on pensions, other postemployment benefits, and best practices to California public agencies. Its responsibilities include: Defining actuarial model policies and best practices for public retirement plan pensions and other postemployment benefits Developing pricing and disclosure standards for California public sector benefit improvements Developing quality control standards for California public sector actuaries. Gathering model funding policies and practices Replying to policy questions from public retirement systems in California Providing comment upon request by public agencies

John Bartel served as consultant for the California State Office of Finance to former Governor Schwarzenegger’s Public Employee Post-Employment Benefits Commission, charged with review of policy regarding the State’s public employee retirement benefits. He has spoken at an array of organizational meetings including those for Enrolled Actuaries, Conference of Consulting Actuaries, League of California Cities, California Society of CPAs, California Public Employee Labor Relations Association, and California Society of Municipal Finance Officers.

Our services include: OPEB Plans - We have prepared “Other Postemployment Benefit” actuarial studies and valuations for over 250 California counties, cities, districts, and special purpose agencies to assist with compliance with GASB Statements Nos. 43 and 45. We also prepare valuations for compensated absence plans for compliance with GASB 16. Pension Plans - We prepare actuarial valuations and assist with the administration of defined benefit pension plans for California governments and agencies. Plan Design - We assist public agencies redesign existing retirement plans and implement new retirement benefit programs including retiree medical plans and pension plans. Retirement System Audits - We review actuarial valuations, experience studies, actuarial assumptions, and actuarial methods for state, county, and other agency retirement systems.

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BARTEL ASSOCIATES, LLC COMPANY PROFILE

CalPERS - We provide CalPERS pension consulting services and have made presentations to county boards of supervisors, city councils, district boards of directors, employee bargaining groups, and agency staff on CalPERS contribution rates and benefit design issues.

Bartel Associates was established in July 2003 and is organized as a Limited Liability Corporation. Our office is located in San Mateo, California. We currently have 19 employees, including 8 senior actuaries, 9 actuarial analysts, and 2 administrative staff members. Ten of our actuaries are Fellows or Associates of the Society of Actuaries, 10 are Members of the American Academy of Actuaries, 6 are Enrolled Actuaries, and 4 are Fellows of the Conference of Consulting Actuaries.

Bartel Associates, LLC 411 Borel Avenue, Suite 101 San Mateo, CA 94402 phone: 650-377-1600 phone: 800-256-2090 fax: 650-345-8057

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BARTEL ASSOCIATES, LLC PROFESSIONAL SERVICES

OPEB (Other Post Employment Benefits)

We provide OPEB actuarial services to states, counties, cities and public agencies. This work helps agencies understand the impact of GASB 45 and includes:

Review and determination of plan benefits per MOUs, bargaining agreements, plan summaries, etc. Review of plan demographics and selection of actuarial methods and assumptions Calculation of GASB 45 costs and liabilities. Review and analysis regarding funding alternatives. Preparation of draft financial statement reporting and disclosure information Alternative plan design cost impact studies. Analysis of defined benefit and defined contribution retiree healthcare plan designs. Open and closed group projections, including Annual OPEB Cost (AOC) cost and benefit payout projections. Review and analysis of life insurance contracts.

Pension Plans

We prepare actuarial valuations of defined benefit retirement plans for public agencies. This work includes consulting regarding various plan issues, including the following:

Annual and biennial actuarial valuations. Financial statement reporting and disclosure information under Governmental Accounting Standards Board Statement No. 27 (GASB 27). Audits of actuarial valuations and experience studies. Benefit calculations, plan design, and document review.

CalPERS Consulting

We have worked with many California public agencies consulting on issues related to the CalPERS retirement system. This work covers a broad spectrum of retirement benefits issues, and often includes presentations to city councils, boards of directors, employee bargaining groups, or agency staff. Additional details of projects we have prepared are as follows:

Benefit improvement analysis including cost allocations for property tax issues. Pension Obligation Bond (POB) issues including cash flow analysis and actuarial certifications for POB unfunded actuarial liabilities. Asset-liability analysis including modeling stochastic confidence ranges for various funding criteria such as asset returns, contribution rates, and plan funded status. Projections of CalPERS contribution rates and related stochastic modeling. Cost impact studies of actuarial assumption changes. Plan review and design issues.

