HomeMy WebLinkAbout03/04/2008, C2 - REQUEST FOR PROPOSALS FOR FIRE DEPARTMENT MASTER PLAN 1
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C I T Y O F SAN LUIS OBISPO
FROM: John Callahan, Fire Chief
Prepared By: Viv R. Dilts, Administrative Analyst
SUBJECT: REQUEST FOR PROPOSALS FOR FIRE DEPARTMENT
MASTER PLAN
CAO RECOMMENDATION
1. Approve the request for proposal (RFP#90807) for the preparation of a Fire Department
Master Plan and Standards of Coverage Analysis and authorize the City Administrative
Officer(CAO) to award the contract to the most qualified proposer if it is within the project
budget.
2. Appropriate $10,000 from available mutual aid revenues, bringing the current project budget
of$40,000 to $50,000.
DISCUSSION
Background
In 2001, the Fire Department undertook an assessment following the procedures outlined by the
International Commission on Fire Accreditation. This assessment was designed to assist the fire
and emergency service agencies in achieving excellence through self-assessment and
accreditation in order to provide continuous quality improvement and the enhancement of service
delivery to their communities. There were four major reasons for undertaking this project:
1. Assist an organization as it plans and moves through change.
2. Provide for periodic evaluations on organizational effectiveness.
3. Educate the community, fire department leadership, and elected officials on fire service
needs and service level objectives.
4. Validate the level of professionalism within the organization and, ultimately, within our
profession.
Achieving the Department's service level objectives is extremely important, as is the manner in
which those objectives are met. It is important that the service level objectives are attained with
professionalism and efficiency which is developed through the Department's operational
programs and training activities.
The Fire Department's assessment was completed. However, due to time constraints, a strategic
plan was not developed. Unfortunately, this work is now outdated and the performance data
analyzed has changed. This does not allow the Department to address either current or future
deficiencies in meeting service level objectives. To achieve present and future established
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service level objectives, a current review must take place and recommendations must be made to
manage noted deficiencies.
Prior to discussing the components of this work, it is important to mention that this process is not
intended to make budget decisions; instead, the work will help create a coherent set of short and
longer term priorities to inform the department, City Administration and City Council as
citywide budget decisions are made.
Master Plan Study
Specifically, a Master Plan Study is needed which includes a Standards of Coverage analysis to
provide an objective and systematic examination of the Department's policies,practices, and
activities in the context of the City's growth in population and existing jurisdictional area.
Moreover, the intent of this process will be to provide an evaluation by an independent source
for the development of information to aid in policy direction for the Department's growth and
response to changing service demands related to current and future growth. The report will be
designed to provide the necessary information for the development of policy guidelines. It will
be written for use by management to adopt, support, evaluate and/or modify actions needed to
assure that City of San Luis Obispo Fire Department services are adequate to meet the needs of
the community through the ten-year time horizon of the plan.
Standards of Coverage Component
The proposed Standards of Coverage report will provide a comprehensive analysis of the Fire
Department's ability to provide fire and emergency services to the community based upon the
characteristics and demographics that make up the City using nationally accepted methods and a
computer model. This report will explain existing performance capabilities within the City, and
propose alternatives for future growth. The Standards of Coverage report will provide the main
tool to evaluate and make decisions about the distribution and concentration of resources. The
Standards of Coverage systems approach will follow components in the Commission on Fire
Accreditation.
The goal of the Standards of Coverage analysis is to determine the state of current and future fire
and emergency medical service needs as the City moves towards build-out. The Study will
specifically look at the City's demand with regard to fire stations, staffing and equipment
location.
Study Components
The Master Plan and Standards of Coverage analysis will serve as a strategic, forward-thinking
document that aims to strengthen the City of San Luis Obispo Fire Department's ability to
provide the most effective, efficient and safe emergency services possible. In other words, it will
be a guide for the future to help inform decision makers as resource decisions are made.
