HomeMy WebLinkAboutCenter for Public Safety Management, LLC. 2024-12-19COU No. 2425-157
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AGREEMENT FOR
PROFESSIONAL CONSULTING SERVICES
This Agreement, made and entered into this 19th day of December, 2024 (“Effective
Date”), by and between CITY OF UKIAH, CALIFORNIA, hereinafter referred to as "City" and
Center for Public Safety Management, LLC., a corporation organized and in good standing
under the laws of the state of California, hereinafter referred to as "Consultant".
RECITALS
This Agreement is predicated on the following facts:
DCity requires consulting services related to 89)$Strategic Planning Services.
EConsultant represents that it has the qualifications, skills, experience and properly
licensed to provide these services, and is willing to provide them according to the terms
of this Agreement.
FCity and Consultant agree upon the Scope-of-Work and Work Schedule attached hereto
as Attachment "A", describing contract provisions for the project and setting forth the
completion dates for the various services to be provided pursuant to this Agreement.
TERMS OF AGREEMENT
1.0 DESCRIPTION OF PROJECT
1.1 The Project is described in detail in the attached Scope-of-Work (Attachment "A").
2.0 SCOPE OF SERVICES
2.1 As set forth in Attachment "A".
2.2. Additional Services. Additional services, if any, shall only proceed upon written
agreement between City and Consultant. The written Agreement shall be in the form of
an Amendment to this Agreement.
3.0 CONDUCT OF WORK
3.1 Time of Completion. Consultant shall commence performance of services as required
by the Scope-of-Work upon receipt of a Notice to Proceed from City and shall complete
such services within 180 days from receipt of the Notice to Proceed. Consultant shall
complete the work to the City's reasonable satisfaction, even if contract disputes arise or
Consultant contends it is entitled to further compensation.
4.0 COMPENSATION FOR SERVICES
4.1 Basis for Compensation. For the performance of the professional services of this
Agreement, Consultant shall be compensated on a time and expense basis not to
exceed a guaranteed maximum dollar amount of $62,150. Labor charges shall be
based upon hourly billing rates for the various classifications of personnel employed by
Consultant to perform the Scope of Work as set forth in the attached Attachment A,
which shall include all indirect costs and expenses of every kind or nature, except direct
COU No. 2425-157
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expenses. The direct expenses and the fees to be charged for same shall be as set
forth in Attachment A. Consultant shall complete the Scope of Work for the not-to-
exceed guaranteed maximum, even if actual time and expenses exceed that amount.
4.2 Changes. Should changes in compensation be required because of changes to the
Scope-of-Work of this Agreement, the parties shall agree in writing to any changes in
compensation. "Changes to the Scope-of-Work" means different activities than those
described in Attachment "A" and not additional time to complete those activities than the
parties anticipated on the date they entered this Agreement.
4.3 Sub-contractor Payment. The use of sub-consultants or other services to perform a
portion of the work of this Agreement shall be approved by City prior to commencement
of work. The cost of sub-consultants shall be included within guaranteed not-to-exceed
amount set forth in Section 4.1.
4.4 Terms of Payment. Payment to Consultant for services rendered in accordance with this
contract shall be based upon submission of monthly invoices for the work satisfactorily
performed prior to the date of the invoice less any amount already paid to Consultant,
which amounts shall be due and payable thirty (30) days after receipt by City. The
invoices shall provide a description of each item of work performed, the time expended
to perform each task, the fees charged for that task, and the direct expenses incurred
and billed for. Invoices shall be accompanied by documentation sufficient to enable City
to determine progress made and to support the expenses claimed.
5.0 ASSURANCES OF CONSULTANT
5.1 Independent Contractor. Consultant is an independent contractor and is solely
responsible for its acts or omissions. Consultant (including its agents, servants, and
employees) is not the City's agent, employee, or representative for any purpose.
It is the express intention of the parties hereto that Consultant is an independent
contractor and not an employee, joint venturer, or partner of City for any purpose
whatsoever. City shall have no right to, and shall not control the manner or prescribe the
method of accomplishing those services contracted to and performed by Consultant
under this Agreement, and the general public and all governmental agencies regulating
such activity shall be so informed.
Those provisions of this Agreement that reserve ultimate authority in City have been
inserted solely to achieve compliance with federal and state laws, rules, regulations, and
interpretations thereof. No such provisions and no other provisions of this Agreement
shall be interpreted or construed as creating or establishing the relationship of employer
and employee between Consultant and City.
Consultant shall pay all estimated and actual federal and state income and self-
employment taxes that are due the state and federal government and shall furnish and
pay worker's compensation insurance, unemployment insurance and any other benefits
required by law for himself and his employees, if any. Consultant agrees to indemnify
and hold City and its officers, agents and employees harmless from and against any
claims or demands by federal, state or local government agencies for any such taxes or
benefits due but not paid by Consultant, including the legal costs associated with
defending against any audit, claim, demand or law suit.
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Consultant warrants and represents that it is a properly licensed professional or
professional organization with a substantial investment in its business and that it
maintains its own offices and staff which it will use in performing under this Agreement.
5.2 Conflict of Interest. Consultant understands that its professional responsibility is solely
to City. Consultant has no interest and will not acquire any direct or indirect interest that
would conflict with its performance of the Agreement. Consultant shall not in the
performance of this Agreement employ a person having such an interest. If the City
Manager determines that the Consultant has a disclosure obligation under the City’s
local conflict of interest code, the Consultant shall file the required disclosure form with
the City Clerk within 10 days of being notified of the City Manager’s determination.
6.0 INDEMNIFICATION
6.1 Insurance Liability. Without limiting Consultant's obligations arising under Paragraph 6.2
Consultant shall not begin work under this Agreement until it procures and maintains for
the full period of time allowed by law, surviving the termination of this Agreement
insurance against claims for injuries to persons or damages to property, which may arise
from or in connection with its performance under this Agreement.
A. Minimum Scope of Insurance
Coverage shall be at least as broad as:
1. Insurance Services Office ("ISO) Commercial General Liability Coverage
Form No. CG 20 10 10 01 and Commercial General Liability Coverage –
Completed Operations Form No. CG 20 37 10 01.
2. ISO Form No. CA 0001 (Ed. 1/87) covering Automobile Liability, Code 1
"any auto" or Code 8, 9 if no owned autos and endorsement CA 0025.
3. Worker's Compensation Insurance as required by the Labor Code of the
State of California and Employers Liability Insurance.
4. Errors and Omissions liability insurance appropriate to the consultant’s
profession. Architects’ and engineers’ coverage is to be endorsed to
include contractual liability.
B. Minimum Limits of Insurance
Consultant shall maintain limits no less than:
1. General Liability: $1,000,000 combined single limit per occurrence for
bodily injury, personal injury and property damage including operations,
products and completed operations. If Commercial General Liability
Insurance or other form with a general aggregate limit is used, the
general aggregate limit shall apply separately to the work performed
under this Agreement, or the aggregate limit shall be twice the prescribed
per occurrence limit.