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

JOHN E. BARTEL, President

Experience/Responsibilities With over 30 years in employee benefits, John focuses on pension consulting for a wide variety of public and private sector clients. He founded Bartel Associates to serve public sector agencies, emphasizing quality, personal attention, and clear results at reasonable fees. Clients rely on John’s ability to apply complex regulations in understandable ways. John is one of two actuaries appointed to the California Actuarial Advisory Panel (CAAP) formed under recent legislation (SB 1123). CAAP will provide impartial and independent information on pensions, other postemployment benefits, and best practices to California public agencies. John Bartel served as consultant for the California State Office of Finance to former Governor Schwarzenegger’s Public Employee Post-Employment Benefits Commission, charged with review of policy regarding the State’s public employee retirement benefits. John was a member of GASB's OPEB task. John specializes in: CalPERS public agency consulting Helping clients understand actuarial, accounting, and regulatory issues Retiree healthcare plan valuation, study, and design Retirement plan review, valuation, and design Employee benefit merger and acquisition issues Publications (copies available upon request): ¾ 2003 California Public Retirement Journal “GASB: Other (Than Pensions) Post employment Benefits Plan Sponsor Reporting and Disclosure” ¾ June 2001 National Association of State Retirement Administrators (NASRA) “Is A DROP Plan Right for Your Organization?” with Chris Bone, Aon’s Chief Actuary ¾ January 2001 Western City “Understanding the Impact of the New CalPERS Public Safety Benefits” with Harriet Commons, City of Fremont. ¾ GASB 27 (pension disclosure) White Paper, California Committee on Municipal Accounting with Glenn Steinbrink, City of Fullerton Speaker at meetings for Enrolled Actuaries, Society of Actuaries, Conference of Consulting Actuaries, League of California Cities, California Society of CPAs, California Public Employee Labor Relations Association, and California Society of Municipal Finance Officers

Affiliations/Designations/Education Associate of the Society of Actuaries Fellow of the Conference of Consulting Actuaries Member, American Academy of Actuaries BS in mathematics, California State University, Chico

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

DOUG PRYOR, Vice President

Experience/Responsibilities With over 18 years in employee benefits, Doug specializes in actuarial consulting and other projects. Clients appreciate Doug’s ability to provide concise, pertinent, valuable information in a timely fashion. His experience includes: Actuarial valuations of public, corporate, and multiemployer pension plans Studies analyzing the cost of new benefits and changes to existing programs Design and costing of supplemental retirement benefits for executives Valuations of postretirement medical programs Funding of health and welfare benefits under VEBAs Plan amendments, summary plan descriptions, and other employee communications Plan terminations, calculating benefits, annuity purchase, employee communications, and government filings Benefit issues related to mergers and acquisitions as well as union negotiations

Affiliations/Designations/Education Associate of the Society of Actuaries Enrolled Actuary Member, American Academy of Actuaries BS in mathematics, University of California, Davis MA Statistics, University of California, Santa Barbara

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

MARILYN OLIVER, Vice President

Experience/Responsibilities Marilyn Oliver has worked over 30 years as an actuarial consultant for retirement plans of public and private sector employers. For the last 20 years she has specialized in public sector consulting for state, county, city, and special district retirement and post-retirement health plans. Her experience includes: Actuarial valuations, experience studies, and funding method studies Actuarial audits Legislative costing Design studies GASB 25, 27, 43 and 45 compliance Presentations to legislative bodies and retirement boards

Professional Activities Past Chair of the following Society of Actuaries (SOA) committees and task forces: ¾ Pension Section Council ¾ Retirement Systems Professional Education and Development Committee ¾ Retirement Income Needs Taskforce ¾ Mortality Projection Taskforce