The Study components will include:
1. Existing Deployment
2. Community Outcome Expectations
3. Community Risk Assessment
4. Distribution Study (location of first due responses)
5. Concentration Study
6. Historical Reliability
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7. Historical Response Effectiveness Studies
8. Overall evaluation (with proposed Standards of Coverage statement by risk type)
The Study will also include non-response related services such as prevention, training and
administration studying the current workload, staffing and facilities and compare these current
services to current and forecasted workloads in the City. This in-depth analysis of the
department will help us make the right choices from an operational and budgetary perspective.
Evaluation and Selection Process
The following outlines the proposed evaluation and selection process:
Proposal Evaluation and Selection. Proposals will be evaluated by a review committee
composed of representatives from Administration, Community Development Department, Police
Department, Fire Department, and International Association of Firefighters based on the
following criteria:
1. Understanding of the work required by the City.
2. Quality, clarity and responsiveness of the proposal.
3. Demonstrated competence and professional qualifications necessary for successfully
performing the work required by the City.
4. Recent experience in successfully performing similar services.
5. Proposed approach in completing the work.
6. References.
7. Background and related experience of the specific individuals to be assigned to this project.
8. Proposed compensation.
As reflected above, contract award will not be based solely on price, but on a combination of
factors as determined by the CAO to be in the best interest of the City.
Proposal Review and Award Schedule. The following is an outline of the anticipated schedule
for proposal review and contract award:
1. Issue RFP 3/5/08
2. Pre-Proposal Conference 3/14/08
3. Receive proposals 4/4/08
4. Complete proposal evaluation 5/5/08
5. Conduct finalist interviews 5/16/08
6. Finalize staff recommendation 5/23/08
7. Award contract 5/30/08
8. Execute contract 5/30/08
9. Start work 6/2/08
City Council Role/Involvement. The work scope and RFP includes asking consultants to
describe their approach for involving the City Council at some appropriate stage prior to
preparation of the final draft report to take further input on Council priorities and service level
expectations.
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Request for Proposals for Fire Master Plan and Standards Analysis Page 4
FISCAL IMPACT
In the 2007-09 Financial Plan the Fire Department received funding in the amount of$40,000 to
produce a strategic plan, which "thoroughly analyzes the Fire Department's performance in
meeting current service level objectives and provides a basis for valid recommendations for
improvements in reaching or exceeding future service level objectives."
Staff believes because of the complexity of the plan and the amount of data analysis the cost for
this project will most likely exceed the original $40,000 budget by $10,000. Because of an
administrative surcharge rate collected on mutual aid incidents, the Fire Department has enough
funds in mutual aid revenues to cover this shortfall.'
ALTERNATIVES
1. Continue the Status Quo. Using Department personnel, the Fire Department has been
unable to create a strategic plan in the last six years. Because of current workloads it is
unlikely this plan will be completed in-house in the near future. In addition, an outside
perspective brings innovation and validity into the process.
2. Change the Scope of Request. The scope of the plan could be reduced. However, this is
not recommended because a plan limited in scope will not give the Department clear
direction on how to proceed in the future with staffing levels, fire station placement,
vehicle acquisition, etc.
ATTACHMENTS
1. Work scope Excerpt from the RFP
2. Proposers List
ON FILE IN THE COUNCIL OFFICE
RFP for Fire Master Plan and Standards of Cover Analysis
G:Council Agenda Reports\CAR-Master Plan&Standards of Cover.doc
ATTACHMENT 1
Section A
DESCRIPTION OF WORK
A. Overview of Work Plan
Conduct a departmental review leading to the preparation of a Master Plan while also performing a
Standard of Response Cover Planning Analysis for the City of San Luis Obispo Fire Department.
B. Standard of Response Cover Review
The scope of the envisioned project will include the following elements:
1. This study will provide the Department with draft response performance goals from which it
can adjust, if needed,the quantity, staffing and location of fire stations.