2. Automobile Liability: $1,000,000 combined single limit per accident for
bodily injury and property damage.
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3. Worker's Compensation and Employers Liability: Worker's compensation
limits as required by the Labor Code of the State of California and
Employers Liability limits of $1,000,000 per accident.
4. Errors and Omissions liability: $1,000,000 per occurrence.
C. Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by
the City. At the option of the City, either the insurer shall reduce or eliminate
such deductibles or self-insured retentions as respects to the City, its officers,
officials, employees and volunteers; or the Consultant shall procure a bond
guaranteeing payment of losses and related investigations, claim administration
and defense expenses.
D. Other Insurance Provisions
The policies are to contain, or be endorsed to contain, the following provisions:
1. General Liability and Automobile Liability Coverages
a. The City, it officers, officials, employees and volunteers are to be
covered as additional insureds as respects; liability arising out of
activities performed by or on behalf of the Consultant, products
and completed operations of the Consultant, premises owned,
occupied or used by the Consultant, or automobiles owned, hired
or borrowed by the Consultant for the full period of time allowed by
law, surviving the termination of this Agreement. The coverage
shall contain no special limitations on the scope-of-protection
afforded to the City, its officers, officials, employees or volunteers.
b. The Consultant's insurance coverage shall be primary insurance
as respects to the City, its officers, officials, employees and
volunteers. Any insurance or self-insurance maintained by the
City, its officers, officials, employees or volunteers shall be in
excess of the Consultant's insurance and shall not contribute with
it.
c. Any failure to comply with reporting provisions of the policies shall
not affect coverage provided to the City, its officers, officials,
employees or volunteers.
d. The Consultant's insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect
to the limits of the insurer's liability.
2. Worker's Compensation and Employers Liability Coverage
The insurer shall agree to waive all rights of subrogation against the City,
its officers, officials, employees and volunteers for losses arising from
Consultant's performance of the work, pursuant to this Agreement.
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3. Professional Liability Coverage
If written on a claims-made basis, the retroactivity date shall be the
effective date of this Agreement. The policy period shall extend one (1)
year from the date of final approved invoice.
4. All Coverages
Each Insurance policy required by this clause shall be endorsed to state
that coverage shall not be suspended, voided, canceled by either party,
reduced in coverage or in limits except after thirty (30) days prior written
notice by certified mail, return receipt requested, has been given to the
City.
E. Acceptability of Insurers
Insurance is to be placed with admitted California insurers with an A.M. Best's
rating of no less than A- for financial strength, AA for long-term credit rating and
AMB-1 for short-term credit rating.
F. Verification of Coverage
Consultant shall furnish the City with Certificates of Insurance and with original
Endorsements effecting coverage required by this Agreement. The Certificates
and Endorsements for each insurance policy are to be signed by a person
authorized by that insurer to bind coverage on its behalf. The Certificates and
Endorsements are to be on forms provided or approved by the City. Where by
statute, the City's Workers' Compensation - related forms cannot be used,
equivalent forms approved by the Insurance Commissioner are to be substituted.
All Certificates and Endorsements are to be received and approved by the City
before Consultant begins the work of this Agreement. The City reserves the right
to require complete, certified copies of all required insurance policies, at any
time. If Consultant fails to provide the coverages required herein, the City shall
have the right, but not the obligation, to purchase any or all of them. In that
event, the cost of insurance becomes part of the compensation due the
contractor after notice to Consultant that City has paid the premium.
G. Subcontractors
Consultant shall include all subcontractors or sub-consultants as insured under
its policies or shall furnish separate certificates and endorsements for each sub-
contractor or sub-consultant. All coverage for sub-contractors or sub-consultants
shall be subject to all insurance requirements set forth in this Paragraph 6.1.
6.2 Indemnification. Notwithstanding the foregoing insurance requirements, and in addition
thereto, Consultant agrees, for the full period of time allowed by law, surviving the
termination of this Agreement, to indemnify the City for any claim, cost or liability that
arises out of, or pertains to, or relates to any negligent act or omission or the willful
misconduct of Consultant in the performance of services under this contract by
Consultant, but this indemnity does not apply to liability for damages for death or bodily
injury to persons, injury to property, or other loss, arising from the sole negligence, willful
misconduct or defects in design by the City, or arising from the active negligence of the
City.
COU No. 2425-157
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“Indemnify,” as used herein includes the expenses of defending against a claim and the
payment of any settlement or judgment arising out of the claim. Defense costs include
all costs associated with defending the claim, including, but not limited to, the fees of
attorneys, investigators, consultants, experts and expert witnesses, and litigation
expenses.
References in this paragraph to City or Consultant, include their officers, employees,
agents, and subcontractors.
7.0 CONTRACT PROVISIONS
7.1 Ownership of Work. All documents furnished to Consultant by City and all documents or
reports and supportive data prepared by Consultant under this Agreement are owned
and become the property of the City upon their creation and shall be given to City
immediately upon demand and at the completion of Consultant's services at no
additional cost to City. Deliverables are identified in the Scope-of-Work, Attachment "A".
All documents produced by Consultant shall be furnished to City in digital format and
hardcopy. Consultant shall produce the digital format, using software and media
approved by City.
7.2 Governing Law. Consultant shall comply with the laws and regulations of the United
States, the State of California, and all local governments having jurisdiction over this
Agreement. The interpretation and enforcement of this Agreement shall be governed by
California law and any action arising under or in connection with this Agreement must be
filed in a Court of competent jurisdiction in Mendocino County.
7.3 Entire Agreement. This Agreement plus its Attachment(s) and executed Amendments
set forth the entire understanding between the parties.
7.4 Severability. If any term of this Agreement is held invalid by a court of competent
jurisdiction, the remainder of this Agreement shall remain in effect.
7.5 Modification. No modification of this Agreement is valid unless made with the agreement
of both parties in writing.
7.6 Assignment. Consultant's services are considered unique and personal. Consultant
shall not assign, transfer, or sub-contract its interest or obligation under all or any portion
of this Agreement without City's prior written consent.
7.7 Waiver. No waiver of a breach of any covenant, term, or condition of this Agreement
shall be a waiver of any other or subsequent breach of the same or any other covenant,
term or condition or a waiver of the covenant, term or condition itself.
7.8 Termination. This Agreement may only be terminated by either party: 1) for breach of
the Agreement; 2) because funds are no longer available to pay Consultant for services
provided under this Agreement; or 3) City has abandoned and does not wish to complete
the project for which Consultant was retained. A party shall notify the other party of any
alleged breach of the Agreement and of the action required to cure the breach. If the
breaching party fails to cure the breach within the time specified in the notice, the
contract shall be terminated as of that time. If terminated for lack of funds or
abandonment of the project, the contract shall terminate on the date notice of
termination is given to Consultant. City shall pay the Consultant only for services
COU No. 2425-157
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performed and expenses incurred as of the effective termination date. In such event, as
a condition to payment, Consultant shall provide to City all finished or unfinished
documents, data, studies, surveys, drawings, maps, models, photographs and reports
prepared by the Consultant under this Agreement. Consultant shall be entitled to
receive just and equitable compensation for any work satisfactorily completed
hereunder, subject to off-set for any direct or consequential damages City may incur as
a result of Consultant's breach of contract.