Community Activities Member of the Continuing Care Advisory Committee, advising the State of California Department of Social Services Continuing Care Branch, which is charged with assuring the financial viability of the State’s continuing care retirement communities

Affiliations/Designations/Education Fellow of the Society of Actuaries Enrolled Actuary Fellow of the Conference of Consulting Actuaries Member, American Academy of Actuaries BS, MA Mathematics, University of Arizona

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

BIANCA LIN, Assistant Vice President

Experience/Responsibilities Bianca’s 15 years of actuarial experience includes 11 in employee benefit consulting. Clients depend on Bianca’s ability to coordinate projects with them and prepare results in an efficient, cost-effective manner. Bianca’s work includes: Pension and retiree healthcare actuarial valuations Review and analysis of CalPERS valuations Cost analysis and projections of various post employment benefit programs

Affiliations/Designations/Education Fellow of the Society of Actuaries Enrolled Actuary Member, American Academy of Actuaries MS in Statistics, National Tsing Hwa University, Taiwan

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

JOSEPH D’ONOFRIO, Assistant Vice President

Experience/Responsibilities With over 30 years in employee benefits, Joe has served as retirement consultant for numerous public agencies, private sector corporations, government employers, governmental contractors, nonprofit organizations, and professional corporations. Joe’s experience includes: Governmental and corporate pension and retiree medical plan consulting and administration GASB, FASB, and CAS accounting valuations Qualified retirement plan design and valuations Nonqualified executive retirement plan design and financial analysis Asset liability modeling Employee benefit merger and acquisition issues Plan terminations

Affiliations/Designations/Education Fellow of the Society of Actuaries Enrolled Actuary under ERISA Fellow of the Conference of Consulting Actuaries Member, American Academy of Actuaries BS in Physics, The Cooper Union for the Advancement of Science and Art, New York City

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

DEANNA VAN VALER, Assistant Vice President

Experience/Responsibilities Deanna’s 20 years of actuarial experience includes 7 years as a CalPERS actuary in addition to working in large and small private sector consulting firms. She has significant experience with public sector plans, including 37 Act Retirement Systems. Clients appreciate Deanna’s ability to “speak their language” and provide easy-to-understand explanations of even the most difficult topics. Deanna’s experience includes: Actuarial valuations for private and public sector pension plans Studies analyzing the cost of new benefits and changes to existing plans Studies analyzing the rates at which plan members retire, become disabled, terminate, and die Valuations of postretirement medical programs Plan amendments, summary plan descriptions, and other employee communications Calculation of benefits, service purchase, employee communications, and government filings Consultant for 37 Act Retirement Systems and other California county and local governmental pension plans, assisting with strategic planning, policy setting, and staff education CalPERS actuary for 7 years supervising annual valuations for 5 large State plans with over 600,000 members, non-teaching Schools plans with over 300,000 members, in addition to more than 1,900 plans of participating CalPERS employers Speaker at professional conferences and educational seminars for SACRS, CALAPRS, FPPTA

Affiliations/Designations/Education Associate of the Society of Actuaries Enrolled Actuary under ERISA Fellow of the Conference of Consulting Actuaries Member, American Academy of Actuaries BS in mathematics, Carleton College, Northfield, MN

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

CATHY WANDRO, Assistant Vice President

Experience/Responsibilities Cathy has over 15 years of actuarial experience, primarily in employee benefits. Her experience includes: Special studies of alternate funding methodologies for public sector retirement systems including funding methods, amortization of unfunded actuarial accrued liabilities and asset valuation methods Pension and retiree healthcare public sector actuarial valuations Retirement plan redesign, plan amendments, and government filings Summary plan descriptions and employee benefit statements Profit sharing allocations and benefit adequacy studies

Affiliations/Designations/Education Associate of the Society of Actuaries Member, American Academy of Actuaries BA in mathematics, St. Mary’s College of California MS in actuarial science, University of Iowa, Iowa City