2. While this is not a study of fire departments adjacent to the City, the study will consider the
impacts of the City's existing or potential mutual aid agreements on the City's needs as well
as the City's contract with Cal Poly State University.
3. The performance goals will be consistent with national guidelines from the National Fire
Protection Association (NFPA),the Commission on Fire Accreditation International (CFAs
and the Insurance Services Office (ISO).
4. A geo-mapping software program will be used to analyze current and future fire station
locations by driving time.
5. An incident response time analysis program will be used to review the statistics of prior
actual historical performance.
The study will use the following components in the Commission on Fire Accreditation International
Standards of Response Coverage process:
1. Existing deployment—Understand existing deployment strategies, performance measures
and propose ones for use in this study to the Department project team.
2. Community outcome expectations—Help the Department to understand City Council and
community expectations for fire,EMS and special hazard responses.
3. Community risk assessment — Work with Department staff to deploy the U.S. Fire
Administration risk assessment program called RHAVE and use it to determine risk in
the community at a zone level.
Assist the Department in performing critical task analysis to determine appropriate
staffing to meet risk control expectations.
Work with the Department leadership to establish performance measures by risk type.
4. Distribution Study—Use a GIS mapping tool to study the effectiveness of existing station
locations to meet the developed performance goals for first-due, all-risk units.
5. Concentration Study—first alarm assignment or effective response force studies.
6. Historical reliability —Analyze incident data to determine if multiple calls are affecting
performance.
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7. Historical response effectiveness studies — what percent of compliance does the
existing system deliver?
8. Overall evaluation with proposed Standard of Cover statements by risk type -Advise the
Department project staff on a revised Standard of Cover set of policies by risk type for
the Department and identify changes in deployment, or relocated station(s) along with
timing.
A deployment study must address at a minimum the following questions:
I. For current and future service demands, how many fire stations should the City have and
where should the stations be located,or relocated,for the most cost effective and efficient
service?
2. If the recommendation is for more than the current number of stations, what are the
specific benefits of each additional location (response time, increase in percent of fire
containment, decrease of station alarm volume, and other cost/service benefits)?
3. If the recommendation is for more than the current number of stations, what would be the
benefits of co-locating this station with the County of San Luis Obispo Fire Department?
4. If the recommendation is for more than the current number of stations, what would be the
benefits of seeking a partnership to avoid the additional costs of an added station?
5. Is the equipment adequate(quantity, size, location)for current service demands?
6. Is the equipment adequate, considering anticipated growth of the City? If not, what are
the shortcomings and recommendations with a cost benefit analysis?
7. Provide other fire response options and strategies that might be suitable for the City over
the short and long-term.
C. Non-Response Function Review Components
The study must use Commission on Fire Accreditation International and National Fire Protection
Association Standard 1201, Standard for Providing Emergency Services to the public,performance
indicators as its basis. For other, non-response related services, such as fire prevention, public education,
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 City.This will be an in-depth
data and personnel interview driven study reviewing at a minimum the following typical fire department
functions:
1. Human Resources—does the human resources (personnel administration) system provide
the services necessary for an effective work force? Interview staff.
2. Finance — does the budgetary system and financial administration support the
organization's goals, objectives and expected outcomes? Examine records, processes and
interview staff to analyze the system, workloads and anticipated growth.
3. Risk Management Planning - is there a risk management plan that effectively reduces
injuries and controls workers compensation costs?
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ATTACHMENT 1
4. Training — does the Department's training program address both response and non-
response members needs. Analyze training records and certifications and interview staff
to analyze the current training situation and anticipated changes in the needs for training
in the future. Examine training facilities and equipment and advise on its status.
5. Management Information Systems — does the system provide leaders with data that
indicates the effectiveness of the organization in its programs and procedures? Interview
staff to determine their needs relative to management information.
6. Code Enforcement — are the legal authorities, established policies and procedures for
development, implementation and enforcement of relevant codes adequate for the
community's needs? Review the authorities, codes, policies and procedures as well as
interview staff.