7.9 Execution of Agreement. This Agreement may be executed in duplicate originals, each
bearing the original signature of the parties. Alternatively, this Agreement may be
executed and delivered by facsimile or other electronic transmission, and in more than
one counterpart, each of which shall be deemed an original, and all of which together
shall constitute one and the same instrument. When executed using either alternative,
the executed agreement shall be deemed an original admissible as evidence in any
administrative or judicial proceeding to prove the terms and content of this Agreement.
8.0 NOTICES
Any notice given under this Agreement shall be in writing and deemed given when
personally delivered or deposited in the mail (certified or registered) addressed to the
parties as follows:
CITY OF UKIAH CENTER FOR PUBLIC SAFETY MANAGEMENT
DEPT. OF FINANCE 475 K STREET NW STE 702
300 SEMINARY AVENUE WASHINGTON, DC 20001
UKIAH, CALIFORNIA 95482-5400
9.0 SIGNATURES
IN WITNESS WHEREOF, the parties have executed this Agreement the Effective Date:
CONSULTANT
___12/20/2024_______
Date
____________________
Date
BY: __________________________
PRINT NAME: Thomas J. Wieczorek
___46-5366606_______________
IRS IDN Number
CITY OF UKIAH
BY:
CITY MANAGER
ATTEST
____________________
CITY CLERK Date
02/06/2025
Kristine Lawler (Feb 7, 2025 07:38 PST)
Kristine Lawler 02/07/2025
"UUBDINFOU"
CPSM
Center for Public Safety Management, LLC
October 31, 2024
Chief Doug Hutchison
Ukiah Valley Fire Authority
1500 S. State Street
Ukiah, CA 95482
In Re: Consulting Services: Strategic Plan Services.
Dear Chief Hutchison:
The Center for Public Safety Management, LLC, (CPSM), as the exclusive provider of public
safety technical assistance for the International City/County Management Association, is
pleased to submit this proposal for the completion of Strategic Planning Services for the Ukiah
Valley Fire Authority. On behalf of our firm, I thank you for considering CPSM for this consulting
service. Through this introductory letter and proposal, 1 will explain why CPSM is the most
qualified fire and emergency services consultancy firm to perform this strategic plan work for the
fire authority.
Our Experience
CPSM specializes in public safety technical assistance to local governments including
comprehensive evaluation and analysis of Fire and EMS agencies, Standards of Cover analysis,
and Strategic/Service Level Planning. Our foundational analysis principles include linking
agency workload, performance, and response times to community risk, current and projected
population and growth patterns, agency deployment models, station locations, and analysis of
Fire and EMS service level deliverables. CPSM devotes substantial project analysis time to
operational efficiencies (use of operational staffing and deployable resources), the
effectiveness of the organizational structure in terms of managing and delivering organizational
programs, and the impacts of operational workload, response times, and resiliency of
operational resources on the overall effectiveness of the department's ability to provide Fire and
EMS services to the community.
The above and other Standards of Cover/Service Level analyses components are staples in our
Fire and EMS operational and strategic planning analysis projects, and link directly to
operational staffing, apparatus deployment, and organizational issues and challenges.
Additionally, these concepts will draw CPSM into a critical gap analysis of current and future Fire
and EMS service levels, system issues and challenges, NFPA 1710 standard national
benchmarking for fire protection services (Standard for the Organization and Deployment of Fire
Suppression Operations, Emergency Medical Operations, Special Operations to the Public by
Career Fire Departments), and local, state, and national best practices for Fire and EMS service
delivery.
Overall, CPSM has worked meticulously to develop client inclusive public safety consulting
services that are non-biased, fact-based, and measured against national standards and best
practices.
Chief Doug Hutchison
October 31,2024
CPSM Proposal:Strategic Planning Services
Page 2
The following outlines the wide range of Fire and EMS analyses, Standards of Cover, and
Strategic Planning services we have completed or are engaged with in the most recent three.
year period.
• City of Baraboo, WI (Strategic Planning) . Petaluma, CA
• Augusta County, VA (Strategic Planning) . Plymouth, MA
• El Mirage, AZ 0 Darien, CT
• Tooele City, UT • Upper Arlington, OH
• Tooele County, UT . Haverhill, MA
• National City, CA • Battle Creek, MI
• Shenandoah County, VA (strategic Planning) e Biddeford, ME
• Roswell, GA (Strategic Planning) • Garland, TX (Strategic Planning)
• Kalispell, MT • Haverford, PA
• Minot, ND . Pelham, AL
• Cocoa Beach, FL • Jupiter, FL
• Celina, TX • Northville-Plymouth, MI
• Mt. Pleasant, MI • Fair Oaks Ranch, TX
• Midland, MI • Richardson, TX (Strategic Planning)
• Sterling Heights, MI • Prince George's County, MD (Strategic Planning)
• Northbridge, MA (strategic Planning) • Chatham County, GA (Strategic Planning)
• Altoona, WI . Evans, CO (Strategic Planning)
As an organization, CPSM has more than 15 years of experience performing these and similar
projects for local government fire, rescue, police, and 911 departments nationwide using our
unique methodology of aligning our comprehensive data analysis, industry standards and best
practices, and recommendations and solutions with the issues and challenges faced by the
Ukiah Valley Fire Authority. This includes our experience with more than 500 such public safety
studies in 46 states and provinces and 450+communities.
CPSM Key Strengths
The project team selected for the Strategic Planning Services for the Ukiah Valley Fire Authority
offers years of practitioner, first line supervisory, middle management, and senior leadership
experience in the fire, rescue, and EMS disciplines; a record of research, academic, teaching
and training; and a firm that has extensive consulting experience completing over 200 Fire and
EMS studies nationwide. Our team comprises true industry subject matter experts, not research
assistants, interns, or generic management consultants.
Chief Joe Pozzo will serve as the project lead. Chief Pozzo has performed over 85 Fire and EMS
analyses and has national project experience including Fire Administrative and Operational
Analyses, Standards of Cover, Strategic/Service Plan, 911 Center, and Workforce Assessment
project experience. Chief Pozzo has participated in and led each of the projects outlined
above. The remainder of the proposed Ukiah Valley Fire Authority team have participated in
many of these projects with Chief Pozzo including Strategic Plans, Fire and EMS Operational and
Administrative analyses, Standards of Cover, and Station Location Feasibility analyses.
Center for Public Safety Manngem;_,nL.