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BARTEL ASSOCIATES, LLC SENIOR STAFF BIOGRAPHIES

MARY ELIZABETH REDDING, Assistant Vice President

Experience/Responsibilities With over 30 years in employee benefits, Mary Beth has served as retirement consultant for a wide range of public agencies, private sector corporations, government employers, governmental contractors, and nonprofit organizations. Mary Beth’s experience includes: Governmental and corporate pension and retiree medical plan consulting, valuation and financial modeling and analysis Experience studies Actuarial audits Employee communications, plan amendments, and summary plan descriptions GASB, FASB, CASB and IAS accounting valuations Qualified retirement and retiree medical plan design, administration and compliance Nonqualified executive retirement plan design and financial analysis Asset liability modeling Employee benefit merger and acquisition consulting Plan terminations

Affiliations/Designations/Education Fellow of the Society of Actuaries Enrolled Actuary under ERISA Member, American Academy of Actuaries BS in Geology and Geophysics, Yale University, New Haven, Connecticut

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BARTEL ASSOCIATES, LLC GASB 45 CLIENT LIST

Alameda Corridor Transportation Authority City of Santa Clarita Alameda County Fire Department City of Santa Fe Springs Alameda County Water District City of Santa Rosa American Canyon Fire Protection District City of Solana Beach Aptos/La Selva Fire Protection District City of South Lake Tahoe Association of Bay Area Governments City of South San Francisco Bay Area Air Quality Management District City of Stanton Belmont San Carlos Fire District City of Stockton Calleguas Municipal Water District City of Sunnyvale CalOptima City of Temple City Central Contra Costa Sanitary District City of Torrance Chino Valley Independent Fire District City of Tustin City of Alameda City of Union City City of Alhambra City of Upland City of Antioch City of Vallejo City of Azusa City of Victorville City of Belmont City of West Covina City of Bishop City of West Hollywood City of Brea City of West Sacramento City of Brentwood City of Westlake Village City of Brisbane City of Westminster City of Buena Park City of Whittier City of Burbank City of Yuba City City of Burlingame Coachella Valley Water District City of Campbell Community Redevelopment Agency of LA City of Cathedral City Contra Costa County Public Law Library City of Chico Contra Costa Transportation Authority City of Chino Hills County of Amador City of Chula Vista County of Colusa City of Citrus Heights City of Santa Clarita City of Coachella County of Madera City of Commerce County of Modoc City of Compton County of Monterey City of Concord County of Napa City of Corona County of Nevada City of Costa Mesa County of Orange

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BARTEL ASSOCIATES, LLC GASB 45 CLIENT LIST

City of Cupertino County of Placer City of Cypress County of Santa Cruz City of Daly City County of Shasta City of Davis County of Siskiyou City of Dixon County of Solano City of Dublin County of Tulare City of El Centro County of Tuolumne City of El Segundo County of Yolo City of Encinitas County of Yuba City of Fairfield Cucamonga Valley Water District City of Fort Bragg Delta Diablo Sanitation District City of Foster City Dublin San Ramon Services District City of Fountain Valley East Bay Regional Park District City of Fremont Eastern Municipal Water District City of Gilroy Eastern Sierra Community Services District City of Glendale Golden Sierra Job Training Agency City of Glendora Helix Water District City of Half Moon Bay Ironhouse Sanitation District City of Hawaiian Gardens Irvine Ranch Water District City of Healdsburg Local and Regional Government Authorities City of Hemet Los Altos Unified School District City of Hercules Los Angeles County Sanitation District City of Hermosa Beach Marin County Housing Authority City of Hesperia Marin Municipal Water District City of Huntington Park McCloud Community Services District City of Inglewood Menlo Park Fire Protection District City of La Habra Metropolitan Water District of Southern CA City of La Puente Midpeninsula Regional Open Space District City of Livermore Moraga-Orinda Fire District City of Lompoc Mt. Diablo Unified School District Napa County Transportation and Planning City of Long Beach Agency City of Los Altos Nevada Irrigation District City of Lynwood North Coast County Water District North Orange County Community College City of Madera District