7. Communications — is there a reliable communications system to facilitate prompt
delivery of service throughout the community?
8. Investigations — does the program of investigation of fires and other emergencies assist
with the development of an effective hazard and risk prevention program?
9. Public Education — does the program work in concert with school systems, community
organizations, special interest groups, corporate partners and government agencies in
delivering public safety information regarding fire, medical emergency, natural disaster,
and other threats?
10. Disaster Preparedness — does the current Emergency Operations Plan and training
program adhere to best practices and meet the foreseeable needs of the City?
11. Hazardous Materials — does the Hazardous Materials System provide for effective
planning,enforcement, and response?
12. Community Outreach—is there a community outreach program? Does it reach all sectors
of the community,especially those populations at greatest risk to fire and injury?
13. Succession Planning — what are the dynamic age/retirement demographics of the fire
department staff? How can the Department effectively respond to these impacts?
D. Work Plan Tasks
Tasks may include, but not be limited to:
■ Initiate and Manage the Project
o Develop detailed Work Plan schedule with a specific timeline for the project
o Meet with City representatives to initiate study
o Obtain and review City documentation
o Interview City leadership and Fire Chief
o Interview City Fire Department
o Interview Cal Poly leadership (The Fire Department is in a unique position because it
contracts with Cal Poly State University for services. Other State University campuses
are either in the city limits and protected by the City or are in the county protected by the
County Fire Department)
o Monitor engagement progress and completion of tasks.
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ATTACHMENT 1
■ Conduct a full Standards of Response Cover(SOC)study, meeting the criteria of the Commission
on Fire Accreditation International.
■ Conduct Stakeholder Meetings and Documentation Review to Analyze Non-Deployment Issues.
■ Analyze Growth and Development; Forecast Resource Needs; Conduct Final Deployment Models
and Prepare Integrated Draft Strategic Plan
■ Prepare and Deliver the Final Report with Executive Summary,Recommendations and Long-
Range Service Plan within twelve (12)months from the issuance of the contract.
F. Final Report Components
The final work product should include:
■ An analysis of the effectiveness of current fire station locations;
■ An analysis of the efficiency of the current deployment scheme of resources within the
Department's fire stations;
■ An analysis of the Fire Department's ability to meet the listed standards;
■ Recommendations for changes in fire station locations to meet the current and future needs of the
City and to optimize service delivery;
■ Recommendations for co-locating with the County Fire Department or initiating a partnership if
adding stations is suggested;
■ Recommendations for deployment of existing resources within the City fire stations to optimize
service delivery;
■ Recommendations for deployment of new resources to meet current and future needs;
■ Provision of supporting data and rationale for all recommendations;
■ Provision of supporting colored maps 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;
■ A comprehensive analysis of current department services and staffing in the support bureau areas
such as fire prevention,training and administration will be delivered;
■ The non-response bureau's analysis will be combined with a forecast of future demands into a
multi-year staffing and services plan for the headquarters functions.
The Final Report, statistics, and maps will be provided in bound, hard copies, and will also be delivered
electronically in Adobe Acrobat(.PDF)format.
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ATTACHMENT 2
PROPOSERS LIST
FIRE MASTER PLAN AND STANDARD OF RESPONSE—SPECIFICATION NO.90807
Citygate Associates
2250 E. Bidwell Street, Suite 100
Folsom, CA 95630
Attn: Stewart Gary
Phone No. 916-458-5100x-305
Fax No. 925-606-6274
Emergency Services Consulting, Inc.
25200 SW Parkway Avenue, Suite 3
Wilsonville, OR 97070-9616
Phone No. 503-570-7778 / 800-757-3724
Fax No. 503-570-0522
Tridata Corporation
1000 Wilson Blvd.
Arlington, VA 22209-2211
Phone No. 703-351-8300
Fax No. 703-351-8383
This Proposers List is not limited to these three companies. Others may submit proposals if they can meet
the criteria of the RFP.
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