Chief Doug Hutchison
October 31,2024
CPSM Proposal:Strategic Planning Services
Page 3
Our overall project approach when conducting Strategic Planning services,which includes an
organizational and operational gap analysis, consistently includes:
Information and Data Collection-CPSM has developed several information gathering tools and
techniques we utilize for our projects. These include information/data requests directed to the
client, extraction, and forensic analysis of computer aided dispatch (CAD) and records
management system data, and analysis specific driven surveys and stakeholder meetings.
Inclusive Stakeholder Approach-As we do on every project, we will meet with and continuously
communicate with the appropriate stakeholders for a wholistic understanding of the project
scope, the jurisdiction, and any issues and challenges that may exist.
Fact Based Approach-CPSM is a fact based and data driven consultant organization,relying
on information and data we receive from our clients,extract from our research, and as outlined
in national standards and science/evidence based best practices.
CPSM offers a unique and more comprehensive approach than ordinary accreditation or
competitor studies. In general, our analysis involves the following major tasks:
• Conducting a data-driven forensic analysis to identify actual response unit workload.
■ Identifying and discussing issues and challenges the municipallity and department may
be facing and providing insightr recommendations, and strategic, guidance to improve
services, effectiveness, and program delivery of Fire and EMS services.
• Performing a gap analysis, comparing the "as-is" state of the department to industry best
practices and standards.
• Measuring the fire and rescue department's ability to respond to the community risk and
demand for service, assemble an effective response force for various Fire and EMS
responses, and provide recommendations, alternatives, and strategic initiatives for
effective service delivery.
What Our Clients Say About Us
Producing high-quality Fire and EMS Strategic Plans with an organizational gap analysis and
community stakeholder input involves collaboration among stakeholders, accurate data
provision by the client, in-depth gap analysis by CPSM, and a commitment to the established
timelines.
Over the last fourteen+years, CPSM has delivered over two-hundred comprehensive Fire and
EMS Analyses, Standards of Cover, and Fire Master/Strategic Plans that have provided local
governments with alternatives and solutions to their Fire and EMS issues, challenges, and service
deliverables, which have a focus on providing efficient and effective services as benchmarked
against the agency's workload and response times, expectations, best practices, ability to fund,
and national benchmarks.
Our client commitment and project focus are evidenced through what former clients have
stated regarding our work.
Chief Doug Hutchison
October 31,2024
CPSM Proposal:Strategic Planning Services
Page 4
Jaclyn Thiel, Assistant City Manager, Upper Arington, OH
"CPSM was able to provide us with a long overdue evaluation of our safety forces and help us
bring together a 10 year plan for future operations. We especially appreciated prioritized
recommendations with incremental steps to get us to our final goals. The relationship that we
have built with CPSM over the course of our Police and Fire reviews has provided the city with a
trusted partner and expert in the most critical part of our city operations."
Steve Williams, Village Manager, Village of Key Biscayne, FL
"The CPSM team was right on the mark. As Key Biscayne Fire Rescue was facing a monumental
shift in leadership, we asked CPSM to do a complete assessment of our department so that we
could take on the challenges ahead. Professionals, visionaries and most important
understanding of the extensive challenges of local government, the CPSM team spent quality
time with our Fire Department to analyze our strengths and areas for improvement and helped
us set a deliberate course for our difficult transition over the next three years."
U_
Assistant Chief Eric Everson, Celina, TX Fire Department
"The organizational study conducted by CPSM proved to be a transformative experience for
the Celina Fire Department. Through their meticulous analysis, comprehensive assessments, and
insightful recommendations, CPSM helped us gain a deeper understanding of our
organizational strengths, weaknesses, and opportunities for improvement.
CPSM offers a proven approach that has been developed by combining the expertise of our
fire, rescue, and EMS subject matter experts with our experience performing hundreds of similar
studies for local government clients nationwide. Our operational assessments reflect lessons
learned from the hands-on Fire and EMS department experience of our team.
ICMA has provided direct services to local governments worldwide for 110 years, which has
helped to improve the quality of life for millions of residents in the United States and abroad. My
colleagues at CPSM and I greatly appreciate this opportunity and would be pleased to provide
consulting services to your organization. I can be reached at 386-785-7282 or via email at
■
Sincerely, For CPSM,
Joseph E. Pozzo Thomas I Wieczorek
Senior Manager for Fire and EMS Director
Center for Public Safety Center for Public Safety
Management, LLC Management. LLC
616-813-3782
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CONTENTS
The Association & The Company ................................................................................7
Project Understanding and Approach.......................................................................8
ProjectTimeline ........................................................................................................... 10
Ukiah Valley Fire Authority Team ............................................................................... 11
KeyPersonnel Resumes............................................................................................ 12
References................................................................................................................... 17
ProposedFees............................................................................................................. 17
Deliverables and Conclusion..................................................................................... 18
The remainder of this page left blank intentionally.
THE ASSOCIATION & THE COMPANY
International City/county Management Association (ICMA)
The International City/County Management Association (ICMA) is a 110-year-old, non-profit
professional association of local government administrators and managers,with approximately
13,000 members located in 32 countries.
Since its inception in 1914, ICMA has been dedicated to assisting local governments and their
managers in providing services to their citizens in an efficient and effective manner. ICMA
advances the knowledge of local government best practices with its website, ww,icma,yra,
publications, research, professional development, and membership.
Center for Public Safety Management
The ICMA Center for Public Safety Management (ICMA/CPSM) was launched by ICMA to
provide support to local governments in the areas of law enforcement, fire, Emergency Medical
Services (EMS), emergency management, and 91 1-Communication Centers. CPSM also
represents local governments at the federal level and has been involved in numerous projects
with the Department of Justice and the Department of Homeland Security. Further, CPSM
provides training and research for ICMA members and represents ICMA in its dealings with public
safety professional associations such as CALEA, PERF, IACP, IAFC, PSHRA, DOJ, BJA, COPS, and
NFPA.
In 2014 as part of a restructuring at ICMA, CPSM spun out of ICMA as a separate company and
is now the exclusive provider of public safety technical assistance for ICMA. The Center for Public
Safety Management, LLC maintains the some team of individuals performing the same level of
service that it had as an ICMA internal program.
As an organization, CPSM has more than fourteen years of experience performing fire, EMS, law
enforcement, and 911 Communication Center agencies nationwide using our unique
methodology of aligning our comprehensive workload and response analysis with industry
standards and best practices, and our client's issues and challenges. Our overall experience
includes more than 500 such public safety studies in 46 states and provinces and 450+
communities ranging in population size from 269 (Bald Head, NC) to 4.4 million (Maricopa
County, AZ).
The CPSM project teams offer years of practitioner, first line supervisory, middle management,
and senior leadership experience in the fire, rescue, EMS, emergency management, law
enforcement, and 911-Center disciplines; and a record of research, academic, teaching and
training. Our team comprises true industry subject matter experts, not research assistants, interns,
or generic management consultants.