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BARTEL ASSOCIATES, LLC GASB 45 CLIENT LIST

City of Manteca North Tahoe Fire Protection District City of Martinez Orange County Transportation Authority City of Menlo Park Otay Water District City of Merced Palm Springs Desert Resort CVA City of Mill Valley Palo Alto Unified School District City of Millbrae Peralta Community College District City of Mission Viejo Placer County Water Agency City of Monrovia Port of Stockton City of Monte Sereno Rancho Cucamonga Fire District City of Monterey Redwood Empire Municipal Insurance Fund City of Moorpark Riverside County Transportation Commission City of Moreno Valley Rodeo Hercules Fire Protection District City of Napa Ross Valley Sanitary District City of Newark Sacramento Metropolitan Fire Protection District Sacramento Regional Fire Communications City of Newport Beach Center City of Norco Salinas Valley Solid Waste Authority City of Novato San Bernardino Municipal Water Department City of Ontario San Diego County Water Authority San Francisco Bay Area Water Emergency City of Oroville Transportation Authority City of Palo Alto San Francisco County Transportation Authority City of Paramount San Francisco Redevelopment Agency City of Patterson San Mateo County Transit District City of Petaluma San Ramon Valley Fire Protection District City of Pico Rivera Santa Cruz Regional 9-1-1 City of Piedmont Scotts Valley Fire Protection District City of Pinole Solano County Water Agency City of Pismo Beach South Coast Water District City of Pittsburg South County Fire Protection Authority City of Pleasanton Southern California Association of Governments City of Pomona Southern California Regional Rail Authority City of Rancho Cucamonga Stanislaus County Housing Authority City of Redding State of Maine City of Redondo Beach Stege Sanitary District City of Redwood City Sweetwater Authority City of Richmond Tamalpais Union High School District

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BARTEL ASSOCIATES, LLC GASB 45 CLIENT LIST

City of Riverside Town of Corte Madera City of Rocklin Town of Hillsborough City of Rohnert Park Town of Los Altos Hills City of Roseville Town of Los Gatos City of Sacramento Town of Ross City of Salinas Town of Windsor City of San Bernardino Town of Yountville City of San Carlos Tuolumne Utilities District City of San Gabriel United Water Conservation District City of San Jose Ventura County Transportation Commission City of San Leandro West Basin Municipal Water District City of San Luis Obispo West Valley Sanitation District City of San Marcos Westborough Water District City of San Mateo Windsor Fire Protection District City of San Rafael Yolo County Transportation District City of Sand City Yolo-Solano Air Quality Management District City of Santa Ana Yuba County Water Agency City of Santa Clara

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BOARD OF DIRECTORS AGENDA ITEM NO. D-4

Meeting Date: November 2, 2015

Subject/Title: Receive Update on District’s Work to Improve Transparency

Submitted by: Hugh Henderson, Fire Chief

RECOMMENDATION FOR ACTION Receive update on District’s work to improve transparency.

SUBJECT BACKGROUND At the October 5 Board meeting, Director Pope requested a future agenda item to discuss the District’s work on improving transparency for the public. The Board’s consensus was to agendize this item for discussion tonight.

The Finance and the Outreach/Public Education Committees both had discussions in October about ways to improve transparency. Both committees reviewed checklists from the Institute for Local Government and the Special District Leadership Foundation on model practices and procedures to improve transparency.

District staff is currently working on making improvements to the District’s website to provide additional financial and other information suggested by both publications. Staff also is beginning work on several new Board policies discussed at last months' Board meeting (concerning procurement, public records, travel and reimbursement, and surplus property)..

In addition, President Bryant is establishing an Ad Hoc Committee of Directors to review and suggest updates to our current board policies.

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