CPSM
Fa,,,fp P.d*,Safety Managemen4 LLC
www.cusm.us
PROJECT UNDERSTANDING AND APPROACH
Fundamentally, a Strategic Plan encompasses both a baseline gap assessment of an
organization or program and a "road map" to develop and achieve a planned response to
specific factors which will or potentially will affect an organization or program's mission, or in the
case of public safety, service deliverables. A Strategic Plan also specifies baseline capabilities,
real or potential constraints that may exist or be placed on the organization and delivers a set of
goals and requirements to achieve identified objectives and desired outcomes.
The overall methodology for this strategic planning process includes concepts from the
Customer-Centered Strategic Planning (CCSP) process. This planning process places a strong
emphasis on understanding and meeting the needs of customers. In the case of a Fire
Department, this includes internal department members and external customers or users of the
Fire Department system. The process is designed to align an organization's strategies and actions
with the expectations and preferences of its members and customers.
CPSM's work will begin with establishing a close partnership with the Fire Chief, his command
and administrative staff, and fire authority officials. Through our analysis work, we are natural
collaborators and produce our best work when we better understand our client's organizational
components and programs, internal and external forces, service delivery methodology, and
desired outcomes while providing an external perspective. This will assist CPSM draft internal and
external stakeholder survey questions and guide our team when developing content and
conducting in-person stakeholder sessions with the public and members of the fire authority.
On an ongoing basis we will hold scheduled virtual meetings with the Fire Chief and staff to
provide updates, review our progress, adjust our work as necessary, and discuss next steps.
CPSM will specifically provide Strategic Planning Services which lead to the creation of near-.
mid , and longterm strategic planning initiatives, goals, and objectives. The CPSM team will
develop and facilitate:
L Focused on-site, in-person stakeholder session with community stakeholders to gather
feedback on community expectations, concerns, and priorities, which will be used by
CPSM in the development of strategic initiatives, goals, and objectives, and to integrate
external feedback into the fire authority mission, vision, and values.
Focused on-site, in-person stakeholder sessions with uniform and non-uniform fire
authority personnel to gather input that will assist CPSM in the development of strategic
initiatives, goals, and objectives, and to integrate internal feedback into the fire authority
mission, vision, and values.
➢ An external survey developed by CPSM and made electronically available to the Ukiah
Valley Fire Authority community to elicit further input on community expectations,
concerns, and priorities as they relate to Fire and EMS services in the city.
Conduct a baseline assessment of current conditions and service performance,
centered around an organizational gap analysis.The purpose of this gap analysis is to
assess emergency operations in comparison to industry standards and best practices, as
well as (1) create a benchmark against which options for future service delivery can be
measured; and (2) understand how the Fire Authority provides and coordinates system-
wide service.
Strategic Planning Services with a Gap Analysis and Development of a Strategic Plan
The strategic planning process (work conducted during CPSM gap analysis and strategic
planning meetings) that will lead to the development of a Strategic Plan and subsequent
strategic plan initiatives will include:
➢ Initial preparatory meetings with fire authority leadership (virtual).
➢ Two-day site visit that will include:
o Strategic Plan gap analysis meeting with fire authority leadership.
o Internal stakeholder sessions (in-person) with identified fire authority staff.
o External community stakeholder meeting (in-person) with community members
identified/selected by the fire authority.
➢ External community survey.
➢ Organizational Strengths, Weaknesses. Opportunities.and Weaknesses (SWOT) analysis.
➢ Organizational and operational gap analysis to include:
o A comprehensive response workload, response time, and resiliency data analysis
of response resources.
o A comprehensive review of all Fire Authority system components.
• Fire and EMS Operations
• Organizational Structure
■ Community Risk Reduction
• Training and Education
• Infrastructure (fleet and facilities)
o Benchmarking against industry and national standards, and best practices.
a A review of existing plans, guidelines, polices and other relevant documents.
o Staffing and deployment assessment.
o Facility location analysis.
Analyze the fire authority's community risk, incident demand, where the demand
is occurring, and the fire-rescue system's ability to effectively respond to the
community risk.
o GIS mapping and analysis to support operational gap analysis and community
risk assessment.
Our final strategic planning document will include:
➢ Overview of the fire authority and organization.
➢ Overview of the Strategic Planning Process.
o CPSM Strategic Plan Methodology and results.
o Internal and External stakeholder meetings.
o External survey.
o Organizational Strengths, Weaknesses, Opportunities, and Threats.
➢ Vision and Mission Statements.
➢ Organizational Values.
➢ Strategic Initiatives with accompanying goals, objectives and implementation strategy.
Project Management Approach
CPSM assigns a project manager to each project it performs. Our project manager is responsible
for all aspects of project execution and contractual compliance. Chief Joe Pozzo will be the
project manager for this project. He will serve as the main point of contact for the fire authority.
Joe will lead our project team in performing the required scope of services in accordance with
the contract scope of work, CPSM's quality standards, and the established project budget and
schedule.
Site Visit
CPSM will conduct a site visit for the purpose of conducting stakeholder interviews with key fire
authority leadership,workforce members, and community representatives to obtain information
specific to the scope of work. The site visit will also include a tour of the city and fire district so
CPSM can better understand the building, transportation, and environmental risk inherent to the
city. lastly, the site visit will include a tour of each fire facility and training grounds so that CPSM
can better analyze service delivery infrastructure and observe operational readiness and
response posture.
Project Kickoff and Communications
After the contract award, our Project Manager will arrange an initial virtual meeting with key fire
authority project staff to discuss our approach to the project scope of work, as well as begin the
stakeholder dialogue that will drive the project's success. Our project manager will solicit input
on our proposed approach and schedule, and document the mutually agreed upon final plan
that CPSM will follow to complete the project.
PROJECT TIMELINE
CPSM anticipates this strategic planning project (with gap analysis) will take 150-180 days and
will track as outlined here.
Project Component Month Month Month Month Month Month
1 2 3 4 5 d
Project Kickoff
Initial Preparatory Meetings
Begin Gap Analysis
Develop Workload and Response Time
Analysis
Develop Internal Stakeholder Sessions
Develop External Stakeholder Session
Develop External Community Survey
External Community Survey Posted
Deliver Draft Workload and Response Time
Analysis for Review by Client
Site Visit for In-Person Meetings/Sessions
Develop Strategic Plan and Initiatives
Deliver Draft Strategic Plan to Organization
for Review
CPSM Progress Meetings (Virtual)
Center for Public Safety Management, LLC 10
CPSM UKIAH VALLEY FIRE AUTHORITY TEAM
For this project, CPSM will assemble a premier team of experts from a variety of Fire and
Emergency Services disciplines from across the United States, and that have extensive Fire and
EMS experience. The goal is to develop recommendations, provide alternatives,and develop
action plans that will produce the outcomes necessary to provide Fire and EMS services
consistent with the vision, goals, and objectives of the Fire Chief and Fire Executive Committee.
The Ukiah Valley Fire Authority project team will consist of a project manager and senior public
safety experts selected from our staff to meet the specific needs of the municipality. All
proposed team members have experience in Fire and EMS gap analysis and Strategic Plan
development and are available to participate in the Ukiah Valley Fire Authority project.
Project Management Organizational Chart
CPSM DIRECTOR
Thomas - • -
. ChiefPROJECT MANAGER DATA ANALYSIS
•- Pozzo, MPA Dov Chelsf, • I]
Fire/EMS GIS
Specialist • • Analysissisi
Strategic Plan
Monicque Lee •
Team
Center for PUblic Safety Management, LLC
1
Key Personnel Resumes
CPSM DIRECTOR
THOMAS WIECZOREK
Director, Center for Public Safety Management; retired City Manager Ionia, MI; former Executive
Director Center for Public Safety Excellence
BACKGROUND
Thomas Wieczorek is an expert in fire and emergency medical services
operations. He has served as a police officer, fire chief, director of public
safety and city manager, and is former Executive Director of the Center for
Public Safety Excellence (formerly the Commission on Fire Accreditation
International, Inc.).
He has taught numerous programs for the International City-County
Management Association, Grand Valley State University, the National Highway
Traffic Safety Administration (NHTSA), State of Michigan's Transportation Asset
Management Council, and Grand Rapids Community College. He often testified for the
Michigan Municipal League before the legislature and in several courts as an expert in the field
of accident reconstruction and fire department management. He is the past president of the
Michigan Local Government Manager's Association (MLGMA, now MME); served as the vice-
chairperson of the Commission on Fire Officer Designation; served as ICMA's representative on
the international Accreditation Service (IAS), a wholly owned subsidiary of the International
Code Council (ICC); and currently serves on the NFPA 1710 and 1730 committee.
He worked with the National League of Cities and the Department of Homeland Security to
create and deliver a program on emergency management for local officials titled, "Crisis
Leadership for Local Government Officials." It has been presented in 43 states and has been
assigned a course number by the DHS. He represents ICMA on the Emergency Management
Assistance Compact (EMAC) Board and other fire service participation areas. In 2022 he worked
with ICMA to create a FE_MA program on economic recovery from disasters for local
government managers. It has been delivered via webinar and in person across the United
States.
He received the Mark E. Keane "Award for Excellence" in 2000 from the ICMA, the Association's
highest award and was honored as City Manager of the Year (1999) and Person of the Year
(2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan
Municipal League in 2005.Mr. Wieczorek has been with the firm since its inception and has
completed and/or served as a corporate lead for several hundred Fire, EMS, and taw
Enforcement projects.
SENIOR MANAGER: FIRE AND EMS - PROJECT MANAGER
FIRE CHIEF, JOSEPH E. POZZO (RET.), MPA, CFOD
Former Director of Public Protection for Volusia County, Florida;Former Assistant Director of
Human Resources,Volusia County, FL; Former Deputy Director, Volusia County Department of
Public Protection; former Director and Fire Chief, Volusia County, Florida,former Fire Chief,
Loudon County, Virginia, former Fire Chief Portsmouth, Virginia.
BACKGROUND
Joe Pozzo has a forty (40) year career in public service, and most recently
served as the Director of Public Protection for Volusia County, Florida where
he provided executive leadership to the Fire, EMS, Emergency Management,
Corrections, Animal Control, and Beach Safety divisions. The Public Protection
Department is the largest department in Volusia County and includes 945+
employees, an EMS Division that responds to 80,000 calls per year, an all-
4.91 hazards Emergency Management Division, and a Fire Division that responds
to 23,000 calls/year utilizing ALS staffed apparatus.
From March 2015 to September of 2018, Joe served as the Assistant Director of Human Resources
for Volusia County, Florida (3,200 employees), where he managed the employee relations,
benefits administration, and occupational health services functions and teams,as well as assist
in the management and negotiation of six collective bargaining agreements/units.
Joe was also involved in developing and implementing the county's Diversity and Inclusion
initiative.
Joe has also served as the Deputy Director of the Department of Public Protection Volusia
County, Florida,where he was responsible for the day-to-day operations of Fire, EMS,
Emergency Management, Medical Examiner, Beach Safety, Corrections,and Animal Services.
He was formerly Fire Chief of Volusia County Fire Services,where he developed and
implemented a service model designed to introduce EMS transport into the agency,
incorporate fleet efficiencies, and enhance the wild land/urban interface efforts.
Prior to Chief Pozzo's appointment in Volusia County in 2010, he served as the Chief of the
Loudoun County Department of Fire and Rescue. This agency is a combination fire and
rescue system providing fire, rescue,and emergency management services in one of the
fastest growing counties in the nation.The fire and rescue system during Chief Pozzo's tenure
provided these services to over 275,000 permanent residents living in 520 square miles of
diverse suburban and rural area located within the National Capital Region. Services were
executed through 450+career staff 1400+volunteer members operating out of 19 stations.
Prior to his appointment with Loudoun County, Chief Pozzo served as Chief of the Portsmouth
Fire, Rescue and Emergency Services Department. This agency is one of the oldest
professional departments on the eastern seaboard and served over 100,000 residents during
Chief Pozzo's tenure. Chief Pozzo also served in the City of Virginia Beach, Va. Fire
Department for 19 years, reaching the level of Deputy Fire Marshal and then Battalion Chief
prior to embarking on his career as a Fire Chief/Director.
Joe holds a Master of Public Administration degree from Troy University, a B.A. in Public
Administration from Saint Leo University,and numerous public safety technical certifications.
Chief Pozzo also holds the Chief Fire Officer Designation: from the Center for Public Safety
Excellence.
SENIOR ASSOCIATE: EMERGENCY MEDICAL SERVICES
EXECUTIVE DIRECTOR, JASON BRADY, DBA, MBA, MICP, NRP, CCEMT-P, CSSBB
Executive Director, Emergency Medical Services for University Hospital - Newark, NJ;
Former Director of EMS for Volusia County, Florida; Former Director of Emergency
Medical Services, Macon, GA; Former Deputy Fire Chief, Lawrenceville, VA; Former
Director of Operations, RMT Schaumburg, IL.
BACKGROUND
Director Brady has a thirty (30) year career in public service, and currently serves as the
Executive Director of EMS for University Hospital - Newark, NJ where he provides
executive leadership to ground ALS / BLS 911 operations, NJ State Police Medivac
program (JEMSTAR), FBI-Newark SWAT Blue Team - medical coordination unit, New
Jersey Task Force Operations, EMS Urban Heavy & Technical Rescue Operations, New
Jersey Port Authority Operations for both Liberty International Airport and the Newark
Seaport. Additionally, Director Brady overseas the Northern New Jersey Medical
Coordinating Center (MCC) which involves medical surveillance activities for over 35
hospitals. University Hospital EMS has approximately 400 Full-Time Staff Members, forty-
five (45) Ambulances, and answers over 11 OK calls for service annually.
From July of 2019 through July of 2021 Director Brady served as the Director of EMS for
Volusia County Florida. Prior to Director Brady's appointment in Volusia County in 2019,
he served as the EMS Director of Navicent Health. This agency is a hospital Based 911
EMS agency. Director Brady has also served in Fire and EMS agencies in Virginia, and
Illinois in various roles that include Chief Flight Medic, Senior Paramedic, QA/QI/Training
Coordinator, and Director of Operations.
Director Brady holds the Degree of Doctor of Business Administration in Healthcare
Administration from Liberty University, a Master of Business Administration from Southern
New Hampshire University, and a Bachelor of Science in Health Science in Emergency
Medical Services Management from George Washington University. Jason is a
Nationally Registered Paramedic, a New Jersey Licensed MICP, and Certified Fire
Fighter in New Jersey, Virginia & Georgia. Jason is a Certified Six Sigma Black Belt in
process improvement and currently preparing for his Project Manager Professional
(PMP) global exam.
ASSOCIATE: FIRE AND EMS
DEPUTY CHIEF MATT GUSTAFSON (RET.), B.S.
Former Deputy Fire Chief, Sonoma County, CA Fire District.
BACKGROUND
Deputy Chief Mott Gustafson has a 40-year career in public and private fire service, and most
recently retired as a Deputy Chief with the Sonoma County, CA Fire District. Matt started his
career as a volunteer firefighter for the City of Larkspur (CA). He was later hired at Lucasfilm LTD
to help create a new fire, safety, and security division for the Skywalker Ranch / Lucasfilm
complexes. Matt gained extraordinary experience and education in private emergency services
as well as motion-picture film and television entertainment safety. Matt worked his way up to
Assistant Fire Chief and Head of Safety/Security for the Skywalker Ranch complex.
CPSMA
In 1998, Matt was hired with Windsor Fire Protection District as a Battalion Chief/ Fire Marshal. As
Battalion Chief, Matt managed fire station crews and administrative staff and responded to
greater alarm incidents ultimately for two fire districts under a Joint Powers Agreement (JPA). He
managed employee performance and relations, facilities, and policy development. As Fire
Marshal, Matt performed plan review and fire and life safety inspections for new building
projects and events for a rapidly growing community. Matt managed fire investigations, public
relations, and community risk reduction programs. Matt worked closely effectively with the
public, building officials, planners, developers, other fire officials, city officials,and elected
officials. He served as president of the Sonoma County Fire Prevention Officers and facilitated
the "single-code" (one fire code for the entire county) project. Matt also managed a
LEED/Green-certified new fire station project, added staffing, built employee relations, and
created strategic plans, team building programs, fee schedules, mitigation revenues, and a
career succession program.
Matt has an Associate's Degree in Fire Science Technology.a Bachelor of Science Degree in Fire
Administration and Prevention (Magna Cum Laude), Fire Officer Certification,and is a Master
Instructor within the California State Fire Service Training and Education System.
SENIOR ASSOCIATE: EMERGENCY MEDICAL SERVICES
EXECUTIVE DIRECTOR, JASON BRADY, DBA, MBA, MICP, NRP, CCEMT-P, CSSBB
Executive Director, Emergency Medical Services for University Hospital-Newark, NJ;
Former Director of EMS for Volusia County, Florida; Former Director of Emergency
Medical Services, Macon, GA; Former Director of Operations, RMT Schaumburg, IL.
BACKGROUND
Director Brady has a thirty (30) year career in public service, and currently serves as the
Executive Director of EMS for University Hospital - Newark, NJ where he provides
executive leadership to ground ALS / BLS 911 operations, NJ State Police Medivac
program (JEMSTAR), FBI-Newark SWAT Blue Team - medical coordination unit, New
Jersey Task Force Operations, EMS Urban Heavy & Technical Rescue Operations, New
Jersey Port Authority Operations for both Liberty International Airport and the Newark
Seaport. Additionally, Director Brady overseas the Northern New Jersey Medical
Coordinating Center (MCC) which involves medical surveillance activities for over 35
hospitals. University Hospital EMS has approximately 400 Full-Time Staff Members, forty-
five (45) Ambulances, and answers over 1 1 OK calls for service annually.
From July of 2019 through July of 2021 Director Brady served as the Director of EMS for
Volusia County Florida. Prior to Director Brady's appointment in Volusia County in 2019,
he served as the EMS Director of Navicent Health. This agency is a hospital Based 911
EMS agency. Director Brady has also served in Fire and EMS agencies in Virginia, and
Illinois in various roles that include Chief Flight Medic, Senior Paramedic, QA/QI/Training
Coordinator, and Director of Operations.
Director Brady holds the Degree of Doctor of Business Administration in Healthcare
Administration from Liberty University, a Master of Business Administration from Southern
New Hampshire University, and a Bachelor of Science in Health Science in Emergency
Medical Services Management from George Washington University. Jason is a
Nationally Registered Paramedic, a New Jersey Licensed MICP, and a Certified Fire
Fighter in New Jersey, Virginia & Georgia.
ASSOCIATE: FIRE AND EMS DATA ANALYSIS/STRATEGIC PLANNING
RANDA MATUSIAK, Ph.D.
BACKGROUND
Dr. Matusiak is currently the Operations Manager for the Department of Public Protection in
Volusia County, Florida. In this role, Dr. Matusiak manages the fiscal, data analysis, and
administrative program management related components of the department. Dr. Matusiak
developed and manages performance measurement, operational resource assignment and
management, and service level strategic planning for the Volusia County Corrections,
Emergency Medical Services, and Fire-Rescue divisions.
Dr. Matusiak holds a B.A. in Psychology from the University of Texas at Austin, an M.A. in Criminal
Justice, and Criminology from Sam Houston State University (Huntsville, TX), and a Ph.D. in
Criminal Justice from Sam Houston State University. After completing her Ph.D., Dr. Matusiak held
the position of Assistant Professor at the University of Central Missouri (UCM). While at UCM, she
also served as Graduate Program Coordinator for several years. Dr. Matusiak has served as an
Adjunct Instructor for the Department of Criminal Justice at the University of Central Florida.
ASSOCIATE
CHIEF RONDALL L. EARLY, MPA, EFO, NREMT-P
Fire Chief, Wake Forest, North Carolina, Former Battalion Chief, Portsmouth VA.
BACKGROUND
Chief Early has more than 30 years of fire and EMS experience as a practitioner, middle
manager, and Chief officer in the planning, organizing, delivering, and administration of fire
and EMS department operations. Since 2008, Chief Early has commanded the Wake Forest Fire
Department.The Wake Forest Fire Department is a combination fire department that provides
fire suppression, basic life support emergency medical services first response, hazardous
material response, fire prevention, and fire and emergency medical services training programs
to the Town of Wake Forest and surrounding unincorporated fire district.
Prior to his appointment in Wake Forest, Chief Early served the Portsmouth, VA Fire and EMS
Department for twenty years. In Portsmouth, Chief Early rose through the ranks from firefighter to
Battalion Chief, working in all areas of this department to include engine and ladder
companies, EMS transport, and training. Chief Early's final assignment in Portsmouth prior to
leaving for Wake Forest was as the Division Chief for Emergency Medical Services,where he
oversaw the EMS transport operations, EMS billing, training, and administration of this
departmental function.
Chief Early holds a Master of Public Administration degree from Troy University, is a 2011
graduate of the National Fire Academy's Executive Fire Officer Program, holds the certification
of Notionally Registered Emergency Medical Technician-Paramedic, and holds the rank of 2^d
Lieutenant with the North Carolina Civil Air Patrol in charge of Emergency Services.
Center for Public Safety Management, ILLC
DATA ASSESSMENT TEAM - DATA TEAM MANAGER
DOV CHELST, PH.D.
Director of Quantitative Analysis
BACKGROUND
Dr. Chelst is an expert in analyzing public safety department's workload and deployment. He
manages the analysis of all public safety data for the Center. He Is involved in all phases of The
Center's studies from initial data collection, on-site review, large-scale dataset processing,
statistical analysis, and designing data reports. To date, he has managed over 140 data analysis
projects for city and county agencies ranging in population size from 8,000 to 800,000.
Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in
Mathematics and Physics from Yeshiva University. He has taught mathematics, physics, and
statistics, at the university level for 9 years. He has conducted research in complex analysis,
mathematical physics, and wireless communication networks and has presented his academic
research at local, national.and international conferences,and participated in workshops across
the country. Dr. Chelst has been with the firm since its inception and has completed over 350
data analyses for ICMA/CPSM.
PUBLIC SAFETY DATA ANALYST-GIS
MONICQUE LEE, MS, BS
BACKGROUND
Ms. Lee has extensive experience in the areas of data and geospatial analysis, hydrographic
data processing, mapping platforms, and project management. She has worked as a GIS
consultant, and with the U.S. Army Corps of Engineers where she received a U.S. Army
commendation, and the United States Geological Survey, Grand Canyon Monitoring and
Research Center. Ms. Lee has a Master of Science in Geographic Information Science &
Technology.
PUBLIC SAFETY DATA ANALYST
XIANFENG LI, PH.D.
BACKGROUND
Dr. Xianfeng Li is a professional computational scientist and certified SAS programmer with a
wealth of knowledge and research experience in Complex System Modeling, Data Analysis, and
Statistical Physics. He is highly qualified in various coding programs and has earned numerous
data science certifications. He previously worked as a Research Associate and Postdoctoral
Fellow. Dr. Li earned his Ph.D, and master's degree in Polymer Science within the Institute of
Chemistry from the Chinese Academy of Sciences in Beijing. He earned his bachelor's degree in
Chemistry at Jilin University in Changchun. Since joining CPSM in 2019, Dr. Li has completed over
40 public safety data analyses.
■
REFERENCES
Garland,TX
Fire and EMS Master Plan
CPSM conducted a comprehensive gap analysis and Fire Master Plan for the City of Garland,TX
Fire Department. During the gap analysis, CPSM interacted extensively with City staff, members
and officers of the fire department, and key internal city and external stakeholders involved with
the project that included in-person and virtual meetings, as well as an internal web-based staff
survey. CPSM provided the city with significant near, mid, and long term strategic planning goals
and objectives for Fire and EMS operations, community paramedicine, community risk reduction,
recruitment and retention, and department infrastructure. Strategic planning goals and
recommendations were focused on improving organizational effectiveness with service
deliverables.
Chief Mark Lee, Garland, TX Fire Department
200 N. Fifth Street
Garland, TX 75046
972-781-7101
MLee.9 arlondix. ov
Augusta County, VA
Fire and EMS Master Plan
CPSM conducted a comprehensive gap analysis which led to the development of a Fire-EMS
Comprehensive Strategic Plan for the Augusta County, VA combination Fire-EMS system. During
the gap analysis, CPSM interacted extensively with internal and external stakeholders through
several in-person stakeholder meetings and a web-based community survey. CPSM provided
the county with significant near, mid, and long term strategic initiatives that included goals and
objectives for Fire and EMS operations, mobile integrated health, community risk reduction,
recruitment and retention, and fire-rescue system infrastructure.
Chief Greg Schact
18 Government Center Lane
Verona, VA 24482
540-245-5624
gschacht@co.auausta.va.us
Petaluma, CA
CPSM completed an operational analysis of the Fire and EMS department. This assessment
included a community risk analysis, infrastructure analysis, staffing analysis, growth analysis,
station location feasibility analysis, operational analysis, workload and response time analysis,
deployment analysis, and comprehensive analysis of the fire department EMS transport system.
CPSM provided the city with recommendations and solutions for station locations, fleet and
resource deployment, staffing, and EMS deployment.
Jeff Schach, Fire Chief
City of Petaluma, CA Fire Department
198 D Street
Petaluma, CA 94952
707.778.4390
JSchcacFi@cilyo.pttc lumU.orU
PROPOSED FEES
The quotation of fees and compensation shall remain firm for a p�:riod of 90 days from this
proposal submission.
CPSM will conduct Strategic Planning Services for the professional fees as outlined below. The
project would be billed in task oriented installments as outlined below.
➢ 40%of Strategic Plan Fee: Completion of Project Kickoff and Initial Preparatory Meeting.
➢ 40%of Strategic Plan Fee: Completion of in-person/on-site work sessions and meetings.
➢ 20%of Strategic Plan Fee:Submission of Draft Strategic Plan.
➢ Travel billed as incurred and at cost with no administrative overhead fees applied.
FEE BREAKDOWN _
Strategic Planning Process
Organizational and Operational Gap Analysis Strategic Plan fee: $54,350
Internal/External Stakeholder Meetings
External Community Survey
Strategic Plan Development
SME travel for one on-site visit (3-SMEs) $7,800
Total $62,150
A final report in-person presentation, if requested: $2,500.00 (one meeting) along with
reimbursement of travel expenses for up to two associates (this is not included in Strategic Plan
fees as outlined above).
DELIVERABLES AND CONCLUSION
Report deliverables are as stated above, unless otherwise agreed upon between the client and
the Project Manager. The fee quoted above is inclusive of the research and development of all
elements of the draft and final reports. CPSM will deliver the Strategic Plan in computer readable
material. Should the fire authority desire additional copies of the final analysis report, CPSM will
produce and deliver whatever number of copies is requested,which will be invoiced at cost.
Part of ICMA's mission is to assist local governments in achieving excellence through information
and assistance. Following this mission, Center for Public Safety Management, LLC acts as a
trusted advisor, assisting local governments in an objective manner. CPSM's experience in
dealing with public safety issues combined with its background in performance measurement,
achievement of efficiencies, and genuine community engagement, makes CPSM a unique and
beneficial partner in dealing with issues such as those being presented in this proposal. We look
forward to working with you further.
Center for PLiblic Safety Management, LLC 19